Guidelines and Procedures
| 20-Dec-2017 |
The Bank has proposed to the Board the introduction of a new lending instrument – Results - Based Financing (RBF) – to support government programs. When approved, RBF will support government - owned sector programs and link disbursements directly to the achie vement of program results ( See Annex 1 for the definition of a program ) . D esign ing and implement ing RBF supported programs will involve ex - ante assessments of the program and its systems, ex - post (independent) results verification, and systematic institutional development. RBF will primarily aim at increas ing accountability... |
| 18-Jul-2017 |
The New Partnership for Africa's Development (NEPAD) has identified infrastructure as one of the major parameters for economic growth and poverty reduction in Africa. The present state of infrastructure as well as the infrastructure gap between Africa and more developed countries constitutes a serious handicap to African production and improved productivity and competitiveness. Without addressing its infrastructure needs, Africa will continue to remain uncompetitive in the global market. In June 2002, at the G8 Summit in Kananaskis, the Prime Minister of Canada announced Canadian commitments... |
| 11-Feb-2014 |
Since the adoption of the Bank’s Environmental Policy and Environmental Assessment Guidelines in 1990 and 1992 respectively, many changes have occurred in the Bank’ structure and operations. Some major changes included the creation of the Environmental and Sustainable Development Unit (OESU) in 1996, adoption or review of several policies and new focus on mainstreaming crosscutting issues into Bank’s operations. As a result work was undertaken to review and update the current environmental assessment procedural guidelines and harmonize them with policies and practices in other multilateral... |
| 04-Nov-2013 |
Financial resources from a variety of public and private sources have been, and will continue to be, committed to support climate change adaptation and mitigation. While there is a wide agreement that rapid and successful deployment of this international public finance is a critical first step in allowing developing countries to adapt to climate change and pursue actions tha t will allow them to move onto a low carbon development pathway, it is also widely recognized, in particular by developing countries, the need to track and report financial flows that support climate change mitigation and... |
| 04-Nov-2013 |
Financial resources from a variety of public and private sources have been, and will continue to be, committed to support climate change adaptation and mitigation. While there is wide agreement that rapid and successful deployment of this international public finance is a critical first step in allowing developing countries to adapt to climate change and pursue actions that will allow them to move onto a low carbon development pathway, it is also widely recognized, in particular by developing countries, the need to track and report financial flows that support climate change mitigation and... |
| 23-Oct-2013 |
Financial resources from a variety of public and private sources have been, and will continue to be, committed to support climate change adaptation and mitigation. While there is wide agreement that rapid and successful deployment of this international public finance is a critical first step in allowing developing countries to adapt to climate change and pursue actions that will allow them to move onto a low carbon development pathway, it is also widely recognized, in particular by developing countries, the need to track and report financial flows that support climate change mitigation and... |
| 23-Oct-2013 |
Financial resources from a variety of public and private sources have been, and will continue to be, committed to support climate change adaptation and mitigation. While there is a wide agreement that rapid and successful deployment of this international public finance is a critical first step in allowing developing countries to adapt to climate change and pursue actions that will allow them to move onto a low carbon development pathway, it is also widely recognized, in particular by developing countries, the need to track and report financial flows that support climate change mitigation and... |
| 03-Feb-2013 |
Most information generated or received by the Bank will be made public, except information on the list of exceptions in para graph 3.3 of the DAI policy and Appendix 2 of this Handbook . As a result , certain information not subject to disclos ure under the previous policy will now become public information. Notably, o ver a sufficient time horizon, most information in the Bank ’s possession will be disclosed, either proactively or on request. The categories of information that will routinely be made available to the public include (i) operation s information, (ii) Board reports, (iii) annual... |
| 21-Sep-2012 |
1 Staff Guidance on Project Completion Reporting and Rating I. Purpose and Scope The purpose of this note is to present the new approach to project reporting and rating at the completion stage applicable to public sector operations financed by the African Development Bank Group (ADB or the Bank). It includes a revised Project Completion Report (PCR) template and technical guidance to staff for undertaking the PCR rating 1 . The new PCR complements and completes the set of quality assurance tools adopted by the Bank to guide project reporting and rating throughout the operational cycle. These... |
| 09-May-2012 |
The Disbursement Handbook (the Handbook) sets out the disbursement policies, guidelines, practices, and procedures of the African Development Bank Group (ADB). It serves as a reference guide for Bank staff, Borrowers1, Executing Agencies2, Co-Financiers, Suppliers and other contracting parties in designing, operating disbursement activity and withdrawing loan3 proceeds to ensure efficient and effective project implementation. |
| 29-Mar-2012 |
This Options Report provides an update on the process of developing an Integrated Safeguards System (ISS). The ISS draws from existing Bank policies and introduces a set of new Operational Safeguards (OSs), which are a set of brief and focused policy statements that clearly set out the operational requirements with which Bank-financed operations must comply. Unlike other multilateral development banks, the Bank does not yet have a comprehensive set of operational safeguards. In line with commitments made during the General Capital Increase (GCI) and African Development Fund 12 (ADF 12), the... |
| 02-Mar-2012 |
The African Development Bank (“The Bank”) is in the process of revising and updating its environmental and social safeguards system and procedures. As part of this process, the Bank will be consulting with a broad range of stakeholders with a view to improving the quality and relevance of its Integrated Safeguard Systems. |
| 17-Feb-2012 |
With reference to the above the MIC TAF working group, set up in 2009, has revised the MIC TAF guidelines with a view to address the Board’s concerns, expressed during the seminar on 8 March 2011, about the relatively modest utilization of the resources, the persistent lack of knowledge about the Fund, the need to improve the reporting structure and the difficulty in ensuring timely implementation of grants. This followed a much wider consultative process in which the views of MICs were taken on board, including through field visits, and feedback from the SMCC. |
| 12-May-2011 |
The Revised Guidelines aim to improve the cancellation process and its governance framework, as well as ensure optimal utilization of Bank resources. They provide staff in the Operations and Finance Complexes with standard procedures for cancellation of approved loans, grants and guarantees. They provide criteria for Regional Member Countries and regional economic communities (RECs) for initiating cancellation of approved loans, grants and guarantees. They further facilitate improved coordination and communication within the Bank and between the Bank and co-financiers (multilateral and... |
| 12-Apr-2011 |
The African Development Bank Group (Bank Group) has a Credit Policy that determines each country‟s eligibility for ADF resources only (Category A), ADB resources only (Category C), or a blend of resources from the two windows (Category B, blend countries) on the basis of two criteria: per capita income and creditworthiness to sustain non - concessional financing. Graduation refers to the process by which an ADF - only country transitions to blend or to ADB - only status, or a blend country to ADB - only status. Rev ersal is the process by which an ADB - only or a blend country ceases to be... |
| 01-Oct-2010 |
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| 26-Aug-2010 |
Over the past decade, the recognition of the link between good governance and poverty reduction has triggered the need to measure the quality of governance and monitor its progress over time and across countries. A ccurately a ssessing governance performance is today a priority for African governments and civil soc iety, as reflected by the African Peer Review Mechanism (APRM) and the African Governance Report (AGR) produced by the Economic Commission for Africa (ECA) . Governance assessments are important diagnostic tools , guiding policy reform and monitoring progres s at the country level... |
| 12-Jul-2010 |
The Board of Directors adopted the Bank Group ’s Strategy for Enhanced Engagement in Fragile States 1 and the Operations Guidelines of the Fragile State s Facility 2 in 2008. Both documents benefited from the guidance and comments provided by the ADF Deputies and the Boards of Directors right from the start, durin g the preparation of policy papers for the ADF 11 Replenishment negotiations. The approach out lined in the two documents constitutes the African Development Bank Group’s strategic fram ework for supporting eligible fragile states. |
| 22-Apr-2010 |
This report has been prepared a) in response to a request from the Board of Directors to report on the effectiveness of Bank-supported emergency operations in view of several queries by Executive Directors concerning the Bank’s role in such operations, and b) in the context of the Bank’s search for a more selective role that is in tandem with its comparative advantage, Management is seeking to re-examine some of its activities in member states to date with a view to better matching these activities to our current resources and the institution’s strategic priorities. |
| 22-Apr-2010 |
Understanding gender issues in governance requires examining the participation and decision-making of women and men in different institutions. Addressing gender gaps in governance entails the adoption of reforms to engender different governing institutions at the various levels of the RMCs to ensure development effectiveness and results. |