Corporate Evaluations

Abstract: If capacity building is a key challenge for Africa’s development, it is clear that every effort in this direction should aim to be as efficient and effective as possible. Resources must be deployed with minimum waste to achieve best results. The review and recommendations in this report are presented in this spirit. Recognizing that the JAI has achieved a great deal, the evaluation nevertheless concludes that the substantial resources committed to the JAI could in future years be devoted to capacity-building efforts that are more clearly in line with emerging best practice.

Abstract: An independent evaluation of progress in the implementation of the Paris Declaration was commissioned through the Evaluation Network of the OECD’s Development Assistance Committee, and the evaluation results will be presented in September at the High Level Forum meeting in Accra. The Synthesis Report has now been published, and the key findings and lessons are summarised this note.

Abstract: This Action Plan on improving OPEV evaluation feedback and dissemination in the short- to medium-run (2006-2008) is intended as a first step in the preparation of a more comprehensive OPEV Evaluation Feedback and Knowledge Management Strategy. Such a strategy should be closely informed by and aligned with the Bank’s overall planned new Knowledge Management and Communications Strategy, which is under development and expected to be completed by mid-2007. OPEV’s new Evaluation Feedback and Knowledge Management Strategy would be developed concurrently as the Department is re-defining its role in the Bank’s new vision, organizational structure, and revised processes. This Action Plan therefore focuses on improving the feedback of evaluations into the Bank’s operations, and other immediate actions to expand OPEV’s outreach over the next two and a half years. In addition, it provides a road map to potentially intensified and extended activities of general dissemination and knowledge management, as well as evaluation capacity building and partnerships in the longer-term future.

Abstract: This report is prepared by two Senior Evaluation Advisers contracted by OPEV on behalf of CODE. This report presents their findings and recommendations. It identifies actions that executive directors may wish to consider to tackle real and perceived threats to OPEV’s autonomy, objectivity, and impartiality

Abstract: This paper has demonstrated that the ADF has been effective in its operations. Using results drawn from post evaluation, it was found that the development effectiveness index of ADF was within the satisfactory range of performance. The findings from a less aggregative approach, which groups projects together according to whether they were rated satisfactory or unsatisfactory at post evaluation, also confirmed this result. These findings were also validated by an econometric method which measures the impact of ADF as an instrument of resource transfer. The approach found that the performance of ADF in poverty reduction was well above the average for ODA. The Fund was also effective in promoting investment, growth and productivity and human capital development.

Abstract: This study assesses the efficiency and effectiveness of the Technical Assistance Fund (TAF) of the African Development Fund (ADF). The objectives of this study are: (1) to assess the implementation performance and institutional development effects of TAF operations; (2) to identify important difficulties and their causes; (3) to draw useful lessons and illustrate good practices; and, (4) to recommend concrete actions for improving the efficiency and effectiveness of the TAF. In this summary, a brief background description of the TAF is followed by discussion of these objectives.

Abstract: The study, which was within the scope of the -work carried out jointly with the Working Group on aid evaluation of the Development Assistance Committee (DAC), was included in the OPEV Work Programme for 1997, and sought to collect and analyze the users’ viewpoint of the evaluations produced by the Bank’s Operations Evaluation Department (OPEV); to consider their priorities with a view to enhancing the quality and efficiency of evaluation works; to fine-tune the strategy for disseminating and utilizing the lessons drawn from evaluations and to improve the system of incorporating the lessons retrospectively into the design and implementation of future Bank Group operations.

Abstract: The report identifies the "fundamental standards and practices as regards establishments of project completion report performance analysis" at the level of BMDs. The general conclusion is that there are differences between the policies and the practices on the matter, but that the various BMD currently work for a larger convergence and a harmonization.