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

Implementation Reporting

Implementation Status and Results Report

As Real-Time Management Tool

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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

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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

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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

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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

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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)

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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

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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)

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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

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