The Asian Development Bank’s (ADB) new long-term corporate strategy, Strategy 2030, which came into effect this year, needs to be accompanied by a strong focus on results supported by an improved corporate results framework, says the 2019 Annual Evaluation Review by ADB’s Independent Evaluation Department (IED).
Strategy 2030 will steer ADB’s approach for addressing challenges in Asia and the Pacific such as rising urbanization and demographic shifts, and tackling the unfinished development agendas of eradicating poverty, reducing inequality, and closing infrastructure gaps.
“Strategy 2030 represents an important milestone and has created great expectations. At the same time, the new strategic goals and directions still need to be properly translated into operational plans, clear and ambitious targets, and effective monitoring and evaluation,” said the Director General of Independent Evaluation at ADB Mr. Marvin Taylor-Dormond.
The review notes that the development success rate of ADB’s sovereign projects and programs is steadily improving, buoyed by the strong performance of operations in transport and energy infrastructure, and public sector management.
With 90% of sovereign operations achieving the expected development results during 2016–2018, East Asia remains ADB’s best regional performer, influenced by operations in the People’s Republic of China. The development success rates of ADB operations in South Asia, Southeast Asia, and in Central and West Asia remain around ADB’s overall success rate (77%), steadily rising since 2000. Operations in the Pacific, though improving, are still below average.
The performance of nonsovereign operations remains weak with only 56% development success rate during 2016–2018. “An improvement in the development performance of the financial sector and private equity portfolio is needed, as private sector operations will become much more prominent in the context of Strategy 2030,” said the Director of IED’s Sector and Projects Division Mr. Nathan Subramaniam. “The number of actions that ADB is currently taking to this effect are expected to achieve this objective.”
The review highlights some selected key results of ADB’s operations based on broad scope evaluations recently concluded. For instance, in the area of reducing poverty and inequality, agriculture operations have promoted inclusive economic growth and smallholder development. Yet, they could have had greater effect on rural development and food security had they focused on the complete value chains.
A country assessment revealed that contributions were made to reducing poverty and inequality by targeting infrastructure that met the needs of the poor, for example, water and sanitation projects in low-income areas. At the same time, a thematic evaluation of ADB-supported projects to improve access to finance for small and medium-sized enterprises (SMEs) found this effort tended to focus on larger firms rather than underserved ones.
Some other country assessment noted that progress was made on gender equality—which is promoted across all ADB operations—by supporting country efforts to incorporate the gender dimension into national economic and development polices and strategies, and by improving economic opportunities for women through SME operations. Similar country assessments highlighted that ADB transport operations helped women diversify their economic activities.
The sustainability of projects continues to be the lowest-ranked evaluation criteria. Lack of funds for operation and maintenance was among the critical hurdles to ensuring that ADB-supported infrastructure projects deliver benefits after they have been completed.
To incentivize ADB’s strong performance and results, especially in the context of Strategy 2030, robust results frameworks and systems need to be in place, particularly at the country level. “Country is ADB’s central unit of analysis in Strategy 2030 and, therefore, timely and reliable reporting at this level must be ensured,” said Mr. Taylor-Dormond.
Moderna vs. Pfizer: Two Recent Studies Show Moderna to Be The More Effective One
The first study was published by medRxiv “The Preprint Server for Health Sciences” on August 9th, and compared (on 25,589 vaccinated v. 25,589 unvaccinated Minnesotans) “the effectiveness of two full-length Spike protein-encoding mRNA vaccines from Moderna (mRNA-1273) and Pfizer/BioNTech (BNT162b2) in the Mayo Clinic Health System in Minnesota over time from January to July 2021.” Moderna was 86% effective against the infection; Pfizer was 76% effective. In July (when the “Delta” variant first became dominant) Moderna was 91.6% effective against hospitalization; Pfizer was 85%. But during that month, effectiveness against the infection was 76% for Moderna v. 42% for Pfizer. Nationwide (including Mayo in MN, WI, AZ, FL, & IA), Moderna was about twice as effective “against breakthrough infection” v. Pfizer.
The second study was far smaller, published on September 10th by the CDC, and studied only 1,175 hospitalized U.S. veterans (93% male) at V.A. centers nationwide. Moderna was estimated at 91.6% effective, Pfizer at 83.4%. Since no non-hospitalized comparison-sample were studied, “Vaccine effectiveness … to prevent Covid-19-associated hospitalization was estimated by using multivariate logistic regression to compare the odds of full vaccination between case-patients and controls,” and so the reliability of this study was far less than in the Mayo Clinic study.
Republic of Korea offers support for smallholder farmers in Mozambique
The Korea International Cooperation Agency (KOICA) donated US$5.7 million through the World Food Programme (WFP) for a project to support smallholder farmers in Sofala Province, central Mozambique.
The project will improve food security and livelihoods with a focus on climate resilience for smallholder farmers and will be implemented from this year in the districts of Chemba, Maringue and Caia in Sofala province and will benefit 36,000 smallholder farmers and their families until 2025.
The programme will work with the Ministry of Land and Environment, the Ministry of Agriculture and Rural Development and the National Institute of Meteorology (INAM).
Mozambique is one of the most vulnerable countries to the impacts of climate change. Over the past three years, five tropical cyclones (Desmond, Idai, Kenneth, Chalane, Eloise and Guambe) have caused human and material damages mainly in central Mozambique.
H.E. Ambassador Sung Jun Yeo said that he expects the project is going to be successfully implemented and 36,000 smallholder farmers and their families will have the capacity to maintain a stable livelihood and secure food through the project. “We hope that the friendly relationship between the Government of Mozambique and that of the Republic of Korea is firmly established through various grant aids from the Korean Government via KOICA,” emphasized the Ambassador.
“This generous donation from the people of Korea through KOICA will help change the lives of Mozambicans most affected by climate change“, said Antonella D’Aprile, WFP Mozambique Country Director. “By supporting smallholder farmers to become climate resilient, we are also protecting their livelihoods and food security of their families and communities. We thank KOICA on behalf of the people that we serve“.
The Korea International Cooperation Agency (KOICA) was established as a governmental agency dedicated to providing grand aid programs of the Korean government in 1991. KOICA endeavors to combat poverty and support the sustainable socioeconomic growth of partner countries. By doing so, KOICA establishes and strengthen friendly ties with developing countries.
The United Nations World Food Programme (WFP) is the 2020 Nobel Peace Prize laureate. WFP is the world’s largest humanitarian organization, saving lives in emergencies and using food assistance to build a pathway to peace, stability and prosperity for people recovering from conflict, disasters and the impact of climate change.
Global Plastic Action Partnership Making an Impact in Fighting Plastic Pollution
The Global Plastic Action Partnership (GPAP) released its second annual impact report, which highlights strides made over the last two years in building coalitions, extending global reach, and helping nations make a difference by confronting plastic waste.
“Plastic pollution was already a global emergency, and with the pandemic-induced explosion in packaged goods, as well as increased of use of single-use plastics through masks, gloves and other PPE, it has become a global disaster,” said Kristin Hughes, GPAP Director and a member of the World Economic Forum Executive Committee. “The good news is that our GPAP 2021 impact report proves that what we’re doing works, and if we act together now, we can halt the plastic pollution crisis in its tracks.”
On the heels of a challenging year dominated by the COVID pandemic, GPAP and its partner governments have met critical milestones, including:
– Ghana, Nigeria, Indonesia, and Viet Nam came together as early adopters in the Forum’s Global Plastic Action Partnership
– Viet Nam pledged to reduce marine plastics by 75% by 2030
– Ghana committed to a 100% circular economy for plastics
– Indonesia’s action and investment roadmap is poised to prevent 16 million tonnes of plastic leakage into the ocean; Create 150,000 jobs; and Generate $10 billion in annual revenues.
Taking collaborative action to tackle plastic pollution
“The Forum’s platform approach aligns various stakeholders from public and private organisations, works toward common objectives, and creates outcomes far greater than could be achieved by any nation or organization acting alone,” said Hughes. “It’s a great honor to lead the GPAP platform, and to see what we can accomplish through the convening power and influence that the Forum brings to bear. Our second annual report shows what can be done and, now more than ever, what needs to be done.”
In the face of global disruption and re-set, GPAP’s initiatives are performing and moving the needle on climate change by promoting a circular economy for plastics. The report outlines key progress in the following impact areas:
Transforming behaviour – GPAP amplified initiatives that help citizens and consumers form more sustainable relationships with plastics
– Raised awareness of the COVID-19 impact on the plastic ecosystem through public town hall communications
– 14 solutions to address plastic waste and pollution were developed in collaboration between government, business, and media influencers on the GPAP platform
– 116 recycling points were identified in Ghana’s capital city of Accra, up from just 10 before the National Plastic Action Partnership was initiated
Unlocking financing – GPAP engaged stakeholders to promote investments that tackle plastic waste and pollution
– $196.7 million was committed by GPAP members to National Plastic Action Partnership countries
– 13 financial institutions engage in GPAP finance events and task forces
– 140,000 people will be reached through financing committed by GPAP partner, the Alliance to End Plastic Waste in Indonesia
– GPAP collaborated with HRH The Prince of Wales Sustainable Markets Initiative to host a Roundtable on Financing Plastic Action in Emerging Markets to unlock opportunities for investing in plastic action
Informing policy – Supporting the collaboration of policy makers with stakeholders to confront plastic pollution, GPAP has established National Plastic Action Partnerships (NPAPs) in Indonesia, Ghana, Viet Nam, and Nigeria
– 57% of GPAP’s members have been involved in government policy consultations; 53% report being involved in corporate policy decisions
– GPAP’s National Action Roadmaps offer a suite of solutions for policy makers to consider when developing plans to address plastic pollution.
Boosting innovation – GPAP created opportunities for high-potential innovators to access partners who are helping to scale their ideas
– Established a platform for connecting innovators, experts, and investors through the Global Plastic Innovation Network in partnership with UpLink where 70+ solutions are now showcased
– Crowdsourced plastic waste solutions in Indonesia and produced videos of innovators engaged in the plastic space, which reached 1.75 million views on social media
Harmonizing metrics – GPAP has facilitated evidence-based, country-level analysis and action planning to create consistent, best-practice frameworks for measuring plastic waste reduction
– Forum research determined that almost 50% of ocean waste can be prevented by reusing only 10% of plastic products (see The Future of Reusable Consumption Models Report)
– Baseline assessments and scenario analyses were completed with Indonesia, Ghana, and Viet Nam to give governments clear evidence and inform action roadmaps
Promoting inclusivity – GPAP maintained its commitment to ensure that diverse voices and inclusive perspectives are integrated across all partnerships
– Established gender-responsive principles for plastic action through GPAP’s Guide to Ensure Gender-Responsive Action in Eliminating Plastic Pollution
– Conducted a ground-breaking Gender Analysis of the Plastics Sector in Ghana
– Brought together key youth leaders through the inaugural Plastic Action Champions cohort
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