The African Development Bank (AfDB) holds a substantial portfolio in Gabon, valued at $658.6 million. However, its implementation continues to be hampered by persistent delays that neither the authorities in Libreville nor the pan-African lender have managed to resolve effectively. While recent performance indicators show some improvement, a significant gap remains between the financial commitments made and the actual pace of project disbursements on the ground. This situation, though not unique to Gabon, is particularly pronounced there, prompting the AfDB to reassess its support methodologies.
A significant portfolio, yet slow implementation
The financial resources mobilized by the AfDB for Gabon position the nation as a key partner for the institution within Central Africa. These operations strategically target sectors crucial for diversifying Gabon’s economy, which currently relies heavily on oil revenues. Despite this, challenges such as the prolonged timeframes for loan agreements to become effective, sluggish procurement processes, and difficulties in inter-ministerial coordination continue to impede the speed of project execution.
These administrative hurdles are not new; they have been consistently highlighted in joint performance reviews conducted by the AfDB and the Gabonese government over several years. Their ongoing presence raises questions about the country’s capacity to absorb development aid, especially as Gabon, under the transitional leadership of President Brice Clotaire Oligui Nguema, has articulated ambitious goals for infrastructure reconstruction and the revitalization of public investment.
The bank’s strategic methodological shift
To regain momentum, the AfDB recently convened a dedicated working session in Libreville aimed at enhancing the implementation of projects it funds in Gabon. This initiative seeks to pinpoint, project by project, the specific bottlenecks causing disbursement delays and to formulate actionable solutions involving national execution units, relevant sectoral ministries, and the Bank’s own teams. This approach aligns with a broader strategy now adopted by most major donors: moving from a purely fiduciary oversight role to offering more direct and hands-on support to project owners.
In practical terms, the institution is focused on strengthening the capabilities of Gabonese teams in critical areas such as procurement, financial management, and monitoring and evaluation. Recurring assessments consistently reveal a deficit in local expertise and a high turnover rate among technical staff within the administration. These factors mechanically extend the period between the signing of an agreement and the commencement of physical work on site.
Credibility stakes for Gabon’s transition government
Beyond the technical aspects, accelerating the AfDB portfolio carries significant political weight. The transitional authorities have made the revival of infrastructure projects a cornerstone of their agenda. The slow pace of execution for co-financed projects with multilateral partners undermines this narrative, particularly as Libreville simultaneously seeks additional donors to broaden its base of concessional financing.
For the AfDB, its regional portfolio performance is also at stake. In Central Africa, the institution frequently encounters disbursement rates that fall below its continental average. Gabon, as a middle-income economy with administrative capacities generally superior to those of its neighbors, represents an important test of credibility. A swift improvement in execution indicators here would send a positive signal to private investors who are closely observing the trajectory of the transition.
The coming months will be pivotal. The roadmap developed following the Libreville meeting must translate into verifiable milestones: a faster fulfillment of prerequisite conditions for disbursements, reduced procurement timelines, and an increase in physical execution rates for flagship projects. Failing this, the $658.6 million portfolio risks remaining an untapped potential rather than becoming a tangible catalyst for economic transformation.
