ORSB – ANGOLA COUNTRY STRATEGY PAPER 2011 - 2015
•
•
The adoption of the Bank’s new
evaluation framework in this CSP
provides a crucial tool to improve on
this area.
Relatively complex small to
medium sized project design has
proven problematic to manage.
Obstacles included high operational
costs, scarcity of qualified staff, and
low-volume bidding processes were
often crowded-out by abundant
larger scale contracts in Angola’s
booming economy. The Bank should
favor either larger scale projects,
which allow operational and financial
economies of scale and gather
governmental
interest
(vis-à-vis
ownership), or small and logistically
simple projects with few components
and narrow objectives.
The
geographic
and
sector
diversity
of
past
portfolio
decreases strategic efficiency. In a
country
with
debilitated
infrastructures and considerable
regional asymmetries, the Bank
should reduce portfolio dispersion to
achieve economies of scale and less
cumbersome implementation.
Performance Review (annex 2) for further
Portfolio discussion.
Box 6: Main Recommendations For Portfolio
Management
•
•
•
•
•
•
III.
BANK GROUP STRATEGY FOR
ANGOLA
3.1
Rationale for proposed Bank
Group Strategy
3.1.1 The Country Strategy Paper for
Angola
2011-2015
is
prepared
considering Angola as MIC and its
access
to
non-concessional
resources. It is structured around two
interconnected pillars aiming at
poverty reduction (job creation and
revenue generation) through private
sector
development
and
competitiveness:
2.7.3 There have been efforts by
both the Bank and the GoA to
overcome the challenges identified in
the Portfolio Improvement Plan20.
However, some of the issues addressed
remain problematic and additional
actions are needed in order to meet the
targets set by the Bank and the
Government. (see box 6).The expected
effectiveness of the Field Office in 2011
will facilitate the dialogue with the
Government of Angola, other local
partners and donors, and will facilitate
closer assistance to existing PIUs.
Please refer to the Country Portfolio
20
Increase coordination between the Bank’s Sectors,
the Government focal points and MinPlan to ensure
project’s higher entry quality
Reinforce measures to speed up project
effectiveness processes, provide project staff training
in
project
management,
procurement
and
disbursement procedures.
MDA’s officials and project staff require training on
the Bank’s procedures to speed up implementation.
Recruitment of sector specialists also masters
Portuguese
The Government should register the counterpart
funds under the public investment program to enable
a timely disbursement
The Government needs to ensure its ownership by
putting in place a mechanism of an effective
coordination and portfolio management
PILLAR
I:
Stimulus
to
the
Competitiveness of the economy
PILLAR II: Support to Economic
Infrastructure Development
3.1.2 The
Bank’s
comparative
advantage relies on its ability to
combine funding with knowledge
transfer and technical assistance. In
face of Angola’s considerable financial
revenues, the Bank can differentiate
itself through a catalytic role in co-
See CPPR on annex 2
16