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Recommendations stats

Report TypeRecommendations
Annual Report24
Corporate Evaluation350
Country Strategy Evaluation570
Evaluation Synthesis17
Expanded Supervision Report0
Expanded Supervision Report Review Note103
Impact Evaluation25
Knowledge Product3
Project Cluster Evaluation0
Project Completion Report47
Project Completion Report Review Note2664
Project Performance Evaluation Report654
Regional Integration Strategy Evaluation12
Sector Evaluation81
Self-Evaluation Validation Synthesis43
Thematic Evaluation185
Total4,778



Recommendations Highlights

 Recommendation
TR10034-1
Evaluation of the African Development Bank Group’s Transition Support Facility

01-Apr-2022 | TR10034 | Thematic Evaluation

Recipient: Bank

Enhance the quality of project design, implementation, monitoring, and the reporting of results of TSF operations, tailoring them better to the difficult implementation context of fragile situations. The Bank is advised to put in place adequate mechanisms to monitor and track TSF results throughout the project cycle to: (i) improve TSF project designs with clear results frameworks that are adequately funded and last long enough to achieve the envisaged development results; (ii) promote continued attention for TSF operations during project implementation; and (iii) improve measurement and reporting on the results achieved. ... More

IE10006-1
Impact Evaluation of the AfDB-supported Kenya Last Mile Connectivity Project, Phase 1

18-Feb-2022 | IE10006 | Impact Evaluation

Recipient: Bank

Ensure the sustainability of project benefits. Priority areas of action to consider include: i) Strengthening the organizational and operational capacity capacity of KPLC through non-lending instruments such as technical assistance from trust funds, special funds, and grants; ii) Enhancing meaningful participation and engagement of community leaders and beneficiaries throughout the project cycle. ... More

CA10076-1
Uganda Country Strategy and Program Evaluation, 2011-2021

09-Feb-2022 | CA10076 | Country Strategy Evaluation

Recipient: Bank

Adapt the CSP priorities to the country context in the areas of skills development and private sector growth. The main focus of the Bank’s second pillar was vocational education and training. However, given the government’s preference not to borrow for human capital development operations, the Bank can consider supporting skills development and youth employment in other ways. The Bank might reorient as follows: i) Continue or expand training as a component of the Bank’s conventional infrastructure operations, leaving more generic skills and vocational training to grant-based development partners; ii) Focus on supporting private sector development that creates jobs for youth. ... More

CA10078-1
Angola Country Strategy and Program Evaluation (2011-2020)

23-Nov-2021 | CA10078 | Country Strategy Evaluation

Recipient: Bank and Beneficiary

Enhance dialogue between the Government and the Bank’s Project Management Units to address operational and implementation issues. Clear steps should be taken to ensure that: i) The design of investment operations includes feasibility studies that consider the institutional capacity (including in procurement and financial management) needed for effective implementation; ii) The Bank addresses the Portuguese language needs in a systematic way to ensure effective dialogue with the Government on project implementation and policy issues; iii) An adequate results-based M&E system is put in place to meet the data/information needs for program monitoring and strategic decision-making. ... More

CO10033-1
Mid-Term Evaluation of the Bank’s Results Measurement Framework, 2016-2025

05-Nov-2021 | CO10033 | Corporate Evaluation

Recipient: Bank

Improve the RMF design. Priority areas of action to consider include: i) Updating the theory of change and related indicators to align them with changes in Africa's development context and the Bank’s emerging priorities; ii) Ensuring consistency and business cycle synchronisation between the RMF 2016–2025, the TYS (2013–2022), and the Bank's upcoming Corporate Strategy (2023–). In line with other MDBs, the TYS and RMF should be the centerpiece of results measurement and reporting for both accountability and learning; iii) Reconciling the Bank’s ambitions with its resources by reviewing the targets set across the RMF levels to ensure that they are ambitious yet realistic. ... More

CA10079-1
Rwanda: Evaluation of the AfDB Country Strategy and Program (2012-2021)

29-Oct-2021 | CA10079 | Country Strategy Evaluation

Recipient: Bank

The Bank should maintain a focus on key sectors while improving selectivity in its support to the country: 1) Consolidating results achieved to date, the Bank should continue its support to transport, water supply and sanitation, and energy; 2) Strike a balance between the “hard” and “soft” components of support (including dialogue and knowledge products) in all Bank interventions; 3) Ensure appropriate sequencing of interventions to address institutional weaknesses in terms of implementation capacities. ... More

TR10036-1
Evaluation of the Ex-Ante Additionality and Development Outcome Assessment Framework 2.0

22-Oct-2021 | TR10036 | Thematic Evaluation

Recipient: Bank

Further improve the ADOA’s assessment of additionality. Priority areas of action to consider include: i) Revisiting ADOA’s unique approach of considering only the collective additionality of all participating DFIs, and rather emphasize the totality of the Bank’s additionality. For example, the Bank could consider either dropping the rating of additionality and leaving it up to decision-makers to decide whether there is sufficient additionality, in light of other considerations, or alternatively using an aggregate score (rather than a rating) of additionality; ii) Reconsidering the Bank’s rating of additionality on the highest source of additionality; iii) Giving greater prominence to mobilization of private finance, an increasingly important aspect of additionality for all MDBs is the crowding-in of other sources of finance, particularly private finance; iv) Giving more attention in the assessment of additionality (in particular financial additionality) to the extent to which the B ... More

CO10034-1
Evaluation of the AfDB Non-Concessional Debt Accumulation Policy

28-Sep-2021 | CO10034 | Corporate Evaluation

Recipient: Bank

Ensure a robust design for the new sustainable debt policy. It is recommended that the Bank’s new policy take into consideration the following elements: a) Particular attention for formulating clear policy objectives to ensure that all internal and external stakeholders develop a shared and common understanding of the main goals of the policy, for example by developing monitorable and assessable indicators for each objective; b) Consider the current level of political will and legal feasibility. The consultation process should ensure that any measure contained in the new policy is accepted and will be applied, including the legal basis needed for implementation; c) Ensure the coherence of the new policy with IDA’s Sustainable Development Finance Policy (SDFP). While it is encouraged that the new policy considers the specific African context, it is also recommended that the main features of the IDA policy be transposed to the Bank’s new policy in terms of overall objective and scope; ... More

CA10073-1
Gabon: Evaluation of the Bank’s Country Strategy and Program (2011-2020)

02-Jul-2021 | CA10073 | Country Strategy Evaluation

Recipient: Bank

Deepen the analysis of Gabon’s specific context and challenges, especially the constraints to economic diversification and the conditions for private sector growth through the creation of a conducive environment for SME development. ... More

TR10032-1
Evaluation of the Partnerships at the African Development Bank Group, 2008-2019

25-May-2021 | TR10032 | Thematic Evaluation

Recipient: Bank

Define and set out the strategic directions for partnerships and resource mobilization, clarifying priorities and ensuring coherence. It is crucial to strategically rethink the Bank’s relationships with partners in order to be more effective and develop more win-win partnerships. The Bank could consider: a) Developing a Bank-wide action plan to better coordinate partnership and resource mobilization efforts for the achievement of the High 5s; b) Applying a more coherent programmatic approach to the partnerships portfolio, building on their potential synergies. ... More