Western and Central Africa

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Melvin Higgins
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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. i The regional grant portfolio amounted to US$ 23 million: 15 large regional grants (US$20 million) 20 small grants (US$3 million)

13 partners are co-financing 33 projects with an additional (33%) US$ 385 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. SO 1 SO 2 SO 3 SO 4 SO 5 Natural Resources Management and Agriculture Technology and Services: 20% of projects include sub-components of research, extension and training for agriculture production, irrigation, NRM, livestock and rangelands, and fisheries. Financial Services, Input and Output Markets, and Off-farm Employmentment and Enterprise Development: elopment 32% of projects include market and related infrastructure, rural financial services, small and micro-enterprise development. SO 6 Participation in Local and National Policy Processes 48% of projects include policy and institutional support, management and human development,and d community di driven development.

SO 1 SO 2 SO 3 SO 4 SO 5 Natural Resources Management and Agriculture Technology and Services: 20% of projects include sub-components of research, extension and training for agriculture production,

4 Implementation Support Strategy CPMs Supervision Capacity Building Regional Support Team Country Programme Managers represent IFAD at individual id 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 o 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).

IFAD direct supervision (48 projects or 96% of portfolio), increasing by 30% from the previous year).

5 Maturity of the Regional Portfolio No. of Project Maturity % Projects 42% (or 21 projects) are less than year 10 20% years old. 1-3 years 11 22% 3-5 years 13 26% 14% (or 7 projects) are above seven years old. 5-7 years 9 18% > 7 years 7 14% This demonstrates that rejuvenation of Total ongoing projects 50 the portfolio is taking place. Average duration (yr)

1-3 years 11 22% 3-5 years 13 26% 14% (or 7 projects) are above seven years old.

6 Key Accomplishments Stand Out Taking over of 96% of the portfolio under Direct Supervision Two supervision / implementation support missions per project per year Significant reduction in the disbursement lag from 47% to 12% More than USD 340 million (43%) disbursed out of USD 800 million 540 withdrawal applications processed Sustainability of the portfolio stands at over 86% 31 out of 55 projects moderately satisfactory or satisfactory Sustainable impact, results and continuity Total arrears in WCA reduced by more than 24% Reduced from USD 51.9 million to USD million Resumption in Liberia, Central African Republic and Togo 41 Projects are Not-at-Risk and therefore 85%

Sustainability of the portfolio stands at over 86% 31 out of 55 projects moderately satisfactory or satisfactory Sustainable impact, results and continuity Total arrears

7 Overall Best Implementation Progress Country Project Name PBAS Project Rating 2010 Scores 2009 Scores % Change Senegal MATAM 2 Not at risk % Niger PPILDA Not at risk % Cape Verde PLPR Not at risk % Gambia, The Rural Finance Project Not at risk % Ghana Rural Enterprise Project II Not at risk % Mauritania Oasis Sustainable Dev. Not at risk %

Verde PLPR Not at risk 99 93 6% Gambia, The Rural Finance Project Not at risk 97 101-4% Ghana

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

CAPE VERDE and NIGER Agricultural and NRM, Technology and Services.

9 Remaining Challenges M & E 38% considered unsatisfactory Disbursement Rates 35% considered unsatisfactory Audit Reports 35% not received on time Qualified Audit Report 20% with major financial issues Actual Problem Project 15% poor financial management

35% not received on time Qualified Audit Report 20% with major

10 Risk Status and Main Areas of Concern Country Portfolios At Risk Chad, Guinea, and Congo (14% of countries) Project Risk Status Projects at risk (6 Actual Problem Projects) Pro-activity index (67%, 3 projects completed and 1 problem project upgraded) Unsatisfactory performance indicators - Fiduciary i Aspects Counterpart funds Disbursement rate/lag (improved but needs further improvement) Financial management Project implementation progress M & E Project management

project upgraded) Unsatisfactory performance indicators - Fiduciary i Aspects Counterpart funds Disbursement rate/lag

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

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

12 Key Actions being taken to Improve Performance Simple Rigorous 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. Aggressive More aggressive restructuring and closing of projects which do not take actions to improve. Increase Increased partnerships with local l and bilateral l institutions with demonstrated ability to obtain results in difficult countries.

More rigorous supervision and implementation support including customized training program for IFAD staff and projects.

13 To Conclude Continued pro-activity in the following: 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, g procurement planning. 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.

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