Professional Documents
Culture Documents
Sovereign Portfolio:
Preliminary Findings and Lessons
Mohamed Manai
OPEV
African Development Bank
www.afdb.org/opev
Operations Evaluation Department
Four (4) critical work streams were identified:
oStrategic Alignment,
oPortfolio Performance,
oRisk Management and
oInstitutional Efficiency.
Benchmarking of
comparable IFI’s
Infrastructure,
Industry & Service Sectors DFI
Intermediary MSME’s LIC’s Partnerships
Financial Support Fragile States Strong
Equity Growth
Member Government
Support Exposure
Limits Social
Cautious Environment
Growth Risk Rating
Targets
Household
• Provision of lower cost funding and longer tenors being achieved, generates financial
additionality
• Majority of PSO portfolio in LOC’s and Term Loans to financial institutions
• Ratings agencies have raised concerns over concentrations with sub-prime and unrated
bank borrowers
• Concerns over DFI’s following own objectives and priorities vs. those for AfDB
• Only three interventions in insurance and leasing sector, huge growth opportunity and
need across sub-Saharan Africa
• Strong client demand for local currency loans
• Limited number of dedicated trade finance facilities and export-enhancement credits within
portfolio
• Infrastructure projects have great potential to achieve objective. Eg. Senegal.
By instrument type, a majority of interventions are senior loans; equity concentration has
grown in line with priority focus; development of other instruments has been slower
Policies can be updated or modified to help PSO more effectively align the portfolio to
objectives
Policies can be updated or modified to help PSO more effectively align the portfolio to
objectives
•Approval processes
• Framework agreements, Board notification vs. approval, uniform approach to all interventions
regardless of size or complexity
22 1: Includes 1 project on the signed not disbursed (watch list) ©2012 Deloitte Financial Advisory Services LLP
Overview of Portfolio Performance: Investment profitability
24 Source: FDI and private capital flow data from World Bank Database ©2012 Deloitte Financial Advisory Services LLP
Additionality: To what extent is the Private Sector Operations (PSO) portfolio contributing; (i) to the catalytic and
demonstrational impact, (ii) in leveraging Private Sector Development (PSD) and (iii) in catalyzing additional private sector
investment, both domestically and through foreign direct investment (FDI), including the promotion of regional integration?
• File reviews and field interviews indicated that the PSO Portfolio is financial additionality is satisfactory:
• .
1: Based on available data for 128 projects out of 137 active projects in the NSO portfolio
29 ©2012 Deloitte Financial Advisory Services LLP
Development outcomes: To what extent does quality-at-entry default have a cost and
negative impact on the portfolio performance?
• NSO has the process and tools in place for project appraisal and supervision / monitoring
for tracking and measuring project implementation;
• NSO has initiated development outcomes tracking through the use of the core indicator
templates.
1: For example, see: Richard M. Bayney, Ph.D., and Ram Chakravarti, Enterprise Project Portfolio Management, J. Ross
Publishing, 2012, pp. 150-161. Also: Michael Meard, A Fish In Your Ear: The New Discipline of Project Portfolio
Management, CreateSpace: North Charleston, SC, 2012..
2. For example, see: Department for Communities and Local Government: London, Multi-Criteria Analysis: A Manual,
34 Department for Communities and Local Government: London, 2009. ©2012 Deloitte Financial Advisory Services LLP