ORSB – ANGOLA COUNTRY STRATEGY PAPER 2011 - 2015
2.6
The Bank Group Positioning in
Angola
was suspended in 1989 due to the
intensification of the war and resumed in
2001. Eight operations amounting to
approximately UA 74 million were since
approved and are on-going. For a full
portfolio review, please see the CPPR
exercise on Annex 2.
2.6.1 The Bank’s previous strategies
focused
on
Private
Sector
development and poverty. The 20052007 CSP pillars were: (i) reduction of
rural poverty, and (ii) creation of a
conducive environment for Private
Sector development. The 2008-2009
CSP update reaffirmed the strategy but
widened the scope of its first pillar to i)
reduction of poverty through improved
social services delivery and increased
access to production factors. The
strategic fit to the country’s framework
proved to be appropriate. Selected
areas of intervention were agriculture,
social reintegration, water & sanitation,
and environment (see annex 3). The Bank
also helped address the country’s
governance concerns with the on-going
PAGEF project aimed at improving
transparency in the management of the
public assets and the capacity of the
internal and external audit units.
However, Angolan growth drivers have
evolved and become distinct from those
of LICs. The improvement of social
services delivery is now backed by a
constant budgetary allocation of 30
percent and a slowly but steadily
improving public administration system.
Lagging greatly is still the leveraging of
the strong economic dynamics spillover
effects into poverty alleviation. This
provides the base for the continuation of
the focus on pillar II.
2.7
Experience and Lessons from
the Previous CSP
2.7.1 The RBCSP 2005 - 2007 & CSP
Update 2008 – 2009 Completion
Report
singled-out
limited
Government interest, capacity and
ownership as the main shortcomings.
Despite the strategic fit, the lack of a
coherent program to support the
strategy, and the overall weak portfolio
performance18
resulted
in
an
19
unsatisfactory outcome. From the four
projects approved during the 5 years
covered by the CSP, only two became
effective, with an average disbursement
rate of 8.45 percent. Direct outcomes or
outputs resulting from the strategy are
difficult to assess.
2.7.2 The preparation of the present
CSP places a strong emphasis on
ownership. The Bank makes full use of
available country strategic programs
and project pipelines for its intervention,
sourcing most of its projects from the
PIP. Other lessons learned and
recommendations from the RBCSP
Completion Report are:
•
2.6.2. The Bank’s presence in Angola
has been limited in number and size
of projects. The cumulative assistance
of the AfDB since 1983 reached UA 316
million, comprised of UA 138 million
under the ADF window (44 percent) and
UA 177 million under ADB (56 percent)
financing 33 operations. Collaboration
18
19
15
The monitoring and evaluation
framework
of
the
previous
strategic
document
revealed
weaknesses.
The
selected
performance indicators should have
been less ambitious, narrower in
span, focused on more concise and
measurable outcomes and outputs.
See CPPR on annex 2 for extended portfolio performance review
See RBCSP 2005–07 & CSP Update 2008–09 Completion Report