Imagine a future where every development project in Rwanda not only meets its goals but exceeds them, transforming lives and landscapes. But here's the challenge: how do we ensure that every dollar invested translates into tangible, lasting impact? The African Development Bank (AfDB) and the Rwandan government are tackling this head-on, and their recent efforts are a masterclass in collaboration and strategic planning.
In a significant move to enhance project delivery and maximize impact, the African Development Bank Group, in partnership with Rwanda’s government, recently wrapped up the 2025 Country Portfolio Performance Review (CPPR) workshop. This annual event is more than just a review—it’s a critical evaluation of how effectively the Bank’s active projects in Rwanda are being implemented. Held on November 12-13, 2025, at Kigali’s Ubumwe Hotel, the workshop brought together approximately 50 key stakeholders. These included representatives from the Ministry of Infrastructure, the Ministry of Finance and Economic Planning, project implementation units (PIUs), and Bank task teams spanning sectors like transport, energy, water and sanitation, agriculture, social development, ICT, and governance.
Over two intensive days, participants engaged in sectoral presentations led by executing agencies and PIUs. The goal? To pinpoint the hurdles slowing down project implementation and to craft a practical action plan to overcome them. The workshop didn’t just stop at identifying issues—it delved into portfolio performance and dissected the challenges that often fly under the radar.
And this is the part most people miss: during the opening session, Aissa Toure Sarr, the Bank Group’s Country Manager for Rwanda, highlighted the pivotal role of collaboration and accountability in achieving the Bank’s strategic goals. She described the workshop as a “crucial space for reflection and collective action,” emphasizing its importance in ensuring that AfDB-funded projects deliver real, measurable benefits to Rwandans.
“This workshop allows us to assess our progress, tackle obstacles, and guarantee that our projects make a meaningful difference in Rwanda,” Toure Sarr explained. “Our shared mission is to boost efficiency, build stronger implementation capabilities, and accelerate transformative change, aligning with both Rwanda’s Vision 2050 and the Bank’s priorities.”
This year’s review went beyond mere performance evaluation. It also tracked the progress of key recommendations from the 2024 Country Portfolio Improvement Plan (CPIP), which focused on bolstering project implementation, refining financial and procurement management, and improving coordination between executing agencies and the Bank. Significant strides have been made, including regular training for PIU staff, the integration of compensation funds into Bank loans to prevent project delays, the formation of a joint Technical Committee to monitor portfolio performance, and enhanced compliance with environmental and social safeguards through targeted training and follow-up actions.
The CPPR concluded with the development of a 2025 Country Portfolio Improvement Plan and an Action Plan for 2026, both designed to further elevate project delivery, efficiency, and impact. These outcomes will inform strategic adjustments to better align the Bank’s portfolio with Rwanda’s Country Strategy Paper (https://www.afdb.org/en/documents/rwanda-country-strategy-paper-2022-2026), ensuring greater development effectiveness, sustainability, and long-term impact.
Gerald Mugabe, Director General of External Finance at Rwanda’s Ministry of Finance and Economic Planning, praised the robust partnership between the Bank and the government in addressing implementation challenges. “The CPPR is an invaluable opportunity to ensure our joint projects remain aligned with Rwanda’s development priorities,” Mugabe noted. “Through ongoing dialogue, capacity building, and policy alignment, we’re strengthening delivery systems and making sure that AfDB-supported investments yield tangible results for citizens across critical sectors.”
As of 2025, the Bank’s active portfolio in Rwanda encompasses 28 operations valued at approximately $2.6 billion, covering essential sectors like infrastructure and human capital development. The portfolio is predominantly public sector-focused, with 26 projects (98%), and includes two private sector operations (2%). These initiatives support Rwanda’s efforts to expand energy access, improve water and sanitation services, enhance transport networks, boost agricultural productivity, equip youth with employable skills, and strengthen regional integration and governance systems.
But here’s where it gets controversial: While the progress is commendable, some critics argue that the focus on public sector projects might overshadow the potential of private sector initiatives. What do you think? Is the current balance between public and private sector investments optimal, or should there be a shift in focus? Share your thoughts in the comments below—let’s spark a conversation that could shape the future of development in Rwanda.
