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SelectCA10069-1
Evaluation of the African Development Bank’s Country Strategy and Program in Eswatini (2009-2018)

21 May 2019 | CA10069 | Country Assistance Evaluation

Recipient: Bank

Enhance selectivity and portfolio design: A greater portfolio focus and selectivity would allow the Bank to contribute to more effective and sustainable results in Eswatini. Achieving a larger focus and selectivity could take the form of moving out of sectors where other donors are active or terminating support to sectors where the number of actions, and their financial volumes, are limited and unlikely to have great impact. A minimum volume of activity should be guaranteed for each sector in order to address sector level issues more holistically. This would entail developing more synergies among projects, analytical work, capacity building actions, and focused policy dialogue. At the same time, the scope of Bank-supported activities should be widened well beyond infrastructure building by adopting a more comprehensive and systemic approach to improve socioeconomic conditions. In the agriculture sector, for example, this could involve employing a value chain approach to agricultural t ... More

SelectCO10022-1
Evaluation of the Middle-Income Countries Technical Assistance Fund (MIC-TAF)

13 Mar 2019 | CO10022 | Corporate Evaluation

Recipient: Bank

Clarify the institutional arrangement of the Fund and establish an effective management: i) Define clearly which department in the Bank should host the Fund and be the primary responsible for its management. This important decision is a critical step to ensure the success of the Fund and the effective implementation of these recommendations. ii) Consider establishing a dedicated team for the Fund or a shared services platform with other funds in the Bank. This arrangement should play a significant role in coordinating the selection process, ensuring monitoring and compliance with the guidelines (including proactive cancellation of non-performing grants), and maintaining an updated management information system on the Fund’s activities. iii) Define the Fund’s strategic directions for a five-year cycle, to help ensure the maximum development effectiveness with the limited level of resources available. The strategic direction should include only key priority sectors aligned with the B ... More

SelectCA10068-1
Mauritius: Evaluation of the Bank’s Country Strategy and Program, 2009-2018

05 Feb 2019 | CA10068 | Country Assistance Evaluation

Recipient: Bank

Strategy alignment. In designing its strategy, the Bank should consider various scenarios depending on the country’s willingness to use available resources. In this regard, the Bank should maintain active strategic dialogue with the country, when there is a change in leadership or policy orientation, to align the portfolio to the strategic priorities of the country and the Bank. The Bank can use the opportunity of MTRs to facilitate this process. ... More

SelectCA10067-1
Cabo Verde: Evaluation of the Bank's Country Strategy and Program, 2008-2017

28 Nov 2018 | CA10067 | Country Assistance Evaluation

Recipient: Bank

The Bank should continue to support government-led reforms aimed at boosting inclusive growth and fiscal sustainability, but this should be underpinned by a better understanding of binding constraints. A decade of reform programs has been supported by the Bank and other partners. While much has been accomplished, Cabo Verde’s economic growth and employment generation remain tepid. A robust ESW program and thorough stakeholder consultation should inform the new CSP and future policy reform support. ... More

SelectCO10019-1
Independent Evaluation of Quality Assurance across the Project Cycle of the African Development Bank Group, 2012-2017

19 Oct 2018 | CO10019 | Corporate Evaluation

Recipient: Bank

The quality assurance review process - Increase the effectiveness and efficiency of the quality review process by: 1) Identifying approval ‘tracks’ to differentiate among operations on the basis of risk; 2) Reducing the number of steps that are sequential, in favor of a single meeting in which all QA inputs are considered before project approval; 3) Providing Task Managers with more systematic quality enhancement support, particularly for projects that fail to meet quality standards; 4) Identifying and allocating the required resources along the preparation and supervision “ecosystem” to support the effectiveness of review processes. ... More

SelectCO10021-1
Independent Evaluation of the Quality at Entry of African Development Bank Group Operations, 2013-2017

19 Oct 2018 | CO10021 | Corporate Evaluation

Recipient: Bank

The review tools - Enhance the relevance and effectiveness of the Readiness Review and Peer Review by: 1) Adjusting the content of the Readiness Review to reflect factors shown to influence project performance, including evaluability, economic analysis, implementation readiness and risk management; 2) Increase the independence of the Readiness Review and Peer Review by mandating an ‘arms-length’ unit to coordinate both processes; 3) Develop detailed terms of reference and selection criteria for technical peer reviewers. ... More

SelectCO10020-1
Independent Evaluation of the Quality of Supervision and Exit of the African Development Bank Group’s Operations, 2012-17

19 Oct 2018 | CO10020 | Corporate Evaluation

Recipient: Bank

Proactive project management - Improve management of risks and project performance, by: 1) Ensuring the alignment of project-level supervision with portfolio monitoring to provide appropriate support to problematic projects, and address challenges in the implementation and achievement of DOs in operations; 2) For public sector operations, promoting a proactive approach to project supervision according to the project type and risk exposure established at the pre-implementation stage; 3) Specifically for private sector operations, strengthening project supervision with special missions to monitor DO reporting over the project life-cycle. ... More

SelectCA10066-1
Evaluation of the Bank’s Country Strategy and Program in the Republic of Malawi (2005-2016)

05 Oct 2018 | CA10066 | Country Assistance Evaluation

Recipient: Bank

Enhance capacity of Bank’s officers and managers in Results-based Logical Framework and the use of Results-based Management tools, including theory-based design, results-based contracting, and outcome-focused supervision and management of interventions. Each intervention should have clear identification of the characteristics of its target beneficiaries and design the content and required management systems. This includes the baseline for monitoring, the focus of the M&E system, reference points of the RBM system, indicators for outcome measurement, contexts for project implementation, basis for the Theory of Change analysis, and the basis for assumptions and risks. ... More

SelectTR10028-1
Independent Evaluation of AfDB's Program Based Operations, 2012-2017

05 Oct 2018 | TR10028 | Thematic Review

Recipient: Bank

Update or complement the PBO guidelines in order to: 1) appropriately reflect the Bank’s response to the 2017 G20 principles on coordination with the IMF; and 2) provide detailed guidance to staff on the challenging areas of results frameworks, conducting effective and coordinated one Bank policy dialogue, post-conflict specific concerns, and examining PBOs for opportunities to push reforms in support of gender equality and environment/climate change. ... More

SelectCA10065-1
Guinea-Bissau: Mid-Term Evaluation of the Bank's Country Strategy and Program 2015-2019

18 Sep 2018 | CA10065 | Country Assistance Evaluation

Recipient: Bank

Adapting the Bank’s assistance to the particular context of Guinea-Bissau. This recommendation implies several possible options for improvement: 1) Increase the resources and attention devoted to Guinea-Bissau: The traditional resource envelope granted to this fragile country is limited relative to the magnitude of the impact it needs and the leeway available to the Bank and GoGB. Consequently, there is need to step up innovative resource mobilization or co-financing efforts; 2) Enrich the high-level dialogue initiated with the country by developing a proactive and continuous policy dialogue program; 3) Improve the quality of supervision of operations by conducting more frequent supervision missions with reinforced teams and implement more detailed indicators for real-time monitoring; 4) Devote sufficient time and competent expertise to operations monitoring in order to meet the country's strategic and operational knowledge needs; 5) Decentralize project decision-making as much as ... More