From setbacks to solutions: Addressing ADP implementation challenges in Bangladesh
'Behind the administrative delays lies a more fundamental problem: poor design and weak planning'
The Annual Development Programme (ADP) in Bangladesh continues to face serious implementation setbacks, as reflected in the dismal performance at the outset of the 2025–26 fiscal year.
In July 2025, only Tk1,644 crore was utilised — a meagre 0.69% of the Tk2.39 lakh crore allocation — marking the slowest opening month since FY2018–19.
Alarmingly, as many as 12 ministries and divisions, including Health and Water Resources — both crucial for development — recorded zero expenditure during this period. Such a sluggish start is particularly concerning, as ADP funds are intended to finance major infrastructure and development projects that generate employment and foster economic growth.
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Behind the administrative delays lies a more fundamental problem: poor design and weak planning. Many projects are approved without realistic timelines, technical assessments, or alignment with national development priorities. This has typically led to inefficient implementation, frequent revisions, and escalating costs.
These shortcomings, compounded by inadequate recruitment of contractors and the improper allocation of project directors, continue to undermine both the timeliness and the quality of development outcomes.
Institutional deficiencies and capacity gaps
A series of institutional and managerial shortcomings continue to hinder the effective implementation of the ADP.
Many projects suffer from a shortage of technically qualified personnel, while project directors are often appointed on the basis of considerations other than expertise or past performance. This mismatch between project complexity and managerial capacity leads to weak execution, particularly in sectors that demand technical precision, such as health and infrastructure.
For instance, by April of FY2024–25 (revised estimates), the Medical Education & Family Welfare Division had spent only 2.34% of its revised allocation, while the Health Services Division utilised just 14.9%.
Corruption remains another significant factor undermining the ADP. Procurement irregularities, favouritism in contractor selection, and the lax enforcement of accountability mechanisms frequently result in cost overruns and delays.
These inefficiencies, coupled with broader issues of poor oversight, rigid bureaucracy, limited institutional capacity, and persistently low performance, have had extensive and adverse impacts on development outcomes.
Way forward: Reform and capacity building
Professionalisation, strategic planning, and institutional reform are essential to overcoming the challenges of ADP implementation. Project approvals should be strengthened through evidence-based planning, including feasibility studies, cost–benefit analyses, and risk assessments.
The recruitment and selection of competent, experienced project directors and technical staff on merit, supported by regular training and clearly defined accountability for results, are crucial. Decentralising project management and reducing reliance on slow-moving organisations such as the Public Works Department (PWD) may also help to accelerate progress.
Above all, insulating project selection from political influence is critically important.
To enhance accountability, project monitoring and auditing must become more transparent. Corruption, meanwhile, can and should be curtailed through stricter enforcement, stronger institutional safeguards, investment in skilled human resources, better inter-agency coordination, and the promotion of a performance-driven culture.
Only a balanced and pragmatic approach will enable Bangladesh to unlock the full potential of its development budget and deliver more timely, effective public services.
