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Evaluation of the Bank Group’s
support to RMCs in the face of COVID-19
Concept Note
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1. Introduction and Context of Evaluation
Independent Development Evaluation (IDEV) is launching a Bank Group COVID-19 response evaluation as part of its 2021 Work Program approved by the Board of Directors. As a reminder, the novel corona virus (COVID-19) first outbreak was announced in December 2019 in China. It then spread rapidly to the rest of the world, starting with Europe and North America resulting in its declaration as a pandemic by the World Health Organization (WHO) on March 11, 2020. Following the declaration, the immediate reaction of countries was lockdowns (total or partial) to stop the spread of the virus among populations.
Even though as of the time of its declaration as a pandemic Africa reported these first cases (Egypt, February 2020), it was certain that it was only a matter of time before the virus spread rapidly across the continent. It was therefore premature to estimate with relative precision the potential impact of the pandemic on the continent. However, in view of what was happening in parts of the world already affected by the pandemic, its impact was going to be unprecedented in severity and magnitude. It could thus put pressure on the health care systems of countries facing rapidly increasing critical care needs. At the economic and social levels, although it was also impossible to quantify the impact of COVID-19, it appeared from the situation of the countries already affected, that the pandemic could jeopardize all the development gains made in recent years. In countries already affected by the pandemic, bold steps had been taken to strengthen health care systems and mitigate the socio- economic effects of the pandemic.
Drawing on experience from other parts of the world, the World Health Organization urged African countries to take early and decisive preventive action to flatten the exponential spread of the virus.
The public health measures needed to accomplish this were necessarily intrusive in nature and were likely to prevent large numbers of people from pursuing their jobs and livelihoods. National social protection systems would therefore also come under severe strain. Therefore, based on its experience built up in recent years during the Ebola epidemic, the Bank quickly set up a package of COVID-19 response measures including adoption of the COVID-19 rapid response Facility (CRF) in April 2020, the successful raising of funds on the market of USD 3 bn in the form of a social bond, a support operation for the WHO, reallocation of existing resources and freeing up of resources through cancellations and collaboration with other development agencies.
This concept note provides an overview of the Bank’s COVID-19 response measures and the proposed evaluation objectives, scope, questions, methodology, team, and timeline to inform initial consultations with the relevant stakeholders within the Bank. The remaining implementation modalities of the evaluation will be finalized during the inception stage and detailed in the approach paper and the inception report.
2. The AfDB’s COVID-19 response
The Bank adopted a package of measures including de the COVID-19 rapid response Facility to provide flexible support for sovereign and non-sovereign operations in RMCs in order to strengthen their efforts to address the impact of the COVID-19 pandemic. With the establishment of the CRF, the Bank improved its capacity to provide fast, flexible, and effective responses to lessen the severe economic and social impact of COVID-19 on its Regional Member Countries (RMCs) including the private sector.
The response is summarized below:
In terms of resource mobilization, the Bank Group had identified up to UA 7.4 billion (USD 10 billion) in resources made available in 2020 to help Regional Member Countries (RMC) and their private sector enterprises respond to the COVID-19 crisis. These resources came from the sovereign and non- sovereign windows of the Bank Group, unutilized ADF-14 resources, frontloaded ADF-15 resources,
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and the repurposed resources of cancellable loans. The last three sources of funds contributed to the difference between the 2020 Bank Group lending program and resources under the CRF.
As the primary channel for its efforts to combat the crisis, the Bank designed a COVID-19 Rapid Response Facility (CRF) that provided a flexible range of support within the UA 7.4 billion envelope, including:
• Up to UA 4.1 billion for sovereign operations for ADB countries;
• Up to UA 2.3 billion for sovereign and regional operations for ADF countries; and
• Up to UA 1 billion for ADB non-sovereign operations in all African countries.
The CRF intended to provide UA 6.4 billion of financing directly to RMCs in 2020 and the planned allocation for sovereign operations can be summarized as
• UA 4.74 billion as budget support dedicated to fighting the COVID-19 crisis through the CRF.
• UA 1.70 billion of the resources allocated to the CRF would be used to support other regular sovereign operations.
The proposal to provide the bulk of CRF resources in the form of budget support required adjustments.
the management of the bank has decided to raise the ceiling of 15% that it imposed for budget support operations financed by the ADB window to a maximum of 50% of the 2020 UA 5.5 billion lending envelope. On the ADF side, following discussions and agreement with ADF Deputies, a cap of 25% of the 3-year Performance Based Allocations (PBA) was captured in the ADF 15 Report and approved by the Board. Therefore, the CRF operated with this cap.
Regarding the non-sovereign operations, the Bank’s allocation for 2020 is summarized below:
• Debt Service Deferrals (DSD): UA 0.50 billion to support the anticipated request from its existing private sector clients for limited deferral (max 1 year) of their loan obligations.
• Short-Term Liquidity Facility (STLF): UA 0.30 billion to assist its existing private sector clients facing short-term liquidity challenges.
• Trade Finance and Guarantee Facilities: UA 0.20 billion to assist its existing private sector clients to access trade finance and guarantees.
In order to improve the operational efficiency of the Bank, other measures have been taken to improve the responsiveness, flexibility, and speed of the Bank to better meet the current needs of RMCs. These include the repurposing of the 2020 ADB and ADF lending programmes to identify operations that best supported client countries and their private sectors’ most pressing priorities while remaining within the respective prudential limits. Given the urgency, CRF operations were to be approved under a streamlined review process, appraisal reports and fast-track approval. The Bank also planned to continue to engage in policy dialogue with Governments and collaboration with other development agencies In addition, the Bank provided support operations to WHO and successfully raised $ 3 billion in market funds in the form of a social bond, which is the largest social bond ever launched. in the capital markets to date.
It was also expected that the Facility would attract support from other multilateral, bilateral and commercial lenders, as an effective way of supporting African governments, communities, and economies through the unprecedented crisis. Management was also tasked with taking stock of the situation with the Board of Directors on emerging priorities and challenges on a quarterly basis.
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a. Overview of the Bank’s package of measures implementation as at February 2021
In terms of implementation, it emerges from the 3rd quarterly report 1which covers the Bank’s lending and non-lending activities under the CRF that total CRF approvals for the Bank group (including Crisis Response Budget Support (CRBS) and investment operations) stood at UA 2,868 million/USD 4,072 million as at end of 2020, representing 44.6% of the CRF target of UA 6,426 million/USD 9,124 million and 69% of Bank total approvals for 2020. For SOs, 89% of the volume of CRF operations approved as to date are CRBS operations, a top priority for RMCs in their efforts to mitigate the economic and social impacts of the COVID-19 pandemic. It is important to note that CRBS operations in almost all countries have targeted all three dimensions: health, social and economics of the crisis At the level of approvals by window, the situation is as follows:
i) Sovereign Operations
Under ADB window: The Bank has approved and signed all 14 Crisis Responses Budget Support (CRBS) operations for 14 RMCs for a total of volume of UA 1,665 million2/USD 2,364 million (see annex1.A). All 14 ADB CRBS operations have been signed3 and disbursed at the end of March 2021.
With regard to investment operations under the CRF, the following funding has been approved: two Special Relief Fund (SRF) financed projects for Egypt and Libya amounting to UA 0.7 million/USD 1 million; one Results-Based Financing (RBF) for Morocco (UA 98 million/ USD 139 million), 18 restructured Feed Africa Response to COVID-19 (FAREC) projects (UA 59.2 million/USD 84 million) and SEFA COVID-19 Off-Grid Recovery Platform (UA 19.8 million/USD 28 million).
Under ADF window: 14 CRBS operations covering 26 RMCs have been approved for total of UA 876 million/ USD 1,244 million (see annex 1-B). Of the 14 CRBS approvals, two remain to be signed (Uganda and Guinea Bissau). In addition, disbursements amounting to UA 777.7 million/USD 1.111 (88.8%) have been made; whilst disbursements for 5 countries 4are still pending including 2 partials.
In addition to the CRBS operations for 26 RMCs, the Bank has approved a total of UA 77.8 million/USD 111 million in multinational (MN) operations using ADF 14 (74%) and ADF 15 resources (26%). These MN operations involve emergency operations aimed at supporting and strengthening the regional response led by regional economic organizations and entities such as the CEMAC, G5 Sahel, SADC, African CDC through their national/regional prevention and response plans to combat the COVID-19.
Furthermore, three CRF investment operations have been approved for Zimbabwe, South Sudan and Sudan for UA 33 million/USD 47 million (see Annex I, Table C). In addition, efforts are being made to restructure projects and reallocate funds for addressing the pandemic or economic fallout of the pandemic and to-date, 2 projects have been restructured and have been presented to Board. In addition, under FAREC, 13 operations have been restructured amounting to UA 36.3 million.
The list of all sovereign operations is recorded in the annex 1.
ii) Non-Sovereign Operations (NSOs)
Management prioritized CRBS operations in response to urgent resource requirements of member countries confronted with the socio-economic impact of the COVID-19 pandemic. Thus, no new NSO
1This report dates from April 2021 and covers the period from November 17, 2020 to February 17, 2021.
2This is compliant with the 30% cap and the PBO prioritization presented to the Board in May 2020.
3 This includes signature of Namibia and Egypt PBOs.
4Uganda, Madagascar, Guinea Bissau; partial disbursement pending for Comoros and DRC.
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interventions were planned for the year 2020. Meanwhile, the Bank is actively engaging with existing private sector clients with a view to identify - in each case- the most efficient approach to reduce the impact of the COVID-19 crisis and protect the quality of the non-sovereign portfolio. While debt deferrals are under consideration, the Bank is, as a first step - focusing on managing the demand from Clients and limit — as much as possible – demand for direct cashflow support.
b. Policy dialogue
Policy dialogue with RMC governments on the COVID-19 response to mitigate its economic and social consequences of the pandemic has been an important part of the Bank Group engagement throughout the crisis.
The Bank Group policy dialogue with governments until end of December 2020 has centered around the formulation and content of their COVID-19 response plans, with a focus on ensuring that these plans not only cover the health dimensions of the crisis, but also responded to the social and economic fallouts. The Bank has also given high priority to safeguarding the transparency and accountability of COVID-19 expenditures and programs and has taken a lead role in addressing this as part of its policy dialogue with RMCs. The dialogue is gradually being broadened to address the medium term implications of the pandemic, with a focus on the reforms for post-COVID-19 economic recovery;
building on areas of reform in which the Bank was engaged prior to COVID-19 and in alignment with ADF 15 and GCI-VII, such as domestic resource mobilization; debt management; private sector development; infrastructure sector governance.
3. Evaluation Objectives
The purpose of the COVID-19 response evaluation is to provide the Board, Management and RMCs with timely and relevant evidence on the design and implementation of the Bank’s COVID-19 response and help draw useful lessons to strengthen the Bank’s response to the ongoing pandemic and its future response and rapid intervention tools. The findings of this evaluation will also inform the ongoing work of the COVID-19 global evaluation coalition5 of which IDEV is a member.
The main objectives are
• To assess the strategic readiness6 and relevance of the Bank’s COVID-19 support to RMCs, in general and the CRF in particular.
• To assess the adequacy of the institutional arrangements, processes and procedures, timeliness, and efficiency of Bank’s COVID-19 support to RMCs in the implementation of the COVID-19 CRF.
• To assess the early results and prospects of the Bank’s response in terms of meeting the Bank’s COVID-19 support to RMCs objectives and expected outcomes and identify factors that have hindered/influenced implementation and the achievement of results.
• to assess the consistency (coherence) and coordination of the Bank's support with its own operations, the actions of national governments and the support of other development partners such as IFIs including IMF, humanitarian response agencies, NGOs, UN specialized agencies including WHO etc.
• To generate useful lessons, good practices and recommendations to inform the successful Bank’s response to future crises.
5The COVID-19 Global Evaluation Coalition is a network of the independent evaluation units of countries, United Nations organizations, international NGOs, and multilateral institutions. Participants work together to provide credible evidence to inform international co-operation responding to the COVID-19 pandemic – helping to ensure lessons are learnt and that the global development community delivers on its promises.
6 Strategic readiness (preparedness): Did the Bank have in place, or was it in a position to quickly mobilize, the requisite knowledge, staffing, budget resources, and financing to respond quickly to RMCs needs?
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4. Evaluation scope and questions Scope
The evaluation will cover all Bank's lending and non-lending activities, process and procedures that are part of its support package (notably the Crisis Response Facility) to help RMCs, the private sector entities and regional organizations to mitigate the consequences of COVID until December 31, 2020.
Questions
In order to deliver on the above objectives, the evaluation will be primarily formative, in order to draw lessons for the future, but will also look at early results if present. To inform the Bank Group’s response to future crises, this evaluation seeks to answer the following five main evaluation questions deriving of COVID19 coalition strategic questions7 that have been adapted to the context and nature of the Bank's support :
1. Strategic Readiness and Relevance:
i) Strategic: Against the background of its mandate of long-term development, how prepared was the Bank to respond and provide resources commensurate to the magnitude of the pandemic, building on the lessons of the Ebola Virus Disease support and other previous epidemics? How could its preparedness be improved?
ii) Relevance: To what extent did the Bank’s support to RMCs, Private sector entities, development partners, specialized agencies and humanitarian organizations contribute to their needs and priorities in response to the pandemic?
2. Adequacy of Institutional Arrangements, Processes and Procedures
i) Coherence: To what extent did the Bank coordinate and collaborate with national governments, development partners, specialized agencies and humanitarian organizations to ensure coherent approaches at global, regional and country levels? What could be improved going forward / in the next crisis?
ii) Efficiency: To what extent were funding decisions as part of the Bank’s whole package measures informed by evidence, needs analysis, risk analysis and dialogue with RMCs, Regional organizations, private sector partners and did this result in efficient use of resources? Were the institutional arrangements, streamlined processes and procedures adequate and efficient? What lessons do we draw?
3. Effectiveness
i) Effectiveness: How well has the Bank operations the operations funded under the CRF, have achieved their intended objectives at continental, regional and RMC levels? Which factors have enhanced or hampered effective implementation of the crisis response?
5. Evaluation audiences
7The COVID-19 Coalition has identified a small number of overarching assessment questions of strategic importance that inform the design of Coalition members' COVID-19 assessment plans, development of terms of reference and other activities. The aim is to encourage and facilitate collaboration among members, which will allow the development of a stronger and more comprehensive evidence base t hat can more easily be synthesized through sectoral and thematic reviews?
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The audience for this evaluation includes the Board of Directors, Bank management, RMCs; private sector beneficiaries, Regional Bodies and civil society in RMCs; and other development partners and collaborators.
6. Methodology
This formative evaluation will be designed to ensure that any findings, lessons and recommendations are based on a strong foundation of evidence. The evaluation is theory-based, and the starting point will be the Theory of Change (ToC). It will be drawn up based on Bank documentation, consultation, and reference to international evaluation guidance.
In view of the evaluation period which comes just a few months after the implementation of the various measures, the evaluation will focus more on institutional aspects and to a lesser extent on operational aspects (operations). Therefore, the evaluation will have mainly two components at corporate and country levels. At the corporate level the evaluation will focus on the following aspects, Policy dialogue, cooperation and collaboration with other actors, analytical work, fast-track review, approval and disbursement procedures, restructuring/Repurposing and cancellation of operations and benchmark with other IFIs. At the country level the focus will be on the quality of the design and implementation and preliminary results of some operations as part of the CRF and the issue of collaboration at the country level. In addition, The evaluation will carry out an overall review of the operations approved under the CRF which will cover more strategic aspects at the level of operations, in particular the geographical breakdowns, by type of country according to the Bank's classification as well as the quality at the entry of operations.
A contribution analysis framework will be conducted to assess the degree of importance of the intervention’s contribution to the outcomes achieved. The evaluation will collect both quantitative and qualitative data to answer evaluation questions. The data sources will be comprised of: (i) The first phase consists of desk reviews, including a literature/policy review and a portfolio review; (ii) interviews with key stakeholders both inside and outside the Bank; (iii) Focus Group Discussion (FGD) with actors within the Banks (particularly Task Managers) and beneficiaries8; (v) Other secondary data sources, if available (e.g. monitoring and evaluation data) and (vi) in-depth analysis and possibly field visits to projects (case studies) purposely selected according to the following main criteria: Type (CRBS, CRF investment operation, ADF and FAREC restructured investment operation) Evaluability; diversity in terms of regional balance, contexts; complexity and size and (vi) online survey with internal and external stakeholders. If current travel restrictions due to the COVID-19 persist, alternatives to field data collection by IDEV staff will be pursued. The use of multiple data sources will help triangulate and validate the findings.
7. Challenge and limitation
In view of its nature (formative), the evaluation will be confronted with challenges and limitations mainly related to i) the availability of secondary data on the implementation and preliminary results of operations, ii) the unavailability of actors both inside the Bank and outside with regard to their involvement in the fight against the pandemic which is still ongoing and iii) the travel restrictions still in force in most RMCs and iv) the difficulty of 'attributing results to the Bank in a context where several actors have intervened. To mitigate these constraints, the evaluation team will put into practice its experience in conducting remote evaluation while involving stakeholders from the start of the
8 Public and private entities, NGOs in RMCs benefiting from the assistance
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evaluation and the use of resident consultants. As far as possible, a particular effort will be made to collect data allowing to measure results more or less attributable to the Bank or with a strong contribution from the Bank.
8. Team, Resources and Tentative Timeline
The Bank’s COVID-19 response evaluation will be co-led by Clement BANSE, Chief Evaluation Officer, and Khaled SAMIR, Principal evaluation Officer, and comprises of Andson Nsune, Principal evaluation Officer, Souleymane Dieye, Senior Evaluation database Assistant, Samson Houetohossou, Principal evaluation Officer, Latefa Camara, Evaluation Officer and Eustace Uzor, Evaluation Officer. The Internal Peer-review will comprise of Joseph Mouanda, Chief Evaluation Officer, Andrew Anguko (Chief quality and Method Advisor), Akua Arthur-Kissi, Principal Evaluation Officer, and M. Jalaluddeen Issahaq (Principal Evaluation Officer). Dieter Gijsbrechts, Principal Knowledge Management Officer, will lead knowledge management and communications, supported by Najade Lindsay, Claire Anon- Kouadio and Olive Bonga, while overall guidance will be provided by Rufael Fassil, Division Manager, IDEV.1 and Karen Rot Munstermann, Acting Evaluator General. Henda Ayari, Archivist/Documentalist will provide administrative support.
The IDEV evaluation team will extend its resources for this assignment by recruiting a consulting firm, which would provide a qualified team of experienced consultants. The lead consultant in the team should be a senior consultant with at least 10 years of relevant development evaluation experience, particularly in crises response and emergency assistance facilities and programs, the consultant firm is also expected to provide qualified local consultants in the countries where projects included in the case studies are implemented. Additionally, the consultant firm and the consultant team should possess strong experience in the following areas:
• Demonstrated experience in undertaking major high-level evaluations for Multilateral Development Finance Institutions.
• Knowledge of the development Evaluation good practice standards and methodologies, both for the evaluation of sovereign and non-sovereign operations
• Knowledge of the challenges and development constraints on the African continent
Milestones Timeline
Concept Note July 2021
Consultation with key stakeholders (scooping) October 2021
Approach Paper October 2021
Technical Report January 2022
Summary Report Mach 2022
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Annex 1:
A. CRBS Operations under ADB Window in 2020
FULL BOARD OPERATIONS
Country Amount (UA million) Board Date Approval
Signature Date Disbursement Date / Planned
Disbursement Date
1 Kenya (blend country) 150 22 May 04-June 30 June
2 Mauritius 150 22 May 30-May 29 June
3 Morocco 210 27 May 09-June 7 July
4 Tunisia 146 03 June 04-June 25 Nov
5 Nigeria 210 05 June 16-Oct 29 Dec
6 South Africa 210 24 July 9-Sept 15 Oct
OPERATIONS IN LOTB
7 Cabo Verde 24 26 May 03-June 6 July
8 Senegal (blend country) 70 29 May 04-June 8 July
9 Cote d'Ivoire (blend
country) 61 08 June 3-July 17 August
10 Seychelles 7 22 June 30-July 7 0ct
11 Cameroon (blend country) 71 22 June 20-July 18 Sept
12 Gabon 82 23 June 7-July 28 Sept
13 Non CRF-PBO: Namibia* 94 11 March 6-May 30 June
14 Non CRF-PBO: Egypt* 180 17 June 8-July Q1 2021++
TOTAL – Approvals (14
operations) UA 1,665 mn (USD 2,364 mn)
TOTAL – Disbursed (13
operations) UA 1,485 mn (USD 2,108 mn)
B. List of Approved ADB CRF Investment Operations & FAREC Restructured Operations in 2020
Approval
Date Country Operations UA mn Window Signature
Date
Disburse ment 6-May Egypt (ADB
country)
Emergency Humanitarian Relief
Assistance 0.365 SRF TBD TBD
9 July Libya (ADB country)
Emergency Assistance amidst COVID- 19 Outbreak
WHO: UA 0.34 mn
0.34 SRF
25 October
TBD
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Date Country Operations UA mn Window Signature
Date
Disburse ment 3 Nov Morocco
Social Protection Improvement Support Programme – COVID-19 Additional Financing
98 ADB
2021 2021
11
Countries9 FAREC - 18 Restructured Operations 59.2 Total: 3 ADB operations & 18 FAREC
Restructured
UA 157.9 mn
(USD 224 mn)
C. List of Approved ADF CRF Investment Operations for ADF Countries in 2020
Approval
Date Country Operations UA mn Window Signature
Date
Disbursem ent 13-May Zimbabwe COVID-19 Response Project 10 ADF XIV 3 July Partial:
UA 5 mn
17-Jun South Sudan
Support to the Covid-19 Pandemic Response Project (WHO)
3
ADF XIV
24 June UA 3 mn (9 July) TSF Pillar 1
18-Nov Sudan Emergency Response Support
Program 20 ADF XIV
TSF Pillar 1
-
Total: 3 ADF operations UA 33 mn
(USD 47 mn)
UA 8 mn
(USD 11.4 mn)
D. List of Approved ADF Multinational (MN) Operations in 2020
Appr oval Date
Countries
covered Operations / Implementation Partner UA mn Window Signature Date
Disbursement date/status
31- Mar
MN-All Africa
Emergency Assistance to Support COVID-19 Response
WHO: UA 1.45 mn
1.45
Special Relief Fund
(SRF)
24 April UA 1.45mn
22- May
MN- Exceptional Project to support ECOWAS Low Income Members Countries and Strengthening the Health Systems of the Gambia, Mali and Niger to combat the COVID-19 Pandemic
ECOWAS/WAHO: UA 16.4 mn
16.4 ADF 14
- -
Gambia, Mali
- -
Niger
14 Sept:
Gambia 18 Sept:
ECOWAS
9 Cote d’Ivoire, Senegal, Nigeria, Kenya, Gabon, Tunisia, Morocco, Angola, Namibia and Zambia.
11 Appr oval Date
Countries
covered Operations / Implementation Partner UA mn Window Signature Date
Disbursement date/status
2-Jun MN – CEMAC countries
& DRC
Project to support Members States of the Central African Economic and Monetary Community (CEMAC) and the Democratic Republic of Congo to fight the COVID-19
CEMAC/OCEAC: UA 0.96 mn WHO: UA 9.00 mn
9.96 ADF 14 TSF III Chad
2 Sept:
CEMAC- WHO;
25 Aug:
DRC-WHO;
18 Sept:
Chad- WHO;
18 Sept:
ADF- CEMAC
FIFC.3 is processing disbursement with tentative date on 30 November 2020.
9-Jun MN-
Regional COVID-19 Response for G5 Sahel
UNHCR: UA 16 mn
16
ADF 14 (15 m)
22 July
UA 14.2mn (21 Aug)
Chad, Mauritani a, Niger, Burkina Faso, Mali
TSF (1 m)
20 July
23- Jun
MN- Regional COVID-19 Response for Southern Africa (SADC + Sao Tome &
Principe) SADC: UA 6.5 mn
Sao Tome MOH: UA 0.5 mn
7 ADF 14 SADC, Sao
Tome
28 Aug UA 7mn (5 Nov)
26- Jun
MN- Regional COVID-19 Response for East Africa, Horn of Africa and Unions of the Comoros
WHO: UA 6 mn IGAD: UA 0.54 mn EAC: UA 0.46 mn
7 ADF 14
24 July EAC,
Somalia, Djibouti, Comoros
4 Aug 13 July
UA 6.016mn (28 Oct)
9- Sept
MN- All ADF countries
African Centres for Disease Control (CDC)
CDC: UA 20 mn
20 ADF 15 19 Nov
Total: 7 operations
UA 77.8
mn
(USD 111 mn)
UA 28.7 mn
(USD 41 mn)
E. List of Approved ADF Restructured and FAREC Restructured Investment Operations in 2020
Approval
Date Country Operations UA mn Window
18-Jun Togo Restructure ADF loan to procure inputs to cope with food
and nutritional security 2.19 ADF 14
1-Oct Sierra Leone
Emergency Covid-19 Relief Assistance for Water, Sanitation and Hygiene Improvement (balance of funds from SRF project)
0.17 SRF
12 Approval
Date Country Operations UA mn Window
8
Countries10 FAREC – 13 Restructured Operations 36.3
Total: 2 Restructured Operations and 13 FAREC restructured operations
UA 38.66 mn
(USD 54.89 mn)
10 Ghana, Liberia, Guinea, Niger, Burundi, DRC, Madagascar, Mozambique.
