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