west and central africa 2009 regional result management plan
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Presentation Outline
I. Regional Overview
II. Structural Characteristics of the Regional Portfolio & Project Implementation Performance
III. IFAD’s Vision for the Region
IV. Divisional Management Plan
Regional Overview of West and Central Africa
• 24 countries of which:5 represent the lowest rankings in the Human
Development Index13 are in the bottom 22 in the Human
Development Index5 countries face civil war or conflict3 are only just emerging from conflict1/3rd of the area of WCA is located in the arid
or semi-arid zone: drought and famine are common
Regional Overview of West and Central Africa
• 550 million people (Oct. 2006)52% womenMore than 70% live in rural areas
• High annual population growth rates:
2% - 3.5%
• Agriculture provides more than 70% of the basic needs and incomes of rural people
Source: FAOSTAT 2006
Rural and Rural Poor Populations in West and Central Africa
0
10000000
20000000
30000000
40000000
50000000
60000000
70000000
Rural Population
Rural Population suffering from Poverty
•Majority of people in WCA live in rural areas: 350 Million, 2006
•More than 70% of the rural population of WCA suffer from acute poverty (less than 1$/day)
•Agriculture is the primary source of income in the region.
Source: Rural Population, FAOSTAT, Rural Poverty Rates, INSD, EPCV, ESAM, CLSS, HCLS, ENBC & National Household Surveys
Structural Characteristics of the Regional Portfolio
• 50 financed projects in 20 countries. • Total financing about US$729 million, with
cofinancing of about US$313 million. • The regional grant portfolio amounted to
US$21.24 million: 15 large regional grants (US$18.49 million) and 19 small grants (US$2.75 million).
• Cofinancing mobilized increased by 12% from US$291 million to US$313 million
Project Implementation Performance
• Of the 40 projects rated, 33 were classified as Not At Risk (NAR), 3 as Potential Problem Projects (PPPs) and 4 as Actual Problem Project (APPs).
• There are currently 7 projects ‘at risk’ compared to 9 from the previous review period.
• Low disbursement rates represent the most significant portfolio constraintShare of projects with disbursement lag over 40%
down to 22% from 27%.
IFAD’s Vision for the Region
“West Africa is enabled to lift itself out of poverty
and hunger” • Achieved through promotion of innovative
and effective programmes and support to policies to ensure expanded agricultural and rural development growth
Loan and Grant Programme Priorities in WCA
• Support the building of inclusive value chains and rural enterprises including access of the rural poor to technology and innovations to promote sustainable agricultural productivity and food security.
• Access of rural households and enterprises to financial services and local, regional and international input-supply and output markets
• Access to natural resources (especially land and water) and maintaining the quality of the resource base for agriculture in the context of climate change
• Institutional development and capacity-building
Divisional Management Plan
Better programme designBetter project designBetter project implementationKnowledge management and
innovationPartnership within & outside IFAD
Better Programme Design
• 4 result based COSOPs to be designed in 2009
• Use the CPMT approach to produce high quality COSOPs in harmony with the Paris declaration
• Contribute to national and regional policy generation and transformation through partnership (IFPRI, FAO, OECD, etc.)
KPI: Country Programme DesignCMR 1: Better Country Programme Design
Divisional KPI Baseline Year Target
# RB-COSOPS presented to the board 1 4
Proactive engagement in PRSP design and implementation to increase focus on agriculture and rural poverty
# Countries with CPMT # Draft proposal for
a regional tracking and reporting system developed for PRS
11
0
24
1
KPI: 2009 Objective for COSOP in quality
• % of COSOP rated satisfactory or better at entry------------------------------------------80%
• % of COSOP rated satisfactory or better during implimentation according to client survey----------------------------------------80%
• % of Country programmes rated satisfactory or better on adherence to Paris Aid Effectiveness according to Paris Declaration monitoring Group----------80%
Better Project Design
• 7/8 projects to the board in ’09• Currently 11 projects in the pipeline at varying
stages of design • Three criteria to determine the entry of new
projects into the portfolio & design– Ensure robustness & quality of projects at entry– Maximum utilization of PBAS– Progressive reduction of number of projects in the
regional portfolio to match resources: maximum of 1 project per country per PBA cycle
KPI: Country Project DesignCMR 2: Better Project Design
Divisional KPI Baseline Year Target
% of project designs rated satisfactory or better for quality at entry
% of large grants rated good or better for quality at entry
0%
0%
80%
80%
% of new project rated satisfactory or better on likely impact on poverty agregate for 2008/9
% of project rated satisfactory or better at completion (c0mpletion reports
0%
0%
80%
75%
Better Project Implementation• Areas of focus
– Reduction and eventual removal of projects at risk
– Reduction of implementation problems, especially relating to: Disbursement ratingCounterpart fundsM&E Project management
Better Project Implementation• Improve development effectiveness by:
Taking over supervision of projects: 3 projects
directly supervised in 2006, 12 in 2007, 23 in 2008, 35 in 2009, all projects in 2010
Increasing the country presenceOutposting of CPMs (starting with Senegal
and Ghana in 2009;Newly established portofolio suport unit Divisional dashboard to monitor portfolio performance
KPI: Country project implementation
• Average time from project effectiveness to approval-----------------------------13 months
• % of projects with supervision rating satisfactory or better (sup. Reports---80%
• Pro-activity index--------------------------70%
• Project at risk -----------------------25% max
KPI: On Human Resource Management
• % of positions filed within 3 months from close of vacancy---------------------------95%
• Ratio of GS to Professional staff------70%
• Staff survey showing improvement of staff moral-----------------------------Improvement
• 360 degre introduced ------------------100%
• % of staff attendind training-----------100%
Knowledge Management and Innovation
• Expected Results:– Mainstreaming of KM in country programmes
and projects starting with new projects and at mid-term review
– Improving M&E (M&E regional grant)– Learning from field experiences (Scouting
innovations through supervision)
Knowledge Management and Innovation:Expected Results Continued…
– Strengthening Fidafrique and linking to ES Africa
– Improving the effectiveness of knowledge grants (Knowledge Grants: IITA Grants, Microfinance, Future focus on Rice, R&T, Millet/Sorghum)
– Improving the skills of IFAD staff and partners in supervision, implementation support, innovation and KM
Partnerships
• Within IFAD– Closer cooperation with PF (Fidafrique, NEPAD,
market access)– Systematized cooperation through joint programmes
with FC, EC, EO (project information management, support implementation performance, policy)
• External Partners– Professional organizations and Private Sector– Co Financers (AfDB, WB, BSF, OPEC, BOAD, IsDB,
BADEA)– Policy support (OECD, IFPRI)– All above: within the context of the Paris Declaration
Risk Management
• Civil Strife– Increase project pipeline to ensure delivery
• Poor resource management– Enforce submissions of project audit– Introduce continuous audit processes where
risk is high– Include component on corruption in project
design
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