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GLOBAL MONITORING WORKSHOP Af. DB RESULTS PROGRAM WHERE ARE WE? Global Monitoring Workshop, D. GLOBAL MONITORING WORKSHOP Af. DB RESULTS PROGRAM WHERE ARE WE? Global Monitoring Workshop, D. C. June 19, 2003 1

Meeting the Challenges 1. In Countries 2. Within the Af. DB 3. Across Agencies Meeting the Challenges 1. In Countries 2. Within the Af. DB 3. Across Agencies 2

1. 1 Results Measurement System – in Countries A. Country Outcomes • 15 indicators 1. 1 Results Measurement System – in Countries A. Country Outcomes • 15 indicators + governance and regional integration (to add in at a later date; Bank’s mandate) 3

1. 2 Results Measurement System B. ADF contribution to country outcomes - No. of 1. 2 Results Measurement System B. ADF contribution to country outcomes - No. of Results-Focused CSPs adopted - % of CSPs with satisfactory outcomes (s. o. ) - % project completion reports with s. o. - Quality-at-entry (QAE) index 4

1. 3 Results Measurement System Action Plan for Results Measurement • Country Capacity and 1. 3 Results Measurement System Action Plan for Results Measurement • Country Capacity and Knowledge • Bank Strategy and Instruments • Reporting (accountability) • Staff Learning & Incentives 5

2. Within the Af. DB “DE/RBM” Working Group formed November 2002 for purposes of 2. Within the Af. DB “DE/RBM” Working Group formed November 2002 for purposes of internal harmonization Coordinate RBM Process OPEV’s RBM Study, ADF-IX Results Measurement, Corporate Balanced Scorecard, MDG Task Force, ICP, Training & incentives, Updating procedures to increase results focus, Joint MDB Harmonization efforts 6

2. 1 Within the Af. DB RBM Readiness Assessment Preliminary results of Consultant’s study 2. 1 Within the Af. DB RBM Readiness Assessment Preliminary results of Consultant’s study Assessed Af. DB on 6 criteria • RBM-related operational management processes • Management support for RBM • Human resource capacity and support for RBM • RBM-oriented organizational culture • Partner coordination for RBM • Information technology support for RBM 7

2. 2 Within the Af. DB RBM Assessment Overall state of readiness : “ 2. 2 Within the Af. DB RBM Assessment Overall state of readiness : “ 3” on a scale of 5 • Good start, but • Linkages between Corporate Plan and Development Objectives needs to be strengthened • Mid-management ‘buy-in’ / understanding to be increased • Current CSP (like CAS) needs to be more results-focused • Need to reinforce use of logframe and results-chain logic Detailed road map for the ‘way forward’ now under review 8

2. 3. Within the Af. DB - the Balanced Scorecard Elements 1. 5 Strategic 2. 3. Within the Af. DB - the Balanced Scorecard Elements 1. 5 Strategic Themes Set of linked objectives around one area of strategic focus • 20 Strategic Plan Objectives for 2003 -2007 Corporate actions statements that clarify how the Bank will implement its Strategic Plan for the 2003 -2007 period • Strategic Indicators Behaviors and outcomes at Department level 9

Strategic Themes Development Effectiveness 2003 -2007 Strategic Plan Objectives Achieve better developments results Increase Strategic Themes Development Effectiveness 2003 -2007 Strategic Plan Objectives Achieve better developments results Increase the franchise value of the Bank Group Establish a base of intellectual leadership in development thinking Strategic Positioning Build an active constituency and enhance strategic partnerships Capitalize on key emerging development initiatives Bring the benefits of globalization to RMCs Internal Process – Portfolio efficiency Achieve better quality-at-entry of operations Improve the efficiency of loan disbursements and administration Strengthen projects and programmes management and supervision Provide better quality services and be more client responsive Internal Process Internal Efficiency Improve information technology to leverage knowledge & effectiveness Decentralize the Bank’s activities Realign resources allocation with strategic priorities Improve the Bank Group's competitiveness Correct staff skill and diversity mix Human Capital Upgrade staff management and career development Expand learning and knowledge management Lower client interest rate and increase inc. of debt funded investments. Financial Expand make available new loan products Achieve optimal level of the Bank’s risk bearing capacity 10

2. 4 Within the Af. DB Balanced Scorecard • 28 Departments/units Scorecards • 16 2. 4 Within the Af. DB Balanced Scorecard • 28 Departments/units Scorecards • 16 Consolidation Scorecards • 1 Corporate Scorecard • 1 Operations Scorecard (incl. Operations Finance) • 1 Corporate Support Scorecard (incl. Corporate Support • • Finance) 1 Presidency and 5 Complex Scorecards 2 ADF countries Scorecard (<360 income and others) 1 ADB countries Scorecard (blend countries and others) 4 Key Sectoral Scorecards 11

2. 5 Within the Af. DB - Next Steps • Strengthen Linkages between Corporate 2. 5 Within the Af. DB - Next Steps • Strengthen Linkages between Corporate Plan and • • Development Objectives Further develop BSC Refining RB CSP guidelines Review & initiate logframe training Finalize RMF policy 12

3. Across Agencies • International Comparison Project (ICP) • Collaboration with Development Partners • 3. Across Agencies • International Comparison Project (ICP) • Collaboration with Development Partners • Information Exchange • Conference participation (joint BMMMDR Roundtable, etc. ) • WB, ECA, OECD, Paris 21 group, etc. 13