Post on 16-Apr-2017
IFAD Reform towards a better development effectiveness
How can we all do better?Mohamed Béavogui
Director, West and Central AfricaJanuary 2009
Why reforming IFAD?
• 6th Replenishment, 2002: members requested Independent External Evaluation of IFAD
• In 2005, the Independent External Evaluation (IEE) measured IFAD’s performance in terms of relevance, efficiency and effectiveness, and made recommendations. IEE report found:
- IFAD’s low performance: “only a little over half of the sampled projects showed a satisfactory overall impact on poverty”
- To meet challenges, deep, far-reaching changes needed.
How IFAD was reformed?
• IFAD’s Action Plan to improve its development effectiveness (2006-2008) is the response to the IEE recommendations in terms of:
- strengthening strategic planning and guidance- enhancing project quality, performance and impact- improving capacity to innovate and manage the knowledge gained- improving financial and human resource management- building a values-based, enabling corporate culture- monitoring and reporting on development and organizational
effectiveness
What are the reform goal and targets?
• Goal to increase IFAD’s development effectiveness, efficiency and relevance in helping its member countries reduce rural poverty.
• By 2009,- RELEVANCE: 100% congruence with country development
objectives, strategies and priorities- EFFECTIVENESS: 80% or more of IFAD projects will achieve their
development objectives- EFFICIENCY: 60% or more of IFAD projects will have a high or
substantial level of efficiency
• Over 40 deliverables defined in areas of: - strategic planning and guidance; - project quality and impact; and - knowledge management and innovation- HR Reform
What are the key reforms? • New Strategic Framework 2007-2010: reference for all reform efforts
and guidance for all• Management for Development Results - focus on strategic priorities,
and monitoring and assessing results.• Innovation and Knowledge Management Strategies• New Operating Model:
- Working more closely with our country partners and within their poverty reduction strategies
- New project design guidelines and processes for quality enhancement at entry (QE)
- New arms-length quality assurance system (QA) - Direct Supervision (and new policy)- Enhanced country presence to contribute to the Paris/Accra
agenda on Aid Effectiveness• Core Values: focus on results, integrity, professionalism and respect• Reforming HR
Organizational effectiveness: Financial, HR management and alignment
Operational effectiveness: Improving country programmes and projects
Strategic objectives: Action Plan targets;
Strategic Framework 2007-2010
Measurement, managing and reportingAreas of reform
Report on IFAD’s
DevelopmentEffectiveness
Level 2: IFAD contribution to development
outcomes
Level 3: Progress in enhancing
IFAD’s operational effectiveness
Level 4: Progress in improving IFAD’s
organizational effectiveness
Level 1: Country progress in key development
outcomes
Management for Development Results coherent framework
Corporate Management Results (CMRs): Country-level results are critical• CMR 1: Better Country Programme Management
• CMR 2: Better Project Design (loans and grants)
• CMR 3: Better Implementation Support
• CMR 4. Improved Resource Mobilisation and Management
• CMR 5. Improved Human Resource Management
• CMR 6. Improved Risk Management
• CMR 7. Improved Administrative Efficiency
• CMR 8: Strengthened International Advocacy’
The New Operating Model
Key features of the New Quality-based Project Design
Country Programme Teams (CPMT): A Collaborative Tool to Operationalise the Paris/Accra Declaration
Composition- Ownership: Key Government & partner stakeholders
from the host country including core project management
- Technical: Staff in key thematic areas of the project & co-opted members
- Fiduciary: Legal and Financial personnel from IFAD and/or CI
- Peers: Other CPMs (including from other divisions) with relevant expertise, Regional Economists, Field Presence, Specialists and personnel from other rural development agencies/donors in host country
CPMT Role
• The end result is the Quality of Design and Implementation Proposals (internal quality enhancement)
• Collective responsibility and accountability• Outputs
• Parameters of a new project; • Main areas of investigation and analysis
required• Design Plan
• Project development timeline and budget• “Life File” development & management• CPMT to present the project in fora & committees
Objective and approach
• Knowledge for IFAD is development practice• Rationale: to learn systematically and
collectively through own programs, from the experience of partners, especially the rural poor people and their organizations
• Objective: to “improve knowledge sharing and learning and translate these into better projects, better programs and better implementation”
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Strengthening knowledge sharing and learning processes at country level• Within country program cycle to improve development
effectiveness:- Mainstreamed KM through R-B COSOP - M&E as a learning tool- Implementation support: supervision, MTR, learning - Country presence to foster knowledge sharing and
learning- In-country policy dialogue is systematically informed by
programme experience• Initiatives to value and stimulate local knowledge• Local knowledge with high potential to be scaled up
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Strengthening knowledge sharing and learning networks and processes• Strengthening a few thematic networks (e.g. Rural
finance, cassava, rice, CDD…)• Further expand FIDAfrique to cover Subsaharan
Africa• Expand knowledge services: information repository,
project webpages, facilitating learning initiatives (workshops, e-conf.)…
• Stronger linkages with Rural Poverty Portal• Two types of services: self-services, facilitated
services
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Operational (project) performance against IEE baseline and Action Plan targets
0102030405060708090
100
% S
atis
fact
ory
(4-6
)
IEE 2003
2005-06, PPR
2007, ARRI
AP/RMF Targets