Appendix 1

FCAS and SIDS
Approach Action Plan

The key action areas (KAAs) under the Action Plan, 2021–2025 of the Fragile and Conflict-Affected Situations and Small Island Developing States Approach (FSA) with indicative progress are presented in Table A1.1. The table is designed as a general summary of progress and is not a comprehensive reporting of results. Note that as the FSA was approved in mid-2021, some KAA sub-actions only began in 2022.

The FSA Action Plan is built on three pillars to improve the Asian Development Bank (ADB)'s performance in Fragile and
Conflict-Affected Situations (FCAS) and Small Island Developing States (SIDS), and to support developing member countries (DMCs) to achieve higher development outcomes and meet the targets in the Sustainable Development Goals.

(i)
Pillar 1: Improving responsiveness of standard ADB processes, procedures, and practices for FCAS and SIDS differentiated approaches;
(ii)
Pillar 2: Increasing ADB’s institutional capacity for operations in FCAS and SIDS;
(iii)
Pillar 3: Enhancing understanding of DMC contexts.

The FSA midterm review, undertaken during 2023–2024, resulted in the addition of several KAAs and sub-actions, while other KAAs
and sub-actions were revised for clarity or to reflect shifts under ADB’s new operating model (NOM) and/or the FSA midterm review. Changes from the original Action Plan, 2021–2025 are indicated in blue text in the first column of the table. Additionally, several KAAs have been designated for monitoring only (indicated in blue text in column 3), and are no longer for implementation under the FSA.

From a total of 13 KAAs and 34 supporting sub-actions for all three pillars as specified in the original Action Plan, 2021–2025,
Table A1.1 presents 14 KAAs and 36 sub-actions under the revised action plan.

Table A1.1: FSA Action Tracker—Progress in Key Action Areas as of the End of 2024

Pillar 1: Improve Responsiveness of Standard ADB Processes and Procedures for FCAS and SIDS Differentiated Approaches

KAA and Sub-Action
2021–2022 Progress
2023 Progress
2024 Progress

KAA 1: Adoption of Risk-Based Strategic
and Business Processes

KAA 1, sub-action 1:

Integrate the FRA in the diagnostic work for CPS preparation, in CPS programming, and in the annual project pipeline. Monitor context (as part of CPS monitoring) and revise programming as required.

KAA 1, sub-action 1:

Integrate the FRA in the diagnostic work for CPS preparation, in CPS programming, and in the annual project pipeline. Monitor context (as part of CPS monitoring) and revise programming as required.

2021-2022 Progress

2021

2 CPS informed by FRA fragility diagnostics (1 was completed prior to 2021).
1 FRA completed but not used as CPS was put on hold.

2022

Integrated 1 FRA completed in 2021 into CPS preparation.
1 FRA prepared for 2023 CPS.

2023 Progress

4 FRAs completed with findings incorporated during preparation of CPS (1 FRA prepared in 2022 but used in 2023).

2024 Progress

5 FRAs completed, which informed and/or are continuing to inform CPS preparation.

KAA 1, sub-action 2:

Introduce new/revamped business processes, procedures, and guidelines that incorporate flexibility for FCAS and SIDS, aligned with NOM.

KAA 1, sub-action 2:

Introduce new/revamped business processes, procedures, and guidelines that incorporate flexibility for FCAS and SIDS, aligned with NOM.

2021-2022 Progress

2021

Of the proposed changes to ADB’s business processes, procedures, and guidelines in the FSA, ADB completed work on 1 (CSO operations). Others were initiated.

2022

PPFD, with inputs from CCSD, CWRD, PARD, SERD, and SARD, produced the Guidance Note on Procurement in FCAS, SIDS, and Emergency Situations in Q2 2022.
PPFD-PFFM led preparation of a guidance note on financial management in FCAS and SIDS (scheduled for publication in 2023).
SDCC-SDSS continued its ongoing review and update of ADB’s Safeguard Policy Statement (2009), with inputs being provided by several other departments and divisions to ensure an FCAS and SIDS lens.
CCSD-FCAS and SIDS team prepared a capacity assessment and support plan template and uploaded it to the FCAS community site; and initiated work on a revised FCAS classification system.
A revised PCR template released in January 2022 integrated CCFE inputs to better capture results of projects in FCAS and SIDS.

2023 Progress

PPFD-PFFM published a technical guidance note on financial management in FCAS, SIDS, and emergency situations.
CCFE prepared3 handbooks containing guidance for ADB teams working in FCAS and/or SIDS contexts in preparing the following: (i) an FRA (published 2023), (ii) a project administration manual (published January 2024), and (iii) a RAMP (scheduled for publication in 2024).
CCFE provided inputs into the revised Staff Instruction on Business Process for Sovereign and Sovereign-Guaranteed Financing.
CCFE provided inputs to ensure an FCAS lens in the revised project concept note and RRP templates.

2024 Progress

CCFE published the RAMP handbook and developed a guidance package for capacity development in FCAS and SIDS.
CCFE prepared the Differentiated Processes for the Pacific presentation and finalized a study analyzing the factors contributing to the low success ratings of completed operations in FCAS and SIDS.
CCFE reviewed CPAs of FCAS-classified DMCs and SIDS and provided comments. ADB used CPA scores as one of the criteria for preparing its 2024 FCAS classification list.

KAA 1, sub-action 3:

Monitor streamlining of business processes for small nonsovereign transactions.

KAA 1, sub-action 3:

Monitor streamlining of business processes for small nonsovereign transactions.

2021-2022 Progress

2021-2022

FAST adopted by PSOD to facilitate small nonsovereign transactions.

2023 Progress

Continued use of FAST for small nonsovereign transactions monitored.
Under MTR, this sub-action is for monitoring only.

2024 Progress

Continued use of FAST for small nonsovereign transactions monitored.

KAA 1, sub-action 4:

Provide technical support to clarify and improve use and adoption of flexibilities under existing business processes and procedures.

KAA 1, sub-action 4:

Provide technical support to clarify and improve use and adoption of flexibilities under existing business processes and procedures.

2021-2022 Progress

2021

Worked with technical departments (operations and non-operations) in FSA training and preparation of handbooks and guidelines (procurement, financial management, etc.)

2023 Progress

Worked with technical departments (operations and non-operations) in FSA training and preparation of handbooks and guidelines (procurement, financial management, etc.)

2024 Progress

Worked with technical departments (operations and non-operations) in FSA training and preparation of handbooks and guidelines (procurement, financial management, etc.)

KAA 2: FCAS- and SIDS-Responsive
Project Modalities in Operational Use

KAA 2, sub-action 1:

Monitor increased use of diversified products, instruments, and funding modalities (including under ADF 13) and blended financing.

KAA 2, sub-action 1:

Monitor increased use of diversified products, instruments, and funding modalities (including under ADF 13) and blended financing.

2021-2022 Progress

2021

Based on ADB’s commitment database managed by SPD, commitments in FCAS and SIDS wereprimarily through loans ($857 million) and grants ($204 million).

2022

Commitments in FCAS and SIDS were primarily through loans ($998 million) and grants ($519 million).

2023 Progress

Per ADBs commitment database, FCAS and SIDS commitments were primarily through loans ($227 million) and grants ($678 million).
Under MTR, this sub-action is for monitoring only.

2024 Progress

Commitments in
FCAS and SIDS were primarily through loans ($938 million) and grants ($685 million) based on ADB’s commitment database managed by SPD.

KAA 2, sub-action 2:

Monitor uptake of smaller nonsovereign transactions.

KAA 2, sub-action 2:

Monitor uptake of smaller nonsovereign transactions.

2021-2022 Progress

2021

Based on PSOD’sportfolio monitoring, new commitments were of significant amounts(2 projects of $40 million and $25 million); hence, no small nonsovereign transactions processed.

2022

A small nonsovereign loan amounting to $9 million, representing the first tranche of a loan facility to Maldives, was processed through FAST.

2023 Progress

A small nonsovereign transaction amounting to $11 million was processed for Maldives, representing the second tranche of its loan facility per PSOD’s portfolio monitoring.
Under MTR, this sub-action is for monitoring only.

2024 Progress

Based on PSOD’s portfolio monitoring, a small nonsovereign loan committed in 2024 did not qualify for processing through FAST as its rating was lower than what was allowed under FAST guidelines.

KAA 3: Context-Appropriate
Project Preparation, Design, and
Implementation Procedures

KAA 3, sub-action 1:

Integrate FRA findings and resilience actions for the specific locational context in project preparation and design.

KAA 3, sub-action 1:

Integrate FRA findings and resilience actions for the specific locational context in project preparation and design.

2021-2022 Progress

2022

Integrated FRA findings in preparation and design of 5 projects.

2023 Progress

Integrated FRA findings in preparation and design of 2 projects.

2024 Progress

Integrated FRA findings in preparation and design of 3 projects.

KAA 3, sub-action 2:

Monitor the use of project readiness financing and small expenditure financing facilities to enhance project readiness, especially for larger infrastructure projects.

KAA 3, sub-action 2:

Monitor the use of project readiness financing and small expenditure financing facilities to enhance project readiness, especially for larger infrastructure projects.

2021-2022 Progress

2021

Based on ADB’s commitment database maintained by SPD, project readiness financing in FCAS and SIDS amounted to $20 million.

2022

Project readiness financing amounted to $8 million in FCAS and SIDS.

2023 Progress

According to ADB’s commitment database, there was no new project readiness financing or small expenditure financing facility committed to FCAS and SIDS in 2023.
Under MTR, this sub-action is for monitoring only.

2024 Progress

PARD has 11 active project readiness financing facilities amounting to $76M that covers transport and WUS projects.

KAA 3, sub-action 3:

Increase the use of alternative and innovative project design and implementation arrangements through enhanced project preparation.

KAA 3, sub-action 3:

Increase the use of alternative and innovative project design and implementation arrangements through enhanced project preparation.

2021-2022 Progress

2022

Increased use of innovative project design and implementation through application of FRAs in 4 projects.

2023 Progress

Increased use of innovative project design and implementation through application of FRAs in 2 projects.

2024 Progress

Increased use of innovative project design and implementation through application of FRAs in 3 projects.

KAA 3, sub-action 4:

Undertake capacity assessments of executing and implementing agencies and prepare support plans that are incorporated into project design and related documents.

KAA 3, sub-action 4:

Undertake capacity assessments of executing and implementing agencies and prepare support plans that are incorporated into project design and related documents.

2021-2022 Progress

2022

Undertook capacity assessments of the United Nations for the Afghanistan Sustaining Essential Services Delivery Project (Support for Afghan People project).

2023 Progress

Undertook capacity assessments of the United Nations for the Afghanistan Verification of Claims and Expenditure project.

2024 Progress

Undertook fragility and conflict-affected situation assessments, including a capacity assessment of the United Nations Office for Project Services for the Second Providing Essential Services to the People of Myanmar Project and the Afghanistan Sustaining Human Capital Project (Support for Afghan People).

KAA 4: Integration of Digital Technologies

KAA 4, sub-action 1:

Support the development and integration of digital technologies appropriate for FCAS and SIDS contexts (for preparation, implementation, and monitoring) and the establishment of integrated digital databases.

KAA 4, sub-action 1:

2021-2022 Progress

2022

Through ongoing work with the European Space Agency, supported use of Earth observation and digital technologies in the following FCAS and SIDS contexts:
- piloting the use of Earth observation and Big Data to identify fragility factors and trends in FCAS-classified DMCs,
- utilizing Earth observation and data mining to map people movements from Afghanistan to Tajikistan (post-August 2021),
- assessing regional water resources in Central Asia,
- mapping flooding hazard areas in Afghanistan, and
- establishing a platform to observe water levels, quality, and availability in Bangladesh Cox’s Bazar.

2023 Progress

Completed pilot projects in collaboration with the European Space Agency, applying Earth observation and digital technologies in the following:
- developed proof-of-concept platform combining Earth observation and big data to assess features observable through remote sensing and other open source intelligence data,
- developed cloud-based tool to monitor regional water resources in Central Asia,
- developed cloud-based platform to monitor Afghanistan drought,
- floods to be used in Community-Led Disaster Risk Management Project (Support for Afghan People), and
- developed a platform to observe coastlines, water levels, water quality (e.g., salinity penetration), and water availability in Bangladesh’s Cox’s Bazar (to be included in the Emergency Assistance Project Phase 2.2).

2024 Progress

Completed support to 3 projects through the application of Earth observation technologies:
Afghanistan: Verification of Claims and Expenditures Project,
Bangladesh: Climate and Disaster Resilient Small-Scale Water Resources Management Project,
Tajikistan: Strengthening the Water Supply and Sanitation Governance and Institutions.
Realigned Earth observation work with European Space Agency to country risk monitor tool.
Maintained operation of and continuously updated the portfolio DataViz tool for FCAS and SIDS throughout 2024.

KAA 5: FCAS- and SIDS-Responsive
Monitoring and Reporting
Systems Operational

KAA 5, sub-action 1:

Develop the methodology and performance standards of the FSA results framework.

KAA 5, sub-action 1:

Develop the methodology and performance standards of the FSA results framework.

2021-2022 Progress

2021

Methodology and performance standards under development (by CCSD in coordination with SPRA).

2022

Except for new RFI (tracking indicator) 3C on differentiated approaches, methodology and performance standards for FSA RFIs have been developed.
Methodology for RFI 3C (operations integrating differentiated approaches) being developed, in coordination with SPRA and ITD, which will involve a machine learning tool (AI), data mining, and sentiment analysis.

2023 Progress

Ongoing development with SPRA and ITD of the methodology and tool to monitor FSA indicator 3C. The indicator will be included as a tracking indicator in the 2024 revised ADB corporate results framework.

2024 Progress

With its new Corporate Results Framework, 2025–2030, ADB will provide disaggregated FCAS and SIDS information for the following new results indicators:
- financing for climate action,
- financing for private investment,
- committed operations contributing to private sector development,
- committed operations supporting digital transformation,
- operations that are implementation-ready,
- completed TA projects rated successful,
- team leaders in the field for processing and implementation.
Said indicators will be used to measure various dimensions of ADB activities in FCAS and SIDs instead of developing an indicator to measure differentiated approaches (3C indicator).

KAA 5, sub-action 2:

Develop and maintain a dedicated FCAS and SIDS dashboard.

KAA 5, sub-action 2:

Develop and maintain a dedicated FCAS and SIDS dashboard.

2021-2022 Progress

2021

FCAS and SIDS dashboard launched in Q2 2021 with three components:
- portfolio information, which reports size and composition of active and committed ADB projects in FCAS-classified DMCs and SIDS and allows for a comparison of past and present FCAS and SIDS portfolio,
- results indicators, which track and analyze ADB's performance in FCAS and SIDS based on the RFIs of the FSA, and
- FSA Action Tracker, which monitors the progress of activities under the FSA Action Plan, 2021–2025.

2022

Improved and continually updated all three components of dashboard.
Developed an FCAS and SIDS portfolio data visualization (DataViz) tool to provide visual portfolio representations that will facilitate trend analysis and comparisons. DataViz tool available for testing in Q1 2023 and scheduled for launch in Q2 2023.

2023 Progress

Continually updated the portfolio database, RFI dashboard, and Action Tracker dashboard for FCAS and SIDS.
Launched DataViz tool in May 2023. The tool provides a user-friendly platform to facilitate portfolio trend analysis. It is updated periodically in coordination with PPFD and PSOD.

2024 Progress

Maintained operation of and continuously updated the portfolio DataViz tool for FCAS and SIDS.
FCAS and SIDS portfolio database and results dashboard maintained and updated throughout 2024.

KAA 5, sub-action 3:

Report annually to management on FSA achievements and performance of FCAS and SIDS as per ADF commitments.

KAA 5, sub-action 3:

Report annually to management on FSA achievements and performance of FCAS and SIDS as per ADF commitments.

2021-2022 Progress

2021

Initiated preparation of first FCAS annual report for 2021.

2022

Published FCAS 2021 annual report in both multimedia (microsite) and PDF formats.

2023 Progress

Published FSA 2022 annual report through a microsite.

2024 Progress

2023 FSA Annual Report published in microsite and PDF formats.

Pillar 2: Increase ADB’s Institutional Capacity for Operations in FCAS and SIDS

KAA and Sub-Action
2021–2022 Progress
2023 Progress
2024 Progress

KAA 1: Enhanced ADB FCAS and SIDS
Organizational Coordination

KAA 1, sub-action 1:

Provide adequate staff (with the required mix of skills and expertise) and resources for the FCAS and SIDS team to undertake FSA functions, including application of a fragility/resilience lens in key areas of operations (themes and sectors).

KAA 1, sub-action 1:

2021-2022 Progress

2021

The FCAS team received the following additional staff and resources to undertake FSA functions:
- 1 new Level 6 international staff position,
- 1 new secondee from Ministry of Foreign Affairs, Taipei, China
- 2 consultants. ^a

2022

The following staff changes for the FCAS and SIDS team occurred:
- 2 new international staff positions provided under workforce rebalancing,
- 2 new national staff positions provided under workforce rebalancing,
- 1 new international staff secondee on board, 2 international staff secondees completed their assignments,
- 3 national staff STAs onboarded, 2 national staff STAs completed their assignments, and
- 4 additional intermittent consultants onboarded.^b

2023 Progress

The following staff changes for the FCAS and SIDS team occurred in 2023:
- 1 international staff (principal operations coordination specialist) joined team as part of NOM,
- 1 new international staff position (senior fragility and resilience specialist [climate change]),
- 1 international staff secondee completed their assignment; 1 new international staff secondee on board,
- 2 additional consultants.

2024 Progress

The following staff changes for the FCAS and SIDS team occurred in 2024:
- 1 international staff (operations coordination specialist) joined team to fill up vacant position,
- 1 international staff secondee completed her assignment,
- 3 additional consultants.

KAA 1, sub-action 2:

Formalize and operate FCAS and SIDS working groups and networks across theme sand sectors.

KAA 1, sub-action 2:

Formalize and operate FCAS and SIDS working groups and networks across theme sand sectors.

2021-2022 Progress

2021

ADB convened interdepartmental FCAS and SIDS Working Group 2.0, with its first quarterly meeting in July. Members help provide guidance and institute change toward a more context-sensitive approach across ADB. The Working Group receives regular invitations for training and awareness-raising activities related to FCAS and SIDS.

2022

Quarterly (4) FCAS and SIDS working group meetings held. The final meeting in Q4 was a peer learning network exchange in which participants discussed topics relevant to development work in FCAS and SIDS.

2023 Progress

The activity has successfully served its purpose of raising the profile of FSA within ADB. A network of “champions” exists at ADB headquarters to fulfil the role of the Working Group. As such, monitoring of this activity is discontinued.
Final working group meeting to be conducted in Q1 2024 to review this FSA MTR.

2024 Progress

FCAS and SIDS working group meeting conducted to present the draft FSA midterm review and to solicit feedback, whichwas integrated into the final document.

KAA 1, sub-action 3:

Advisory support provided by FCAS and SIDS team, including participation in Solutions Group and on country management and project teams, and provision of TA resources as required and as available.

KAA 1, sub-action 3:

Advisory support provided by FCAS and SIDS team, including participation in Solutions Group and on country management and project teams, and provision of TA resources as required and as available.

2021-2022 Progress

2021

FCAS team provided technical support for9 projects, and reviewed documents for an additional 18 projects.

2022

FCAS team members participated in more than 35 consultation meetings, missions, or project-level FRAs in providing support to 14 projects.
FCAS and SIDS team reviewed every CPS and ICPM published for FCAS-classified DMCs and SIDS in 2022 (CPS for Timor-Leste and ICPMs for the PIC-12 and Lao PDR).

2023 Progress

FCAS and SIDS team country focal persons are part of 13 One ADB project teams.
FCAS and SIDS team reviewed a total of 52 documents, including staff instructions, guidelines, concept papers, and evaluation documents.

2024 Progress

FCAS and SIDS team country focal persons are part of 33 One ADB project teams.
FCAS and SIDS team reviewed 31 project concept papers or RRPs and 17 TA concept papers or TA reports(17 documents).

KAA 1, sub-action 4:

Extend existing or prepare new TA projects for DMCs to ensure adequate and consistent support for operations in FCAS and SIDS, including support on the application of differentiated approaches and the use of innovative technologies.

KAA 1, sub-action 4:

2021-2022 Progress

2022

New TA project (TA 10045 - REG: Operations, Knowledge and Analytics Support in FCAS and SIDS) prepared and approved in December 2022. The TA provides strategic support to enhance DMC and ADB capacity to implement differentiated approaches in FCAS and SIDS.

2023 Progress

CCFE will process additional financing for TA 10045 of $1.5 millionin 2024 and $1.5 million in 2025.
CCFE began implementation of PARD TA projects: TA 9651 - REG: Toward Effective and Sustainable Delivery of Development Results in Fragile Situations in the Pacific; and TA 9685 - REG: Implementing a Differentiated Approach to Urban Development in the Pacific.

2024 Progress

CCFE processed the extension and increase in amount ($1 million) of TA 10045, subsequently approved on 26 September 2024.
CCFE processed the extension and increase in amount by $350,000 of TA 9651 until 31 December 2025, approved on 9 October 2024.
CCFE processed the extension of TA 9685 until 30 June 2026, approved on 10 September 2024.

KAA 1, sub-action 5:

Develop, implement, and update the FSA communication and engagement strategy, annual plan, and tools to promote and facilitate knowledge-sharing and cultural change.

KAA 1, sub-action 5:

Develop, implement, and update the FSA communication and engagement strategy, annual plan, and tools to promote and facilitate knowledge-sharing and cultural change.

2021-2022 Progress

2021

Published FSA institutional document.
Released explainer video to coincide with launch of the FSA.
Published FCAS and SIDS Approach: A Summary, an abbreviated version of FSA.
Launched FCAS community site to wider ADB community.
Launched bimonthly FCAS Bulletin for ADB staff.
Published 3 issue briefs for ADB staff and 1 Development Asia “Explainer” on FCAS-related issues.
Initiated work on updated Communication and Engagement Strategy.

2022

Updated FSA Communication and Engagement Strategy approved in December 2022.
Developed and delivered communications work plan.
Conducted 24 internaland external knowledge-sharing activities: 14 webinars and/or seminars organized by FCAS and SIDS team and 10 international events where members of FCAS and SIDS team represented ADB.
FCAS (internal) community site continued to grow, with 2,492 unique viewers in 2022.
Introduced FCAS and SIDS topic page on adb.org, highlighting FSA, ADB’s work in FCAS-classified DMCs and SIDS, and all knowledge resources published by ADB. Website statistics show at least 3,265 page views for this page in 2022.
Released 6 editions of FCAS Bulletin for ADB staff and 2 issue briefs on FCAS- and SIDS-related topics.
Published 1 blog related to FCAS on ADB’s Asian Development Blog site: A New Way to Address the Causes and Effects of Forced Displacement.
Published 1 news article on adb.org related to FCAS: Helping Vulnerable States Stay on the Development Path.
Developed Knowledge and Analytics Framework to complement Communication and Engagement Strategy and drive knowledge work. ^c

2023 Progress

Updated FSA Communication and Engagement Strategy and delivered activities based on communications work plan.
Conducted 25 knowledge-sharing events, including 7 seminars/webinars and 6 knowledge exchanges. FCAS and SIDS staff represented ADB in5 international events.
FCAS and SIDS community site experienced significant growth, reaching 25,049 site views in 2023—a 65.5% increase from 15,135 views in 2022. Unique viewers increased by 18.5% in 2023 compared with 2022.
Released 6 editions of FCAS Bulletin, published 2 issue briefs on FCAS- and SIDS-relevant topics, and published 3 social media posts (topics included drivers of fragility and the FCAS and SIDS 2022 Annual Report).

2024 Progress

Disseminated knowledge products through website, community site, newsletter, and social media through DOCK. CCFE hosted:
- Human resources and personnel staffing in FCAS contexts webinar for MDB staff working in FCAS contexts (31 attendees, July 2024),
- Series of 7 meetings on technical and working group topics that reached 70+ participants (Oct 2024).
The FCAS and SIDS community site and toolkit were maintained and updated throughout 2024. Updates included 3 handbooks, training content from 3 training events, a glossary of FCAS-SIDS terminology, and a new navigation bar.The FCAS and SIDS community site received more visits than any other ADB community site that tracks its visitors.

KAA 1, sub-action 6:

Develop with relevant departments (DOCK and SPD) fragility-related terminology.

KAA 1, sub-action 6:

Develop with relevant departments (DOCK and SPD) fragility-related terminology.

2021-2022 Progress

2023 Progress

This sub-action is new under the MTR.

2024 Progress

CCFE will work with DOCK and SPD in developing fragility-related terminology.

KAA 2: Strengthened Knowledge and Analytics

KAA 2, sub-action 1:

Develop data analytics, knowledge products, and tools to support analysis of geographically specific fragility, poverty, conflict, and other parameters, including for FCAS classification review.

KAA 2, sub-action 2:

Strengthen analytics and knowledge products and enhance knowledge management and transfer.

KAA 2, sub-action 1:

Develop data analytics, knowledge products, and tools to support analysis of geographically specific fragility, poverty, conflict, and other parameters, including for FCAS classification review.

KAA 2, sub-action 2:

Strengthen analytics and knowledge products and enhance knowledge management and transfer.

2021-2022 Progress

2021

Work on Knowledge and Analytics Framework initiated.

2022

FSA Knowledge and Analytics Framework completed and approved to drive FCAS-related knowledge products and analytical tools.
Data visualization to complement FCASand SIDS dashboard developed. ^d
DMC needs assessment conducted through survey of ADB resident missions and operations staff, carried out by CCSD; survey served as an input to the development of FSA Knowledge and Analytics Framework.
Capacity assessment and support plan template for FCAS developed. ^e
Initiated development of the following analytical tools:
(i) FCAS and SIDS toolkit for differentiated approaches in FCAS and SIDS, and
(ii) Tailored Approaches in Action database.
Developed a pipeline of knowledge products for 2023 driven by FSA Knowledge and Analytics Framework.

2023 Progress

Pursued 2023 pipeline of knowledge products and met all front office targets.
FCAS and SIDS portfolio data visualization tool (DataViz) launched in May 2023 through hybrid masterclass session.
Piloted Earth observation and Big Data platform to identify trends and common fragility factors: captured and assessed multilayered national and transnational features observable through remote sensing and other open-source intelligence data. ^f
Launched Tailored Approaches in Action database, which includes 58 project examples, all verified by project officers.
FCAS and SIDS toolkit continually updated as part of FCAS community site. Tailored Approaches in Action database accessible via toolkit on the community site.
Developed pipeline of knowledge products for 2024 driven by FSA Knowledge and Analytics Framework.

2024 Progress

Developed and disseminated 13 knowledge products:
- FSA MTR
- FSA MTR summary
- FSA 2023 Annual Report microsite
- FSA 2023 Annual Report PDF version
- Guidance Note on Applying Differentiated Approaches in CPSs
- Handbook for Preparing a Project Administration Manual in FCAS and SIDS
- Handbook for Preparing a RAMP in FCAS and SIDS
- Glossary of FCAS and SIDS terminology
- Understanding Fragility in Asia and the Pacific video (which generated 565 views, 12th highest views in 2024)
- 2024 FCAS classification list with visualization
- 3 issues of the FCAS & SIDS Bulletin
Completed the analysis on factors contributing to the low success rates of completed operations in FCAS and SIDS and shared findings with sector departments and PARD.
Began a study on the increasing volume of international aid to FCAS and SIDS measured in terms of amount, number of projects, and number of provider organizations.
FCAS and SIDS toolkit continually updated as part of the FCAS community site.

KAA 3: ADB Staff More Effective in
Applying FCAS and SIDS Contextual
Knowledge and Skills

KAA 3, sub-action 1:

Develop an FCAS and SIDS competency framework. Update framework in line with revision of ADB-wide core competencies under NOM.

KAA 3, sub-action 1:

Develop an FCAS and SIDS competency framework. Update framework in line with revision of ADB-wide core competencies under NOM.

2021-2022 Progress

2022

CCFE initiated work to develop a competency framework in coordination with BPMSD in 2022, with completion and approval pushed to 2023.

2023 Progress

Completed FCAS and SIDS competency framework.

2024 Progress

The new ADB career architecture, which includes the development of the ADB job family, is expected to be launched within 2025. This initiative will serve as the foundation for creating detailed competency frameworks for individual departments and offices.

KAA 3, sub-action 2:

Build capacity of staff assigned to work in FCAS and SIDS contexts, including through tailored training modules, build capacity of staff working in private sector development and operations to operate more effectively in FCAS and SIDS contexts; support a peer mentoring program.

KAA 3, sub-action 2:

2021-2022 Progress

2021

Staff training needs analysis completed and training program conceptualized.
2 training courses delivered in 2021: Leadership in FCAS (2, 4, 9, and 11 November) and Introduction to FCAS (23 and 24 November).
Peer mentoring network in planning stages

2022

Conducted 6 training programs in 2022, which benefited at least 86 staff:
- Collective Leadership Institute online training course on leadership in FCAS (6 modules),
- training on Exploring ADB–UNHCR Collaboration around Displaced Persons,
- Introduction to FCAS (2 offerings),
- e-module on Introduction to the FSA.
Peer learning network launched. ^g

2023 Progress

Conducted 4 training programs in 2023, which benefited at least 70 staff from headquarters and resident missions:
- Introduction to Differentiated Approaches (2 offerings),
- e-module on Introduction to the FSA, and
- Peer learning network exchanges held.
Fragility-sensitive briefings and awareness-raising sessions held for staff as part of Pacific FRA consultations.

2024 Progress

Conducted training programs that benefited at least 80 staff, as follows:
- Introduction to Differentiated Approaches (2 offerings),
- Leadership in FCAS and SIDS,
- ADB eLearn on FSA (2 offerings), and
- Peer learning network (3 sessions).
All FCAS and SIDS training programs were cross-sector thematic.

KAA 3, sub-action 3:

Familiarize and train ADB staff in adapted institutional capacity development approaches for FCAS and SIDS contexts, ensuring more in-depth and sustained engagement with government officials and institutions in support of sound public service delivery.

KAA 3, sub-action 3:

2021-2022 Progress

2023 Progress

Developed and implemented in-country briefings to raise FSA awareness in 3 DMCs (PNG, Tajikistan, Timor-Leste) reaching 4 resident missions (Afghanistan, PNG, Tajikistan, Timor-Leste).

2024 Progress

Prepared a guidance package for capacity development in FCAS and SIDS to be completed in 2025. Staff training program for institutional capacity-building approaches (using new package) scheduled for Q3 2025. This will help ADB staff prepare capacity-building programs that are tailored to fragility and/or conflict situations and better adapted to addressing low institutional capacity, which is a prevailing concern in FCAS DMCs and SIDS.

KAA 4: Enhanced ADB Responsiveness

KAA 4, sub-action 1:

Monitor strengthened field presence (resident missions and regional offices) and pooling of cross-regional expertise (sector, thematic, implementation, procurement, financial management, and safeguards) in line with NOM.

KAA 4, sub-action 1:

2021-2022 Progress

2022

Initiated plans to support stronger field presence as part of ADB’s NOM. Refer to “Budgeted International and National Staff Positions in FCAS and SIDS Field Offices” in Chapter 3 of 2022 FSA Annual Report.
In addition, provided support at field level in 2022 for the following:
- Bangladesh: consultant recruited to prepare FRA,
- Tajikistan: consultants recruited to prepare localized FRA,
- Tajikistan: short-term assignment of staff member from FCAS and SIDS team, and
- Timor-Leste: support provided to government for strengthened economic analyses and assessments.

2023 Progress

Strengthened field presence under NOM, including additional staff outposted to field offices of FCAS-classified DMCs and SIDS. (Refer to Chapter 3 of the 2023 FSA Annual Report for summary of budgeted international and national staff positions in field offices of FCAS-classified DMCs and SIDS.)
Under MTR, this sub-action is for monitoring only.

2024 Progress

Strengthened field presence under NOM, including additional staff outposted to field offices of FCAS-classified DMCs and SIDS. Refer to section 3 of Chapter 2 in the main narrative of this report for a summary of budgeted international and national staff positions in field offices of FCAS-classified DMCs and SIDS.

KAA 4, sub-action 2:

Monitor the use of terms of reference that are contextualized to attract experienced and motivated staff and/or consultants, and apply specific recruitment strategies for FCAS- and SIDS-experienced international and national consultants.

KAA 4, sub-action 2:

2021-2022 Progress

2023 Progress

Under MTR, this sub-action is for monitoring only.

2024 Progress

CCFE country focal persons are reviewing terms of reference of project documents as part of One ADB teams.

KAA 5: Stronger Human Resource Policies
and Enhanced Incentives

KAA 5, sub-action 1:

Effective incentive (financial and non-financial) structures applied to attract and retain skilled staff in FCAS and SIDS. Raise awareness of the incentive schemes and promote mobilization of competent and motivated staff. Monitor the use of incentive structures to attract and retain skilled staff in FCAS and SIDS under NOM.

KAA 5, sub-action 1:

2021-2022 Progress

2021

The 2020 compensation and benefits review provided directions for how ADB will design and manage rewards. Through job family creation and roll-over of dotted reporting line to the FCAS team in CCSD,
ADB facilitates efficient staff mobility.

2022

Reviewed as part of NOM.
As part of NOM implementation plan, reward policies will be assessed to ensure they support in the most effective way mobility and the recruitment and posting of staff to field offices.
ADB committed to reflect on how best to deliver a “market-based approach” in 2023 to managing salary levels in locations where labor markets are small and there are fewer appropriate market comparators.

2023 Progress

NOM supports strengthened field presence and enhanced mobility of talented staff. Reward policies are under review to ensure they are effective in supporting mobility across ADB locations. ADB’s “market-based approach” to managing salary levels continues and BPMSD is working to ensure this approach works appropriately in all locations, including ones with small labor markets.

2024 Progress

During the implementation of ADB’s NOM, BPMSD reviewed reward policies to support greater field presence. Among the changes introduced was a Flat-Rate Rental Allowance Scheme that provides greater flexibility for staff in the duty station to identify accommodation options according to their own preferences.Furthermore, in certain duty stations where the medical care infrastructure does not support annual physical examinations, staff (and their families) may qualify for benefit travel to a specific destination annually to obtain an annual physical examination.

KAA 5, sub-action 2:

Monitor the uptake of STAs for FCAS and SIDS national staff to promote exposure and awareness among sectors and regions and develop a talent pool.

KAA 5, sub-action 2:

Monitor the uptake of STAs for FCAS and SIDS national staff to promote exposure and awareness among sectors and regions and develop a talent pool.

2021-2022 Progress

2021

The STA mechanism has been useful to fill temporary skills gaps, and acceptance of STAs has been widened. In 2021, 2 staff on STAs joined the FCAS team: 1 administrative assistant from BPMSD and 1 partnerships specialist from SPD.
BPMSD together with CWRD undertook skills mapping of Afghanistan Resident Mission staff to facilitate STAs within either CWRD or CCSD.
To promote strategic use
of STAs and support development of staff skills, ADB will encourage more active use of STAs in line with operational priority areas and promote longer STA durations (more than 12 months).

2022

7 local staff (administrative staff and national staff) were on STAs in CCSD and CWRD to support FCAS and SIDS work. Aside from providing general support to the FCAS team, these STAs embarked on understanding the challenges of FCAS-classified DMCs in relation to procurement processes, portfolio delivery, and TA management.

2023 Progress

For 2023, 4 local staff
(1 administrative staff and 3 national staff) were on STAs in CCSD and CWRD to support work in FCAS. Aside from providing general support to these teams, the STAs addressed procurement issues within FCAS.
Under MTR, this sub-action is for monitoring only.

2024 Progress

For 2024, 1 AFRM technical local staff (TL5) is on STA
in CCFE. The STA aims to provide additional resources, particularly
for the:
(i) general coordination of AFRM FCAS-related matters, such as organizing relevant webinars, producing knowledge products, reviewing documents, and sharing country updates for review; and
(ii) analysis of portfolio performance and documenting case studies in FCAS.

KAA 6: Expanded Partnerships
and Coordination

KAA 6, sub-action 1:

Expand partnerships and engagement at the global, regional, and country level for analytics and knowledge-sharing, training, capacity building, and joint assessment work in DMCs.

KAA 6, sub-action 1:

Expand partnerships and engagement at the global, regional, and country level for analytics and knowledge-sharing, training, capacity building, and joint assessment work in DMCs.

2021-2022 Progress

2021

Collaborated with World Bank and other development partners in several fragility and conflict working groups, and as chair of MDB Coordination Platform on Economic Migration and Forced Displacement.
Partnered with University of Chicago Harris School of Public Policy in conducting a policy lab to identify drivers of fragility.
Participated and/or explored knowledge exchange initiatives in humanitarian–development–peace space with African Development Bank, ICRC, Inter-American Development Bank, Islamic Development Bank, OECD, World Bank, UNHCR, and others.

2022

Strengthened knowledge and/or operational partnerships with University of Chicago Harris School, UNHCR, ICRC; OECD Development Assistance Committee and International Network on Conflict and Fragility, United Nations Peacebuilding Commission; International Rescue Committee, Internal Displacement Monitoring Center (ADB representation in advisory group), MDB Working Group on Analytics, MDB Working Group on Monitoring and Evaluation, MDB Working Group on Knowledge, Training, and Learning.
With World Bank, organized “Women's Talanoa: Voices from Pacific Fragile and Conflict Affected Small Island States” at World Bank Fragility Forum (March 2022). This brought together grassroots gender and peacebuilding leaders to share experiences of women living in FCAS environments across the Pacific.

2023 Progress

Strengthened knowledge and/or operational partnerships with ICRC, Internal Displacement Monitoring Center, IOM, University of Chicago Harris School, UNHCR, United Nations Office of the Special Advisor on Solutions to Internal Displacement, MDB Working Group on Analytics, MDB Coordination Platform on Economic Migration and Forced Displacement, MDB Working Group on Knowledge, Training, and Learning, MDB Working Group on Monitoring and Evaluation.

2024 Progress

Strengthened knowledge and/or operational partnerships with Danish Refugee Council, European Space Agency, ICRC, Internal Displacement Monitoring Center, IOM, United Nations Peacebuilding Support Office; UNDP, UNHCR, United Nations Office of the Special Advisor on Solutions to Internal Displacement, MDB Working Group on Analytics, MDB Coordination Platform on Economic Migration and Forced Displacement; MDB Working Group on Knowledge, Training, and Learning, MDB Working Group on Monitoring and Evaluation.

KAA 6, sub-action 2:

Increase coordination at country level with DMCs and development partners on joint programming, funding, and cofinancing opportunities. In DMCs affected by conflict or displacement (internal or external), participate in humanitarian–development–peacebuilding forums as relevant.

KAA 6, sub-action 2:

2021-2022 Progress

2022

Coordinated with DMCs and development partners on the following:
- Afghanistan Sustaining Essential Services Delivery Project (Support for Afghan People): UNICEF, FAO, WFP, UNDP (no DMC involvement),
- Membership of ADB in the Core Group, Solutions Strategy for Afghan Refugees Support Platform (a mechanism bringing together supportive states and other engaged actors to focus on the Afghan refugee situation) (no DMC involvement),
- Bangladesh Emergency Assistance Project: DMC, UNHCR, IOM, World Bank, and
- Tajikistan National Disaster Risk Management Project (Additional Financing): DMC and UNHCR.

2023 Progress

Coordinated with DMCs and development partners on the following:
- Afghanistan Coordination Group: ADB co-chaired Agriculture and Livelihoods Strategic Thematic Working Group (no DFG involvement),
- Continued membership of ADB in the Core Group, Solutions Strategy for Afghan Refugees Support Platform,
- Membership of ADB in the Myanmar Cooperation Partners Group, the primary coordination mechanism for development agencies working in Myanmar, and
- UNHCR: Coordinated Bangladesh Resident Mission country director participation in high-level meeting on displaced persons from Myanmar.

2024 Progress

Coordinated with DMCs, the World Bank and other development partners on the following:
- Afghanistan Sustaining Human Capital Project (Support for Afghan People)
- Second Providing Essential Services to the People of Myanmar Project
- Continued membership of ADB in the Solutions Strategy for Afghan Refugees Support Platform (Core Group), and
- Continued membership of ADB in the Myanmar Cooperation Partners Group, the primary coordination mechanism for development agencies working in Myanmar.

Pillar 3: Enhance Understanding of DMC Contexts

KAA and Sub-Action
2021–2022 Progress
2023 Progress
2024 Progress

KAA 1: Completed Multidimensional
Fragility and Resilience Assessments

KAA 1, sub-action 1:

Undertake FRAs that incorporate findings of governance, political economy, and other institutional assessments, and integrate the drivers of fragility and resilience identified in the FRAs and the FRA risk analysis into strategic planning and programming and project design, processing, and implementation.

KAA 1, sub-action 1:

2021-2022 Progress

2021

ADB completed 2 country-level FRAs (as reported under KAA 1.1.1)
ADB initiated work on an additional FRA, which was put on hold in 2021.

2022

1 FRA completed in support of CPS preparation (as reported under KAA 1.1.1).
4 additional FRAs or contextualized analyses completed to identify drivers of fragility and short- to medium-term risks.

2023 Progress

4 FRAs prepared in support of CPS preparation (as reported under KAA 1.1.1).
2 project-level FRAs completed to identify drivers of fragility and short- to medium-term risks.

2024 Progress

5 FRAs prepared in support of CPS preparation (as reported under KAA 1.1.1).
3 project-level FRAs completed to identify drivers of fragility and short- to medium-term risks.

KAA 1, sub-action 2:

As part of FRA preparation, consult and engage with CSOs; other nonstate organizations; women’s groups and women’s NGOs, and minority groups such as youth, people with disabilities, ethnic groups, and indigenous peoples’ organizations, continuing regular dialogue beyond FRA preparation based on contextual needs.

KAA 1, sub-action 2:

2021-2022 Progress

2021

Achieved in preparation of the FRAs listed under 2021 above.

2022

International NGO Internal Displacement Monitoring Center prepared analytics on disaster displacement in PNG, which is relevant for informing future project designs.
Added guidance about CSO engagement in FRA preparation to FRA handbook (published 2023).

2023 Progress

Achieved in preparation of the FRAs listed above.
Improved dialogue and coordination with NGOC, post-NOM, under CCFE.

2024 Progress

Achieved in preparation of the FRAs listed above.
Improved coordination between the FCAS and SIDS team and NGOC— the two units brought together under CCFE as part of the NOM.

KAA 2: Completed Briefs and Monitoring
of Fragile and/or Potentially Disruptive
Situations

KAA 2, sub-action 1:

Develop guidelines for political economy and other briefs on potentially disruptive situations (including conflict, civil or financial crises, and spillover effects) at regional, national, and subnational levels.

KAA 2, sub-action 1:

2021-2022 Progress

Not implemented.

2023 Progress

Modified as part of MTR, for implementation during 2024–2025.

2024 Progress

Guidelines to be developed in 2025.

KAA 2, sub-action 2:

Undertake political economy assessments and, based on these findings and other related risk assessment work, provide briefings to Management and operations on potential issues relevant to ADB.

KAA 2, sub-action 2:

Undertake political economy assessments and, based on these findings and other related risk assessment work, provide briefings to Management and operations on potential issues relevant to ADB.

2021-2022 Progress

Not implemented.

2023 Progress

Modified as part of MTR, for implementation during 2024–2025.

2024 Progress

Prepared 25 watching briefs that informed management on relevant country issues.

KAA 3: Climate Change Actions Integrated
in Fragility Diagnostics

KAA 3, sub-action 1:

In contexts of fragility, monitor and support development of climate change action plans that integrate the humanitarian–development nexus.

KAA 3, sub-action 1:

In contexts of fragility, monitor and support development of climate change action plans that integrate the humanitarian–development nexus.

2021-2022 Progress

2023 Progress

2024 Progress

CCFE is coordinating with CCSD’s Climate Change, Resilience, and Environment Cluster in integrating climate change issues in FCAS and SIDS in climate change action plans.

Abbreviations