Western and Central Africa Portfolio Performance Review July 2009 June 2010

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Western and Central Africa Portfolio Performance Review July 2009 June 2010. Dakar, 09 November 2010. The IFAD Portfolio. 50 active projects in 21 countries. Total IFAD financing: US$ 800million . - PowerPoint PPT Presentation

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  • Western and Central AfricaPortfolio Performance ReviewJuly 2009 June 2010

    Dakar, 09 November 2010

  • The IFAD Portfolio

    50 active projects in 21 countries.

    Total IFAD financing: US$ 800million.

    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$ 23million:15 large regional grants (US$20million)20small grants (US$3million)

  • 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 StrategyCountry 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).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).

  • 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 year1020%1 - 3 years1122%3 - 5 years1326%5 - 7 years918%> 7 years714%Total ongoing projects50Average duration (yr)3.89

  • Key Accomplishments Stand Out

  • Overall Best Implementation Progress

    CountryProject NamePBAS Project Rating2010 Scores2009 Scores% ChangeSenegalMATAM 2Not at risk1059411%NigerPPILDANot at risk100991%Cape VerdePLPRNot at risk99936%Gambia, TheRural Finance ProjectNot at risk97101-4%GhanaRural Enterprise Project IINot at risk96915%MauritaniaOasis Sustainable Dev.Not at risk96960%

  • With the Main Success AreasParticipation in Local and National Policy Processes including Community-Driven Development and Decentralization.CAPE VERDE and NIGERAgricultural and NRM, Technology and Services.SENEGAL and MAURITANIAFinancial Services and Micro-Enterprises Development.GHANA and GAMBIA

  • Remaining Challenges

  • Risk Status and Main Areas of Concern

  • Six Projects at RiskPro-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 andproject 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 CLOSEDPPRD-HG: Poor implementation progress, management and sustainabilityBEING CLOSEDPACV II: World Bank (main financier) suspended the disbursementsPRODER: Poor managementCHADGUINEACONGOPRAPO: Poor managementDR CONGO

  • Key Actions being taken to Improve PerformanceDesign simpler projects (fewer components), minimising risks in civil strife countries; andSimpler coordinated implementation arrangements.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.Increased partnerships with local and bilateral institutions with demonstrated ability to obtain results in difficult countries.

  • To ConcludeDynamic 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.

    **

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