November 18, 2023

Current Affairs

The Klyuchevskoy volcano

Context: The Klyuchevskoy volcano, one of the highest active volcanoes in the world, erupts in Russia’s northern Kamchatka Peninsula.

About The Klyuchevskoy volcano

Klyuchevskaya Volcano, is an active volcano on the Kamchatka Peninsula, in far eastern Russia.
Klyuchevskoy is one of the most active stratovolcanoes in Russia.

It is one of the highest active volcanoes (tallest active volcano in Eurasia) in the world, rising to a height of 15,584 feet (4,750 meters), the highest point on the peninsula.

Stratovolcano

Stratovolcanoes have relatively steep sides and are more cone-shaped than shield volcanoes ( Shield Volcanoes - Where a volcano produces low viscosity, runny lava, it spreads far from the source and forms a volcano with gentle slopes) They are formed from viscous, sticky lava that does not flow easily. The lava therefore builds up around the vent forming a volcano with steep sides.

Stratovolcanoes are more likely to produce explosive eruptions due to gas building up in the viscous magma. Andesite (named after the Andes Mountains), is the most common rock type of stratovolcanoes, but stratovolcanoes also erupt a wide range of different rocks in different tectonic settings.

Kamchatka Peninsula

Location: It is located in far eastern Russia. It is bordered by the Sea of Okhotsk on the west and the Pacific Ocean and Bering Sea on the east.

Mountain ranges: Two mountain ranges, the Sredinny (“Central”) and Vostochny (“Eastern”) extend along the peninsula.

River: The trough between these mountain chains is occupied for much of its length by the Kamchatka River.

Climate: The climate of the Kamchatka Peninsula is severe, with prolonged, cold, and snowy winters and wet, cool summers. Most of Kamchatka is tundra supporting mosses and lichens.

Economic Activity: Fishing is the only important economic activity, especially crabbing, around the coasts. There is limited agricultural activity and some cattle and reindeer are kept. The main centre is the city and port of Petropavlovsk-Kamchatsky, which is located on the southeastern coast of the peninsula.

Inhabitants: Most of the inhabitants are Russian, with indigenous Koryak, Chukchi, and Kamchadal.

Pacific Ring of Fire: The Kamchatka Peninsula is the northern link in the 2000 km Kuril-Kamchatka island arc. This region contains 68 active volcanoes, over 10 percent of the total found on land anywhere on Earth. This arc is part of the "Ring of Fire," a string of volcanoes that encircles the Pacific Ocean.

Composite Water Management Index

Context: As per reports NITI Aayog is planning to discontinue its key report i.e. ‘Composite Water Management Index’. In place, it is mooting the idea to bring some new indexes with wider coverage.

What is Composite Water Management Index?

The National Institution for Transforming India (NITI) Aayog has developed the Composite Water Management Index (CWMI) to enable effective water management in Indian states.
This coordinated exercise was led by the Water Resources Vertical within NITI Aayog and the data was then reviewed and verified by an Independent Validation Agency (IVA)—IPE Global.
The index was published in 2018. The Index uses water data from both central and state sources for three years—the base year FY 2015-16, FY 2016-2017, and the FY 17-18.

Aim

It represents a major step towards creating a culture of data-based decision-making for water in India, which can encourage “competitive and cooperative federalism” in the country’s water governance and management.

Indicator themes and weights

Key Findings

States are displaying progress in water management, but the overall performance remains well below what is required to adequately tackle India’s water challenges - ~80% of the states assessed on the Index have improved their water management scores. But worryingly, 16 out of the 27 states still score less than 50 points on the Index (out of 100), and fall in the low-performing category.
High-performers continue to demonstrate strong water management practices, but low-performers are struggling to cope up - Top performers such as Gujarat, Andhra Pradesh, Madhya Pradesh, and Himachal Pradesh have further increased their scores. States like Jharkhand, Uttar Pradesh, Odisha, Bihar, Nagaland, and Meghalaya still score less than 40 points.
Large economic contributors have low water management scores - States like Uttar Pradesh, Rajasthan, Delhi and Kerala, who contribute majorly to the economic output of the country have low score. This highlights conflict between economic growth and conservation.
Food security is also at risk, given that large agricultural producers are struggling to manage their water resources effectively - None of the top 10 agricultural producers in India, except Gujarat and Madhya Pradesh, score more than 60 points on the CWMI.

Successful Case Studies

JAKHNI VILLAGE, BUNDELKHAND, UTTAR PRADESH - Jakhni village of Banda district in the Bundelkhand region was one of the most water-scarce regions of India. The area was witnessing heavy outgoing migration in search of water and better livelihood opportunities. But over the course of 5 years, villagers have drastically changed their water situation by putting rigorous efforts in water conservation such as construction of farm ponds, restoration /rejuvenation of water bodies, collection and utilization of grey water, raising of farm bunds, and intensive plantation of trees. The most inspiring fact is that the farmers of Jakhni undertook the entire work end-to-end without any external funding, machinery, or resources. Now, Jakhni village has developed to become a water self-sufficient village and is reaping the benefits of improved agricultural production. Once a drought prone village, now produces nearly 23,000 quintals of Basmati rice, and production of other crops has also increased many folds. Jakhani village serves as an excellent example for village water-budgeting modeled around collection and storage of rainwater within the village boundaries and utilizing it for life protection and economic development.
MUKHYA MANTRI JAL SWAVLAMBHAN ABHIYAN (MJSA), RAJASTHAN - Rajasthan’s Mukhya Mantri Jal Swavlambhan Abhiyan, launched in 2016, is a multi-stakeholder programme which aims to make villages self-sufficient in water through a participatory water management approach. After first phase there was 56% reduction in water supply through tankers and an average rise in the groundwater table by 4.66 feet in 21 non-desert districts of the states. 50,000 hectares of additional land had been made fit for cultivation in the districts and 64% of the installed hand-pumps had been rejuvenated.
NEERU-CHETTU PROGRAMME, ANDHRA PRADESH - The Andhra Pradesh government has launched the Neeru-Chettu programme as a part of its mission to make Andhra Pradesh a drought-proof state and reduce economic inequalities through better water conversation and management practices. The state has repaired about 7,000 farm ponds and over 22,000 check dams under the programme. Additionally, 102 lift irrigation schemes have been commissioned or revived by the state. Efforts under the Neeru-Chettu programme have enabled irrigation access to nearly 2,10,000 acres of land in the state.
JALYUKT SHIVAR ABHIYAN, MAHARASHTRA - The Maharashtra government launched the Jalyukt Shivar Abhiyaan in 2015-16 with the mission to make Maharashtra drought-free by 2019, and an aim of making 5000 villages water scarcity free, every year. Programme initiatives have led to an increase in groundwater levels of 1.5 - 2 metres. Additionally, 11,000 villages have been declared drought-free and agricultural productivity has increased by 30-50%.
MISSION KAKATIYA, TELANGANA- Telangana’s flagship Mission Kakatiya programme, launched in 2014, aims to restore over 46,000 tanks across the state and bring over 20 lakh acres land under cultivation. The initiative has helped boost the water storage capacity of water bodies and enhance on-farm moisture retention capacity in the region. As per reports, Mission Kakatiya has also led to an increase in the gross area irrigated under tank ayacut by 51.5% compared to the base year.
SUJALAM SUFALAM YOJANA, GUJARAT- The Sujalam Sufalam Yojana is a water conservation scheme by the Gujarat government which focuses on deepening of water bodies before monsoons and increasing water storage for rainwater collection. After the programme’s success in 2018, the second edition was launched in 2019 in which the state increased its financial contribution to 60% for programme activities, requiring private entities to pay only the remaining 40%.
KAPIL DHARA YOJANA, MADHYA PRADESH - The Kapil Dhara Yojana by the state of Madhya Pradesh is a unique scheme under the MGNREGA programme to develop irrigation facilities on private land of small and marginal farmers, through the construction of dug wells, farm ponds, check dams, etc. The programme focuses on providing financial support to landholders without access to irrigation facilities and prioritizes marginalized communities to maximize impact. The programme has contributed to improved productivity, intensity, and diversity of crop production in the region and generated livelihood sources.
PANI BACHAO PAISE KAMAO, PUNJAB - The state of Punjab has introduced an innovative programme to break the water-energy nexus, under which farmers are being provided with a fixed electricity quota and receiving INR 4 per kilowatt hour for every unit of electricity saved through direct benefit transfers (DBTs). It provides a unique solution to the widespread problem of electricity and water wastage by farmers by encouraging them to be efficient in resource utilization through supplementary income upon being water efficient.

Understanding Technology behind Generative Pre-Trained Transformer

Context: India will explore building large language models says Principal Scientific Advisor of India.

Natural Language Processing (NLP):

NLP deals with giving computers the ability to understand text and spoken words in much the same way human beings can.
NLP combines human language with statistical, machine learning, and deep learning models. Together, these technologies enable computers to process human language in the form of text or voice data and to ‘understand’ its full meaning, complete with the speaker or writer’s intent and sentiment.
NLP drives computer programs that translate text from one language to another, respond to spoken commands, and summarize large volumes of text rapidly even in real-time. For example, voice-operated GPS systems, digital assistants, speech-to-text dictation software, customer service chatbots etc.

Understanding Large Language Model:

Humans perceive the text as a collection of words. Sentences are sequences of words. Documents are sequences of chapters, sections, and paragraphs. But computers process one word or character at a time and provide an output once the entire input text has been consumed.
LLM model works, but sometimes, it forgets what happened at the beginning of the sequence when the end is reached. So, computer scientists have found a transformer model to provide a better approach.

Transformer Model:

Process of Tokenisation

To process a text input in a transformer model, the computer first tokenises the text input into a sequence of words.
These tokens are then encoded as numbers and converted into embeddings, which are vector-space representations of the tokens that preserve their meaning.
Next, the encoder in the transformer transforms the embeddings of all the tokens into a context vector, which is like the essence of the entire text input. Using this vector, the transformer decoder generates output based on clues.
Then, you can reuse the same decoder, but this time the clue will be the previously produced next word.
This process can be repeated to create an entire paragraph, starting from a leading sentence. This process is known as auto-regression.

In this model, the grammar of the output may not be correct as in reality, the transformer model doesn’t explicitly store grammar rules, instead, it acquires them implicitly through examples.

Large Language Model (LLM):

A large language model is a transformer model on a mass scale.
It is so large that it usually cannot be run on a single computer.
Such a large model is learned from a vast amount of text before it can remember the patterns and structures of language.
Because of this reason, it is naturally a service provided over API or a web interface.

For example, the GPT-3 model which backs the ChatGPT service was trained on massive amounts of data from the internet including books, articles, websites etc. In this training it learned the statistical relationships between words, phrases, and sentences, allowing it to generate contextually relevant responses.

Other notable examples of this technology are Google's PaLM used in Bard, and Meta's LLaMa, as well as BLOOM, Ernie 3.0 Titan, and Anthropic's Claude 2.

LLM Use Cases:

Linguistic diversity and inclusion: India is a linguistically diverse country, with over 22 official languages and hundreds of dialects spoken. LLM can enable people to access information and services in their own language, reducing the digital divide and fostering greater inclusivity.
Economic growth and innovation: It can transform industries in India such as healthcare, education, and manufacturing. For example, LLMs can be used to develop new educational tools, improve consultation, and automate customer service tasks.
Personalisation and training: It can generate training data, modules etc. and develop educational and similar tools that are personalised to each person’s needs making education and delivery of services effective.
Use in Research and Development (R&D): LLMs can be used to analyse large datasets of scientific data to identify patterns and trends that would be difficult or impossible for humans to find on their own. E.g., IIT-D is using LLM to find Malaria drugs.
Use in Intelligence: By analysing large social media datasets, satellite imagery, financial transaction data and human intelligence data and finding patterns through LLM intelligence agencies can identify potential threats, extremist propaganda etc. E.g., the US National Security Agency is using LLMs to analyse large amounts of social media data to identify potential terrorist threats. Hence, LLMs can be used to develop new tools for disseminating Early warnings, cybersecurity, social media monitoring etc.

INDUS-X

Context: The first-ever INDUS-X investors' meet was organized by the Innovations for Defence Excellence (iDEX) under India's Ministry of Defence and the US Department of Defence. This event, also marked the launch of the INDUS-X Educational Series (Gurukul). The purpose of the meeting is to conduct a comprehensive review of advancements in various facets of defence and security cooperation, technology value chain collaborations, and people-to-people ties.

About INDUS-X:

The genesis of INDUS-X stemmed from a commitment made by the US and Indian National Security Advisors in 2023, outlining plans for an ‘Innovation Bridge’ to unite defence start-ups from both nations under the U.S.-India initiative on Critical and Emerging Technology (iCET).
On June 21, 2023, the alliance was officially launched in Washington, D.C. during an event hosted by the U.S.-India Business Council.
A factsheet distributed during the event outlined the collaboration plan for INDUS-X participants, emphasizing two key themes: 'Bilateral Cooperation Mechanism' and 'Public–Private Partnerships’.
The collaborative efforts between the U.S. Department of Defence (DoD) and the Indian Ministry of Defence (MoD), spearheaded by iDEX and OSD, are poised to catalyse innovation within the defence industrial bases of both nations with the support of their governments.

The collaboration agenda below delineates the planned actions for INDUS-X stakeholders, aiming to propel defence innovation between the United States and India. This agenda is equipped with timelines and metrics designed to gauge the progress of collaboration initiatives envisioned under INDUS-X.

The intent is for INDUS-X stakeholders to advance this agenda through the following endeavours:

1.Bilateral cooperation mechanism:

Advisory oversight:
- A Senior Advisor Group (SAG) will assess the advancement of the collaboration agenda and provide recommendations to the defence establishments and other INDUS-X stakeholders for future endeavours.
- The United States Institute of Peace (USIP), Carnegie India, USIBC, the U.S.-India Strategic Partnership Forum (USISPF), and the Society of Indian Defence Manufacturers (SIDM) will orchestrate subsequent programming to propel the implementation of the collaboration agenda.

2.Industry and academy led initiatives:

Mentor-protégé partnerships for start-ups: The goal is to provide assistance in areas such as market access, business strategy, and technology expertise.
Accelerator program for defence start-ups:
- Entities such as Hacking for Allies (H4x), the Information Technology Industry Council (ITIC), and the Indian Institute of Technology (IIT) Hyderabad, along with additional INDUS-X stakeholders, express their intent to explore opportunities.
- These opportunities include offering startups jointly defined problem sets, mentoring, and exposure in defence commercialization, business development, product refinement, technology advancement, funding opportunities, and more.
Academic & start-up programming partnerships with universities and accelerators:
- Pennsylvania State University, IIT Madras, and IIT Kanpur express their intent to lead best practice workshops.
- These workshops will involve collaboration with Indian and American universities and accelerator partners, including labs, Technology Hub (T-HUB), IITs, and Hacking for India.
- The goal is to exchange best practices in defence innovation, fielding, and commercialization.
Collaboration of Start-ups with Defence Majors’ Supply Chains: Indian and U.S. defence firms may explore options for collaboration within the supply chain with start-ups, fostering mutually beneficial relationships.

3.Public-Private partnerships:

The Department of defence (DoD) and the Ministry of Defence (MoD), in conjunction with external partners, will explore joint challenges tailored for U.S. and Indian start-ups, emphasizing shared dual-use scenarios.
The DoD and MoD plan to explore avenues for start-ups to utilize each other's dedicated research and development (R&D) centres and innovation labs, fostering collaborative initiatives among defence start-ups.
IndiaSpora, IndUS Tech Council, Forge/Coimbatore, and T-Hub/Hyderabad will collaborate with private investors to garner support for investments in defence and dual-use start-ups.
DoD and MoD will delve into potential models, such as public-private partnerships, to establish a fund aimed at supporting deep-tech defence start-ups.
The MoD and DoD will explore the standardization of certification processes for technologies emerging from the defence innovation ecosystems of both countries. This exploration will concentrate on aligning Quality Assurance (QA) parameters, certification standards, and program success memoranda to expedite the assimilation of these technologies

Significance:

The initiation of INDUS-X marks a pivotal achievement in the collaborative innovation efforts between India and the U.S. in the defence sector.
This endeavour is designed to fortify their defence industrial bases, and cultivate a more inclusive and resilient ecosystem for defence start-ups.
With a comprehensive collaborative agenda and the involvement of diverse stakeholders, INDUS-X is positioned to propel substantial advancements in defence technology, laying a robust foundation for future cooperation.
This partnership creates a platform for both nations to capitalize on each other's strengths, nurture innovation, and jointly pursue strategic objectives.

About Critical and emerging technology collaboration:

Initiative on Critical and Emerging Technologies serves as an agreed-upon framework between India and the U.S. for collaborative efforts in critical and emerging tech sectors, encompassing areas such as artificial intelligence, quantum computing, semiconductors, and wireless telecommunication.
The framework was initially announced during the Quad meeting in Tokyo in 2022, emphasizing the shared democratic values guiding the design, development, governance, and use of technology.

Focus areas:

The iCET primarily seeks to position New Delhi and Washington D.C. as trusted technology partners, fostering supply chain development and supporting the co-production and co-development of items.
Notable focus areas include establishing a research agency partnership for collaboration in AI, developing a new defence industrial cooperation roadmap, creating common standards in AI, accelerating defence technological cooperation, supporting semiconductor ecosystem development, strengthening cooperation in human spaceflight, advancing collaboration in 5G and 6G, and adopting OpenRAN network technology in India.
Notably, a semiconductor sub-committee has been formed to review recommendations from an industry-led task force associated with iCET.
Defence cooperation and future outlook:
The establishment of a roadmap for Defence Industrial Cooperation and the initiation of a Strategic Trade Dialogue further demonstrate the dedication to removing regulatory barriers and enhancing trade collaborations in strategic technology under iCET.

Asian Development Bank

Context: India inked a policy-based loan agreement with the Asian Development Bank (ADB), securing $400 million. The funds are earmarked to facilitate the development of high-quality urban infrastructure, enhance service delivery, and advance efficient governance systems, as outlined in a statement from the finance ministry.

More about the news:

Sub-programme 1, sanctioned in 2021 with a budget of $350 million, laid the groundwork for national-level policies and guidelines aimed at enhancing urban services.
In parallel, the more recent sub-programme 2 is dedicated to supporting investment planning and reform initiatives at both the state and urban local body (ULB) levels.
Specifically, sub-programme 2 aligns with the ongoing reforms led by states and ULBs to implement the national flagship program, Atal Mission for Rejuvenation and Urban Transformation (AMRUT) 2.0, which targets universal access to water supply and sanitation.
Urban Local Bodies will play a pivotal role in advancing modernization efforts, including building bylaw updates, land pooling, urban agglomeration, and comprehensive urban mobility planning with a focus on transit-oriented development.
These integrated planning processes incorporate climate and disaster resilience, promote nature-based solutions, enhance the urban environment, and boost cities' financial sustainability by generating additional revenues.
Cities will be incentivized to enhance their creditworthiness through reforms targeting increased revenues, such as property taxes and user charges, coupled with efficiency improvements and streamlined expenditures.
This strategic approach aims to empower cities to explore innovative financing avenues, including commercial borrowings, municipal bonds issuance, sub-sovereign debts, and public–private partnerships, thereby addressing significant deficits in urban infrastructure investments.

About Asian Development Bank:

Founded in December 1966, the Asian Development Bank (ADB) is a regional development bank with its headquarters situated in Mandaluyong, Manila, Philippines.
The bank extends its membership to countries within the UN Economic and Social Commission for Asia and the Pacific, as well as non-regional developed nations.
Drawing inspiration from the World Bank, the ADB closely mirrors its structure, featuring a comparable weighted voting system that aligns with the capital subscriptions of its members.
This system ensures proportional representation in decision-making processes.
Furthermore, the ADB holds the distinction of being recognized as an official United Nations Observer.

Governance:

At the apex of the bank's decision-making structure is the Board of Governors, comprising a representative from each member state.
From this assembly, the twelve members of the Board of Directors and their deputies are elected, with the Board of Governors themselves partaking in this selection.
Out of these twelve, eight are chosen from regional members in the Asia-Pacific area, while the remaining four are selected from non-regional members.
The Board of Governors is also responsible for the election of the bank's president, who serves as the chairperson of the Board of Directors and oversees the management of the ADB.
The president's term spans five years and is eligible for re-election.

Objectives and activities:

The Asian Development Bank (ADB) characterizes itself as a social development organization committed to alleviating poverty in Asia and the Pacific through the promotion of inclusive economic growth, environmentally sustainable practices, and regional integration.

Key operational areas include:

Education: While there has been significant progress in primary education enrolment rates in many developing countries in Asia and the Pacific, persistent challenges threaten economic and social growth. The ADB focuses on addressing these challenges.
Environment, Climate Change, and Disaster Risk Management: Recognizing that environmental sustainability is fundamental to economic growth and poverty reduction in the region, the ADB actively engages in initiatives related to overall environmental conservation.
Finance Sector Development: This involves initiatives such as capital market development, support for microfinance, small and medium-sized enterprises, and regulatory reforms to benefit the most vulnerable populations.
Infrastructure: A critical focus area encompasses infrastructure development, spanning transport, communications, energy, water supply, sanitation, and urban development.
Regional Cooperation and Integration: Introduced in 2004, regional cooperation and integration (RCI) is regarded as a longstanding priority. This process fosters stronger connections between national economies.

Financings:

The Asian Development Bank (ADB) extends ‘hard’ loans on commercial terms, primarily directed at middle-income countries in Asia.
It offers ‘soft’ loans to economically disadvantaged countries in the region, characterized by lower interest rates.
The ADB's Private Sector Department (PSOD) possesses the flexibility to provide a diverse array of financial instruments beyond commercial loans, including guarantees, equity, and mezzanine finance, which combines elements of both debt and equity.
Funding for ADB's operations is secured through various channels, notably by issuing bonds on the global capital markets.
Additionally, it relies on financial contributions from member countries, earnings retained from lending activities, and the repayment of loans.

Voting rights:

The Asian Development Bank's top 10 countries, ranked by their significant capital contributions and corresponding voting rights, are as follows:

Japan (100.00)
United States (12.751)
China (12.751)
India (5.437)
Australia (4.913)
Indonesia (4.641)
Canada (4.469)
South Korea (4.315)
Germany (3.747)
Malaysia (2.468)

ADB Strategy 2030:

Within this framework, the ADB commits to sustaining efforts to eliminate extreme poverty while expanding its vision to realize a prosperous, inclusive, resilient, and sustainable Asia and the Pacific.
Aligned with major global commitments, the ADB will play a pivotal role in advancing the global infrastructure development agenda, recognizing it as a catalyst for worldwide economic growth.
ADB will broaden its interventions in social sectors such as education, health, and social protection. The institution aims to integrate its expertise across diverse sectors and themes to effectively address complex development challenges.
As a trusted development partner, the ADB will enhance the value it provides to its developing member countries (DMCs) by combining financial support, knowledge dissemination, and fostering partnerships.
It will maintain its role as a reliable financier and catalyst for financial mobilization.

The Asian Development Bank's (ADB) support, encompassing public and private sector operations, advisory services, and knowledge initiatives, will be strategically focused on the following key operational priorities:

Addressing Remaining Poverty and Reducing Inequalities: ADB will intensify efforts in human development and social inclusion, addressing non-income dimensions of poverty. Emphasis will be placed on facilitating quality job creation, particularly by small and medium-sized enterprises and inclusive businesses.
Accelerating Progress in Gender Equality: ADB is committed to supporting operations that empower women and girls, actively mainstreaming gender considerations to narrow existing gaps. The goal is for at least 75% of ADB's committed operations to promote gender equality by 2030.
Tackling Climate Change, Building Resilience, and Enhancing Environmental Sustainability: ADB aims to ensure that 75% of its committed operations actively contribute to climate change mitigation and adaptation by 2030.
Making Cities More Liveable: ADB will undertake crosscutting projects to enhance urban health, mobility, gender equality, and environmental sustainability. This involves exploring new funding sources for cities, fostering inclusive urban planning, and integrating climate resilience and disaster risk management.
Promoting Rural Development and Food Security: ADB will support efforts to improve market connectivity and agricultural value chain linkages, boosting both farm and nonfarm incomes. This includes promoting advanced technologies and climate-smart agricultural practices.
Strengthening Governance and Institutional Capacity: ADB will assist in public management reforms to enhance governance, creating an environment conducive to sustainable growth. This involves building resilience, responding to economic shocks, improving service delivery, and enhancing capacity and standards, all while adhering to fiduciary standards and implementing anticorruption measures.
Fostering Regional Cooperation and Integration: ADB will increase support for regional public goods and collective actions to mitigate cross-border risks. This includes strengthening subregional initiatives, enhancing financial sector cooperation, and facilitating knowledge sharing and collaboration.

Implementation:

To implement this strategy effectively, ADB will develop operational plans for each of the seven priority areas, outlining specific engagement approaches and skill requirements.
Country partnership strategies will further refine priorities at the country level.
The work program and budget framework process will be enhanced to align the annual work plan and resourcing with operational priorities.
A new corporate results framework will be established to monitor and measure implementation progress.
A "One ADB" approach will be instituted, consolidating knowledge and expertise across the organization to streamline the implementation of Strategy 2030.