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Recommendations Highlights

Evaluation Synthesis of Gender Mainstreaming at the African Development Bank

31 Jan 2020 | ES10007 | Evaluation Synthesis

Recipient: Bank

A combined Gender Policy and Strategy would enable a clear and consistent understanding of GM. Clarity of definitions and concepts would empower the Bank staff to more readily engage on gender, incorporate it into their work, and assess context-specific gender results. ... More

Evaluation of the Bank's Safeguard Systems

07 Oct 2019 | CO10023 | Corporate Evaluation

Recipient: Bank

THE BANK’s E&S RESOURCES – Increase the Bank’s E&S resources to better support borrowers and clients to manage E&S impacts and risks across the project cycle, by: enhancing the AfDB E&S team’s capacities, numbers and skillsets to ensure that E&S implementation support covers all lending products, including FI operations, as well as medium-risk (Category 2) operations; and establishing systematic cross-support linkages between the teams dealing with E&S safeguards, climate change and gender. ... More

Synthesis Report on the validation of 2016 Project Completion Reports (PCRs)

27 Sep 2019 | ES10004 | Self-Evaluation Validation Synthesis

Recipient: Bank

Re-consider the summary categorisation of projects into HS, S, U and HU and perhaps adopt a wider range that would give a more revealing picture of the performance of the projects completed each year ... More

Synthesis Report on the validation of the 2017 Project Completion Reports (PCRs)

27 Sep 2019 | ES10005 | Self-Evaluation Validation Synthesis

Recipient: Bank

Accuracy of project cost estimates: The consequences of inaccurate cost estimates were significant and led to project restructuring where sub-components had to be dropped or the scope was curtailed, which meant that not all the benefits identified at appraisal could be achieved as anticipated. At a minimum, appraisals should certify to the Board that the project designs and cost estimates were relevant and reliable. A standard for reliability should be set and incorporated into the appraisal guidelines. For example, a standard might aim to achieve cost estimates at appraisal at least to a level of plus or minus 15% of eventual bid costs. ... More

Evaluation of the Bank’s utilization of the Public Private Partnership Mechanism, 2006 - 2017

27 Sep 2019 | TR10029 | Thematic Evaluation

Recipient: Bank

Establish a strategic and operational framework for PPPs irrespective of whether it intends to deploy a strategic, proactive and systemic framework for addressing PPPs, or if it continues in the more reactive/ demand-driven role. An operational framework would facilitate a more synchronized and coordinated use of the various PPP-specific solutions and services that the Bank has to offer to RMCs. ... More

Independent Evaluation of the Implementation of the Development and Business Delivery Model of AfDB

30 May 2019 | CO10024 | Corporate Evaluation

Recipient: Bank

Strategic level: To ensure successful implementation of remaining or ongoing reforms, we recommend that, as a priority, attention be paid to how change is managed through the establishment of a clearchange management structure, bearing in mind the lessons from the TMT and the DAPEC, and from this report. ... More

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

21 May 2019 | CA10069 | Country Strategy 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

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

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

05 Feb 2019 | CA10068 | Country Strategy 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

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

28 Nov 2018 | CA10067 | Country Strategy 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