Asian Development Bank Institute Three-Year Rolling Work Program, 2021-2023 and Budget for 2021
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November 2020 Asian Development Bank Institute Three-Year Rolling Work Program, 2021–2023 and Budget for 2021 Distribution of this document is restricted until it has been approved by the Board of Directors. Following such approval, ADB will disclose the document to the public in accordance with ADB’s Access to Information Policy.
ABBREVIATIONS
ADB – Asian Development Bank
ADBI – Asian Development Bank Institute
APEC – Asia-Pacific Economic Cooperation
ASEAN – Association of Southeast Asian Nations
BMGF – Bill & Melinda Gates Foundation
CBT – capacity building and training
CAREC – Central Asia Regional Economic Cooperation
COVID-19 – coronavirus disease
DMC – developing member country
DFI – development finance institution
ESG – environment, social and governance
fintech – financial technology
G20 – Group of Twenty
HTHT – high-tech high touch
HVP – high-value agricultural product
IT – information technology
ICHARM – International Centre for Water Hazard and Risk Management
MSME – micro, small, and medium-sized enterprise
OECD – Organisation for Economic Co-operation and Development
PRC – People’s Republic of China
SME – small and medium-sized enterprise
SIDS – small island developing state
SDG – Sustainable Development Goal
T20 – Think 20
TTCSP – Think Tanks and Civil Societies Program
US – United States
U20 – Urban 20
NOTE
In this report, “$” refers to United States dollars unless otherwise stated.Dean Tetsushi Sonobe, Asian Development Bank Institute (ADBI)
Deputy Dean Chul Ju Kim, ADBI
Director Katsuyuki Meguro, Administration, Management and Coordination (AMC), ADBI
Team members Linda Arthur, Senior Capacity Building and Training Specialist, ADBI
David Hendrickson, Communications Specialist, AMC, ADBI
Fernando Ildefonso, Web Development Consultant, AMC, ADBI
Adam Majoe, Publications and Brand Consultant, ADBI
Peter Morgan, Senior Consulting Economist, Vice Chair, Research, ADBI
Shiro Oda, Senior Administrative Officer, AMC, ADBI
Arlyn Orong, Senior Strategy and Policy Assistant, Strategy, Policy and
Partnerships Department, ADB
Grant Stillman, Legal Adviser and Senior Administrative Officer, AMC, ADBI
In preparing any country program or strategy, financing any project, or by making any designation
of or reference to a particular territory or geographic area in this document, the Asian
Development Bank does not intend to make any judgments as to the legal or other status of any
territory or area.CONTENTS
Page
I. INTRODUCTION 1
II. ASIAN DEVELOPMENT BANK INSTITUTE’S VISION 1
III. STRATEGIC OBJECTIVES AND DIRECTIONS 1
IV. ROLLING WORK PROGRAM FOR 2021–2023 3
A. Research 3
B. Capacity Building and Training 9
C. Integrated Programming 14
D. Outreach and Knowledge Dissemination 15
V. STAFFING AND BUDGET FRAMEWORK 17
A. Staffing 17
B. Budget Framework 18
VI. RECOMMENDATION 21
APPENDIXES
1. Asian Development Bank Institute Activities in 2020 22
2. Asian Development Bank Institute Partners in 2020 44
3. Selected Capacity Building and Training Activities, 2021–2023 47
4. Asian Development Bank Institute Publications, November 2019–
November 2020 55
5. Asian Development Bank Institute Financial Statement 70I. INTRODUCTION
1. Pursuant to Article V(3)(a) of the Statute of the Asian Development Bank Institute (ADBI),
this paper presents the 3-year rolling work program for 2021–2023.
2. ADBI’s institutional strategic focus is aligned with Strategy 2030 of the Asian
Development Bank (ADB) and related implementation activities.1 Strategy 2030 is an important
driver in the selection of ADBI activities during the 3-year rolling work program for 2021–2023.
II. ASIAN DEVELOPMENT BANK INSTITUTE’S VISION
3. ADBI’s vision is to be an innovative center of excellence for the creation and dissemination
of timely, innovative, evidence-based knowledge to support policy design and implementation by
developing and emerging economies that further contributes to achieving a prosperous, inclusive,
resilient, and sustainable Asia and the Pacific. The institute does this through the seamless
integration of research, capacity building and training (CBT), and outreach focused on regional
stakeholders. In the spirit of One ADB, ADBI will also contribute to ADB’s overall mission and
operational priorities in line with Strategy 2030. This vision will promote ADBI’s reputation as a
leading regional and global think tank, as affirmed in January 2020, when ADBI was for the first
time ranked as the world’s top government-affiliated think tank by the 2019 Global Go To Think
Tank Index Report published by the University of Pennsylvania.2 ADBI also moved up one position
to 24th in the report’s ranking of top think tanks worldwide.
III. STRATEGIC OBJECTIVES AND DIRECTIONS
4. The objectives of ADBI are to identify effective development strategies and to improve
the capacity for sound development among the agencies and organizations engaged in
development work in ADB’s developing member countries (DMCs).3 ADBI will continue to
heighten its visibility, accessibility, and impact through high-quality knowledge products and
services that offer timely and relevant insights and guidance for policy makers, experts, and other
stakeholders.
5. To achieve ADBI’s objectives, the institute will pursue strategic directions that leverage its
nimbleness and flexibility as ADB’s think tank and address new challenges posed by the novel
coronavirus disease (COVID-19) pandemic. These directions consist of a policy-oriented and
demand-driven approach, efforts to further strengthen the quality and coordination of the
institute’s work, adaptive communications and outreach, a One ADB approach, robust
international cooperation and global outreach, digitalization of ADBI operations, and greater
gender and geographic inclusion, the details of which are described in the following paragraphs.
6. ADBI will continue to prioritize important new and emerging policy issues and ideas for
development, such as the policy implications of the COVID-19 pandemic. It will emphasize
demand-driven policy research and CBT activities that address the evolving and increasingly
knowledge-based development needs of countries in Asia and the Pacific, taking into account
the varying stages of development across DMCs and incorporating inputs from DMC
governments and other institutions on topics of interest.
1 ADB. 2019. Strategy 2030: Achieving a Prosperous, Inclusive, Resilient, and Sustainable Asia and the Pacific.
Manila. Appendix 1 lists 2020 ADBI activities in line with Strategy 2030 operational priorities.
2 J. McGann. 2020. 2019 Global Go To Think Tank Index Report. TTCSP Global Go To Think Tank Index Report. No.
17. Philadelphia: University of Pennsylvania, Think Tanks and Civil Societies Program.
https://repository.upenn.edu/think_tanks/17/.
3 ADBI. 2018. Article II. Statute of the ADB Institute. Tokyo.2
7. The institute will further improve the quality and coordination of its research outputs and
CBT programs, in line with the ADBI results framework, by concentrating on timely policy
innovation and implementation support and continuing to strengthen its impartial peer-review
process and feedback mechanisms.4 To maximize the value of its CBT activities, ADBI will
conduct regular post-event surveys and jointly organize CBT events with institutional partners.
8. ADBI will build on the progress of efforts to raise the profile and impact of its research,
CBT activities, and brand as a leading regional and global think tank, bolstered by complementary
communications and outreach measures for the COVID-19 era. These measures will further
harness digital tools and channels to strengthen the production, delivery, promotion, and
reception of ADBI knowledge products and services to help accelerate breakthrough development
solutions and outcomes in DMCs.
9. Pursuant to the One ADB approach, ADBI will continue to (i) jointly conduct a large share
of its research and CBT programs with counterparts from ADB headquarters and country offices;
(ii) leverage its nimbleness, flexibility, and network with universities and other think tanks to
contribute to ADB operations and country knowledge programming and building institutional
capacity, consistent with the ADB Knowledge Management Action Plan; (iii) share knowledge
products with ADB repositories and portals; and (iv) ensure that ADBI knowledge products and
activities are relevant and responsive to the DMCs.5 As part of this, ADBI has reinforced its efforts
to keep the ADB Board of Directors updated through continued Across the Board sessions
showcasing its latest research outputs and CBT activities.
10. ADBI will further deepen its cooperation with the international community. This includes
active and extensive collaboration with government ministries and agencies, think tanks,
international organizations, and other external partners on key research and CBT activities. The
institute will also continue to exercise thought leadership in regional and global forums to drive
the development and promotion of policy ideas for addressing common challenges that impact
DMCs and help support the realization of goals aligned with Strategy 2030. This includes
embedding ADBI’s involvement in the Think 20 (T20), the policy research and advisory network
for the Group of 20 (G20), as well as in activities such as the Global Solutions Initiative and the
initiatives of the University of Pennsylvania’s Think Tanks and Civil Societies Program.6
11. ADBI will further promote digitalization by building on digital platforms—which were in
place prior to the COVID-19 pandemic and subsequently expanded—to allow for more efficient
and effective internal administration and operations, external engagement, and sharing of ideas.
The institute’s adoption of teleworking, webinars, and e-learning will remain vital for ensuring safe,
efficient, and productive working conditions, mitigating disruptions in its operations caused by
COVID-19 and other potential shocks.
12. ADBI is guided by a strong commitment to inclusion, both in the workplace and in its
activities and outreach. The institute’s recent trend toward a better gender balance of its staff and
4 ADBI’s results framework is currently under review in view of COVID-19 and other emerging challenges. ADBI will
make efforts to capture the needs from DMCs more effectively and to ensure proper alignment of ADBI activities with
ADB country programming.
5 Appendix 1, Table A1.4 lists key ADBI research and CBT events co-organized with ADB in 2020.
6 Appendix 1, section E details ADBI’s engagement with key regional and global think tank and thought leadership
forums in 2020.3
promotion of women’s empowerment projects reflect this commitment.7 ADBI will also use its
enhanced digital capacities to further expand the geographical coverage of and policy maker
participation in research and CBT activities, increasing their accessibility to DMCs in all areas of
Asia and the Pacific and helping enable them to use the knowledge products and services of
ADBI to the greatest extent possible.
IV. ROLLING WORK PROGRAM FOR 2021–2023
13. The selection of research and CBT programs for 2021–2023 was guided by (i) the
relevance of policy issues to the priority themes specified in Strategy 2030; (ii) the needs of
DMCs as gathered through the ADBI CBT survey; (iii) suggestions made by the ADB Budget
Review Committee, Board of Directors, Management; and high-ranking policy makers and think
tank heads in Asia and the Pacific; (iv) advice provided by members of the ADBI Advisory
Council; and (v) consultations with ADB knowledge and regional departments and relevant
country offices to avoid duplication and foster knowledge partnerships.
A. Research
14. ADBI has set up quality-control mechanisms at each stage of its research. It will
strengthen collaboration with departments at ADB headquarters and investigate the potential to
establish more formal institutional links and networks with selected knowledge partners based in
DMCs. Such collaboration will build on existing agreements with ADB and other think tanks and
organizations. ADBI will continue to explore ways to carry out research projects in the most
efficient and timely way possible.
15. The major research projects planned for 2021–2023 are briefly described in paras. 16–
32. The policy recommendations that emerge from this research will support inclusive and
sustainable growth in the region. Where relevant, these policy recommendations will also aim to
promote private sector growth, for example, by removing impediments to business, improving
the investment climate, and, thus, providing more opportunities for the private sector to expand
investment, employment, and output. In addition to the seven operational priorities of ADB’s
Strategy 2030, the Research Department has added a new priority area on COVID-19 pandemic
impacts and policies.
1. Major Research Projects
a. COVID-19 Pandemic Impacts and Policies8
16. Strengthening environment, social, and governance investment and sustainable
investment under the COVID-19 crisis. The project focuses on the impact of the COVID-19
crisis on sustainable investment, or environment, social, and governance (ESG) investment, and
the behavior of the private sector. The project will explore the effects of ESG policies on firm
performance and social welfare. It will investigate the potential benefits and risks of ESG
7 Gender data for ADBI staff appears in Section V. Staffing and Budget Framework, Table 1. Information about ADBI’s
gender-related projects can be found in the research and CBT departments’ rolling work programs for 2021–2023,
as well as their 2020 activities described in Appendix 1. Gender data for ADBI’s research and CBT event participants
in 2020 appears in Appendix 1, section D.
8 In addition to the project described in para. 16, ADBI will also continue its surveys of COVID-19 impacts on micro,
small, and medium-sized enterprises, farmers, and households, which began in 2020 and are described in paras. 2–
3 in Appendix 1.4
investment, based on data and other evidence. It will also examine how to leverage ESG
investment to promote the sound social and environmental development of countries in Asia and
the Pacific. The main issues to be addressed include: (i) whether ESG investment will continue to
grow after the COVID-19 shock, or whether investors’ interests will change because of the impacts
of the COVID-19; (ii) can companies afford to invest more in ESG-related activities while revenues
slump; and (iii) what are the merits and drawbacks of ESG investment toward achieving a green
society, relative to other measures such as carbon tax, regulations. ADBI will collaborate with ADB,
policy makers, and securities exchanges in Asia.
b. Addressing Remaining Poverty and Reducing Inequalities
17. Digitalization and economic and financial development. Digitalization, such as e-
commerce, is a key driver of competitiveness among enterprises and economic integration in
the digital economy. This project identifies ways to make internet-based trade activities more
effective and explores possibilities for them to contribute to economic development while raising
companies’ competitiveness. ADBI will use theoretical and empirical approaches to analyze the
impact of digitization on entrepreneurship, rural–urban economic integration, and productivity
across the economies of Asia and Pacific. ADBI will collaborate with ADB and other think tanks in
the region.
18. Randomized controlled trial experiment on high-tech high-touch education. COVID-
19 has severely impacted education systems worldwide, compounding online learning’s many pre-
existing limitations. Artificial intelligence-based high-touch high-tech (HTHT) education is being
developed to promote personalized learning online. A small scale, non-randomized controlled trial
experiment conducted in Viet Nam by the Education Commission Asia and Korea Development
Institute obtained suggestive evidence that HTHT education can provide teachers with tools for
effective curricula delivery, while offering students a more personalized learning experience. This
project aims to provide stronger evidence of the benefits of HTHT education by means of a
randomized controlled trial at a number of schools in Indonesia. ADBI will collaborate with ADB,
the Education Commission Asia, Indonesian government, and Korea Development Institute.
c. Accelerating Progress in Gender Equality
19. Promoting participation of women in e-commerce. Digitalization, such as e-
commerce, is an increasingly important driver of competitiveness and economic integration, with
profound implications for businesses and society. This project will identify ways of enabling women
to participate more fully in e-commerce to help reduce gender inequalities and promote inclusive
growth. The main components will include: (i) identifying barriers to women’s participation in e-
commerce; (ii) analyzing policies aimed at promoting women’s participation in e-commerce; and
(iii) analyzing policies aimed at promoting women’s digital literacy. ADBI will collaborate with ADB
and think tanks in Asia and the Pacific.
d. Tackling Climate Change, Building Climate and Disaster Resilience,
and Enhancing Environmental Sustainability
20. Effective greenhouse gas emission control policies. Many developing Asian countries
are committed to greenhouse gas emission reduction targets, or Nationally Determined
Contributions, under the Paris Agreement on Climate Change. To achieve these targets, countries
have started to plan or implement policies incentivizing emission reductions, such as carbon taxes
and emission trading schemes. However, the effectiveness of emission policies in reducing fossil
fuel consumption and greenhouse gas emissions is challenged by factors including policy design,5
energy prices, and, more recently, COVID-19. Economy-wide assessments of the effectiveness of
emissions policies could help produce implementation recommendations for effective emission
policies. The project’s main components are to: (i) estimate the effectiveness of implemented
emission policies; (ii) identify the factors affecting the effectiveness of emission policies; and (iii)
provide thematic studies or case studies of effective emission reduction policies. The aim is to
produce policy recommendations for implementing effective emission policies. ADBI will
collaborate with the International Association for Energy Economics.
21. Low-carbon cooling. Air cooling accounts for about 60% of energy consumption in non-
residential buildings. Fossil fuel-powered electricity used for cooling contributes 10% of global
carbon dioxide emissions. Also, most cooling equipment uses fluorocarbons, such as
hydrofluorocarbons, as refrigerants, which are potent greenhouse gases with much higher global
warming potential value than carbon dioxide. Low-carbon cooling could be achieved using low-
carbon technologies, such as energy efficiency technologies, renewable energy, and energy
storage, as well as digitalization and development of alternate refrigerants with zero or lower
global warming potential. Integrated solutions are needed to provide low-carbon cooling to help
countries to meet Nationally Determined Contributions, limit global warming to 1.5 degrees
Celsius, and prevent catastrophic climate change. The main focuses of this research project are:
(i) financing instruments for low-carbon cooling equipped with zero or lower global warming
potential refrigerants; (ii) policy instruments and best practices for promoting low-carbon cooling;
and (iii) digitalization for cooling, which helps save energy by optimizing flows of cooling using
information and communications technologies such as smart meters. ADBI will collaborate with
ADB and the Lawrence Berkeley National Laboratory.
22. Willingness to support green finance. Better designed green fundraising could induce
more people to financially support efforts to enhance environmental sustainability outside their
home country. The project will include a survey of people in different age groups to assess their
willingness to donate to green activities abroad. The major focuses will include: (i) developing the
survey; (ii) implementing it in one or two developed ADB member economies and one or two DMCs;
and (iii) examining the implications for green fundraising design, the design of green bonds
attractive to investors, and official development assistance’s accountability to taxpayers. ADBI will
collaborate with think tanks and universities in Asia and the Pacific.
23. Policy and infrastructure for managing water disaster risks. The Sendai Framework
for Disaster Risk Reduction, 2015–2030; the Sustainable Development Goals (SDGs); and the
Paris Agreement on Climate Change all stress the importance of disaster risk reduction through
water-related hazard monitoring and prediction. They also note the importance of disaster
preparedness to minimize damage and promote resilience. This project will: (i) analyze water
disasters and mitigation efforts in Asia; (ii) develop a flood forecasting system using big data and
risk communication theories; and (iii) convene a policy dialogue with partner countries on the
International Centre for Water Hazard and Risk Management’s Platform on Water Resilience and
Disasters. ADBI will collaborate with ADB’s Economic Research and Regional Cooperation
Department, the University of Tokyo’s International Center for Water Hazard and Risk
Management, and the United Nations High-Level Experts and Leaders Panel on Water and
Disasters.
e. Making Cities More Livable
24. Structural transformation and infrastructure development. Structural transformation
through allocating labor and other resources from agriculture to non-agriculture sectors can
significantly impact economic growth, with demand-side (Engel curve) and supply-side (Baumol’s6
cost disease) factors driving the process. A 2015 study on Central Asia showed that investment
in infrastructure c a n lead to gr owt h of more than 5% in manufacturing and services but only
1% growth in agriculture.9 This research project analyzes the role of infrastructure-related
development in structural transformation, predicts and evaluates the future growth of infrastructure
projects in Asia and the Pacific, and promotes collaboration among researchers in this area. ADBI
will collaborate with ADB, think tanks from ADB members, and the Central Asia Regional Economic
Cooperation (CAREC) Institute.
25. Policy and innovation for urban resilience. The availability of large-scale, high-
resolution data in cities, sourced from tools such as mobile phones, social media, and satellite
imagery, provides new avenues to analyze environmental pollution and mobility, urban slums,
and other social problems in cities. This project will analyze the longitudinal impacts of
infrastructure using high-resolution establishment data at the county and/or city level. The focuses
will include: (i) analyzing the impacts of smart mobility technologies, such as Uber, electric
vehicles, and car-sharing systems, on city mobility and emissions; (ii) assessing the economic
value of infrastructure using high-resolution longitudinal commodity flow and establishment data
in cities; and (iii) a policy dialogue with government officials. ADBI will collaborate with the
Broadband India Forum, Keio University, the National University of Singapore’s Lee Kuan Yew
School of Public Policy, and Purdue University.
26. Rethinking cities as resilient engines of growth. COVID-19 has reinforced the need for
healthy, liveable, and resilient cities, highlighting the relationship between health, space, and
infrastructure. With many cities having experienced lockdowns, the shuttering of public transport,
health-care services running at overcapacity, and a skyrocketing number of infections, there is a
need to rethink strategies for promoting their resilient growth. This project will examine approaches
to urban planning, infrastructure development, and social systems that promote post-pandemic
health and well-being in Asia’s cities. It will also assess ways to mitigate COVID-19 vulnerabilities
with respect to their aging populations, disabled groups, and environmental considerations. ADBI
will collaborate with the Indian Institute of Technology, Patna; International Water Association,
Singapore University of Technology and Design; Stanford University; Tokai University; and
University of Tokyo.
f. Promoting Rural Development and Food Security
27. Leveraging community savings for sustainable development. The 2030 Agenda for
Sustainable Development of the United Nations and t h e Paris Agreement on Climate Change
present countries with considerable financing challenges. This project will explore local finance
solutions for promoting sustainable development, particularly hometown investment trust funds
that mobilize community savings to drive public development initiatives and business growth.
It will focus on: (i) the financing structure and advantages of hometown investment trust funds;
(ii) delineating the role of central governments in providing seed funding; and (iii) showcasing
projects that have been implemented successfully using hometown investment trust funds.
ADBI will collaborate with experts from the Asian Institute of Technology, Economic Research
Institute for ASEAN and East Asia, Korea Environment Institute, University of Minnesota, and
University of Tokyo.
9 N. Yoshino and U. Abidhadjaev. 2015. An Impact Evaluation of Investment in Infrastructure: The Case of the Railway
Connection in Uzbekistan. ADBI Working Paper. No. 548. Tokyo: ADBI.
https://www.adb.org/sites/default/files/publication/175724/adbi-wp548.pdf.7
28. Randomized controlled trial experiment for wheat blast control in Bangladesh.
Wheat blast is an increasing problem in Bangladesh. Agronomics studies suggest that if farmers
avoid terminal heat in February by sowing about two to three weeks earlier than normal, blast
infection could be drastically reduced. However, this approach is currently not possible because
of double cropping. One potential solution is to adopt “relay cropping” in which wheat is sown
between standing crops without ploughing land or irrigation. After the existing crops are
harvested, wheat plants could grow in the usual manner. In this project, a randomized controlled
trial will evaluate the impact of cropping management as a countermeasure against wheat blast.
The focuses will include: (i) cropping management education programs for farmers; (ii) the
introduction of wheat blast-resistant strains of wheat; and (iii) follow-up surveys gauging the
adoption of cropping techniques. The aim is to identify factors that will promote the adoption of
cropping techniques to reduce wheat blast damage. ADBI will collaborate with the Bangladesh
Agricultural Research Institute and International Maize and Wheat Improvement Center.
29. Transforming farmers and agro-processors into entrepreneurs. The demand for high-
value agricultural products (HVPs)—such as vegetables, fruits, and dairy products with high
quality traits including freshness, low pesticide residue levels, low arsenic content, and traceability
for quality input use—has been increasing in developing Asia. The COVID-19 pandemic has
accentuated the need for HVP value chain development to drive new income and employment
opportunities in rural areas. However, the HVP development constraints in the region and
strategies to address them remain unclear. This project will examine Pakistan’s untapped HVP
potential, which has been the subject of preliminary studies conducted by its government. It will
focus on: (i) offering smallholder capacity enhancement training to farmers who currently produce
potentially high-value but actually low-quality and low-value fruits, vegetables, and dairy products;
(ii) offering training programs for agro-processors, with additional attention to improving
technology use and advanced management practices; and (iii) follow-up surveys on the adoption
of HVP-oriented agriculture. ADBI will collaborate with Pakistan’s Ministry of Food Security and
Research as well as its Planning Commission.
g. Strengthening Governance and Institutional Capacity
30. Big data for economic development. Governments across Asia and the Pacific have
started to introduce big data in public administration. In the People’s Republic of China (PRC),
the Ministry of Industry and Information Technology has implemented a big data development
program as part of the PRC’s Thirteenth Five-Year Plan.10 India is using big data collected
through the country’s Aadhaar card, the world’s largest biometric identification system, to optimize
direct cash transfers. Meanwhile, Indonesia is using big data analytics to optimize tax collection.
This research project analyzes the potential to use big data in DMCs to evaluate infrastructure,
small and medium-sized enterprise (SME) finance, health, education, and banking. The project
will (i) identify potential applications of big data analytics in public administration, (ii) employ big
data to conduct economic research, (iii) identify best practices as potential models for other
countries, and (iv) identify potential areas for the further application of big data analytics. ADBI
will collaborate with ADB’s Economic Research and Regional Cooperation Department, the
Chinese Academy of Social Sciences, India’s National Institute of Public Finance and Policy, the
Global Working Group on Big Data for Official Statistics, and the United Nations Global Pulse.
10 Central Committee of the Communist Party of China. 2016. The 13th Five-Year Plan for Economic and Social
Development of the People’s Republic of China (2016–2020). Beijing: Central Compilation & Translation Press.
https://en.ndrc.gov.cn/policyrelease_8233/201612/P020191101482242850325.pdf.8
31. Development finance institutions: Strategic conduits for sustainable growth.
Development finance institutions (DFIs) play an increasingly key role in channeling savings from
developed economies to developing economies, as well as providing financing support for
development projects. This project will assess the performance of DFIs in Asia and the Pacific in
promoting public–private infrastructure project funding and explore how financial technology
(fintech) can build their capacity to enhance sustainable growth. The focuses will include: (i)
effective DFI performance indicators; (ii) opportunities and challenges related to the application of
fintech among DFIs to promote greater access to finance and sustainable growth; (iii) successful
cases of DFIs boosting sustainable development; and (iv) ways to further enhance DFI efficiency.
ADBI will collaborate with the Central Bank of the Republic of Turkey and regional think tanks.
h. Fostering Regional Cooperation and Integration
32. Trade tensions, capital flows, and exchange rate management. Recent trade tensions
between the United States (US) and the PRC have negatively affected the global macroeconomic
outlook. This is related to the detrimental effects on output caused by market uncertainty, the
trajectory of investment and other capital flows, and supply disruptions to global value chains.
These developments have created policy challenges for the economies affected by US–PRC
trade tensions. The main components of this research project are investigating (i) the impacts of
trade tariffs on economic growth; (ii) the implications for capital account liberalization and
exchange rate management; and (iii) the negative externalities associated with US–PRC trade
tensions. ADBI will collaborate with Asian think tanks.
2. Other Research Activities
33. Annual conference. ADBI, in partnership with ADB, will continue to hold year-end
conferences throughout the 3-year rolling work program (2021–2023) to share the results of
selected major research activities with policy makers, the public, and the media. This year’s theme
is the impacts of COVID-19. ADBI will make efforts to further raise the visibility and impact of the
ADBI Annual Conference.
34. Visiting fellow program. This program brings talented postdoctoral scholars from ADB
member economies to ADBI. Throughout the year, ADBI also engages visiting fellows from
partner think tanks and universities in ADB member economies to participate in ADBI research
activities.
35. Adjunct ADB Institute fellows. Working in conjunction with ADB headquarters, ADBI
continues to pilot a program to harness the research talents of ADB’s sector and thematic experts.
International staff members with advanced professional degrees will be competitively selected as
nonresident fellows to work on topics of mutual interest to ADBI and its researchers. Fellows will
complete research for their chosen topics and present it to ADBI for peer feedback and possible
publication.
36. Featured speaker seminars. This newly rebranded series invites internationally
renowned scholars and experts to ADBI to discuss development issues of interest to DMCs. The
talks encourage debate among policy makers, researchers, academics, think tanks, and other
audiences interested in the economic development challenges facing Asia and the Pacific.11
11 To date, eight Nobel laureates have spoken at ADBI events: Lawrence R. Klein, Paul Krugman, A. Michael Spence,
Joseph E. Stiglitz, Oliver E. Williamson, Muhammad Yunus, James Mirrlees, and Robert F. Engle.9
37. Other seminars. ADBI routinely hosts seminars led by scholars, visiting fellows, and ADBI
staff. ADBI staff members also give outside presentations at senior officials’ meetings, academic
conferences, think tank seminars, university courses, book launches, and other events.
B. Capacity Building and Training
38. Objectives. ADBI capacity building and training (CBT) programs are committed to
developing knowledge-sharing and learning platforms through which mid- and senior-level DMC
officials participate in effective development planning and management to help create a
prosperous, inclusive, resilient, and sustainable Asia and the Pacific. In 2021–2023, ADBI expects
these programs to: (i) enhance government officials’ awareness and understanding of the
development policy issues and challenges DMCs face, (ii) provide policy ideas, (iii) share effective
practices and country experiences, (iv) identify and discuss policy options for COVID-19 recovery
and adaptation after the pandemic,” (v) provide forums for dialogue and knowledge-sharing, (vi)
build consensus on priority issues, and (vii) create a strong network of DMC officials who have
participated in CBT events.
39. Strategies. ADBI will design and deliver CBT programs based on the following strategies.
(i) Design demand-driven programs based on needs and relevant topics. ADBI
will consult with DMC governments, ADB departments, and program partners to
select topics that address development challenges in the region, structured along
the operational priorities of ADB’s Strategy 2030, and taking into account COVID-
19 recovery needs. CBT programs will focus on (a) addressing remaining poverty
and reducing inequalities; (b) accelerating progress in gender equality; (c) tackling
climate change, building climate and disaster resilience, and enhancing
environmental sustainability; (d) making cities more livable; (e) promoting rural
development and food security; (f) strengthening governance and institutional
capacity; and (g) fostering regional cooperation and integration.
(ii) Deliberate participant selection. Working through ADB country offices, ADBI will
continue to request governments to nominate officials to participate in CBT
activities. Nominees should be directly involved in related subject areas and willing
to share their new knowledge with colleagues. Also, to improve planning and
management skills of government officials, nominees will be selected from the
senior management stream, where possible. ADBI will assess the compatibility of
the nominees. In line with Strategy 2030 Operational Plan for Priority 2:
Accelerating Progress in Gender Equality, 2019–2024, ADBI encourages the
nomination of qualified female professionals.12
(iii) Ensure greater regional coverage for capacity building and training events.
To the greatest possible extent, CBT events are organized across Asia and the
Pacific to ensure a more equitable distribution, effective sharing of country
practices and experiences, and consensus building on key policy issues in the
region. ADBI will continue its efforts toward balanced regional programming, both
through virtual events and live events when they resume.
(iv) Identify and discuss policy options for COVID-19 recovery and adaptation.
The CBT department began its work related to the pandemic with a three-part
webinar series on policy recommendations for government officials grappling with
the development and expansion of social safety nets. It continued with webinars
12 ADB. 2019. Operational Priority 2: Accelerating Progress in Gender Equality. Manila.
https://www.adb.org/documents/strategy-2030-op2-gender-equality.10
related to COVID-19 and the SDGs, digital economy, and climate change. COVID-
19 will continue to be a major focus of the CBT department, both in events and
knowledge products, for the foreseeable future.
(v) Ensure effectiveness through innovative programs. The CBT department will
strengthen its post-event, medium-term, and focus group surveys, and use the
results to guide continued modification and improvement of its training
methodologies, replacing ineffective activities with new and innovative programs
and approaches. The CBT department will prioritize learning from its initial foray
into online events in 2020 and focus on optimizing webinars and virtual conference
by adding innovative features, such as networking and relationship building
through small breakout rooms.
(vi) Strengthen synergy and collaboration with partners. CBT programs are
carried in collaboration with the ADBI Research Department and Administration,
Management, and Coordination Department; ADB headquarters; and ADB
country offices to ensure that its capacity building delivery is synchronized and
relevant. Where feasible, CBT events are guided by ADBI research projects.
ADBI’s CBT department collaborates with new and existing external partners,
including think tanks, government ministries and agencies, universities, regional
organizations such as the Association of Southeast Asian Nations (ASEAN)
Secretariat, and international organizations such as the Organisation for
Economic Co-operation and Development (OECD). The CBT Department also
continues to work closely with the Bill & Melinda Gates Foundation (BMGF) to
support sustainable and innovative water and sanitation solutions in ADB DMCs.
40. Delivery. From April 2020, all CBT events switched to virtual delivery because of COVID-
19 travel restrictions. While online events allow for more participants, at lower costs, relationship
building is an important outcome of CBT events, so ADBI will resume in-person policy dialogues
and training when international travel resumes.
(i) Policy dialogues. The CBT department organizes policy dialogues to provide
high-level forums for senior government officials and stakeholders to discuss key
policy challenges and share ideas and strategies for effectively addressing them.
(ii) Course-based training. Course-based training for mid-level policy makers
develops participants’ knowledge of critical issues and helps them improve their
capacity to design, execute, and assess policy measures while providing
opportunities to exchange views and experiences.
(iii) Graduate courses with Japanese universities. The CBT department conducts
graduate courses with Japanese universities to build knowledge of Asia and
Pacific economies and financial markets among graduate students, particularly
those from the public sector.
(iv) E-learning and e-training. The CBT department will expand e-learning and e-
training courses through a newly launched ADBI online portal offering video-
based training courses. E-learning courses will target government officials,
academics, and stakeholders within the region and globally to further promote
knowledge-building and capacity development.
(v) Publications. The CBT department will consolidate practical knowledge through
publications such as ADBI policy briefs, books, and blogs to deepen the impact
of CBT programs.
(vi) Online conference and webinars. The CBT department will continue to host
virtual events, bringing global experts together with senior government officials,
to reach a wider range of DMCs.11
41. In line with ADB’s Strategy 2030, CBT programs will focus on the activities described in
paras. 42–53. Also, ADB projects will be presented and included as part of ADBI’s CBT initiatives.
Major CBT programs and their details are listed in Appendix 3.
1. Addressing Remaining Poverty and Reducing Inequalities
42. While countries in Asia and the Pacific have made tremendous progress in reducing
income poverty, COVID-19 lockdown measures have jeopardized these gains, because of job
losses and interruption of wages and remittance flows. Both income and non-income dimensions
of poverty have worsened during the pandemic. ADBI will continue to address recovery issues
related to the pandemic, such as social protection and safety nets, to counter the effects of future
shocks on the most vulnerable. Also, as a result of the pandemic, there will be a more pronounced
need for education and training, quality jobs, and healthcare. The CBT department will develop
programs to assist governments in identifying and developing policy solutions for recovery. The
CBT department will also provide knowledge and support toward achieving the SDGs and
inclusiveness in DMCs.
2. Accelerating Progress in Gender Equality
43. Providing equal access to economic opportunities for men and women is essential to
ensure a thriving and sustainable economy. Tackling gender inequality is a complex, long-term
challenge that requires broad social engagement in addition to economic opportunities, access to
land, finance, and information and communication technology tools. CBT programs will help
promote women’s economic empowerment, pursue gender equality in human development, and
importantly, post COVID-19, strengthen women’s resilience to external shocks. Recognizing the
importance of gender equality issues in sustainable development, the CBT department will
develop CBT programs to empower women, such as increasing female participation in technical
and vocational education and training.
3. Tackling Climate Change, Building Climate and Disaster Resilience, and
Enhancing Environmental Sustainability
44. Environmental degradation, climate change, and natural hazards continue to challenge
countries’ ability to pursue environmentally sustainable growth. Given the growing importance of
cooperation in promoting sustainable development to combat climate change and its impact, CBT
programs will focus on improving capacity to implement policies and regulatory frameworks in
climate change adaptation and in mainstreaming environmental sustainability. Topics will include
climate finance and innovative methods of increasing private investments, reducing greenhouse
gas emissions, innovative approaches to building climate and disaster resilience, environmental
sustainability, integrated water management, and the water-food-energy security nexus.
45. Disaster financing and insurance are vital to enhancing disaster resilience in Asia and the
Pacific. Because of the increasingly severe effects of natural disasters on economies in the
region, efforts are intensifying to develop national and regional frameworks to mitigate associated
risks and promote recovery. The CBT department, in collaboration with ADB and other research
institutes, will work toward building knowledge-based capacity building programs for DMCs in this
area. With oceans covering over 70% of the world’s surface, the CBT department is designing
CBT programs and products with a focus on oceans and the blue economy. The activities are
also in line with ADB’s Action Plan for Healthy Oceans.13
13 ADB. 2019. Action Plan for Healthy Oceans: Investing in Sustainable Marine Economies for Poverty Alleviation in12
4. Making Cities More Livable
46. Urban populations now comprise 55% of the world’s population and are projected to
account for about 70% of the world’s population, or 6.4 billion people, by 2050, according to the
United Nations. Urbanization is rapidly expanding in developing countries in Asia, giving rise to
environmental and urban problems, including the spread of informal settlements. In some
countries, such as India, rapid urbanization is a major strain on water and sanitation, waste
management systems, and other infrastructure. It also compounds the challenges of aging
populations in a growing number of Asian countries. CBT programs will concentrate on making
cities more livable by addressing topics such as inclusive and participatory urban planning,
integrated solutions and funding for livable cities, water and sanitation, and solid waste
management. To build capacity and achieve consensus on how to make cities more livable, the
CBT department will strengthen its existing programs such as the Asia Smart City Conference.
47. Sanitation needs in the region have become more urgent because of rapid urbanization.
More than 1.5 billion people in Asia and Pacific still lack access to sanitation and about 80% of
wastewater in the region is discharged untreated.14 From 2020 to 2023, under a partnership with
the BMGF, ADBI will deliver leadership capacity development programs supported by case
studies on city-wide inclusive sanitation targeting government decision makers, officials in the
implementing agencies, and professional staff in international organizations. ADBI will also review
and characterize accountability mechanisms for advancing service outcomes in city-wide
inclusive sanitation in the context of utility-led services models and municipality-led service
models. Furthermore, in partnership with ADB headquarters (Water and Urban Sector Groups,
South Asia Department, and Southeast Asia Department), Japan International Cooperation
Agency, and various knowledge partners, ADBI plans to develop leadership capacity
development programs on city-wide inclusive sanitation targeting government participants.
48. There is increasing demand in developing Asia for knowledge about transport
infrastructure and the impact of transport projects on the economy, environment, society, and
quality of life. This includes innovative policy instruments for attracting private sector investment
and enhancing quality of life in areas along large-scale transport infrastructure projects, such as
metro systems and high-speed rail. In March 2020, ADBI held a virtual conference on transport
and quality of life, together with Chubu University. In May to July 2020, ADBI, together with the
World Conference on Transport Research Society, Chubu University, and Purdue University, held
webinars on the impact of transport and non-pharmaceutical interventions on the spread COVID-
19 and is preparing for a workshop to discuss papers that will be compiled in a special issue in
an open access journal. ADBI will continue to arrange related CBT and research programs,
working together with researchers from leading universities and think tanks globally.
5. Promoting Rural Development and Food Security
49. While countries in Asia and the Pacific have made remarkable progress in strengthening
food security over the past quarter century, it is not keeping pace with the region’s rapid population
increase, especially in South and Southeast Asia. Feeding growing DMC populations remains a
serious challenge, exacerbated by food production disruptions caused by decreasing rural
populations, significant post-harvest losses, unsustainable use of land and natural resources, and
Asia and the Pacific. Manila. https://www.adb.org/sites/default/files/am-content/484066/action-plan-flyer-
20190430.pdf.
14 United Nations and United Nations Children’s Fund. 2019. Progress on Household Drinking Water, Sanitation and
Hygiene 2000–2017: Special Focus on Inequalities. New York.
https://www.who.int/water_sanitation_health/publications/jmp-2019-full-report.pdf.13
climate change. Reforms to the food supply system and rural development paradigm are critical
to addressing the future of food security in the region. A shrinking agricultural workforce
necessitates greater use of technology within the sector. Infrastructure gaps must be filled by
developing better post-harvest facilities, rural roads, market infrastructure, and agrilogistics
centers to integrate more producers and agribusinesses into national, regional, and global food
systems. CBT programs will focus on agricultural market connectivity, value chain links,
productivity, and food security and safety. The CBT department will organize capacity building
programs such as a workshop on food security and sustainable agriculture.
6. Strengthening Governance and Institutional Capacity
50. Good governance and effective public management are essential to enhancing country-
and sector-level development. Yet DMCs face challenges in designing sound policies amid
changing climate, economic, and population landscapes. To adapt, DMCs must improve their
capacity to organize and mobilize resources and strengthen government and related institutions.
The CBT department is committed to strengthening the governance and institutional capacities of
DMCs by addressing public management reforms, financial sustainability, domestic resource
mobilization, service delivery, capacity, and standardization. It will continue to organize annual
events with partner organizations, such as the Tokyo Roundtable on Capital Market and Financial
Reform with the OECD, and an annual regional policy dialogue on macroeconomic and structural
policies with ADB, OECD, and the Economic Research Institute for ASEAN and East Asia. For
domestic resources mobilization, the CBT department has collaborated with several international
organizations, such as OECD and ADB, as well as academia, to organize a policy dialogue and
an interactive training workshop on taxation and digitalization. The CBT department will also
organize a seminar on reforming state-owned enterprises in Central Asia with the CAREC Institute.
7. Fostering Regional Cooperation and Integration
51. ADBI helps DMCs reap the benefits, mitigate the risks, and maximize the opportunities
resulting from globalization by promoting regional cooperation and integration. Initiatives are
typically driven by investments in regional infrastructure, which also provide a platform for
cooperation across ADB member economies in areas of mutual interest. Regional cooperation and
integration foster rapid and sustained growth, reduces poverty, and builds resilient institutions by
promoting greater trade, investment, and financial links between DMCs, which, in turn, create
opportunities for mutual, broad-based, and inclusive growth. CBT programs aim to create a
knowledge-sharing platform for greater understanding and harmonization in the region, aligned
with ADB’s Strategy 2030. The annual Roundtable on Labor Migration in Asia is jointly organized
by ADBI, OECD, and the International Labour Organization to improve management of labor
movement in the region. The CBT department will concentrate on enhancing connectivity and
competitiveness, promoting regional public goods, increasing cooperation in the finance sector,
and strengthening subregional initiatives. A major CBT program will include a workshop series on
economic corridor development for a competitive and inclusive Asia. To enhance regional
cooperation and integration within Central Asia, the CBT department also will continue to
collaborate with the CAREC Institute through policy dialogues and webinars, as well as policy
briefs, journals, and books.
8. Harnessing Digital Technology to Accelerate Capacity of Developing
Member Country Policy Makers and Promote Global Consensus
52. Digital technologies can play a vital role in improving ADBI’s CBT programs, helping the
institute reach a broader audience and raise cost efficiency. ADBI has introduced a new ADBI E-14
Learning platform to harness these benefits at https://elearning-adbi.org/. ADBI E-Learning
delivers two types of courses: (i) an online lecture series track with short video lectures for the
public; and (ii) policy maker e-training, comprising a semester-type course with a syllabus tailored
for a targeted audience of officials.
53. ADBI is also collaborating with recognized partners to conduct online CBT programs.
Together with Cambridge University’s Cambridge Centre for Alternative Finance and the
Cambridge Judge Business School Executive Education Limited, ADBI has launched the ADBI–
Cambridge University Online Course on Fintech and Regulatory Innovation. ADBI has sponsored
and awarded scholarships to 80 DMC officials to join this structured and interactive online course
facilitated by Cambridge University and fintech professionals. The first cohort of this course started
on 16 October 2019. The final cohort will finish by December 2020. ADBI plans to continue to
collaborate with Cambridge University through 2021.
9. Nurturing Young Scholars and Policy Makers from Developing Member
Countries
54. ADBI CBT experts will continue to teach graduate-level courses on Asian economic
development and integration as part of the Asian Public Policy Program at Hitotsubashi University
and the Graduate School of Public Policy at the University of Tokyo. They will also continue to
participate in the ADBI–Keio Executive Training in Economics program. The CBT department will
meanwhile invite mid-level government officials from DMCs and private sector officials to
participate in lectures, discussions, and site visits designed to build understanding and capability
in thematic economic areas. ADBI will also host interns and occasional trainees of diverse
nationalities from local universities.
C. Integrated Programming
1. Collaboration with ADB Headquarters
55. ADBI will continue to conduct many of its major research projects and some of its CBT
programs jointly with ADB departments. ADBI will increase collaboration with ADB departments
in organizing important events such as the ADBI Annual Conference and research seminars. For
example, several projects and project themes will be relevant across DMCs, including SME credit
databases and credit scoring, financial inclusion, water insecurity and sanitation, the circular
economy, social safety nets, and gender equity. ADBI will also support flagship events organized
by ADB departments such as the Asia Clean Energy Forum, Asia-Pacific Youth Symposium, Asia
Finance Forum, Asia Water Forum, Knowledge Forum, Social Protection Week, and Transport
Forum.
56. To further strengthen ADBI’s collaboration with ADB departments and capitalize on the
expertise and experience of its professionals, ADBI will circulate information about its projects to
the knowledge departments and relevant operations divisions at ADB headquarters and will
continue to involve more ADB professionals in research and CBT projects. ADBI will communicate
activity details to relevant ADB departments in a timely fashion. Such details might include the
name of the task manager, the project budget, the expected time frame, the terms of reference,
and the DMCs to be included in the study.
57. ADBI Management has appointed a formal contact point to improve communication with
ADB departments. ADBI staff also collaborate with ADB sector and thematic groups. ADB and
ADBI will strengthen these links further.15
2. Collaboration with Other Organizations
58. Consistent with ADB partnership development efforts, ADBI will continue to scale up its
cooperation with key institutions such as the International Monetary Fund, the OECD, and the
World Bank, as well as regional and global think tanks, to improve the quality of its research and
capacity building initiatives and increase ADBI’s visibility. ADBI will also continue to establish
formal and informal relationships with national government agencies and renowned think tanks
and universities. A list of ADBI partners in 2020 is in Appendix 2.
3. Internship Programs
59. As part of its contribution to the advancement of future leaders from the region, ADBI will
continue to offer several internships each year to graduate students studying at universities in
Japan. A member of ADBI’s professional staff will mentor the interns, who are nationals of ADB
members and many of whom are from DMCs.
D. Outreach and Knowledge Dissemination
60. To enhance the profile and impact of the institute’s research, CBT, and brand as a leading
regional and global think tank in the COVID-19 era, ADBI will focus on strengthening the
production, delivery, promotion, and reception of high-quality ADBI knowledge products and
services, based on its communications and outreach strategy and implementation priorities
(paras. 61–74).
1. Digital Presence
61. ADBI will continue to expand efforts to build and leverage the institute’s digital presence,
prioritizing the development and reach of virtual events, e-learning, and online outreach. It will
aim to grow the reach, stakeholder audiences, and performance of these deliverables, based on
indicators such as participant counts, user numbers, and consumption data, as well as quality
audience feedback.
2. Content Development
62. The ADBI communications team will continue to work closely with the research and CBT
departments to produce relevant, timely, and impactful publications, including ADBI Press and
co-published books and reports, as well as e-learning courses and programs anchored by the
ADBI E-Learning website.
63. The ADBI communications team will also continue to boost the institute’s news and
information flows to increase awareness and appreciation of its research, CBT programs, and
broader expertise and initiatives.
64. The ADBI communications team will give attention to producing strategic, audience-
friendly news releases; virtual outreach-oriented events such as online briefings and high-level
speaker webinars; targeted social media output, integrating video-based message delivery and
expanding data-oriented infographic development; new and more diversified podcast formats;
regular blogs from ADBI book and report authors and high-profile external contributors; and
enhanced ADBI website content.You can also read
