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| CA10075-1 |
Djibouti: Country Strategy and Program Evaluation 2011-2020
23-Nov-2022 | CA10075 | Country Strategy Evaluation
The choice between providing direct or indirect support for private sector development, economic diversification and job creation must take into account the national context (government policy, constraints and specific capacity of the country’s private sector). The Bank chose to provide indirect assistance through the modernisation of the government service units involved in private sector development. It built the capacity of government service units, without any visible impact on the quality of portfolio implementation or private sector development, as had been anticipated. It supported the agricultural sector by building technical capacity and developing agricultural, fishery and market infrastructure, which helped to reduce poverty by increasing per capita consumption. However, this was insufficient to promote the emergence of small- and medium-size enterprises (SMEs) which could significantly contribute to diversifying the economy and creating jobs. Despite these efforts, transit ...
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| CA10077-1 |
Benin: Evaluation of Country Strategy and Program 2012-2021
13-May-2022 | CA10077 | Country Strategy Evaluation
The Bank’s ability to adapt to changes in strategic direction, vulnerability situations and climate and health shocks has enabled it to effectively meet the country’s needs. However, selectivity through rigorous targeting is necessary to focus Bank operations on a limited number of key sectors. ...
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| TR10034-1 |
Evaluation of the African Development Bank Group’s Transition Support Facility
01-Apr-2022 | TR10034 | Thematic Evaluation
The unique and multifaceted design of the TSF, which also embodies flexibility, has enabled the Bank to effectively respond to the multidimensional needs of Transition States. The TSF has established its status as the Bank’s flagship programme, with a coherent and cohesive three-pillar support structure, to address fragility and improve resilience in targeted RMCs. This has made it possible for the Bank to address structural and emerging situations of fragility, while also meeting the specific needs of RMCs through tailor-made and nationally owned and driven initiatives. Within the Bank, the TSF has succeeded in attracting additional ADF resources to Transition States, even during a period when the volume of ADF resources was itself declining. The TSF has also facilitated the continued engagement by the Bank in Transition States that would not have otherwise been possible through the Bank’s traditional instruments. ...
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| IE10006-1 |
Impact Evaluation of the AfDB-supported Kenya Last Mile Connectivity Project, Phase 1
18-Feb-2022 | IE10006 | Impact Evaluation
A high cost of electricity relative to the household income of beneficiaries undermines access and the productive use of electricity. For rural poor households, a high cost of electricity (connection fee and consumer tariff) may be beyond their capacity to pay. Affordable schemes need to be worked out to reduce up-front costs and help rural households and businesses to be connected to electricity. The evaluation notes that the GoK under the Office of the President constituted a Taskforce on Review of Power Purchase Agreements (“Presidential Taskforce”, Gazette Notice 3076) on 29th March 2021 to primarily address the high cost of electricity in Kenya. The Presidential Taskforce submitted its report on 20 September 2021, with several recommendations, including pathways towards the reduction of consumer power prices by 33% (from an average of KES 24 per kilowatt hour to KES 16 per kilowatt hour) within four months as well as reforming the organizational and operational structures of KPLC ...
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| CA10076-1 |
Uganda Country Strategy and Program Evaluation, 2011-2021
09-Feb-2022 | CA10076 | Country Strategy Evaluation
Larger projects generate greater impacts for more communities. The projects and experiences of the past 10 years demonstrate the importance of deploying large-scale projects in the important sectors of transport, water and sanitation, energy, and agriculture. The Bank has a comparative advantage in designing and helping to deliver large infrastructure projects in Uganda. ...
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| CA10078-1 |
Angola Country Strategy and Program Evaluation (2011-2020)
23-Nov-2021 | CA10078 | Country Strategy Evaluation
Failure to systematically identify, adopt and monitor measures to mitigate sudden shocks in the country context (falling global oil prices, a credit rating downgrade, a snowballing debt overhang, and a pandemic resulting in fiscal constraints) can have a major adverse effect on public finance and, in turn, on the country’s ability to effectively use further external assistance. ...
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| CO10033-1 |
Mid-Term Evaluation of the Bank’s Results Measurement Framework, 2016-2025
05-Nov-2021 | CO10033 | Corporate Evaluation
The robustness and credibility of the Bank’s self-evaluation system are critical for tracking RMF indicators. The Bank’s RMF results reporting, especially in the case of Level 2 indicators, is only as good as the robustness and credibility of the self-evaluation system, which by extension includes its results reporting system and processes for generating quality results data. ...
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| CA10079-1 |
Rwanda: Evaluation of the AfDB Country Strategy and Program (2012-2021)
29-Oct-2021 | CA10079 | Country Strategy Evaluation
Rightly sequenced and coherent approaches can make critical contributions to sector development. This was noted in the energy sector where a solid performance of the SEAP I led to an innovative results-based SEAP-II. Both have delivered the planned results of improved distribution and transmission systems with access and system reliability. The development of hydropower is expected to make a significant contribution to the use of renewable energy resources, while development of sector manpower is providing the technical skills base that the country requires to operate a more diverse grid and off-grid power system. Support for tariff setting has also helped contribute to a policy setting conducive to sustainable delivery of power supplies from a variety of providers. ...
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| TR10036-1 |
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| CE10012-1 |
Evaluation of AfDB road and port projects (2012-2019)
04-Oct-2021 | CE10012 | Project Cluster Evaluation
Greater development outcomes can be achieved through more thoughtful design and follow-up of project ancillary components, and exploiting synergies with other development projects. The ancillary components are useful to improve the well-being of the local population and to mitigate the negative effects of transport projects on the environment and social structures. However, the current approach has delivered mixed results. Ancillary components were often partially implemented, delayed, and their sustainability is uncertain. The executing agencies did not effectively supervise their implementation due to a lack of capacity and incentives. All these issues pointed to some problems in how these components were integrated into project design and implementation frameworks. To increase the impact of these components and ensure their sustainability over time, it is important that the relevant ministries (education, healthcare, environment, agriculture) be involved in their design and implemen ...
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