Western and Central AfricaPortfolio Performance Review
July 2009 – June 2010
Dakar, 09 November 2010
The IFAD Portfolio
50 active projects in 21 countries.
Total IFAD financing: US$ 800 million.
13 partners are co-financing 33 projects with an additional (33%) US$ 385 million to the IFAD financing.
The regional grant portfolio amounted to US$ 23 million: 15 large regional grants (US$20 million) 20 small grants (US$3 million)
IFAD Strategic Objectives (SO)
IFAD strategic objectives are pursued with projects channeled through Governments to producers and processors, their associations and local level institutions emphasising capacity building, participatory planning and implementation, with particular attention given to poorer women and youth.
Implementation Support Strategy
• Country Programme Managers represent IFAD at individual country levels with an average of 5 projects per CPM. Greater emphasis being given to out-posted CPMs (existing, new and planned), and local knowledge through CPOs and in-country teams.
• Country Programme Managers represent IFAD at individual country levels with an average of 5 projects per CPM. Greater emphasis being given to out-posted CPMs (existing, new and planned), and local knowledge through CPOs and in-country teams.
• IFAD direct supervision (48 projects or 96% of portfolio), increasing by 30% from the previous year).
• IFAD direct supervision (48 projects or 96% of portfolio), increasing by 30% from the previous year).
• Grants are used to strengthen capacities, particularly M&E, project and financial management and technical assistance for technology generation.
• Grants are used to strengthen capacities, particularly M&E, project and financial management and technical assistance for technology generation.
• Regional Support team backstops CPMs, projects in design, implementation support and supervision. Where needed, continuous training for projects provided. Accra Action Plan – and WCA Division Annual Retreat – reviews implementation and knowledge sharing strategy agreed between WCA and all projects at the Regional Implementation Workshop (Accra, Nov ’09).
• Regional Support team backstops CPMs, projects in design, implementation support and supervision. Where needed, continuous training for projects provided. Accra Action Plan – and WCA Division Annual Retreat – reviews implementation and knowledge sharing strategy agreed between WCA and all projects at the Regional Implementation Workshop (Accra, Nov ’09).
Maturity of the Regional Portfolio
42% (or 21 projects) are less than 3 years old.
14% (or 7 projects) are above seven years old.
This demonstrates that rejuvenation of the portfolio is taking place.
Project MaturityNo. of
Projects%
0 - 1 year 10 20%
1 - 3 years 11 22%
3 - 5 years 13 26%
5 - 7 years 9 18%
> 7 years 7 14%
Total ongoing projects 50
Average duration (yr) 3.89
Key Accomplishments Stand Out
Overall Best Implementation Progress
Country Project NamePBAS Project
Rating2010
Scores2009
Scores%
Change
Senegal MATAM 2 Not at risk 105 94 11%
Niger PPILDA Not at risk 100 99 1%
Cape Verde PLPR Not at risk 99 93 6%
Gambia, The Rural Finance Project Not at risk 97 101 -4%
Ghana Rural Enterprise Project II Not at risk 96 91 5%
Mauritania Oasis Sustainable Dev. Not at risk 96 96 0%
With the Main Success Areas
Participation in Local and National Policy Processes including Community-Driven Development and Decentralization.
CAPE VERDE and NIGERCAPE VERDE and NIGER
Agricultural and NRM, Technology and Services.
SENEGAL and MAURITANIASENEGAL and MAURITANIA
Financial Services and Micro-Enterprises Development.
GHANA and GAMBIAGHANA and GAMBIA
Remaining Challenges
Risk Status and Main Areas of Concern
Six Projects at Risk
Pro-actively, WCA with West African Rural Foundation provided training sessions to fifty projects from 20 countries through five sub-regional workshops in Gambia, Benin, Mali, Cote d'Ivoire, and DR Congo building the capacity of all the portfolio and project staff, principally the project director and the financial controller as well as government official from Ministries of Agriculture and Finance.
PRODER-K and PRODER-B: Poor implementation progress and sustainability BEING CLOSED
PPRD-HG: Poor implementation progress, management and sustainabilityBEING CLOSEDPACV II: World Bank (main financier) suspended the disbursements
PRODER: Poor management
CHADCHAD
GUINEAGUINEA
CONGOCONGO
PRAPO: Poor managementDR CONGO
DR CONGO
Key Actions being taken to Improve Performance
• Design simpler projects (fewer components), minimising risks in civil strife countries; and
• Simpler coordinated implementation arrangements.
• Design simpler projects (fewer components), minimising risks in civil strife countries; and
• Simpler coordinated implementation arrangements.
• More rigorous supervision and implementation support including customized training program for IFAD staff and projects.
• More rigorous supervision and implementation support including customized training program for IFAD staff and projects.
• More aggressive restructuring and closing of projects which do not take actions to improve.
• More aggressive restructuring and closing of projects which do not take actions to improve.
• Increased partnerships with local and bilateral institutions with demonstrated ability to obtain results in difficult countries.
• Increased partnerships with local and bilateral institutions with demonstrated ability to obtain results in difficult countries.
To Conclude…
Dynamic and proactive management at country level: strengthening and using CPMT; better management of country teams; capacity building (at IFAD and project level); coordinated approach with partners.
Direct supervision and systematic implementation support and continuous follow-up of project activities with one main outcome: achieving RI (results and impact)!
Implementation is as key as design: good COSOP and design, with monitored implementation and support – assurance of implementation readiness for successful project. Priority now: good work planning and budgeting, procurement planning.
