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Implementation Status and Results Report - One-Stop Shop for Project Implementation Reporting

Implementation Status and Results Report - One-Stop Shop for Project Implementation Reporting. Implementation Status and Results Report As Real-Time Management Tool. Problems with PSR. Only 54% satisfactory in QSA5 Weak incentives Only about half of managers used PSR

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Implementation Status and Results Report - One-Stop Shop for Project Implementation Reporting

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  1. Implementation Status and Results Report - One-Stop Shop for Project Implementation Reporting

  2. Implementation Status and Results ReportAs Real-Time Management Tool

  3. Problems with PSR • Only 54% satisfactory in QSA5 • Weak incentives • Only about half of managers used PSR • An afterthought – redundant due to other forms of reporting & communication channels with managers; cut & paste from aide memoire • Inadequate quality control by TLs & Managers • Inadequate format – Not readable, too long, too detailed… • Didn’t facilitate outcomes/results reporting

  4. ISR Objectives of Reformed ISR Overall Objectives: • Improve quality of internal reporting on project implementation • Improve reporting on outcomes • Improve responses by managers & staff … A key component of Bank-wide effort for: • Lending modernization & simplification • Greater emphasis on implementation & supervision • Focus on results

  5. ISR as Management Tool Real-Time, Action-Oriented Management Information • ‘One-stop-shop’ for portfolio implementation information • Timely, concise, actionable information • Strengthen focus on outcomes • Timely and substantive review, feedback and intervention by Managers • Needs-based use rather than uniform requirement

  6. ISR as Simplified Tool Simplified, User-Friendly Tool & Process • Streamlined format; reduced text & number of ratings • Easy-to-use, interactive tool • Built-in Help text & Guidelines • Eliminate duplication between ISR, Aide Memoire, and BTOR • Minimum necessary updating based on project-specific needs • Automated distribution & archiving

  7. Sector Managers Must Review Required to approve or disapprove updated ISRs Sent to managers BTOR ISR With Aide Memoire& other attachments Web tool on the Operations Portal Replaces BTOR (Submission email to include Key Issues & Actions section) What’s New 1: ISR Usage 6 Point Rating scale Sharp distinction between ISR (internal)and Aide Memoire (for client)

  8. Key Issues & Actions For Bank Managers’ Attention Guidelines Streamlining ISR Built into each ISR screen New box for indicators of project DO and intermediate outcomes Performance Ratings Reduced number What’s New 2: ISR Format Format adapted toInvestment Lending, Development Policy Lending, and GEF stand-alone or blend operations Risk Ratings Pending Issues Current Project Status

  9. Minimum Updating: once a year as Bank-wide minimum requirement; (Regions and units could set more frequent intervals for updating) ISR First Full update due 12 months after Board approval (or earlier per Regional or Unit requirements) System will send notices to TLs one month before updating deadline and on late ISRs Each project with its own updating cycle (No common Bank-wide updating deadline) Managers to approve or comment within 10 working days; Automatic archiving upon approval or after 10 days in case of no action by Sector Manager What’s New 3: ISR Updating & Archiving

  10. Feedback to Date & Issues • Generally positive staff feedback on ease of use • Slow start of training in some Regions, with varied TL uptake • Signs of ‘informal’ or off-line reviews or additional process requirements • Feedbackover next few months important for process/system enhancements • Signals from managers & attention to internal incentives critical to behavioral changes

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