The eight candidates for AfDB president will be interviewed by the Bank’s board of governors on May 27 and elected on May 28.

The nominees have a wealth of experience working in development and financial institutions in both the private and public sectors. African Banker asked them the same set of questions about what the future of AfDB would look like under their stewardship. Excerpts:

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Cristina Duarte

Minister of Finance and Planning for Cape Verde

Whatever improvements need to be made, Ms Duarte says the AfDB should have one mission: To serve Africa.

In the nearly10 years that she has served as finance minister, the country has moved to middle-income status and has been commended for good governance, sound macroeconomic management, trade openness and increased integration into the global economy, as well as the adoption of effective social development policies.

Cape Verde has also been recognised for its “significant efforts” in the areas of democracy, human rights and inclusive economic growth.

Ms Duarte’s has worked with various international organisations such as the AfDB, World Bank and the United Nations and private sector organisations such as Citibank, for which she served as vice-president in Angola. If elected, Ms Duarte will be the first woman president in the bank’s 50-year history and also the first from a Lusophone country.

If appointed, what would be your first action as president?

The AfDB is a complex organisation in that it is both a development and investment bank. The president’s primary concern is to mobilise the organisation is around a single objective and vision. To do this, it is necessary to listen to all of AfDB’s stakeholders, in particular the Bank’s staff. One must prioritise the creation of an environment of dialogue, internal analysis and collaboration.

Why would you make a good president?
As finance minister, I have worked in a firm manner, but at the same time in a participatory one. I have practised with conviction, mobilising and motivating the entire team at the ministry. I had the opportunity to exercise this authority in dialogue with all, but while maintaining a focus on vision.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

Africa has already taken off. So it is rather a question of sustaining momentum. Africa got the ball rolling through a combination of external and internal factors. African governments are adopting good governance practices. The primary responsibility for Africa’s takeoff, and the sustainability of this takeoff, lies primarily with Africans, particularly democratically elected governments.

Can you give a concrete example of something AfDB does that other development banks do not?

AfDB has played a catalyst role. It has added an African perspective to Africa’s development. By prioritising this perspective, the AfDB is increasingly contributing to a sense of ownership not only on the part of African governments but also on the part of African societies.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

I have been a governor of the AfDB since 2006. I was involved in this strategy and approved it. This means that for the next president, the roadmap is a good starting point. There is no need to put another one on the table. It is more a question of seeing how quickly we can transfer this strategy, which has already been prepared, into a plan of action.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

The next president should initiate an evaluation of this process not to eliminate it but improve it and make it more efficient, to turn it into an instrument that allows us to do more with fewer resources so as to consolidate the Bank’s sustainability.

Birama Boubacar Sidibé

Vice-president of the Islamic Bank of Development, Mali

With a wealth of experience in African development institutions, Mr Sidibé intends to make the AfDB more efficient and expand its business operations.

Mr Sidibe is a veteran of development financing institutions. He worked with the AfDB for 23 years, where he held various technical and managerial positions covering operational as well as corporate areas.

He also served as managing director of Shelter Afrique, the only pan-African finance institution that exclusively supports the development of the housing and real estate sector in Africa. Shelter Afrique is a partnership of 44 African governments, AfDB and the Africa Reinsurance Company.

If appointed, what would be your first action as president?

I would immediately convene a meeting of the board of directors to hear their views and share my vision. Then I would meet the Bank’s employees to reassure and mobilise them around the business plan described in my vision. The first effective measure is to ensure the continuity of business operations, especially as we will be entering the 4th quarter, where efforts should focus on achieving the year’s objectives and preparing accounts.

Why would you make a good president?

First, my over three decades’ experience in development finance institutions, including 23 years at the AfDB, is rich and varied in terms of results and positions, as well as the credibility I acquired. As proof of this, 11 regional member countries sponsored my application. Second, I have clearly outlined my vision as well as the means to operationalise it.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

The AfDB should add to its traditional role of sovereign lender, that of catalyst and provider of high-quality, value-added services as well as an arranger of mega projects in partnership with the private sector, investors and relevant states.

Can you give a concrete example of something AfDB does that other development banks do not?

It teamed up with the UN’s Economic Commission for Africa and helped build a vision and economic agenda for the continent, approved by African leaders; Africa is fully in control of its destiny for the first time in 50 years of Independence.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

The 10-year strategy is the result of extensive consultation with all stakeholders. It has been approved by the Bank’s management. This strategy should therefore guide my actions. However, the 10-year scope calls for it to be reassessed and adjusted to a three-year rolling plan. It will need to be adapted to economic conditions as well as the global environment and the development challenges faced by African countries.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

Yes. The objectives of efficiency and expanded local services are commendable. But, as with everything, results are more important. Then comes the question of our ambitions and capacity to generate revenue to cover the operating costs. The Bank’s management has been reflecting on these issues. If elected, I intend to continue this reflection.

Thomas Zondo Sakala

Former vice-president of AfDB, Zimbabwe

With plenty of experience working at the AfDB, Mr Sakala believes he is well suited to keep the Bank’s programmes and strategies on the right track. Having joined the AfDB in 1983, his last position was vice-president for country and regional programmes and policy. In this capacity, he was also a member of the Bank’s senior management team and contributed to its overall strategic orientation. He stepped down from this position in October 2014.

If appointed, what would be your first action as president?

I would ensure that every member of staff understands my vision and what I expect for the transformation of the Bank and the continent. Building a winning team is paramount. This will require some organisational fine-tuning and communication to both internal and external stakeholders. I would meet senior management and Board members to share my vision and get their views.

Why would you make a good president?

First, my long experience at the Bank, working in a number of key areas and on reforms that have placed the Bank where it is today. Second, my extensive knowledge of African economies and leaders. Third, my strong belief that Africa has the capacity to do more for itself. Fourth, my familiarity with the international development landscape. These attributes give me the right profile to build on Kaberuka’s successes. Above all, I will ensure a smooth transition while riding on the existing momentum.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

It is the responsibility of each country to chart and implement its development path. The Bank must build trust and provide advice; be alive to what is working or not, and be prepared to change long-held views. It must be ready to embrace a new role as the bridge between old development banks and the emerging players such BRICS.

Can you give a concrete example of something AfDB does that other development banks do not?

I’ll give you three examples: Timely and accelerated responses during the 2008/09 financial crisis; partnerships with the AU on the Sudan/South Sudan question; and setting up the Africa50Fund in response to the infrastructure financing gap.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?
The strategy charts a credible roadmap for the Bank to be at the centre of Africa’s transformation agenda, and I was part of the team that crafted it. It foresaw the need for periodic reviews, the first of which will take place in 2016. This will be an appropriate time to strengthen alignment with the AU Agenda 2063 and the Sustainable Development Goals. There will also be a need to reflect on lessons from the Ebola epidemic.

But I still expect that infrastructure, regional integration and private sector development will continue to be the core operational priority areas, while gender equality, fragility and food security remain areas of special attention.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

Decentralisation is costly but necessary. The challenge is always to strive for a cost effective and efficient balance. A comprehensive review of the programme started under my watch. I will build on this work and introduce additional ideas I may have.

Samura Kamara

Minister of Foreign Affairs and International Co-operation, Sierra Leone

With broad experience in a number of financial institutions, Mr Kamara believes he is the right person to ensure the AfDB works for Africa.

He has extensive experience in development economics at the sovereign level, as central bank governor and then finance minister, as well as the international level, having served on the board of governors of the Islamic Development Bank and the African Development Bank. He has previously represented Sierra Leone at the African Union and the United Nations.

If appointed, what would be your first action as president?

Time is not on our side. Africa is on the surge — on the move. So, the very first thing you want to do is engage the executive board of directors. We have a 10-year strategy. Unfortunately it started in 2013, and just about the time when we are implementing it, the president is going. So, I have to put that into perspective, and the board of executive directors should help me do that.

Why would you make a good president?

I think I have a good mix of skills and experience in general economic management. It’s not about me coming in as specialist in one small area: I have been a policy leader in the broad aspects of policy development in Sierra Leone. In my engagement with the international community, I have learnt a lot. I know the views, I can deal with the IMF, the World Bank and the Arab funding agencies.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

The 10-year strategy is good, but we need to put it into context. The AfDB can have a general view but you have to be very specific. It’s not one size fits all, and that’s why I will focus on the country and regional offices, strengthen them and allow them to develop their outreach.

Can you give a concrete example of something AfDB does that other development banks do not?

In the case of Sierra Leone, more recently, the AfDB has done well in terms of infrastructure development. There was a time when we were getting resources from the World Bank and other bilateral partners, but as the 1990s progressed, a lot of them withdrew from infrastructure funding. The AfDB stayed on, which is very good for Africa. The only unfortunate thing is it doesn’t have enough resources.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

When I read the document, I do not see the fine details because a strategy lays a framework. We now need to come up with an activity profile, look at costing and resources. The AfDB must strengthen its knowledge of Africa and its communications network. You have a lot of geopolitical associations — China-Africa, Korea-Africa, Italy-Africa. There are opportunities in this, but they have not moved forward.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

In our post-conflict construction, we found that Sierra Leone was without local government for 30 years. And we thought that was a source for conflict because we were marginalising rural communities. We started decentralisation and we benefited. In the context of the AfDB, that is one good window if the Bank wants to make a serious impact.

Kordjé Bedoumra

Minister of Finance and the Budget, Chad

Kordjé Bedoumra says he intends to improve operational efficiency and pursue both short- and long-term policies.

In his 22 years with the AfDB, Mr Bedoumra held leadership positions, including secretary-general. In his current capacity as Chad’s minister for finance and the budget, he is playing a leading role in helping the country to realise its ambition to double its production of oil and other mineral resources.

Bedoumra also serves as Chad’s representative on the Board of Governors of the International Monetary Fund. If elected, he will be the first president from the Central African region in the Bank’s 50-year history.

If appointed, what would be your first action as president?
The teams need to be mobilised and motivated. I would review the organisational structure, focus on priorities, simplify procedures, optimise the budget and work to ensure effective decentralisation. I would devise a roadmap to strengthen the Bank’s capacity to work towards this vision.

Why would you make a good president?

I have years of varied experience at the Bank and the in Chadian government. As secretary-general of the AfDB, I was involved in all strategic and political discussions between country representatives and helped build consensus. My career has given me unique learning opportunities, which have equipped me with management skills at the highest level.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

Helping Africa to take off is primarily the job of African countries themselves and their leaders. Africa will not take off just because of assistance. Each country, using its vision and mobilising its population, will ensure its own development, but the AfDB provides financial and technical support to key elements of this.

Can you give a concrete example of something AfDB does that other development banks do not?

For a long time, the AfDB has been an institution that has taken charge of regional projects and developed instruments dedicated to financing them. Today, many projects have been realised. It’s an area in which the AfDB has become a leader and which it needs to maintain and develop. Integration is the basis of the development of the continent.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

The 10-year strategy marks the major priority sectors. What I suggest is to develop my vision around this 10-year strategy while reorienting it to ensure we carry out strategic objectives that I consider to be an urgent response to current issues.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

There is an ongoing debate on decentralisation and financial control. These offices are a requirement of the member countries, which insisted on the Bank having more presence in them. Having a presence in the countries is important and should be maintained. But we need to analyse the effectiveness of this decentralisation with regard to costs. With modern information systems and strengthened control mechanisms, we should ensure a better delegation of authority at a reduced cost.

Sufian Ahmed

Minister of Finance and Economic Development, Ethiopia

Sufian Ahmed believes the AfDB will be safe in his experienced hands. In the course of his two decades of service as finance minister, Mr Ahmed has overseen the transformation of Ethiopia into one of the continent’s fastest growing economies.

Since 2006, the Ethiopian economy has recorded double-digit annual growth and seen impressive growth in its power and infrastructure sectors.

Mr Ahmed’s most recent accomplishment is overseeing Ethiopia’s debut issuance of a Eurobond, which was oversubscribed and raised $1 billion that will be used to expand the country’s power, sugar factories and manufacturing sectors. He also is leading the government’s negotiations for Ethiopia’s first-ever power purchase agreement for the 1,000 MW Corbetti geothermal power project.

If appointed, what would be your first action as president?

I would review the effectiveness of the regional offices of the Bank. Some of them are not properly empowered or have insufficient manpower, so their performance is not as quick as it should be.

Why would you make a good president?

I have been finance minister for almost two decades. Over that time, Ethiopia has changed from a country that was associated with starvation and poverty to one of the fastest growing economies in Africa. We are talking about inclusive, sustainable economic growth, investment in infrastructure, modernisation of agriculture and social development. I have known AfDB and I have been working with all multilateral financial institutions for the past 20 years.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

The Bank should be focused on effective implementation. Most of the time we don’t lack ideas and projects, and we have the right strategies and goals. What is missing is converting vision into reality. I think the Bank should focus on advising the member countries on the right projects and the adequate means to implement them speedily and within budget.

Can you give a concrete example of something AfDB does that other development banks do not?

The Bank is a trusted adviser to member countries. As a pan-African institution, AfDB brings something very special that is missing from other multilateral financial institutions. African countries trust the AfDB. This is a unique asset the Bank has that no other financial institutions can provide. It is in its DNA.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

The Bank’s strategy for these 10 years is a general one. For the next president, it is a matter of emphasising and reprioritising the goals in the Bank’s strategies.
I don’t see any problem in reconciling my priorities with the AfDB strategies. It is a matter of prioritising and emphasising some of the goals.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

Decentralised decision-making is very important. But the regional offices should be empowered. If not, they will be inefficient. They should be fully accountable. These are the two main things: Empowerment and accountability.

With both, the regional offices can be an important part of the decision-making process of the Bank as well as be efficient and cost-effective.

Jaloul Ayed

Former minister of finance, Tunisia

Jaloul Ayed says that his banking experience allowed him a clear understanding of Africa’s full potential. He calls for an AfDB closer to its markets.

Mr Ayed is a renowned banker with experience in both the public and private sectors. He is currently the president of the MED Confederation, a newly created alliance that aims to promote socio-economic co-operation in the Mediterranean region.

Prior to this role, as finance minister, he served in the two interim governments that were formed following the Tunisian revolution. His private sector experience includes 18 years with Citibank, setting up the investment banking arm of the Moroccan BMCE Group and founding Argan Invest, which is Morocco’s largest private equity platform.

If appointed, what would be your first action as president?

I would request a general assessment of the Bank with particular emphasis on human resources. An institution depends on the quality of its staff. I will meet with key leaders and executives and listen to their motivations and needs. It is also important to assess the efficiency and risk management.

Why would you make a good president?

My passion for Africa and experience. When I led the second-largest Moroccan banking group, I managed the acquisition of Bank of Africa and created subsidiaries in more than 20 African countries. My profile stands out. I’m not a pure product of the administration, even though I was finance minister after the 2011 revolution in Tunisia. I have a wealth of experience in the private sector and international finance.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

I have a vision to ride on the extraordinary transformation momentum of the continent. I think the AfDB is at the heart of this change and can play an even greater role. I would like the AfDB to be more proactive and pro-business. I want us to seek opportunities and not just wait for them to come to us. Under my leadership, the AfDB would be more involved in business circuits while retaining its original vocation as a development bank.

Can you give a concrete example of something AfDB does that other development banks do not?

It is a development bank and, as such, it has played a crucial role in infrastructure development. There are two major development banks involved in Africa: AfDB and the World Bank. The pan-African institution plays a crucial role in providing technical assistance and intervenes to assist member states in developing good strategies and reforms for the implementation of sustainable development.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

I agree with this strategy. I do not intend to turn it upside down but meet the Bank’s objectives, including operational objectives. I will add a few small touches that I consider important — first, with regard to the reformation of the financial system, because only a strong financial system can support a strong economy. We also need to conduct studies in the field of culture. I would like to put culture at the heart of development because I am convinced that it has a positive impact.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

I am for efficient decentralisation along with empowerment. I am not very focused on representative offices because I am not convinced of their efficiency. In contrast, proximity seems most efficient. Proximity is crucial in order to be more proactive and pro-business. But it has a cost; and it must be studied. I would start where there is the greatest need: In fragile countries that we need to help.

Akinwumi Adesina

Minister of Agriculture and Rural Development, Nigeria

Akinwumi Adesina is more of an agricultural development specialist than a financial expert. His vision is based on continuing decentralisation and increasing support for private initiatives. Described as “a man on a mission to help Africa feed itself,” Mr Adesina is one of the leading proponents of transforming Africa’s agriculture sector.

In his current role as minister of agriculture and rural development of Nigeria, he has introduced a variety of innovations to improve access to financing and inputs as well as eradicate corruption and other market inefficiencies.

He also is one of 17 global leaders appointed by UN Secretary-General Ban Ki-moon to the Millennium Development Goals Advocacy Group. In addition, he has served as the vice-president for policy and partnerships at the Alliance for a Green Revolution in Africa and was the 2013 recipient of Forbes magazine’s prestigious African of the Year award.

If appointed, what would be your first action as president?

I would ensure that the AfDB supports inclusive growth so that the lives of the greatest number are improved. To this end, the institution should focus on sectors that have the greatest impact such as infrastructure and agriculture. It will also be essential to persuade the private sector to invest more on the continent. This is the key to creating jobs.

Why would you make a good president?

I lived and worked in 15 African countries, so I know the continent well. I lived for 10 years in Francophone countries and will be a bridge between these countries and English-speaking Africa. Finance is not the only skill needed to meet the important challenges. In my career, I have gained experience in the field of development. In Nigeria, I have reached millions through projects. I worked at the community level and I am able to connect the macro and micro levels, which is essential in achieving inclusive growth.

What needs to be changed in the way the AfDB operates for it to help Africa really take off?

We must first become interested in the structure of the Bank, so that it can meet its mandate more effectively. It must have an impact in the country, and I will ensure it deepens decentralisation.

African countries can benefit from several other sources of funding, but the Bank must remain their first choice. I want to improve operational efficiency and reduce the time between the selection of projects and their implementation.

AfDB must also rebuild integrity, transparency and accountability. I am known as a champion of the fight against corruption. In Nigeria, in three months, I helped to end corruption that had lasted 40 years, and I want to make AfDB the African bank with integrity.

Can you give a concrete example of something AfDB does that other development banks do not?

AfDB has done a lot for infrastructure on the continent. It takes about $93 billion per year to cover the deficit of infrastructure financing in Africa. AfDB has supported this sector, including creating the Africa50 initiative. The Bank has done a lot of work in electricity and supported renewable energy while promoting regional integration.

The Bank’s strategy for 2013–2022 has been adopted. In this context, how can the new president pursue his or her own ideas and priorities?

My ideas are perfectly consistent with this strategy. I want to promote inclusive growth by developing the private sector, stimulating regional integration through infrastructure and ensuring good governance. These are the AfDB priorities.

The decentralisation strategy has been criticised for being expensive and inefficient. Do you intend to continue it?

The quality of AfDB projects can be improved only if it is close to its customers. Agriculture in Nigeria is a success because the Ministry of Agriculture is decentralised in the 36 states. We have the best performance in this sector, so I believe in decentralisation.

Republished courtesy of IC Publications