AFRICAN DEVELOPMENT FUND

MULTINATIONAL

AFRICAN CAPACITY BUILDING FOUNDATION

FOR THE THIRD STRATEGIC MEDIUM TERM PLAN (SMTP III)

(PCR)

RDGS DEPARTMENT

April 2018

1

I BASIC DATA

A Report data

Report date Date of report: 12 August 2015

Mission date (if field mission) From: 6 July 2015 To: 10 July 2015

B Responsible Bank staff

Positions At approval At completion

Regional Director Ebrima Faal Josephine NGURE

Country Manager Mary MONYAU

Sector Director Vicotr MURINDE John ANYANWU

Sector Manager Bernadette Dia KAMGNIA Noel KULEMEKA

Task Manager Kanny DIALLO Nkoanyane SEBUTSOE

Alternate Task

Manager

PCR Team Leader Bernadette Dia KAMGNIA

PCR Team Members Nkoanyane SEBUTSOE; Mary Manneko

MONYAU

C Project data

Project name: GRANT SUPPORT THE AFRICAN CAPACITY BUILDING FOUNDATION FOR THE THIRD

STRATEGIC MEDIUM TERM PLAN (SMTP III)

Project code: P-Z1-KF0-036 Instrument number(s): ADF GRANT 2100155026866

Project type: PUBLIC SECTOR

PROJECT

Sector: INSTITUTIONAL SUPPORT

Country: MULTINATIONAL Environmental categorization (1-3): 3

Processing milestones – Bank

approved financing only (add/delete

rows depending on the number of

financing sources)

Key Events (Bank approved financing

only)

Disbursement and closing dates (Bank

approved financing only)

Financing source/ instrument1: ADF

Grant 2100155026866

Financing source/ instrument1: ADF

Grant 2100155026866

Financing source/ instrument1: ADF

Grant 2100155026866

Date approved: 17th February 2014 Cancelled amounts: None Original disbursement deadline:

31st November 2014

Date signed: 31st March 2014 Supplementary financing:None Original closing date: 31st December

2014

Date of entry into force: 31st March

2014

Restructuring (specify date & amount

involved): None

Revised (if applicable) disbursement

deadline:31st March 2015

Date effective for 1st disbursement:

08th May 2014

Extensions (specify dates):31st December

2015

Revised (if applicable) closing date: 31

December 2015

PROJECT COMPLETION REPORT FOR PUBLIC SECTOR OPERATIONS (PCR)

2

Date of actual 1st disbursement:

30th May 2014

Financing source/instrument

(add/delete rows depending on the number

of financing sources):

Disbursed amount

(amount, UA):

Percentage

disbursed (%):

Undisbursed

amount (UA):

Percentage

undisbursed (%):

Financing Source/ instrument1:ADF 3,000,000 100% 0 0

Government:

Other (eg. co-financiers). Add rows as

needed

TOTAL 3,000,000 100% 0 0

Co-financiers and other external partners: WORLD BANK, 33 African member countries, South Africa (These are co-

financiers for the overall ACBF SMTP III but not for this specific project).

Executing and implementing agency (ies): THE AFRICAN CAPACITY BUILDING FOUNDATION (ACBF)

D Management review and comments

Report reviewed by Name Date reviewed Comments

Country Manager Damoni KITABIRE

Sector Manager Noel KULEMEKA 21 December

2017

Program was ultimately beneficial as

countries benefited from training and

TA in terms of debt sustainability.

Bank also moved from retail to

wholesale capacity building.

Regional Director (as chair of Country

Team) Josephine NGURE

Sector Director John ANYANWU

II Project performance assessment

A Relevance

1. Relevance of project development objective

Rating* Narrative assessment (max 250 words)

4

The overall goal of the project and ACBF’s Third Strategic Medium Term Plan (SMTP III) is to build capacity of

regional institutions for governance that is effective and translates into real poverty reduction. The Bank’s Ten Year

Strategy (TYS) alludes to the huge capcity building needs the contirnet is faced with and goes on further to allude to

the fact not one capacity building institution can achieve the feat alone. The Bank therefore emphasizes the need for

partnerships in ensuring adequate coverage of capacity development in Africa. This project therefore prioritized the

idea of building partnerships and the Executing agency (ACBF) worked with other implementing partners being

Macroeconomic and Financial Management Instuitute for Eastern and Southern Africa (MEFMI) and the Nigelria

Insitute for Legislative Studies (NILS). The project development objective (PDO) emphasizes effective economic

governance and this is aligned to the Bank’s Knowledge Management Strategy 2015 – 2020 as well as the Capcity

Development Strategy. These two strategies, the KMS and CDS have among their objectives the need to improve the

capacity of regional member countries RMCs to undertake effective policy dialogue. Moreover, the PDO is also

aligned with the Bank group Regional Integration Policy and Strategy (RIPoS) 2014-2023 whose objective is to foster

regional and ultimately continental economic integration through increased effectiveness of Bank Group support to

RMCs, the private sector and sub-regional and regional organizations. To this end, strengthening the capacity of the

African institutions was deemed critical to accelerating the integration agenda lleading to emphasis being placed on

ensuring wide coverage of the project activities through a regional focus by prioritizing regional workshops. By

providing capacity building to RMCs officials the project also satisfied the Bank’s Human Capital Strategy 2014 –

2018 whose aim is is to harness the potential of one billion Africans by building skills and promoting technologies

for equal opportunities and a productive and competitive workforce.

* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory)

3

2. Relevance of project design

Rating* Narrative assessment (max 250 words)

3

The project was designed to respond to the needs of the Bank, the Executing Agency as well as the RMCs given that

most RMCs lack are faced with challenges when it comes to economic and financial governance. The capacity of the

ACBF was assessed during project design to gauge its ability to implement the project. It was found that ACBF

possesses competent staff, effective internal controls, and a sound accounting system. This thus assisted in ensuring

that funds are used only for intended purposes; and financial reporting is based on accurate and complete information.

ACBF’s financial management policies, procedures and practices are in full compliance with the International Financial

Reporting Standards (IFRS). Moreover, the procurement rules and processes of the Foundation were put in place with

the support of the AfDB and the World Bank as thus they were found adequate to handle the project’s procurement

activities. By this the project aimed at minimizing delays involved with the prior review requirements necessary under

use of Bank Rules and Procedures for Procurement of Consultants as well as good s and services.

In light of the huge capacity needs facing African countries and the notion that not one institution can meet all these

needs, the project also employed the idea of partnerships as advocated for in the Bank’s TYS, the CDS and KMS. This

helped the Bank move from retail to wholesale provision of support towards capacity building. Due to delays in project

approval the design of the project enabled the executing agency to adjust ther activities along with the sub-grantees to

ensure effective implementation and delivery. The work programme progressed with slight disruptions. Minor

adjustments were made to the results based logical framework (RBLF) during project implementation to ensure

achievement of expected results and their sustainability. Some outputs were revised to those that can be easily

measured. By working with the sub-grantees the project enabled some skills transfer as some of the documents ABCF

uses were shared with the sub-grantees in order for better implementation. This entailed among others the monitoring

and evaluation templates which made supervision easy. The grant also enabled the Bank strengthen its partnership and

collaboration with ACBF in the development of regional public goods on capacity building.

3. Lessons learned related to relevance

Key issues (max 5, add rows as needed)

Lessons learned Target audience

1. Responding to

capcity needs and

priorities of RMCs

With the continuous demand for effective macroeconomic, financial

governance and accountability, and debt management capacities in RMCs, the

Bank and ACBF will continue to respond to the needs and priorities of African

countries in these areas. Partnerships are important as they assist in partenrs

leveraging on each others’ expertise, capacity and comparative advantage.

AfDB, ACBF, RMCs

other partners

2. Increased member

countries’ buy-in,

ownership and use of

macroeconomic,

financial and debt

management solutions

The demand driven and participatory technical and advisory support provided

by MEFMI, contributed significantly to increased buy-in, ownership and use of

policy recommendations, tools and manuals developed by the institution. The

active involvement of the member countries in the diagnostics of the issues as

well as development and roll-out of the possible solutions enhanced knowledge

and skills transfer, ownership and sustainable use of the macroeconomic,

financial and debt sustainability models and instruments.

AfDB, ACBF,

MEFMI other partners

3. Increased

willingness and

commitment of member

countries to contribute

to financing capacity

building intervention

A participatory approach resulted in member countries’ increased willingness

and commitment to the project For instance, MEFMI member countries

contributed 50.2% of the total budget of their current strategy.

The funding provided to NILS served as catalyst to attract additional funding

from the Nigerian government in excess of $400,000 of the project grant. This

was due to project implementation success.

AfDB, ACBF, NILS

other partners

B Effectiveness

1. Progress towards the project’s development objective (project purpose)

Comments

The development objective of the project is to promote effective governance in regional member countries and regional institutions that

translates into real poverty reduction. The project had two componets namely: Component 1: Improving economic and financial

governance in support of regional integration policy formulation and implementation and component 2: Improved transparency and

accountability in the management of public resources in Africa. Through 3 interventions (MEFMI, NILS and AGO), the project has

improved the capabilities (knowledge, skills, systems and processes) of Central Banks, Ministries of Finance/ Economic Planning ,

4

parliaments and parliamentary institutions and other stakeholders in MEFMI and ECOWAS regions in macroeconomic, debt and financial

sector management ; cross-border trade and effective Executive-Legislative relations. Further,the generation of the AGO, has enhanced

stakeholder knowledge and access to research-based information for decision making on financial governance in Africa. Five (5) out of

the 8 results (outcome and output) targets agreed in the Results-Based Monitoring and Evaluation Framework have been achieved.

1. MEFMI

Under Component 1: Improving Economic and Financial Governance in support of Regional Integration, Policy formulation and

Implementation, the following results were achieved:

1.1 Improved Macroeconomic, financial and debt management in the Eastern and Souther Africa Region: MEFMI’s hands-on

technical and advisory support has enabled its member countries to improve their macroeconomic, financial and debt

management capabilities, including: (i) Development of 5 Financial Programming Framework for Botswana, Namibia, Rwanda,

Kenya, Lesotho, (ii) Development of a core Model of Inflation for EAC Countries such as Rwanda; (iii) Development of a

Quarterly GDP and short-term Economic Indicators for Lesotho; (iv) Development of 3 Macroeconomic Modeling and

Forecasting models for Swaziland, Malawi, Mozambique; and v) harmonization of methodologies and construction of analytical

indicators for SADC, SACU and EAC countries

1.2 Strengthened Policy Formulation and Implementation of RECs on Regional Integration and Trade within the MEFMI Region:

MEFMI Conducted 6 seminars: (i) A Seminar on Regional Integration and Trade (30 participants); (ii) – A Course on Economic

Issues in Regional Integration (35 participants); (iii) – A seminar on Deeper Regional Integration Agenda in Africa (30

participants); (iv) Regional workshop on Developments and innovations in payment systems (20 participants); (v) Seminar for

Heads of Payment systems on Leveraging payment systems in Financial Inclusion (13 participants); (vi) Supported the

formulation of debt policies through conducting debt sustainability analysis in Zimbabwe, Tanzania, Zambia and Lesotho.

In addition, 5 In-country missions were conducted: (i) In-country missions to: Central Bank of Swaziland, Bank of Botswana

and Bank of Zambia to provide technical assistance on implementation of the COMESA Framework for Financial Stability

Assessment and reporting requirements; (ii) In-country missions to the National Bank of Rwanda and Bank of Mozambique on

payment systems oversight

1.3 Increased stakeholder knowledge and awareness of Innovative Methods of Financing Infrastructure Development in MEFMI

Region: a High Level Seminar on Sovereign Bond Issuance focusing on Innovative Infrastructure Financing Options was

organized. The seminar deliberated on potential use of several innovative infrastructure financing mechanisms including Public-

Private Partenerships (PPPs), Tapping on Remittances for equity, Diaspora bonds/ remittance backed bonds, Resource for

Infrastructure (RFI) approach, and Annuity Financing Mechanism. Beneficiaries were Ministries of Finance, Central Banks and

Capital Markets Authorities of MEFMI 13 Member states

2. NILS-CAP

NILS-CAP has contributed to improving the knowledge and understanding of policy makers, mainly Legislators, in regional integration

and effective financial governance. The project has also enhanced the skills and competencies of parliamentary staff in the ECOWAS

region to enable them provide effective technical support toward the work of parliamentary institutions. The following are the specific

achievements of the component:

2.1 Improved knowledge and skills of 480 ECOWAS Parliamentary staff in Results Based Monitoring and Evaluation, Speech

Writing and Legislative Research Methodology. The customized national-level training sessions has enhanced the capacity of

parliament officials to provide effective technical support to the legislators.

2.2 Enhanced skills of 153 policy makers including ministers, legislators, MPs, Directors of government ministries and departments

and civil society actors, in cross-border trade and financing framework including Cross- Border trade and opportunities for

trade finance in West Africa.

2.3 Increased knowledge and awareness of 140 policy makers including ministers, legislators, Directors of government ministries

and departments and civil society actors on cross-border trade and financing framework. A two-day regional conference on

regional trade and financing opportunitie was organized by NILs which produced a Communiqué that was widely disseminated

and is expected to have a positive impact on trade policies in the ECOWAS sub-region.

2.4 NILS-CAP supported Legislators and staff from the ECOWAS sub-region to participate in selected international programs and

conferences, learn best practices, and share experiences in developmental issues. 2 officials participated in a course on

Executive-Legislative relations and effective performance organized by the John Hopkins university; 2 officials participated in

an Advanced Legislative Management course, organized by the University of Illinois; 3 Parliamentarians participated in a

Negotiations and Decision Making Strategy course organized by RIPA in London; 2 Parliamentarians participated in a Strategic

Leadership course at Oxford; 1 staff participated in an Outcome-Based Monitoring and Evaluation Course in South Africa; and

4 officials participated in an International Executive Program for Senior Parliamentary Staff organized by McGill University.

5

3. AGO

This aspect of the project was affected by delays in implementation. The process involved recruitment of country research teams (CRTs)

within the 10 pilot countries (Burkina Faso, Ethiopia, Ghana, Kenya, Mali, Mozambique, Rwanda, Senegal, Tanzania, and Uganda) who

would then be tasked with preparing the relavant country’s financial governance report. There were delays in five of the countries and

this led to the overall delay in the publishing of the relevant country assessment reports as well as the Flagship report. Following the

recruitment of the remaining CRTs an inception workshop was conducted end of July 2015. A validation workshop was held in November

2016 to present the findings of the report. This report was finalised by ACBF and was shared with the Bank to provide comments before

its publication. The comments have already been done (July 2017) and the final product is expected from ACBF.

<ENTER HERE>

2 Outcome reporting

Outcome

indicators (as per

RLF; add more rows as

needed)

Baseline

value

(Year)

Most

recent

value

(A)

End

target (B)

(expected

value at project

completion)

Progress

towards

target (% realized)

(A/B)

Narrative assessment (indicative max length: 50 words per outcome)

Core

Sector

Indicato

r (Yes/No)

Outcome 1.No of

Africa capacity

Indicators Report

(ACIR) developed

3 ACIR 4 ACIR 4 ACIR 100% The 4th ACIR was published on 22 December

2014. The ACIRs are currently present on over

90 websites of development institutions and

libraries such as the WBI, AfDB, United States

Agency for International Development

(USAID), Capacity.org, LenCD, Stanford

University. The Library of Congress and over

106 organizations have reproduced the different

versions of the ACI reports on their websites.

Outcome 2:No. of

countries that have

adopted the Private

Capital Monitoring

System(PCMS)

8 9 11 82% The tool is being used by 9 countries, namely

Botswana, Kenya, Lesotho, Malawi,

Mozambique, Rwanda, Swaziland, Tanzania,

Zimbabwe. It has helped member countries to

establish and ascertain the magnitude, scale and

composition of the stocks and flows of foreign

private capital and their impact on the

economies.

Outcome 3: No.

countries whose of

parliamentary

institutions were

supported

0 11 10 110% 12 countries could have been covered but due to

emergence of new cases of EBOLA in one of

the targeted country, 11 were covered.

Rating* (see IPR

methodology) Narrative assessment

4

Even though the PAR put sthe baseline for the ACIR at 1, the actually number of ACIR already produced

were 3 hence the baseline number shoulf have been 3 and not 1. This was realised during the mid-term review

and corrected in the logical framework. In addition, during the mid-term it was discovered “Outcome 2 on

Number of countries rated with more than 39 on the Corruption Perception Index (CPI) for transparency,

accountability and corruption in public sector” would not truly reflect the results of the project and was thus

replaced with “Outcome 2: No. of countries that have adopted the Private Capital Monitoring

System(PCMS).”

6

3 Output reporting

Output indicators (as specified in the RLF; add more rows as

needed)

Most recent

value

(A)

End target

(B)

(expected value at project

completion)

Progress

towards

target (% realized)

(A/B)

Narrative assessment (indicative max length: 50 words per output)

Core

Sector

Indicato

r (Yes/No)

Output 1:No. of

institutions trained

on regional

integration policy

modelling and

forecasting

including gender

using gender-s

ensitive parameters

22 12 183% The interventions have contributed to:

promoting evidence-based policy making;

imparting knowledge on recurrent issues on

regional integration; enhancing capacity to

manage trade arrangements; appreciation of

policy challenges for deeper integration and the

role of different institutions (Central Banks,

Ministries of Finance, Ministries of Planning,

Custom Administration, etc). Out of 893

training beneficiaries, 349 (39%) were women.

Output 2:No.of

RECs assisted to

develop policy

frameworks for the

management of

public private

partnerships

03 02 150% Main beneficiaries are from the Ministries of

Finance, Central Banks and Capital Markets

Authorities.

Output 3: No. Of

legislators and

parliamentary staff

trained in cross

border trade, peace

building and

outcome-based

monitoring and

evaluation

700 450 156% Many of the programs organized by NILS were

over-subscribed. Also, the ECOWAS

Parliament and the Nigerian government

contributed funds to activities of NILS-CAP.

35% of the participants were women

Output 4.1: No. of

Africa Governance

Outlook (AGO)

country reports

published

0 10 0 Work is ongoing in all 10 countries of the

AGO. Out of the ten (10) country reports, five

(5) have been received and under review

(Ghana, Kenya, Uganda, Mali and

Mozambique). The Country Reserach Teams

(CRTs) have been recruited for the drafting of

the remaining country reports and these are

expected end of December 2015.

Output 4.2 Publication of

consolidated report

summarising

findings from the

10 AGO country

reports

1

1 100% Though with a delay, the consolidated report

was finalised by ACBF and has been received

by the Bank to provide final comments before

publication. The country reports will also be

published independent of the consolidated

report.

Rating* (see IPR

methodology) Narrative assessment

3

All the the other outputs were realised on time but one. The AGO component suffered huge delays with

country teams in 5 other countries taking time to be procured. Extension was giaven to allow adequate time

for its completion. Following a validation workshop in November 2016, the consolidated report has been

finalised and shared with the Bank for comments before publication. The other country reports will be

published independent of the coslidated report.

7

4 Development Objective (DO) rating

DO rating (derived from

updated IPR)* Narrative assessment (indicative max length: 250 words

3.5

The project has satisfactorily made strides towards achievement of the PDO, despite facing initial

delays in disbursement of funds and as a result of the outbreak of the Ebola epidemic in West Africa

for some activities. It is also aliogned with the objectives and priorities of ACBF’s SMTP III and the

Bank’s Strategies for the project period. The development objective of promoting effective

governance in regional member countries and regional institutions has been satisfactorily achieved,

since the achievement of outputs and outcomes is deemed satisfactory. Two out of the three outcome

indicators and respective targets—annual and at end of project— have been achieved. The one

outcome that even needed an extension to the project close date was the AGO which suffered from

delays in the setting up of the country research teams (CRTs) in five of the ten countries. However

this activity has since been completed and the report has been shared with the Bank.

5 Beneficiaries (add rows as needed)

Actual (A) Planned (B) Progress towards target (% realized) (A/B)

% of

women

Category (eg. Farmers, students)

MEFMI: 14

countries

14 100% 39 Senior and middle level officials from the Directorates of Ministries of Finance and

Planning, Central Banks and Regulatory

Bodies of the 13 Members States

NILS: 12

countries

10 120% 35 Legislators and staff from the ECOWAS

region

AGO: 10

countries

10 100% n/a Governments of the 10 countries, and

other RMCs

6 Unanticipated or additional outcomes (add rows as needed)

Description Type (eg.

Gender, climate

change, social,

other)

Positive or

negative

Impact on project (High, Medium,

Low)

Reduction in the number of regional parliamentary training

activities due to the Ebola outbreak.

Health Negative NILS-CAP had to cut down on

planned regional level participation

in favour of increased national level

participations.

Extended delay in the delivery of the AGO component Other negative Though completed this activity

delayed the finalisation of the PCR.

7 Lessons learned related to effectiveness (add rows as needed)

Key issues (max 5, add rows as needed) Lessons learned Target audience

1. Flexible design and implementation strategy The flexibility of the Foundation’s grant design and

implementation strategy enabled it to adjust the

project scope and timelines despite the initial delay

in grant approval by the AfDB without any serious

negative impact on the expected results.

AfDB, ACBF other

donors

2. Providng tailor-made capacity building support to

parliamentarians and parliamentary staff

The customized capacity building support

including training favourably responded to the

needs of the beneficiary countries. For example, the

Federal Government of Nigeria provided additional

support to enable more parliamentarians to benefit

from the training. As parliament is the first point of

government scrutiny training parliamentarians

helped them in understanding the various aspects of

their job in oder for increased accountability.

AfDB, ACBF other

donors

8

3. Hands-on technical assistance and project

implementation support provided by ACBF has

enhanced the delivery and impact of the project.

The on-site and remote technical support provided

by ACBF helped in accelerating the delivery and

impact of the poject. In addition to the grant, ACBF

provided technical support to MEFMI and NILs in

project management including M&E , financial

management and procurement which has enabled

the instituions to improve their capabilities which

has translated into timely implementation and

reporting on project results. MEFMI for example

has adopted the Results Measurement Framework

(RMF) developed as part of the project for its

engagement with other donors.

ACBF

AfDB

Project Scope Creep Initial project design assumption of the AGO was

to simply revise existing draft reports and improve

political economy analysis. This was however

subsequently expanded to involve a complete

overhaul of the reports to respond to changes in

data availability.

ACBF

AfDB

CRTs

C Efficiency

1. Timeliness

Planned project duration – years

(A) (as per PAR) Actual implementation time – years

(B) (from effectiveness for 1st disb.) Ratio of planned and actual

implementation time (A/B)

Rating

*

18 months 32 months 0.56 2

Narrative assessment (indicative max length: 250 words)

The initial project start-up delays led to adjustment in the timelines to ensure that expected deliverables and results are

achieved. Subsequently, the Foundation and AfDB discussed and the project duration was adjusted accordingly. Over and

above this one aspect of the project – the AGO – experienced lengthy delays (only being finalised in 2017) and ended up

affecting the overall completion of the project. All the other activities were completed on time as explained in the outputs

section. The delays were as a result of inability to quickly appoint country teams in five countries.

2. Resource use efficiency

Median % physical implementation

of RLF outputs financed by all

financiers (A) (see II.B.3)

Commitment rate (%) (B) (See table 1.C – Total commitment rate of all

financiers)

Ratio of the median percentage

physical implementation and

commitment rate (A/B)

Rating

*

N/A N/A N/A

Narrative assessment (indicative max length: 250 words)

The Foundation has significamtly improved its resource base through diversifying its financing partners. The efficiency indicator

- percentage of total program costs (including knowledge and learning products) to cash outflows - shows improved value of

ACBF’s capacity building support. The over program ratio increased from 83.7% in 2011 to 88.9% in 2014. This ratio was

88.7% as at 31 May 2015. On the other hand, the administrative ratio came down from 16.3% in 2011 to 11.1% in 2014. This is

a demonstration of the continuous improvement in the Foundation’s efficiency in resource use.

3. Cost benefit analysis

Economic Rate of Return

(at appraisal)

Updated Economic Rate of Return

(at completion)

Rating

*

N/A N/A N/A

Narrative assessment (indicative max length: 250 words)

The Economic Rate of Return was not calculated for this project at appraisal.

9

4. Implementation Progress (IP)

IP Rating (derived from

updated IPR) *

Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory or Highly

Unsatisfactory, as per last IPR). (indicative max length: 500 words)

4

(i) Compliance with commitments: The conditions precedent to grant effectiveness, the first disbursement and

conditions required after effectiveness were fulfilled on time. The project was classified as category 3 and

therefore did not warrant any compliance to the Environmental and Social Management Plans as well as social

safeguards.

(ii) Project systems and procedures:

Financial Management: The Implementing Agency (ACBF) continues to have a sound internal control framework

in place. This includes competent staff, effective internal controls, and a sound accounting system. This has

assisted in ensuring that funds are used only for intended purposes; and financial reporting are based on accurate

and complete information. ACBF’s financial management policies, procedures and practices are in full

compliance with the International Financial Reporting Standards (IFRS).

Procurement: The rules and processes of the Foundation were developed with the support of the AfDB and the

World Bank. The resulting procurement activities were in full compliance with the provisions of the grant

agreement as well as the Bank’s rules and procedures. The project files have been maintained consistently with

Bank requirements.

Audit compliance:

(iii) Project implementation and financing: the project suffered a delay in the Bank’s disbursement of the funds

however ACBF and other implementing partners ensured that negative impact is minimal. The overall output

rating is satisfactory (3). The score would have been a 4 if the AGO activity had been implemented successfully

within the project time frame. This has caused a significant delay in preparing this PCR as the activity went even

beyond the 31st December 2015 deadline that was granted as an extension. The validation workshop only took

place in November 2016 and the consolidated report as awell as the country reports are yet to be published. This

has been alluded to in the Section C (i) on timeliness.

5. Lessons learned related to efficiency

Key issues (max 5, add rows as needed) Lessons learned Target audience

1. Implementation of new operating modalities The implementation of new operating modalities

(including relying on mature implementing

partners to undertake some of the activities in their

vicinity in lieu of ACBF fielding a mission, use of

technology for supervision, etc.) has helped reduce

operating costs and improved the timelines for

developing and disseminating strategic knowledge

products. For example, in recognition of the

strategic importance of the 1st US-Africa Summit

that was held in Washington, DC., USA, August 4-

6 2014, the Foundation in collaboration with six

ACBF-supported think tanks (i.e. Botswana

Institute of Development Policy and Analysis

(BIDPA); Institute of Democratic Governance

(IDEG), Ghana; Kenya Institute for Public Policy

and Research Analysis (KIPPRA); Centre

Mauritanien d’Analyse de Politique (CMAP);

Centre D’Etude et de Reinforcement des Capacites

d’Analyse et de Plaidoyer (CERCAP), Mali; and

Programme de Gestion des Politiques

Economiques (GPE-Kinshasa), DRC) drafted

position papers that contributed to the discussion on

the US-Africa relations.

10

D Sustainability

1. Financial sustainability

Rating

* Narrative assessment (indicative max length: 250 words)

3

The capacity challenges of the continent are such that African governments are backing up their demands for ACBF

capacity building support with increased financial contribution. African countries have pledged a total of USD 28.15

million for the SMTP III and already, more than USD 15 million had been disbursed, which is unprecedented in the

history of the Foundation. In addition, the Foundation has consolidated its partnership with the World Bank through a

renewed focus on results. In parallel, the Foundation is diversifying its stream of resources and in August 2014, the

Foundation entered into a partnership with the Bill and Melinda Gates Foundation on the Tobacco Contro Program in

Africa. This partnership is expected to grow and diversify in the coming months and years. Aside this, the Government

of Australia has engaged the Foundation through the provision of the resource facility for the Australia-Africa

Community Engagement Scheme (AACES). The Foundation is also actively re-engaging its traditional bilateral partners

(non-African countries) towards a resumption of their support, while making efforts to reach out to the emerging

economies. The three governance organs of the Foundation (Board of Governors, Executive Board and Secretariat) are

working hand-in-hand to further consolidate the financial sustainability of the Foundation. It is in this regard that the

Board of Governors established in 2013 a Permanent Committee on Resource Mobilization and that resource

mobilization has become a standing agenda item of the Executive Board.

The efficiency indicator- Percentage of total disbursements (including K&L products) to cash outflows - shows improved

value of ACBF’s capacity building support. The overall program ratio increased from 84% in 2011 to 89% in 2014.

This ratio is 89% as at 31 May 2015. On the other hand, the administrative ratio has come down from 16% in 2011 to

11% in 2014. This is a demonstration of continuous improvement of the efficiency of the Foundation.

2. Institutional sustainability and strengthening of capacities

Rating

* Narrative assessment (indicative max length: 250 words)

4

Since 2012, ACBF has been implementing a set of deep reforms aimed at making the Foundation more efficient and

more effective. In November 2013, the Executive Board of the Foundation adopted an additional train of measures which

were implemented in the following 5 areas: Prioritizing and Scaling up operations for Success; Increasing Efficiency;

Strengthening Governance; Increasing focus on Results and Impact; and Working towards the sustainability of the

Foundation. A total of 24 reform actions were identified in these 5 areas and implemented. These included difficult

measures such as separation of half of the staff, pay cuts up to 20% for the remaining staff, operational innovations,

governance tightening, etc. Today, the Foundation has become efficient and significantly effective in its approach to

capacity development.

The reforms conducted have put ACBF in a better position to address the increasing and multi-faceted demand of African

countries for capacity building, generating a capable workforce, and strong institutions. The expected economic growth

in many African countries will lead to further demand for skilled labor force and effective and capable institutions. The

Bank Group’s support to the Foundation’s SMTP III and the region’s capacity building will therefore be sustainable,

given the increasing awareness of countries, RECs and donors for capacity development and efforts to ensure that the

institutional environment is strengthened for economic governance and inclusive growth amidst globalization of trade

and need for Africa to become more competitive. For instance, through support to MEFMI ACBF has contributed to

building capacity in debt sustainability and formulation of debt policies for 4 countries during the contract period. This

has strenthende officials of the given countries in doing meaningfula analysis. Other areas where RMCs capacity was

strenthend include seminars on deeper regional integration agenda in Africa; Regional workshops on developments and

innovations in payment systems; and seminars for heads of payment systems on leveraging payment systems in financial

inclusion. Moreover the implementation of the AU Agenda 2063 requires some capacity imperatives identified by ACBF

and it was agreed with the AUC that the Foundation will be assisting with the implementation of the first ten year

implementation plan of the Agenda.

11

3. Ownership and sustainability of partnerships

Rating

* Narrative assessment (indicative max length: 250 words)

3

ACBF, which was established through a partnership, attaches high importance to building and maintaining strong

partnerships. These partnerships are at the following levels:

At continental level: ACBF has made significant progress in consolidating its partnership with the key pan-

African institutions namely the African Union, the African Development Bank, the NEPAD Agency and the

Economic Commission for Africa, as well as regional institutions such as the Regional Economic Communities

(RECs). This level of partnership places ACBF at the forefront of the definition of the continental agenda for

capacity development;

At country level: ACBF has supported some 45 African countries in one way or the other since its

establishment. In so doing, the Foundation has built strong partnerships with each of these countries. As

reported by the ACBF governors at their 23rd Annual Meeting in Dakar in June 2014, ACBF is the only

organization that really understands their capacity needs and has found the most effective ways to address them.

The steady increase in African financial support to ACBF is a result of a long-standing trust with these

countries;

At global level: ACBF approaches non-African countries and institutions not only from a financial resource

perspective but also to expand its knowledge base and increase its ability to design solutions to the variety of

capacity development issues faced by African countries. Thus, the partnership is built and sustained to take

account of the fact that capacity development is a long term endeavour.

Backed by these critical partnerships, ACBF has been able to offer a participatory and targeted programing as well as

technical support which has enabled the beneficiary institutions abilities to own and drive the interventions as well as

improve the delivery and impact of their activities. The Foundation has stimulated and continues to promote demand

driven capacity building that responds to the needs and priorities of its member countries. In 2014, the Foundation

initiated a new business model for efficiency and effectiveness of operational delivery.The Secretariat entered into

strategic partnership with selected ACBF-supported mature policy think tanks for the supervision of ACBF projects.

Based on its experience and the relevance of its mandate, more strategic partnerships are set with most reliable regional

and continental bodies such as the African Union, the African development bank, the RECs as well as the African

Governments.

4. Environmental and social sustainability

Rating

* Narrative assessment (indicative max length: 250 words)

N/A

The project was classigfied as a Category 3 and thus did not warrant preparation of an Enviromental and Social

Mitigation/Management Plan (ESMP). However, it is geared towards developing capacities of both men, women and

youth for inclusive policy formulation and management. For example, 39% of women have been trained at MEFMI

course and 35% under NILS-CAP. It also seeks to enhance the capabilities of public sector decision makers and non-

state actor to foster evidence-based decision making, transparency and accountability for use of public resource. As part

of the policy making component, ACBF supports the development and deployment of critical capacities for mitigating

fragility and enhancing national development outcomes.

5. Lessons learned related to sustainability

Key issues (max 5, add rows as needed) Lessons learned Target audience

Increased member countries’ interest in targeted

country level interventions including tailor-made

training courses

Continuation of activities after the end of project.

Member countries showed increased interest in the

hands-on country-specific training and technical

support. For example, the in-country training and

technical support provided by MEFMI was over

subscribed.

Both MEFMI and NILS have mainstreamed most

of the activities funded under the AfDB grant into

their programs. These activities are likely to

continue after the end of the project.

AfDB, ACBF and

beneficiary

institutions

12

Responding to priorities and needs of RMCs There is continuous demand for effective

macroeconomic, financial governance and

accountability, and debt management capacities in

RMCs. The ACBF will continue to respond to the

needs and priorities of African countries in these

areas.

AfDB, ACBF,

RMCs other

partners

Increased member countries’ buy-in, ownership and

use of macroeconomic, financial and debt management

solutions

The demand-driven and participatory technical and

advisory support provided by MEFMI, contributed

significantly to increased buy-in, ownership and

use of policy recommendations, tools and manuals

developed by the institution. The active

involvement of the member countries in the

diagnostics of the issues as well as development

and roll-out of the possible solutions enhanced

knowledge and skills transfer, ownership and

sustainable use of the macroeconomic, financial

and debt sustainability models and instruments.

AfDB, ACBF,

MEFMI other

partners

Increased willingness and commitment of member

countries to contribute the financing of capacity

building interventiion

A participatory approach resulted in member

countries’ increased willingness and commitment

to the project For instance, MEFMI member

countries contributed 50.2% of the total budget of

their current strategy.

AfDB, ACBF other

partners

III Performance of stakeholders

1. Bank performance

Rating

* Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of the project

(both quantitative and qualitative). See guidance note on issues to cover. (indicative max length: 250 words)

3

The Bank has been timely in responding to issues and challenges that required attention. Through its implementation

support and project monitoring process, the Bank worked closely with ACBF to ensure that the project stays on course

and achieves the intended results despite the initial start-up delays.

The Bank openly discussed with ACBF lessons from the Mid-Term review regarding possible implementation delays

and absorption rate due to the Ebola outbreak in West Africa. Together with the Bank, the Foundation developed

strategies for speeding up implementation and accelerating disbursement.

The Bank’s response to ACBF’s requests has been timely and very helpful for the smooth implementation and

achievement of results.

Comments to be inserted by the Bank on its own performance (both quantitative and qualitative). See guidance note on

issues to cover. (indicative max length: 250 words)

Apart from the delays in the approval of the project and disbursement, the Bank was quite pro-active in ensuring the PDO is met.

This is evident from the adjustments that were done in the Results-Based Logical Framework to ensure that both the outcome and

output indicatros are SMART (specific, measurable, achievable, relevant and timebound). This was done to enable the Bank to be

able to hold the ACBF accountable to meeting the project objectives. The Bank also ensured that procurement and other fiduciary

requiarements conform to the Bank’s Rules and Regulations and use ACBF’s procedures where they are deemed adequate.

Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned

1. Delays in project approval 1. Sticking to timelines is important so as not to meet the

deadlines or milestones as set in the project implementation

plan

2. Flexibility 2. The Bank’s flexibility allowed for changes to be made to the

RBLF to ensure that the outcome and output indicators are

SMART.

13

2. Borrower performance

Rating

* Narrative assessment on the Borrower performance to be inserted by the Bank (both quantitative and

qualitative, depending on available information). See guidance note. (indicative max length: 250 words)

3

ACBF has been quite diligent and the flexibility of their grant design and implementation strategy enabled them to

adjust the project scope and timelines despite the initial delay in grant approval without any serious negative impact on

the expected results. The Foundation continued to improve its project monitoring and evaluation system by ensuring

that its grantees adopt their online monitoring and evaluation tool to enable quick and easy reporting of progress. The

ACBF ensured the project was prepared and implemented in compliance with covenants, agreements and safeguards

agreed with the Bank, and further did very well in terms of its responsiveness to supervision recommendations. ACBF

uses its own policies and procedures in managing financial management aspects of the project, these procedures have

been found to be adequately meeting the Bank’s minimum requirements and thus also conforming to the Bank’s rules of

procedures for project procurement, financial management, and monitoring. The entity uses a computerized accounting

software which permit tracking of funds through the use of system imbedded cash books. Bank account reconciliations

are prepared within a reasonable period after the end of a respective month, and any outstanding items are followed up

in a systematic manner until they clear in subsequent periods

Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned

1. Flexibility 1. Being flexibile allows for successful project implementation.

Though the Bank disbursement was delayed, ACBF ensured

the activities are delivered timely without much hindrance.

3. Performance of other stakeholders

Rating

* Narrative assessment on the performance of other stakeholders, including co-financiers, contractors and service

providers. See guidance note on issues to cover. (indicative max length: 250 words)

N/A N/A

Key issues (related to performance of

other stakeholders, max 5, add rows as

needed)

Lessons learned (max 5) Target audience (for

lessons learned)

1. 1. 1.

IV Summary of key lessons learned and recommendations

1. Key lessons learned

Key issues (max 5, add rows as needed) Key lessons learned Target audience

1. Increased willingness and commitment of

member countries to contribute to financing

A participatory approach resulted in member

countries’ increased willingness and commitment to

the project For instance, MEFMI member countries

contributed 50.2% of the total budget of their current

strategy.

RMCs, ACBF &

AfDB

2. Flexible design and implementation strategy The flexibility of the Foundation’s grant design and

implementation strategy enabled it to adjust the

project scope and timelines despite the initial delay in

grant approval by the AfDB without any serious

negative impact on the expected results.

ACBF & AfDB

3. Hands-on technical assistance and project

implementation support provided by ACBF has

enhanced the delivery and impact of the project.

The on-site and remote technical support provided by

ACBF helped in accelerating the delivery and impact

of the project. In addition to the grant, ACBF

provided technical support to MEFMI and NILs in

project management including M&E , financial and

procurement which has enabled the instituions to

improve their capabilities which has translated into

timely implementation and reporting on project

results. MEFMI for example has adopted the Results

Measurement Framework (RMF) developed as part of

the project for its engagement with other donors.

ACBF & RMCs

14

4. Responding to priorities and needs of RMCs There is continuous demand for effective

macroeconomic, financial governance and

accountability, and debt management capacities in

RMCs. The ACBF will continue to respond to the

needs and priorities of African countries in these

areas.

ACBF

5. Implementation of new operating modalities The implementation of new operating modalities

(including relying on mature implementing partners

to undertake some of the activities in their vicinity in

lieu of ACBF fielding a mission, use of technology

for supervision, etc.) has helped reduce operating

costs and improved the timeliness for developing and

disseminating of strategic knowledge products. For

example, in recognition of the strategic importance of

the 1st US-Africa Summit that was held in

Washington, DC., USA, August 4-6 2014, the

Foundation in collaboration with six ACBF-

supported think tanks (i.e., Botswana Institute of

Development Policy and Analysis (BIDPA); Institute

of Democratic Governance (IDEG), Ghana; Kenya

Institute for Public Policy and Research Analysis

(KIPPRA); Centre Mauritanien d’Analyse de

Politique (CMAP); Centre D’Etude et de

Reinforcement des Capacites d’Analyse et de

Plaidoyer (CERCAP), Mali; and Programme de

Gestion des Politiques Economiques (GPE-

Kinshasa), DRC) drafted position papers that

contributed to the discussion on the US-Africa

relations.

ACBF

6. Interaction with the ZWFO Constant engagement with the ZWFO has helped in

ensuring that the project is well implemented even

though delays were realised. The comments and

suggestions always made by the ZWFO enable

ECAD to get required answers from the ACBF

when issues are not clear.

AfDB, ZWFO &

ACBF

7. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)

Key issue (max 10, add rows as needed) Key recommendation Responsible Deadline

1. Continue interventions on key areas of capacity

gaps.

2. Need for follow up on capacity building

interventions to ensure sustainablilty.

3. Continue to create awareness on emerging issues.

Develop Aide Memoires for follow up

of interventions.

ACBF, AfDB On-

going

V Overall PCR rating

Dimensions and criteria Rating*

DIMENSION A: RELEVANCE 3.25

Relevance of project development objective (II.A.1) 3.5

Relevance of project design (II.A.2) 3

DIMENSION B: EFFECTIVENESS 3.5

Development Objective (DO) (II.B.4) 3.5

DIMENSION C: EFFICIENCY 3

Timeliness (II.C.1) 2

Resource use efficiency (II.C.2) N/A

Cost-benefit analysis (II.C.3) N/A

Implementation Progress (IP) (II.C.4) 4

15

DIMENSION D: SUSTAINABILITY 3.33

Financial sustainability (II.D.1) 3

Institutional sustainability and strengthening of capacities (II.D.2) 4

Ownership and sustainability of partnerships (II.D.3) 3

Environmental and social sustainability (II.D.4) N/A

AVERAGE OF THE DIMENSION RATINGS 3.27

OVERALL PROJECT COMPLETION RATING (S)

VI Acronyms and abbreviations

Acronym (add rows as needed) Full name

ACBF African Capacity Building Foundation

ACIR Africa Capacity Indicators Report

ADF African Development Fund

AfDB African Development Bank

AGO African Governance Outlook

CDS Capacity Development Strategy

COMESA Common Market for Eastern and Southern Africa

CPI Corruption Perception Index

CRTs Country Research Teams

EAC East African Community

ECAD African Development Institure

ECOWAS Economic Community of West African States

GDP Gross Domestic Product

IFRS International Financial Reporting Standards

KMS Knowledge Management Strategy

M&E Monitoring and Evaluation

MEFMI Macroeconomic and Financial Management Insitute of Eastern and Southern Africa

NILS Nigeria Institute for Legislative Studies

NILS CAP National Institute for Legislative Studies Capacity Building Project

PAR Project Appraisal Report

PCMS Private Capital Monitoring System

PCR Project Completion Report

PDO Project Development Objective

PPPs Public-Private Partenerships

RBLF Results Based Logical Framework

RECs Regional Economic Communities

RMCs Regional Member Countries

RMF Results Management Framework

SACU Southern African Customs Union

SADC Southern African Development Community

SMART Specific, Measurable, Achievable, Relevant and Timebound

SMTP III Third Strategic Medium Term Plan

TYS Ten Year Strategy

UA Units of Account

ZWFO Zimbabwe Field Office

Required attachment: Updated Implementation Progress and Results Report (IPR)– the date should be the same as the PCR

mission.