Knowledge platform

This page presents an interactive search of all governance material produced by the Bank as well as links to many of the Bank’s key governance partners.

ACBF

The African Capacity Building Foundation (ACBF), based in Harare, Zimbabwe, is an independent, capacity-building institution established on February 9, 1991, through the collaborative efforts of three multilateral institutions (the African Development Bank (ADB), the World Bank, and the United Nations Development Programme (UNDP)), African governments and bilateral donors.

For more information http://www.acbf-pact.org/

Afrobarometer

The Afrobarometer is an independent, non-partisan research project that measures the social, political and economic atmosphere in Africa. Afrobarometer surveys are conducted in more than a dozen countries and are repeated on a regular cycle. Results are shared with decision-makers, policy advocates, civic educators, journalists, researchers, donors and investors as well as average Africans who wish to become more informed and active citizens.

For more information http://www.afrobarometer.org/

APRM

The African Peer Review Mechanism (APRM) is a mutually agreed instrument voluntarily acceded to by African Union (AU) member states of the as a self-monitoring mechanism. The mandate of the APRM is to encourage conformity with regard to political, economic and corporate governance values, codes and standards, among African countries and the objectives in socio-economic development within the New Partnership for Africa's Development.

DFID

The Department for International Development (DFID) is a division of the UK government that manages Britain's aid to poor countries and works to get rid of extreme poverty. As part of this work DFID works with the AfDB to promote good governance within Africa.

For more information http://www.dfid.gov.uk/howwefightpoverty/government.asp

CABRI

The Collaborative Africa Budget Reform Initiative (CABRI) was officially launched in collaboration with the African Development Bank on May 14, 2008, in Maputo, Mozambique. CABRI is soon to become a legal and independent membership-based organisation. Since its inception in 2004, the network has considerably expanded its activities which were attended by a variety of African countries (31 to date).

CABRI is a professional and autonomous network of senior government officials in African finance and planning ministries.  CABRI’s overall objective is to contribute to the efficacy of public finance management in Africa by creating a platform for its members to share experiences on reform programmes. Good financial governance is an essential contributor to social and economic growth and is therefore a central component of public reform efforts that are underway in many African countries.  

The network seeks to:

• improve the appropriateness, quality and sustainability of budget reform programmes;
• build stakeholder understanding of budget management;
• support capacity improvement for budget reform implementation and management; and
• support the development of common approaches in key international and regional initiatives.

The Mo Ibrahim Foundation

The Mo Ibrahim Foundation has been established to promote African development, with special focus on promoting good governance in Sub-Saharan Africa. The Foundation has established two major initiatives in support of better governance in sub-Saharan Africa. The Mo Ibrahim Prize for Achievement in African Leadership, awarded annually, recognizes a former Head of State or Government who has demonstrated exemplary leadership. The Ibrahim Index of African Governance is a comprehensive ranking of Sub-Saharan African countries according to governance quality.

For more information  http://www.moibrahimfoundation.org/

OECD

The OECD (Organization for Economic Co-operation and Development) brings together governments of countries committed to democracy and the market economy from around the world to:          

• support sustainable economic growth,
• boost employment,
• raise living standards,
• maintain financial stability,
• assist economic development efforts by other countries,
• and contribute to growth in world trade.

The OECD believes that good, effective public governance helps to strengthen democracy and human rights, promote economic prosperity and social cohesion, reduce poverty, enhance environmental protection and the sustainable use of natural resources, and deepen confidence in government and public administration.

For more information http://www.oecd.org/topic/0,3373,en_2649_37405_1_1_1_1_37405,00.html

UNECA: Governance and Public Administration Department

The Economic Commission for Africa (ECA) was established by the Economic and Social Council (ECOSOC) of the United Nations (UN) in 1958 as one of the UN's five regional commissions. ECA's mandate is to promote the economic and social development of its member States, foster intra-regional integration, and promote international cooperation for Africa's development.

Established in August 2006, the main goal of the Governance and Public Administration Division (GPAD) is to improve governance and development management to enhance national capacity and capability in ECA's member States. It also focuses on support for the Africa Peer Review Mechanism (APRM) process.

For more information http://www.uneca.org/eca_programmes/development_policy_management/default.htm

The World Bank

The World Bank underwent a major reorganization in 1997 that included the creation of five major thematic networks to bring together professionals across the Bank. The Public Sector Group is one of 4 "families" in the Poverty Reduction and Economic Management (PREM) Network. It is governed by the Public Sector Board and headed by a director with membership from all regions represented by the research department and the World Bank Institute.

A fundamental role of the Bank is to help governments work better in our client countries. The Public Sector Group’s objectives are based on the view that the Bank must focus more of its efforts on building efficient and accountable public sector institutions rather than simply providing discrete policy advice. A main lesson from East Asia - and to some extent Russia - is that good policies are not enough. The Bank cannot afford to look the other way when a country is plagued by deeply dysfunctional public institutions that limit accountability, set perverse rules of the game, and are incapable of sustaining development.

Two key objectives of the Public Sector Group are:

• strengthening and deepening the Bank's work on public sector institutional reform, and
• designing and helping implement the Bank's anticorruption strategy.