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The report found that despite its failure to address people’s humanitarian needs in a timely manner, the DFID pilot test has proven promising, to many extents. There were still food shortages that were not the result of the drought at the time of the intervention, and the cash received helped households to deal with these without having to resort to extreme coping strategies.
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On the whole, Bank Group assistance performance in Chad over 2002-2012 is deemed moderately satisfactory. Investments made in the area of infrastructure have helped create conditions for the sustained and inclusive growth of the entire economy. However, the Bank's intervention in economic governance and public sector management has not been successful, thereby limiting its positive role in the country’s overall economic growth.
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The review was undertaken to provide a synthesis of project evaluations prepared during 2008-09, and highlight the key issues around the Bank’s overall approach to project completion reporting, taking account of changes introduced in 2009. The review revealed that greater progress in compliance with project completion reporting (PCR) is evident, but timeliness remains a substantial issue.
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Although the AfDB Trust Fund portfolio has grown rapidly, it still represents less than 1 percent of African Development Fund/African Development Bank lending levels. With an equivalent of US$61 million of disbursements it is well below the number of trust funds and disbursement levels of other multilateral development banks. Still, the reputational risks of trust funds to the AfDB are greater than their relative level of resources.
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Refugees in Cameroon, Tanzania, and Zambia have experienced considerable success in local integration. In all three countries, economic integration has been reached as defined by refugees achieving self-reliance and a standard of living similar to the host community. The successes have been the result of a combination of factors including host governments providing fertile land, UNHCR and partner governments.
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The evaluation analyzes whether the Partnership for Growth (PFG) process demonstrates improvements over pre-PFG assistance approaches. In general, the evaluation team found that PFG has aided in positive movement of policy reforms in El Salvador. The initial PFG planning laid a good foundation for implementing the overall initiative. Additionally, PFG increased leverage for implementing USG development activities in El Salvador.
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Strategizing for the “Africa We Want”: Evaluation of the quality at entry of country strategy and regional integration strategy papers
This report presents the findings of the independent evaluation of the quality at entry of country and regional integration strategies. The Bank has made little progress in achieving its target of 100 percent of Country Strategy Papers rated as satisfactory or better (S+)1. However, quality at entry, measured against moderately satisfactory or better (MS+), has improved over the study period.
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The objectives of the evaluation were to assess the relevance of FAC’s policy research and communication work to agricultural policy in Africa; document lessons from FAC; make recommendations and assess FAC’s performance with respect to the achievement of logframe indicators.
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The primary purpose of this evaluation is to assist in the delivery of the remainder of DFAT’s existing country strategy in Vietnam (2010-15) and to inform future country strategy development and execution. This is achieved by assessing the effectiveness of DFAT’s development and implementation of the country strategy, the indicative results obtained and the legacy of past Australian aid investments.
English, PDF, 2,260kb
Evaluation of development communication and education of the Austrian development policy and development cooperation from 2006-2013
The evaluation provides a thorough analysis of the strength and weaknesses and the theory of change of the area of development communication and education in Austria. Lessons learnt are also drawn out of a benchmarking exercise with Portugal and Ireland. Recommendations for future organizational, administrative and management improvement are outlined at the end of the report.