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  Interviews - African De...  
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AfDB board briefed on good progress for Annual Meetings in Arusha
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Les administrateurs de la BAD prennent note de l’avancement des Assemblées annuelles d’Arusha
  Economic & Financial Go...  
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AfDB Policy Note on G8 in support to Good Financial Governance-Africa's Agenda on Good Financial Governance (83 KB)
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Note conceptuelle de la BAD au G8 en matière de bonne gouvernance financière-Le programme de l'Afrique en matière de bonne gouvernance (83 KB)
  Documents - African Dev...  
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Bank Group Policy on Good Governance (307 KB)
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Politique du groupe de la banque en matière de bonne gouvernance (373 KB)
  Frequently asked questi...  
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According to the 2000 Bank Group Policy on Good Governance, governance is “a process that refers to the manner in which power is exercised in the management of the affairs of a nation, and its relations with other nations.”
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Selon la Politique du Groupe de la Banque sur la Bonne Gouvernance élaborée en 2000, la gouvernance est “un processus qui renvoie à la manière dont le pouvoir s’exerce dans la gestion des affaires d’une nation, et dans les relations de celle-ci avec les autres nations.” De plus, cette politique identifie les éléments clés de la bonne gouvernance tels que l’obligation de rendre compte, la transparence, la participation, la lutte contre la corruption et la promotion d’un cadre juridique et judiciaire favorable.
  News & Events - African...  
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20/07/2006 - ADB President Donald Kaberuka and Britain's Secretary for International Development, Mr. Hilary Benn, were in Liberia following two days of fruitful discussions on good governance reforms and the anti-corruption drive in post-war Sierra Leone.
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20/07/2006 - Le président de la Banque africaine de développement Donald Kaberuka et le secrétaire d’Etat britannique au développement international, M. Hilary Benn étaient au Liberia après deux journées passées en Sierra Léone, où ils ont eu des discussions fructueuses sur les réformes de bonne gouvernance et la conduite anti-corruption dans la période post conflit.
  News & Events - African...  
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23/09/2008 - Transparency International’s Advisory Committee Chair, Peter Eigen, rounded off a two-day visit to the AfDB on Tuesday in Tunis with a press conference where he launched TI’s 2008 Corruption Perception Index (CPI) in which Denmark emerged as the country with the highest positive perception on good governance while Somalia bore the trail as the most corrupt of the 180-country index.
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23/09/2008 - Le président du Comité aviseur de Transparency International, Peter Eigen, a conclu mardi à Tunis une visite de deux jours à la Banque africaine de développement (BAD) par une conférence de presse coïncidant avec le lancement par l’organisme de son Indice de perception de la corruption 2008. Selon cet indice, le Danemark affiche le meilleur indice de perception de bonne gouvernance, alors que la Somalie est listée comme le pays le plus corrompu de cet indice comprenant 180 pays.
  Governance Rating - Afr...  
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Now the GR is a standalone element of the overall County Performance Assessment (CPA). This reflects the importance the Bank places on good governance for the achievement of inclusive and sustained economic growth in its Regional Member Countries (RMCs).
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Avant 2008, la performance d'un pays dans le domaine de la gouvernance était mesurée à travers le groupe D (gestion du secteur public et des institutions) de l’évaluation des politiques et des institutions pays (EPIP). Maintenant, la NG est un élément autonome de l’évaluation de la performance par pays (EPP). Ceci reflète l'importance que la Banque accorde à la bonne gouvernance pour une croissance économique inclusive et durable dans ses pays membres régionaux (PMR). Par conséquent, la NG représente aujourd'hui 58% de l'ensemble de l'EPP.
  Board Documents - Afric...  
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The Governance Strategic Directions and Action Plan for 2008-2012 is based on the Bank Policy on Good Governance of 2000 and the lessons learned as captured in the Bank Review of Governance Activities of 2006.
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Résumé : The Governance Strategic Directions and Action Plan (GAP) for 2008-2012 is the African Development Bank’s guide for the Bank’s support to regional member countries’ efforts to improve governance and fight corruption. Today the linkages between good governance and growth are better understood; as the GAP makes clear, “good governance is crucial for inclusive and sustained economic growth.” Research findings indicate that countries that improve their governance receive a 300 percent dividend – three times more income per capita in the long term. That is a huge return on investment and one we work to help countries capitalize on. The Governance Strategic Directions and Action Plan for 2008-2012 is based on the Bank Policy on Good Governance of 2000 and the lessons learned as captured in the Bank Review of Governance Activities of 2006. It also takes account of recent developments in aid policies and of guidance by Member States on future directions of the Bank’s work in governance, most notably through the Eleventh Replenishment of the African Development Fund (ADF-11). It also reflects the recommendations of the independent High Level Panel (HLP) of January 2008. Lastly, it is informed by inputs received in internal and external consultations, and by global debates on development results, aid effectiveness and donor harmonization. The Governance Strategic Directions and Action Plan will strengthen the implementation of the Bank’s governance work by providing the basis for greater strategic selectivity, defining guiding principles for delivering results and achieving impact. The ambition of the Bank is to become a partner of choice for RMCs to strengthen economic and financial governance by 2012. The criteria for the Bank’s focus in governance are: (i) selectivity and results based on the Bank’s mandate, track record, and internal capacity; (ii) country focus and ownership, tailoring Bank’s support to countries’ governance challenges, reform priorities and potential for progress, (iii) synergy and relevance, based on the need to create positive interactions with the rest of the Bank’s portfolio; and (iv) complementarity and partnership, based on the Bank’s comparative advantage and its ability to complement other donors.