n
Annual performance reviewA
WORKSHOP1-4 March 2009
Bangkok, ThailandB
2008 Annual Performance Review
Development Outcomes
Enhancing quality, effectiveness and sustainability
Direct Supervision
Operations and Investments
Performance of Regional Portfolio
Way forward
Operating Model – Focus on Performance Review
Country Strategy
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)
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
Regional Investment by Strategic Objective
Distribution of Regional Portfolio by Strategic Objective
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
SO1 – Naturalresource
management
SO2 - Improvedagricultural
eechnologies andeffective production
services
SO3 - A broaderrange of financial
services
SO4 -Transparentand competitive
agricultural input andproduce markets
SO5 - Opportunitiesfor rural, off-farmemployment and
enterprisedevelopment
SO6 - Participation inlocal and national
policy and budgetaryprocess
Others Total PMU Costs
Strategic Objective
Perc
enta
ge o
f Loa
n Fina
ncing Pre 2005
Post 2005
Loan disbursement
A nnua l D is burs e m e nt o f Ong o ing P o rt fo lio
0
20 000 000
40 000 000
60 000 000
80 000 000
100 000 000
120 000 000
140 000 000
160 000 000
1999-2000
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
R e v ie w Ye a r
40
42
44
46
48
50
52
54
56
58
Total (USD)
No ofongongprojects
Financing Profile
Annual Financing by Financing Type
0
50 000
100 000
150 000
200 000
250 000
300 000
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Y e ar
IFAD
Domestic
Cofinacing
Project Performance Ratings
96%44100%46100%42Total
26%1217%820%8Actual Problem
0%02%12%1Potential Problem
70%3280%3780%33Not at Risk
%Project No%Project
No%Project No
200820072006
Project Rating
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
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
Country Presence
CPM
All other countries
FP
CPM
ISO
Sri Lanka
KMO
Philippines
CPM
Coordinator
ISOKM ISO ISO
Admin.
India
Pakistan
FP Gender
CPM
CPM
China Mongolia
Admin
FP
Direct Supervision: The 1st 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.
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
Direct Supervision: Your Feedback
Emerging Good Practices• Knowledge management• Wider stakeholder involvement and convergence• Responsiveness
• Regular follow up• Direct link to IFAD (CPM)
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• PartnershipsRecommendations to improve efficiency• Financial Management, audit, procurement
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
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