English, PDF, 1,349kb
The financial and organizational obstacles described in this report limit the AfDB’s ability to take risks in the interests of development in Africa. Despite the AfDB’s many strengths—African ownership and legitimacy, shareholder support, specialized knowledge of African developmental issues—it is at the moment falling short of its potential to catalyze improvements to the living standards and economic opportunities of Africans.
English, PDF, 1,625kb
The evaluation found that non-core funding to the ADB and World Bank is an effective and efficient way of delivering Australian aid. Completion ratings for bank projects are either comparable, or better than the aggregate ratings for other partners. However, DFAT needs to overcome a number of challenges to get the best results from non-core funding. Four recommendations to DFAT were made to address these challenges.
English, PDF, 2,527kb
The evaluation assesses Norwegian multilateral support to basic education through UNICEF and the Global Partnership for Education. It looks at development aid effectiveness, aid management and financing of education in: Afghanistan, Burkina Faso, Ethiopia, Haiti, Madagascar, Malawi, Mali, Mozambique, Nepal and Zambia. The emphasis was put on three education goals: quality of learning, gender and inclusion of marginalised groups.
English, PDF, 2,028kb
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.
English, PDF, 1,078kb
The evaluation assesses the operation of the SSF against several criteria for relevance and efficiency, specifically its role and added value within the EBRD’s business model and strategic objectives; and, its efficiency. The evaluation provides findings derived from analysis of operational data and documentation, and the views of participants in the SSF process.
Spanish, PDF, 11,124kb
The overall purpose of this evaluation focused on indentifying and assessing the main strategic process which have configured the multilateral level work from the analysis and identification of main observable actions followed after its starting up. So that this process could contribute not only to the improvement and learning but also to extract lessons learnt and provide useful recommendations for management. Spanish only
French, PDF, 1,366kb
L’évaluation porte sur l’efficacité des orientations et du soutien techniques, administratifs et d’encadrement fournis par l’OMS dans la poursuite des objectifs et du but final de l’Initiative. Elle examine en outre dans quelle mesure l’OMS a contribué à mobiliser et soutenir ce partenariat mondial majeur en renforçant l’harmonisation entre organismes des Nations Unies et en collaborant avec d’autres partenaires et intéressés.
English, PDF, 885kb
Assessment of the Institutions of La Francophonie and Evaluation of Canada's Involvement in La Francophonie
Canada is the second largest donor to the institutions of La Francophonie. From 2000-01 to 2005-06, the Government of Canada contributed over $230 million to the institutions of La Francophonie through the Canadian International Development Agency, the Department of Foreign Affairs and International Trade and Canadian Heritage.
English, PDF, 1,221kb
The '3 by 5' Initiative highlighted the importance and relevance of the World Health Organization's technical leadership in global HIV/AIDS programming and reinforced its effectiveness within the UN system and the international community. The evaluation of the World Health Organization’s role in the Initiative has led WHO to reorganize its HIV/AIDS Department towards more effectiveness.
English, PDF, 3,532kb
The midterm review of Strategy 2020 provides the Asian Development Bank a precious opportunity to draw on its vast experience over the first 5 years of the strategy’s implementation. This evaluation report views the three strategic agendas of inclusive growth, environmental sustainability, and regional integration set out in 2008 as being highly relevant for the second half of Strategy 2020.