1. Project Management December 2008 Department of Planning and Follow-up (DPF) Secretary of Administration and Finance (SAF)

2. 2008 General Assembly Mandate “12.Evaluation and control of results b.To instruct the General Secretariat to prepare, in consultation with member states, a framework for evaluating programs and projects that responds to the mandates issued by the political bodies and the comparative advantages of the Organization, except for those financed by FEMCIDI, and to present a report to the Permanent Council.” AG/RES2353 (XXXVII-O/07)

3. Principles guiding Project Management Ensure that the projects and programs the GS/OAS implements are in compliance with the mandates received. Promote that the technical areas of the GS/OAS conduct proper consultations with the member States on proposed projects and programs. Contribute to institutionalize a culture of accountability and of results-based management. Guide project design to respond to donors requirements. Facilitate coordination among the various areas that may have competency and experience in the subject matter of the proposals presented. Support the preparation of programs and projects of high technical quality and the processes of monitoring and evaluation, as well as provide instruments for learning based on experience. Promote an increase in efficiency through a more rational programming of resources.

6. Procedures for the evaluation of relevance in the framework of the Project Evaluation Committee (PEC) Presentation of proposals in a single format of Project Profile to the DPF (Technical Secretariat of the PEC). DPF personnel collaborates with technical areas for the purpose of improving methodological and technical aspects of the proposals and also conducts an evaluation of relevance (compliance with mandates and comparative advantages). Working Group of the PEC (representatives of all areas within the GS) analize technical aspects, validate the evaluation of relevance and present recommendations to the PEC. PEC analizes the proposals with respect to relevance, overall technical quality of the project and political and institutional implications. PEC approves, rejects or requests modifications and clarifications of presented proposals.

7. Project profiles presented to the PEC (Jan. 2006- Nov. 2008) Between January 2006 and November 2008, the dependencies of the GS presented 296 project profiles for consideration by the PEC  273 approved  11 not approved  9 pending (more information requested)  3 withdrawn The greatest number of profiles were presented by the Secretariat for Multidimensional Security (99), the Secretariat for Political Affairs (61) and the Executive Secretariat for Integral Development.

8. Development of instruments to facilitate the design, and results-based monitoring and evaluation of projects The GS has developed and applied instruments for project formulation, monitoring and evaluation, allowing for the improvement in technical quality of the proposals, as well as emphasizing the achievement of results. These developments will be complemented with systems applications that will ease both the preparation of projects and the delivery of reports of projects results to the member States and the donors. Standard formats are being used in the design and follow-up of projects financed by the Spanish Fund, strengthening the orientation towards management by results and an improvement in the ability to report on the achievement of results.

9. Training in project management The development and application of new mechanisms and instruments to be used at various times during the project management cycle has gone hand-in-hand with training to improve the design and formulation of projects, as well as the processes of follow-up of the execution and presentation of information on the achievement of results. Between 2006 and 2007, by way of a series of workshops, the following training has taken place:  259 OAS staff members trained in project design methodology  102 OAS staff members trained on results-based monitoring and evaluation of projects  180 member States personnel trained in project design

10. Follow-up on the execution progress of projects approved by PEC between January 2006 and July 2007 At the request of the PEC, the areas coordinating and/or executing projects presented reports on the status of approved projects. From the total of projects approved (158), information on the status of project execution was received for 101 projects. The total amount for the 101 projects is $72.3 millions, of which a little over a million corresponds to the OAS contribution. The objective of this process was to:  Provide information to the PEC and the political bodies on the progress of approved projects and the accomplishments obtained during the execution.  Present data that could orient decision making with regard to cooperation follow-up mechanisms in order to improve information provided to donors on results obtained with the financing awarded.

11. 4% 10% 2% 4% 23% 44% 5% 2% 1% Technical assistance in the formulation and implementation of development plans (4%) Technical assistance in strengthening public security (10%) Tecnhical assistance in strengthening democracy and peace (2%) Technical assistance in the formulation of public policy and development of standards (4%) Support for reseach and access to information (23%) Human capacity building (44 %) Support to humanitarian action (5%) Promotion of international and intersectorial cooperation (5%) Financial support (2%) Institutional strengtheni ng (1%) Thematic areas of projects executed between January 2006 and July 2007

12. Examples of some achievements reported on (projects approved between January 2006 and July 2007)

13. Main achievements in project management to date Introduction of procedures for the ex-ante evaluation of projects. Information provided on the execution of projects approved by the PEC between 2006 and 2007. Development of standardized instruments for results-based project design and monitoring. OAS personnel and officials of member states trained in design and monitoring of projects. Coordination between DPF and SEDI/FEMCIDI to develop and revise technical instruments for results-based project design and monitoring; and training of officials in member states. Introduction of methodology and instruments for results-based project design and monitoring in use by projects financed by the Spanish Fund. Improved technical capacity in the projects presented to the CEP for approval, and in particular the Spanish Fund projects. Progressive adoption of a results-based project management focus.

14. Next steps in order to improve project management To provide incentives for timely and complete presentation of reports requested so as to be able to conduct an analysis based on the total number of executed and completed PEC- approved projects. Development of systems applications for the presentation of reports meant to ease not only preparation, but also analysis. Identification of the expected results and the indicators that measure the advancement of the projects. Refining monitoring instruments and offering support to the areas beginning with the design stage and continuing through the preparation of reports on the achievement of results.