ICF’s unique model for achieving successful reforms in Africa
October 31, 2016
Since its establishment, ICF has been able to build a diverse project portfolio by working with multiple African governments and various regional organizations. In just nine years, ICF’s unique approach has attracted an unprecedented number of projects that have delivered real results for African businesses.
ICF employed a unique approach to achieve its objective of improving the investment climate in Africa. This approach made it possible for us to implement so many projects in such a short period of time. Our projects led to tangible results in the countries where we intervened through our unique model. The model can be characterized as follows
Focus on Africa’s investment climate:terized as follows:
ICF is the only institution whose sole mandate it is to focus exclusively on reforming the investment climate in Africa
The organization operates under a unique model that focused on specific measures that would result in high impact reforms, allowing rapid intervention with little resources.
Demand led engagements:
Projects were identified and launched upon government request and invitation, with high-level political support and local ownership as a prerequisite to engagement
A public-private partnership (PPP) approach:
ICF initiatives were funded by donors from both the private and public sector which brought about a cooperative environment for change.
ICF’s model leveraged additional financing at two levels, the first was co-financing from beneficiary governments at the project level along with additional funding from other development partners. The second method of financing was through follow-up reforms in countries that were keen to build on the achievements of the first ICF projects and were encouraged to facilitate further growth.
Rapid interventions and reactions:
Lean and results-driven management within the ICF enabled quick initiation, approval and implementation of projects. In addition, project teams within the beneficiary institutions coordinated closely with ICF project managers which allowed quick responses on the ground.
Project sustainability through capacity building:
Local ownership and knowledge transfer ensured that projects are sustainable and scalable after ICF’s interventions.
Knowledge of the environment:
Carefully selected project champions ensured deep contextual and technical knowledge, as well as true commitment to the success of the projects.
Multiplier and replicability effect:
Successful projects invariably served as a template for future reforms, whilst also representing a model for other countries in Africa.
These unique characteristics enabled ICF to successfully carry out its mission in Africa. Since ICF was established in 2007, we have witnessed an extraordinary shift in the investment climate across the continent. Economies that were relatively closed, with complex bureaucratic systems and limited accountability between government and citizens are opening up, becoming regionally (and globally) competitive and resultantly the inflows of capital have been transformative for several societies.
ICF’s unique approach yielded tangible results in African countries as investors and governments alike have demonstrated a great appetite for reforms in Africa. By following our unique approach we were able to make a real difference in Africa and we envision that the true impact of our work will continue to be realized over the years to come.