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Strategic Planning and Direction
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Reform is a process involving
the continuous pursuit of progress.
To seek innovation in our work and
management mechanisms, the
TaiwanICDF continues to accumulate
lessons learned with regard to the
project cycle, making immediate
revisions and adjustments to project
content and implementation direction
through implementation monitoring
and performance reviews. In addition
to this, we are constantly introducing
management tools supporting
organizational management and
project design. This year we
continued to pursue a course of
organizational reforms, enhancing
our use of appraisal, project
management and performance
evaluation tools in accordance with
our strategic goal of facilitating
the effective implementation of
international aid programs and
pursuing sustainable development.
Regarding the accumulation of
project management knowledge
and experience, after taking into
consideration the nature of our
aid tools, the recommendations of
Taiwanese embassies and overseas
representative offices, and the
differences in the conditions in our
partner countries, we have reviewed
all of our working regulations and
dynamically adjusted existing
methodologies according to the
characteristics of Taiwan’s foreign
a i d wo r k . Th i s has i nc l uded
activating project management tools,
drawing up draft regulations about
mission directors, improving the
effectiveness of budget utilization,
and encouraging colleagues and
enhancing professional training, all
with the aim of integrating our core
capabilities so that we may continue
developing foreign aid-related
working methods that are suitable for
the TaiwanICDF, and that are realistic
and feasible, and thereby render
current management tasks all the
more pragmatic.
Regarding the activation of project
management tools, to reduce project
implementation thresholds and raise
the efficiency of planning activities,
we have adapted feedback from
staff, simplifying the format of our
design and monitoring framework
(DMF), helping and guiding our staff
in completing the design of projects.
In addition, to enhance our flexibility
in responding to needs proposed
by our partner countries, we have
revised guidelines regarding work
plans and adjusted internal control
procedures, applying a rolling
structure for the proposal of projects
and strengthening the connections
between work plans and budgets.
Regarding mission directors,
taking the characteristics of Taiwan’s
foreign aid work into consideration,
the TaiwanICDF is working in a spirit
that recognizes the need to transform
its technical cooperation. We have
responded to problems involving
horizontal links and coordination
between project managers, as
well as the recommendations of
Taiwanese embassies, by appointing
general coordinators for technical
coope r a t i on . Af t e r we i gh i ng
opinions, available resources and
startup costs, we have integrated
the framework governing project
managers and overseas technical
missions, and drafted a proposal to
appoint a “director” at each technical
mission, whose presence would be
helpful in boosting the management
efficiency of our overseas teams.
Regarding improvements to the
effectiveness of budget utilization,
considering the administrative
procedures of some of our partner
coun t r i es , and f o l l ow i ng an
assessment of our partner countries’
capacities, institutional integrity and
willingness, we have revised the
utilization of expenditures according
to the conditions in each country.
This will expedite disbursements
made for new projects and boost the
efficiency of implementation.
I n t e r ms o f e n c o u r a g i n g
colleagues, to raise staff morale and
foster team unity, we have revised
year-end perfomance appraisal
and continue to manage personnel
performance. We also convened a
conference with overseas technical
mi ss i on l eade r s and pro j ec t
managers, building a consensus
and proposing reforms to technical
cooperation projects.
In terms of enhancing professional
training, we continue to strengthen
our personnel training, arranging
professional skills training for staff
returning from abroad in order to
improve their abilities in new areas.
We have also taken measures
to increase income and reduce
expenses. By investing in exchange-
t r aded f unds , we i nc reased
operating resources more effectively,
creating a surplus in our 2014
budget. We will continue to increase
the efficiency of our annual budget
and strive to reduce management
expenses, thereby practicing more
effective financial management.
In conclusion, we at the TaiwanICDF
will do our utmost to fulfill our duties
as a foreign aid organization. Giving
consideration to our characteristics
and expertise, we will actively
respond to the requirements of our
diplomatic mission and carefully
assess the feasibility of projects to
ensure that the operations of our
organization are sustainable, striving
to provide a long-range contribution
to development topics of global
concern.
Management: Activating Management Tools and Improving the
Operations of Our Organization