,p>This evaluation assesses: (a) the relevance and consistency of the Bank’s strategic and operational framework for fostering regional integration; and (b) the relevance, efficiency, effectiveness and sustainability of the Bank’s multinational operations (MOs). It discusses the key factors of performance for MOs, the Bank’s organisational effectiveness, and it makes recommendations for improvement. The evaluation covers the period 2000-2010. As the evaluation does not include single-country operations that have contributed to regional integration, the overall contribution of the Bank to regional integration may be larger than indicated herein (the Bank’s databases do not identify single-country operations that contribute to regional integration, and thus this evaluation is unable to include these operations).
This summary report is based on the following set of background papers: a Policy and Strategy Review; a Portfolio Review; a Quality-at-Entry Review; three case studies of MOs in the infrastructure sector in East Africa, Southern Africa and West Africa; and three Project Performance Evaluation Reviews (PPERs). The methodologies used include statistical data and documentary analysis, site visits, individual interviews and focus groups. Different limitations in terms of quality and coverage of the information characterise these sources, which were mitigated through cross-referencing while identifying findings and drawing conclusions.
The report’s main findings are:
- The Bank has developed an increasingly coherent strategic and operational framework to guide its assistance towards regional integration. The strategic framework requires further focus and fine-tuning to facilitate its operationalisation and increase the Bank’s contribution to regional integration. The Bank has significantly increased its share of MOs from 6% (2000) to 15% (2010) of total Bank approvals.
- MOs respond to compelling needs and generally achieved their objectives no less effectively than single-country operations even though they are exposed to more risks.
- Key factors in performance include country commitment and ownership, implementation and governance arrangements, as well as a conducive policy environment for MOs.
- The Bank’s capacity to implement its mandate on regional integration has significantly improved with the creation of the NEPAD, Regional Integration and Trade Department (ONRI).
- The ambitious mandate of ONRI is not matched by existing resources and the roles and responsibilities of ONRI as compared to those of the regional and sectoral departments are not clearly delineated.
- The business model of the Bank is still a single-country operation model and is not adapted to the specific requirements of MOs.
