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Implementation Status and Results Report - One-Stop Shop for Project
Implementation Reporting
Implementation Status and Results Report
As 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
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
‘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
Real-Time, Action-Oriented Management Information
6
ISR as Simplified Tool
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
Simplified, User-Friendly Tool & Process
7
What’s New 1: ISR Usage
6 Point Rating scale
Sharp distinction between ISR (internal)and Aide Memoire (for client)
Sector Managers Must Review
Required to approve or disapprove updated ISRs
Sent to managers
With Aide Memoire& other attachments
Web tool on the
Operations Portal
BTOR
Replaces BTOR
(Submission email to include Key Issues & Actions section)
8
What’s New 2: ISR Format
Key Issues & Actions
For Bank Managers’ Attention
Built into each ISR screen
Guidelines
New box for indicators of project DO and intermediate outcomes
Streamlining
Current Project StatusPending IssuesRisk Ratings
Performance Ratings
Reduced number
Format adapted to Investment
Lending, Development Policy Lending, and GEF
stand-alone or blend operations
9
What’s New 3: ISR Updating & Archiving
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
Each project with its own updating cycle(No common Bank-wide updating deadline)
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
Minimum Updating: once a year as Bank-wide minimum requirement; (Regions and units could set more frequent intervals for updating)
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
Feedback over next few months important for process/system enhancements
Signals from managers & attention to internal incentives critical to behavioral changes
11