“INDEPENDENCE IS CRUCIAL FOR CREDIBILITY” ISLAMIC DEVELOPMENT BANK
Three experts from the Islamic Development Bank (IsDB) set out their approach to monitoring, reporting and evaluating development impact. By Axel Reiserer, OPEC Fund
ISLAMIC DEVELOPMENT BANK Established in 1975, IsDB today has 57 member countries and is dedicated to improving lives by building partnerships, promoting technology and innovation and knowledge sharing. In 2022, the bank approved projects for US$10.5 billion.
OPEC Fund Quarterly : When and why did IsDB start to assess, monitor, report and evaluate the development results of its projects? Farhan Rashid: IsDB started training its sta ff on the logical framework in 2004 as a part of the project preparation. Then we started piloting its use in 2006 and strengthened that in subsequent years. The adoption of the results framework was institutionalized in 2010 within the bank’s systems and structure. This paved the way for a systematic way of introducing other project monitoring and assessment tools during implementation and after completion. This included a Project Implementation Assessment and Support Report (PIASR), a Project Completion Report
OFQ : What tools do you use? Farhan Rashid: We use our RBMF, which gathers information and data from various sources including the logical frameworks from projects, grants and investments. It has four levels: The first is development progress in our member countries. The second is developmental results from IsDB’s operations. The third covers the operations’ e ffi ciency. The fourth and last level informs on organizational performance. OFQ : How do you feed lessons learned back into operations to ensure continuous learning for impact? Ahmed Ag Aboubacrine: There are many platforms that our Independent Evaluation Department (IEvD) is using to inform the operations teams and member countries during the design and implementation of new operations, programs, policies and strategies. For example, LEARN (an Intranet-based database for all evaluation knowledge products for the internal audience) and STEER (Systematic Tracking of the Execution of the Evaluation Recommendations) are platforms that
e ff ectiveness and project results. • PCR – a report designed to assess the project’s performance at the time of project completion. This provides an assessment of the objectives against the envisaged plans and results at the time of project preparation. • CPPR – a tool that assesses countries’ overall performance and highlights the systemic challenges faced by a country towards achieving development results. In addition, IsDB has also started to publish an annual development e ff ectiveness report, summarizing the project results achieved in a year. OFQ : Can you summarize what you do, how you do it, how many people are engaged in the process, and how the organizational structure and governance is set up? Farhan Rashid: I am responsible for reporting the bank’s corporate performance and results based on an integrated Results-Based Management Framework (RBMF). We have a team of six professionals. This division is placed within our Strategy, Budget and Corporate Performance Department.
(PCR), and a Country Portfolio Performance Report (CPPR). • PIASR – a tool for assessing the
progress and performance of projects during implementation. It provides a formal framework for e ff ectively supervising projects including o ff ering the bank’s implementation support to the beneficiary with the ultimate objective of realizing development
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