Focusing
On Implementation is the Only Way
To Fulfill Our Vision
Looking Ahead
66
In the three years since I began my duties as
Secretary General of the TaiwanICDF, I have gradually
implemented institutional reforms to respond to changes
in the international community and the increasingly
complex needs of development work. I have transformed
our projects and elevated our project management
capacity, allowing us to overcome existing resource
constraints and create new strengths and competitive
niches for the TaiwanICDF.
As the nation’s dedicated international aid agency,
the TaiwanICDF’s policies and work have raised our profile
and proven to be fairly influential. For that reason, we
created our Vision for 2022 this year, which is to “become
the best partner for sustainable development by 2022,”
therein establishing the long-term direction for our work.
Below, I will discuss our implementation strategies
and the ways in which we will gradually lay out a solid
foundation to enhance the quality of our international aid
work and fulfill our mission and vision.
Applying the Principle of Managing for Results
Taking into account the development of multilateral
development banks, we have introduced a “results
management” system common within the international
community to help control our internal processes, upgrade
the quality of our projects and improve organizational
competitiveness. This system allows us to appraise
whether we have effectively achieved our mission and
vision.
As discussed in the section on the reform of the
TaiwanICDF in Chapter 1, we have established a “results
framework” at the organizational level to institute an
approach that focuses on “results management.” This
year, we concentrated our efforts on operational results,
operational effectiveness and organizational efficiency
and continuously honed our five operational priorities.
We planned the integration of a variety of informational
tools and knowledge management platforms, established
an organization-wide performance measurement system
and geared ourselves toward capacity building, financial
management and more efficient and effective operational
processes.
At the project management level, we have used such
tools as a design and monitoring framework and a project
management system to focus our projects on achievable,
measurable results. For each project, we implemented the
project cycle and a project management system to ensure
that they were effective and up to par. In our Aquaculture
Project in Belize, for example, the project cycle and
our project management system allowed us to expand
operational scope and project outputs, bringing farther-
reaching benefits and impacts to our partner country.
This improved project planning has helped establish
a solid foundation for development in Belize. In our
Maternal Health Improvement Program in The Gambia and
Torbeck Rice Production and Marketing Project in Haiti,
project management systems allowed us to initiate joint
implementation programs with these partner countries.
Our project managers provided assistance and controlled
project progress and quality while abiding by the partner
countries’ laws, thereby ensuring sustainable industrial
development in these countries.
Strengthening Capacity Building and
Transforming and Upgrading Operations
One of our highest priorities in achieving the
organizational reforms mentioned above is to develop our
pool of human resources and upgrade our abilities. This
has included organizing a series of Reserve Overseas
Project Management Training Programs and ensuring
that project managers are trained in project management
skills. In addition, we have taken a full inventory of our
human resources to establish organizational performance
indicators, role classifications, primary duties and
key competencies. We have also actively developed
channels for learning through secondment programs with
accomplished international organizations such as the ADB
and the EBRD.
In addition, we have sought out ways to build capacity
for our partner countries themselves. We performed
