Strategy for agricultural transformation in africa

 
 
Although the Bank Group remains a significant player in the agriculture sector in Africa, 
it has made only limited use of all available instruments and capacities to support the 
sector. 
Bank Group support to agriculture has been predominantly from the public sector 
window and directed mainly to ADF-eligible countries. Use of sector budget-support 
instruments, for example, has been limited. There is tremendous scope for the Bank to expand 
its support to agriculture in all its RMCs, including through the private sector. In this regard, 
the Bank needs to market itself more prominently in RMCs as a development-financing 
41
 Developed by OSAN in 2015.

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institution that promotes innovative and sustainable solutions to support Africa’s 
transformation in general and the agriculture sector in particular.
 
The share of bank-intermediated trade finance that is devoted to intra-African trade is 
limited, 
and comprises approximately 18% (US$68 billion) of the total trade finance assets of 
African banks
.
 

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ANNEX III: M&E Strategy and Results Framework 
Monitoring and evaluation is core to the design of the ATA.
Tracking progress is vital for agricultural transformation in Africa; transformation is an 
ambition that has failed to deliver in the past in part because ideas were transplanted without tailoring for unique contexts and transformation strategies were 
not revised when interventions under-delivered. 
The inclusion of the ATA in Bank-wide performance management systems will ensure adequate monitoring and accountability for the proposed 
activities.
The strategy makes use of existing Bank systems and will support increased monitoring at the Bank-wide, department, and project-specific level. 
In addition, new indicators will be added to the One Bank Results Measurement Framework (RMF) and the Executive Results Dashboard so that the Bank 
can monitor progress on indicators related to the Agricultural Transformation Agenda.