AFD - 2018 Registration document

STATEMENT OF NON-FINANCIAL PERFORMANCE

Coordination with development players: the “automatic switch to partnership”

2.6 Coordination with development players: the “automatic switch to partnership”

2.6.2 Partnerships with European and international players

As part of its 2018-2022 Strategic orientation plan, adopted by the AFD Board of Directors in July 2018 (1) , AFD Group has set itself the target of becoming the bilateral platform of the French development policy, and undertakes to adopt an “automatic switch to partnership” in all of its operations, and to contribute to any partnership or coalition that brings added operating value – whether in terms of finance, expertise, analysis or network – and the means to capitalise and innovate. As such, the Group is positioned as a platform of partnerships with French players (Caisse des Dépôts, Expertise France, other public players, regional authorities, NGOs, businesses) and with European and international players, in particular IDFC. Against this background, AFD Group will prepare a new partnership strategy in 2019 to specify the ambition of its Strategic orientation plan and place the partnership way of thinking at the heart of its activities. 2.6.1 Partnerships with civil society organisations In 2018, the AFD Board of Directors adopted a new cross- business partnership strategy with civil society organisations for the 2018-2023 period, published on the Agency’s website (2) . The funding granted under the “CSO Initiatives” strategy continued to increase, reaching €84M in 2018. This amount accounts for the funding of 100 projects initiated by French CSOs with their partners from developing countries. During the year, AFD also signed the first multi-annual partnership agreements in favour of the NGOs with which it has long-term partnerships: Humanité et Inclusion (Handicap International), Médecins du Monde, Action Contre la Faim, and CCFD Terre solidaire. At the end of 2018, the portfolio of projects under way included 420 CSO projects for an overall cofinancing amount of €350M. More than 86% of funding granted in 2018 was invested in operations on the ground (most of which were Africa- related). The main targeted sectors were as follows, in order of importance: human rights and governance, agriculture and food safety, health and education, environment, energies and the climate. 14% of the funding granted was invested in public interest projects (Education in support of development and international solidarity – EADSI, and structuring community programmes).

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In 2018, AFD Group continued its financial cooperation with the European Union. €271M in EU funds delegated to AFD were covered in resolutions by AFD bodies in 2018. In addition to these delegations of EU subsidies, new investment guarantees were granted by the European Fund for Sustainable Development (EFSD). €253M of AFD Group guarantees were approved by the EFSD in 2018, plus specific technical assistance budgets. Globally, AFD financing approvals using resources from other sponsors topped €428M in 2018. 2.6.3 Support for project management and the building of capacities AFD supports its project management by fostering a participative and/or joint construction methodological approach throughout the appraisal cycle. Within this framework, 2018 was marked (i) by the transition from individual to collective guidance, raising the awareness of nearly 300 employees on capacity building, (ii) by the operationalisation of a differentiated approach (recommendations on methods implemented in the Sahel region, as part of the International High Level Conference on the Sahel), and (iii) by developing partnerships that enabled AFD to enhance its approaches. In 2019, the integration of Expertise France will provide AFD with additional and complementary leverage to reach its goals set with partners. Since 2013, AFD has adopted a cross-business capacity building strategy that aims (3) to increase the developmental impact of its activities and to support the ramp-up of its partners. In particular, these activities must enable the project owner to better coordinate and manage the funding, and ensure the activities and/or works are performed properly. AFD Group’s two main support procedures consist in sharing its knowledge (sector-specific expertise and institutional project set-up) and the funding of external expertise (training, coordinating communities of practice, sharing experiences, and technical support).

(1) This concerns AFD Group’s global strategy, published on its website: https://www.afd.fr/fr/plan-dorientation-strategique-2018-2022 (2) https://www.afd.fr/sites/afd/files/2018-06-04-17-28/Strat%C3%A9gie-OSC-VF-version-finale.pdf (3) Adopted by the AFD Board of Directors in 2013, this strategy is published on its website: https://www.afd.fr/sites/afd/files/2017-12/cadre- intervention-transversal-renforcement-des-capacites.pdf

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REGISTRATION DOCUMENT 2018