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

2. Implementation Status and Results Report As Real-Time Management Tool

3. 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. 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. 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. 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. 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. 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. 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. 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

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