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Fund-Agribusiness Account (with EBRD) and the Regional
Lending Program for Coffee Rust in Central America Project
(with CABEI). And through tripartite cooperation with
partner countries and international development banks,
the projects brought expanded impacts and strengthened
transparency in project implementation, allowing the
comprehensive use of resources to create maximum
synergy.
In the use of humanitarian aid resources, in 2015, the
TaiwanICDF partnered with international humanitarian
organizations to launch six humanitarian assistance
projects. Through participation in the work of International
Non-Governmental Organization Humanitarian Country
Teams, we channeled the project results into the
international community’s main humanitarian aid response
mechanisms to effectively prevent overlapping investment
of resources, while reinforcing cooperative relationships
with important partners from different regions and countries.
Implementing a management system to meet
the operational needs of theTaiwanICDF
In 2015, the TaiwanICDF continued to develop our
human resources, improve our financial health, and
strengthen our project management capabilities. We are
committed to building an administrative management
system that evolves to adapt to the organization’s
operational needs.
In the development of human resources, we appointed
chief project managers to reinforce communication and
coordination between the TaiwanICDF’s projects in the
partner countries. In addition, we sent staffs both from
our headquarters and overseas offices to participate in
courses and seminars in technology, project evaluation and
humanitarian aid offered by the International Rice Research
Institute (IRRI), the International Program for Development
Evaluation Training (IPDET) and the Harvard Humanitarian
Initiative, to bolster the human resources needed for the
development of our operations.
We also worked to bolster our financial health so we can
meet the needs brought by growing operations with limited
resources and ensure the sustainability of operations. To
this end, we reinforced monitoring on the effectiveness of
budget execution and conducted fund management and
financial operations based on the principles of security,
stability, profitability, and flexibility.
For strengthening our project management capabilities,
we completed research reports and work manuals for
international cooperation and development trends, bilateral
cooperation and best practices to build a resource
pool for accumulated experience and knowledge in the
planning and execution of our operations. We improved
our project management tools for systems and procedures
by optimizing our project review system, establishing
mechanisms for project amendments and project closure
(termination).
Planning foreign aid targets to create a
sustainable future
Transforming Our World: The 2030 Agenda for
Sustainable Development, approved by the UN in
September 2015, stresses five essential elements for
delivering on the SDGs: People, Prosperity, Planet, Justice
and Partnership. These are also important components of
the TaiwanICDF’s mid-to-long term work. Looking ahead
to 2016, the TaiwanICDF will continue to pursue our vision
of partnerships for progress and sustainable development
and the 2030 Agenda for Sustainable Development,
incorporating the sustainable development goals into our
strategies and regional development focuses, and working
alongside our international development aid partners with a
common language to create a sustainable future.
Amb. Weber V.B. Shih
Secretary General
TaiwanICDF