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The document assesses the adoption and effectiveness of youth policies across Africa, highlighting a lag in adoption compared to global trends. It identifies critical failures in data collection, policy design, and state implementation capacity, while noting successes in creating youth representative bodies. The author argues that for youth policies to succeed, they must be evidence-based, realistic regarding state capacity, and supported by partnerships with non-state actors.

The document examines the complexities of land tenure in Africa, highlighting the tension between customary and statutory systems. It argues that while formal titling is a long-term goal, the immediate priority should be adapting informal systems to provide legal security, improving state administrative capacity, and addressing gender-based barriers to land ownership to foster economic development and reduce conflict.

This research paper analyzes the state of constitutionalism and civil liberties across Africa by examining African Peer Review Mechanism (APRM) Country Review Reports for 12 countries. It categorizes these nations based on Freedom House rankings and identifies systemic challenges to freedom, including executive dominance and securitization.

The document assesses the adoption of green growth and green economy principles by local government in Zambia, arguing that economic diversification and investment in carbon-free research are essential for success.

The Green Climate Fund's 2015 administrative expenditures totaled USD 19.1 million, representing 99% of the USD 19.3 million approved budget. While the Secretariat under-spent by USD 0.4 million, the Board over-spent by USD 0.2 million, primarily due to increased costs for the Accreditation Panel. Total fund revenue for 2015 reached USD 1.759 billion, with total assets as of 31 December 2015 amounting to USD 1.851 billion, including USD 1.213 billion in promissory notes.

The report examines 'constitutional liberalism' in Africa, focusing on the gap between formal democratic structures and the actual protection of civil liberties. Using APRM data and Freedom House rankings, it categorizes countries as 'free', 'partly free', or 'not free', identifying executive dominance, securitisation, and administrative dysfunction as primary barriers to freedom.

The report analyzes base metal beneficiation in Mozambique, Namibia, Botswana, and Zambia, comparing their outcomes with the successful industrial policies of Japan and China. It argues that China's state-led expansion of smelting and refining capacity has caused a 'Great Compression' of margins, making autonomous beneficiation in Africa commercially unattractive. The study concludes that African countries can only succeed in beneficiation through comprehensive industrial policies and strategic partnerships, particularly with Chinese state-owned enterprises.

The document argues that while sub-Saharan Africa's financial sector has grown rapidly, limited access to formal financial services persists. It identifies a lack of purposeful leadership at middle and senior management levels as a constraint to financial sector development. To address this, Financial Sector Deepening Africa and Creative Metier have implemented a project since 2013 to build internal capacity through executive coaching, which serves as a critical tool for leaders to resolve complex business challenges and improve business performance.

The document provides a framework for FSD programmes to move beyond basic accountability indicators in logframes toward a system that measures systemic market change. It recommends integrating IOM into strategy development, investment decisions, and annual reviews, while advocating for a collaborative partnership with an independent learning partner to balance rigour with operational learning.

The document provides a framework for FSD programmes to set up an Impact-Oriented Measurement (IOM) system. It details a two-step process for 'Stage 1: Clarity of Purpose', which involves ensuring the programme's Theory of Change (ToC) is evaluable and developing specific impact measurement questions. The guide emphasizes the importance of 'nesting' project-level results chains within thematic and overall programme ToCs to capture systemic change and avoid overstating causal contributions. It also introduces 'top-down' and 'bottom-up' approaches to measuring impact, ranging from high-level economic growth to direct intervention effects.

The document outlines a methodology for FSD programmes to move beyond traditional project-level monitoring toward an Impact-Oriented Measurement (IOM) system. It emphasizes the need to bridge the evidence gap between direct project outputs and long-term market changes by tracking intermediate progress indicators, systemic changes (such as adoption, scaling, and replication), and top-down sector trends. The guide advocates for a mixed-methods approach, combining quantitative data from sources like FinScope with qualitative narrative reporting to capture complex market dynamics and resilience.

The document introduces the Impact-Oriented Measurement (IOM) framework, designed to help Financial Sector Deepening (FSD) programmes move beyond traditional monitoring of outputs toward measuring medium-to-long-term systemic changes in financial markets. It advocates for a 'sweet spot' between monitoring and evaluation, utilizing a Theory of Change (ToC) to track causal pathways. The framework employs a dual 'bottom-up' (project-centric) and 'top-down' (sector-wide) approach to evidence collection, emphasizing the need to measure systemic change—defined as transformations in market structures or dynamics that benefit large numbers of poor people. It provides a seven-step implementation process, ranging from ensuring the ToC is evaluable to developing a credible contribution narrative, and suggests a mixed-methods approach to data collection and causality analysis.

The document examines the complex hybrid of customary and statutory landholding systems across Africa, utilizing data from the African Peer Review Mechanism (APRM). It highlights that while weak property rights hinder economic growth and agricultural productivity, the administrative costs and institutional limitations of full formal titling make it an impractical immediate solution. Instead, the author proposes a gradual approach: strengthening informal tenure security, improving state administrative capacity through computerization, and investing in rural infrastructure to boost land value and productivity.

The document analyzes the shift in Indian foreign policy under Prime Minister Narendra Modi, moving toward a more proactive and assertive 'geo-economic' approach. It examines how this strategy integrates Africa into India's broader geostrategic space, stretching from the Suez to the Pacific, and evaluates the outcomes of the third India–Africa Forum Summit (IAFS III). The authors argue that while India seeks to enhance its soft power and energy security, the relationship must evolve from a focus on Indian-sourced credit lines to partnerships that support African industrialization and manufacturing.

The document serves as a comprehensive guide for countries to translate their NDC promises into actionable plans. It breaks down the implementation process into five interconnected modules: governance, mitigation, adaptation, finance, and MRV. Each module provides a structured set of activities, from reviewing existing institutional landscapes and analyzing national potential to designing policies and establishing monitoring systems. The manual emphasizes a holistic approach, highlighting synergies between climate action and the Sustainable Development Goals (SDGs), the importance of gender equality in decision-making, and the necessity of mobilizing both public and private finance. It includes numerous global case studies—ranging from Kenya's legislative approach to India's use of green bonds—to illustrate practical applications of the recommended activities.

The document outlines a three-step process for NDC implementation: preparatory work, plan elaboration, and execution. It organizes these activities into five core modules: governance, mitigation, adaptation, finance, and measurement, reporting, and verification (MRV). The guide emphasizes integrating climate actions into national development planning, ensuring gender sensitivity, and aligning with Sustainable Development Goals (SDGs). It provides detailed activity lists for each module and includes case studies from countries such as Kenya, Colombia, and India to illustrate best practices in legislative frameworks, private sector mobilization, and integrated MRV systems.

The executive coaching market in Nigeria is described as nascent and significantly underdeveloped, with a critical shortage of accredited professionals capable of serving senior financial leaders. While there is high latent demand among HR directors, effective demand remains low due to a cultural belief in the 'infallible leader' and a lack of understanding regarding the business value of coaching. The report recommends strengthening local accreditation routes through institutions like Lagos Business School and stimulating demand by creating local case studies and exposing high-profile financial sector leaders to coaching interventions.

The Commercial Bank of Africa (CBA) implemented a multi-year strategy to embed a coaching culture, targeting a workforce where 65% of staff are Generation Y. The initiative involved training 85 managers in coaching skills in 2014, followed by the 2015 'Managers as Mentors' programme where 15 managers received professional certification from the Academy of Executive Coaches (AoEC). These certified coaches supported staff through 360-degree feedback processes and provided one-on-one coaching. Early impacts include increased staff openness, greater empowerment in decision-making, and a shift from managers providing solutions to guiding staff to find their own. CBA aims to have 40% of its staff trained as coaches by 2018 to ensure a sustainable internal resource.

The report details how two Kenyan financial institutions, Commercial Bank of Africa (CBA) and Jubilee Insurance, integrated executive coaching to address leadership gaps and workforce demographic shifts. CBA focused on creating a sustainable internal coaching culture by certifying managers and training line managers in coaching skills. Jubilee Insurance implemented a three-phased leadership programme involving self-assessment, 360-degree feedback, and planned internal coach development. Both institutions reported improvements in staff engagement, leadership cohesion, and a shift toward solution-focused management, with Jubilee specifically noting increases in revenue and productivity per employee.

Namibia is highly vulnerable to climate change due to its extreme aridity and reliance on climate-dependent livelihoods, particularly in agriculture. While the government has established a National Climate Change Policy (NCCP) and a National Climate Change Strategy and Action Plan (NCCSAP), adaptation is not yet meaningfully integrated into sectoral policies for water, health, and agriculture. Current adaptation projects are limited in number and primarily focus on agriculture and capacity building, with a significant gap in programming for health, tourism, and coastal zones. Adaptation finance is heavily dependent on international donors, with minimal domestic budget allocation.