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This issue of eVALUation Matters brings you voices from AfDB regional member countries (RMC). The quality of the essays submitted for the contest launched to celebrate 25 years of evaluation at the AfDB demonstrates the wealth of RMC skills in policy and development program evaluation
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This special issue of eVALUation Matters brings highlights from the 2012 Evaluation Week. It presents a snapshot of each day’s activities, starting with the warm welcome message delivered by the Director of OPEV, Rakesh Nangia, who praised President Kaberuka for his 'incredible drive to improve everything'.
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An effective and efficient evaluation function is crucial for the African Development Bank’s efforts to continuously strengthen the effectiveness of its development initiatives. This evaluation provides an independent and external assessment, a fresh perspective, but one that is evidence-based.
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The study’s main conclusion is that, relative to the significant funds expended on Public Finance Management (PFM) reform over the study period, success has been largely disappointing. The most substantial progress was found in a stronger legislative base.
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The findings show that between 2000 and 2010 Malawi has made significant strides in improving its Public Financial Management (PFM) systems and that these improvements can be traced to direct PFM inputs by donors and government.
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In summary. the findings show that between 2001-2011, Burkina Faso has been successful in delivering results from its Public Financial Management reforms. Major improvements have been attained across all areas of the PFM system, with the one exception of external scrutiny and audit.
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Donor funding for PFM reform has facilitated its implementation in those countries where the context and mechanisms were right for success, and where external funding was focused on the Government’s reform programme.
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The Gabon Country Assistance Evaluation (CAE) reviews assistance by the African Development Bank to Gabon over the 1996-2008 period, which covers 3 programming cycles, namely 1996-1998, 2003-2005 and 2006-2010, with each based on a Country Strategy Paper (CSP).
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Agricultural water management projects present particular challenges and therefore require very careful planning, design, and execution to avoid failures or leave the beneficiaries worse off.
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The underlying reasons for failure are often related to competing leadership priorities, such as the MDGs, aid effectiveness and governance agendas to name a few, which have crowded out mainstreaming gender equality.