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Western and Central Africa Portfolio Performance Review July 2009 – June 2010

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$ 800 million .

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Western and Central Africa Portfolio Performance Review July 2009 – June 2010

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  1. Western and Central Africa Portfolio Performance Review July 2009 – June 2010 Dakar, 09 November 2010

  2. 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)

  3. 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.

  4. Implementation Support Strategy CPMs • 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. Supervision • IFAD direct supervision (48 projects or 96% of portfolio), increasing by 30% from the previous year). Capacity Building • 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

  5. 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.

  6. Key Accomplishments Stand Out

  7. Overall Best Implementation Progress

  8. With the Main Success Areas • Participation in Local and National Policy Processes including Community-Driven Development and Decentralization. CAPE VERDE and NIGER • Agricultural and NRM, Technology and Services. SENEGAL and MAURITANIA • Financial Services and Micro-Enterprises Development. GHANA and GAMBIA

  9. Remaining Challenges

  10. Risk Status and Main Areas of Concern

  11. Six Projects at Risk CHAD PRODER-K and PRODER-B: Poor implementation progress and sustainability BEING CLOSED 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. GUINEA PPRD-HG: Poor implementation progress, management and sustainability BEING CLOSED PACV II: World Bank (main financier) suspended the disbursements CONGO PRODER: Poor management DR CONGO PRAPO: Poor management

  12. Key Actions being taken to Improve Performance Simple • Design simpler projects (fewer components), minimising risks in civil strife countries; and • Simpler coordinated implementation arrangements. Rigorous • More rigorous supervision and implementation support including customized training program for IFAD staff and projects. Aggressive • More aggressive restructuring and closing of projects which do not take actions to improve. Increase • Increased partnerships with local and bilateral institutions with demonstrated ability to obtain results in difficult countries.

  13. Continued pro-activity in the following: 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. 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. Direct supervision and systematic implementation support and continuous follow-up of project activities with one main outcome: achieving RI (results and impact)!

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