Annual Performance Review Ron
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- The document summarizes the 2008 annual performance review of projects in Asia, noting that 3.8 million people directly benefited from projects, with positive outcomes in areas like food security and agricultural production. - It provides details on regional operations like ongoing projects totaling $1.19 billion in investments and disbursements of $108 million. Project performance ratings showed improvement, with 96% of projects not at risk of problems. - Key implementation issues are discussed and actions taken to improve performance, such as direct supervision, quality enhancement processes, and expansion of country presence offices. Direct supervision in its first year showed progress processing withdrawal applications and reducing mission times.
Annual Performance Review Ron
- 1. Annual performance review WORKSHOP 1-4 March 2009 Bangkok, Thailand
- 2. 2008 Annual Performance Review Way forward Development Outcomes Enhancing quality, effectiveness and sustainability Direct Supervision Operations and Investments Performance of Regional Portfolio
- 3. Operating Model – Focus on Performance Review Country Strategy
- 4. 2008 Development Outcomes 3.8 million people directly receiving project services (54% Women - 90% Appraisal Targets) 289,974 HHs reported improved food security (263 % AWPB) 679,897 farmers reported increased production/yield 807,278 beneficiaries adopted promoted technologies 939,644 voluntary savers (39% women) and 456,609 active borrowers (42% women) 78% of projects expected to achieve development objectives (Source: RIMS Database, 50% of projects reporting)
- 5. Regional Operations 53 Ongoing projects total investment of USD 1.19 billion 58 ongoing grants total value of USD 32 million 9 Projects approved total USD 220 million (43% IFAD) Average approval-to-effectiveness 10.4 months (2007 - 12.2 months, IFAD 14.6 mths) Total disbursement of USD 108 million 30% increase in level of co-financing
- 6. Regional Investment by Strategic Objective
- 9. Project Performance Ratings 96% 44 100% 46 100% 42 Total 26% 12 17% 8 20% 8 Actual Problem 0% 0 2% 1 2% 1 Potential Problem 70% 32 80% 37 80% 33 Not at Risk % Project No % Project No % Project No 2008 2007 2006 Project Rating
- 10. Key Implementation Issues Financial Management Project management (including M&E) External factors Decentralization Quality of design - Implementation “readiness” Staff recruitment and retention Partnership, coordination and other inst.l issues Market led approaches, quality of social mobilization and capacity building Targeting and social inclusion Sustainability and Exit Strategies Links to policy
- 11. Actions taken to Improve Performance Direct Supervision and Implementation Support Strategic Management of Grant Portfolio and links to investment programmes Quality enhancement and assurance processes for design and implementation Focus on sustainability, innovation, knowledge management and learning Results Based Management (Regional, Country, Project, Grant levels) Divisional Retreat on improving quality of design, implementation, HR Expansion and enhancement of Country Presence
- 12. Country Presence CPM All other countries FP CPM ISO Sri Lanka KMO Philippines CPM Coordinator ISO KM ISO ISO Admin. India Pakistan FP Gender CPM CPM China Mongolia Admin FP
- 13. Direct Supervision: The 1 st Year Over 200 withdrawal applications have been processed for a total of over USD 100 million. Reduction in time taken for WA processing 55 direct missions carried out; Direct IFAD Staff participation in 60-70 % of missions Average duration of mission over 13 days (increase on previous 10 days); 6 “CPM mentoring” missions conducted; Management letters have been sent on average 17 days after mission completion (range: 38 to 2 days); Procurement is a major issue .
- 14. Direct Supervision: Your Feedback Main Issues for Discussion Financial Management (WAs) Effective communication with IFAD KM strengthened Consistency and quality Coordination with co financers Coordination with Govt Effective Implementation Support thru DS Roles and responsibilities Targeting in market based approaches How to improve DS More responsive Local consultants Attention to monitoring agreed actions Continuity Flexibility Frequency and intensity (more support to weaker projects) More regular interaction with CPM required Support in policy influence Interaction with other IFAD staff Country presence
- 15. Direct Supervision: Your Feedback Emerging Good Practices Knowledge management Wider stakeholder involvement and convergence Responsiveness Regular follow up Direct link to IFAD (CPM)
- 16. Recommendations Measures to improve effectiveness Direct supervision assessment Project preparedness for implementation Earlier PD selection and recruitment, Start up support Project management M&E and KM Better support to development of country capacities Integration of country presence Reconsider Multi-state projects Partnerships Recommendations to improve efficiency Financial Management, audit, procurement
- 17. Issues for discussion Direct Supervision and Implementation Support Country Presence Partnership and Co-financing Supporting borrower financial management capacity New agricultural opportunities and constraints Emerging issues: prices, climate change, risk and vulernability
Editor's Notes
- #2: 2007 Workshop From virtual to virtuous IFAD Strengthen focus on country level support Focus on enhancing direct supervision pilot KM and M&E Quality of design