President’s Report on the Implementation Management ... · EB 2019/127/R.16/Add.1 EC...

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Focal points:

Technical questions: Dispatch of documentation:

Jill ArmstrongDirector , a.i.Operational Policy and Results DivisionTel.: +39 06 5459 2324e-mail:[email protected]

Raniya KhanPolicy and Results SpecialistOperational Policy and Results DivisionTel.: +39 06 5459 2954e-mail: [email protected]

Deirdre McGrenraChiefInstitutional Governance andMember RelationsTel.: +39 06 5459 2374e-mail: [email protected]

Queries with respect to the response of the IndependentOffice of Evaluation of IFAD to the report should beaddressed to:Oscar A. GarciaDirector, Independent Office of Evaluation of IFADTel.: +39 06 5459 2274e-mail: [email protected]

Executive Board — 127th SessionRome, 10-12 September 2019

For: Review

Document: EB 2019/127/R.16/Add.1

EAgenda: 7

Date: 5 August 2019

Distribution: Public

Original: English

President’s Report on the ImplementationStatus of Evaluation Recommendations andManagement Actions (PRISMA)

Volume II

Recommendations and follow-up actionstaken by Management

Addendum

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Contents

Abbreviations and acronyms iiiCategories used for the classification of actions/ recommendations viiiCorporate Level Evaluation: Corporate-Level Evaluation IFAD’s financial

architecture 1Corporate-Level Evaluation IFAD’s financial architecture 1

Evaluation Synthesis Report: Building partnerships for enhanceddevelopment effectiveness – a review of country-level experiencesand results 6Evaluation Synthesis Report: Building partnerships for enhanced

development effectiveness – a review of country-levelexperiences and results 6

Country Strategy and Project Evaluations (CSPEs) 10Angola - Country Strategy and Programme Evaluation 10Kingdom of Cambodia- Country Strategy and Programme

Evaluation 15Republic of Cameroon - Country Strategy and Programme

Evaluation 25Republic of Mozambique - Country Strategy and Programme

Evaluation 30Peru - Country Strategy and Programme Evaluation 38

Impact Evaluations (IEs) 44Georgia- Agricultural Support Project Impact Evaluation 44

Project Performance Evaluations (PPEs) 48Kingdom of Cambodia Rural Livelihoods Improvement Project in

Kratie, Preah Vihear and Ratanakiri Project PerformanceEvaluation 48

Republic of Cameroon Rural Microfinance Development SupportProject (PADMIR) Project Performance Evaluation 53

Chad Pastoral Water and Resource Management Project inSahelian Areas (PROHYPA) Project Performance Evaluation 60

Republic of Ghana Root and Tuber Improvement and MarketingProgramme Project Performance Evaluation 63

Republic of Guyana Rural Enterprise and AgriculturalDevelopment Project Project Performance Evaluation 67

Lao People's Democratic Republic Northern Region SustainableLivelihoods through Livestock Development Project ADB-IFADJoint Project Performance Evaluation 73

Kingdom of Lesotho Rural Financial Intermediation ProgrammeProject Performance Evaluation 78

Madagascar Project to Support Development in the Menabe andmelaky Regions Project Performance Evaluation 82

Kingdom of Morocco Rural Development Project in the EasternMiddle Atlas Mountains (PDRMO) Project PerformanceEvaluation 85

Palestine Partecipatory Natural Resource ManagementProgramme Project Performance Evaluation 91

Peru Market Strengthening and Livelihood Diversification in theSouthern Highlands Project (PDSS) Project PerformanceEvaluation 94

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Socialist Republic of Viet Nam Pro-Poor Partnerships forAgroforestry Development Project Project PerformanceEvaluation 97

Historic Follow up from 2018 104Corporate Level Evaluations 104

Corporate level evaluation: PBAS (April 2016) 104Corporate Level Evaluation: IFAD Supervision and

Implementation Support Policy 104Corporate level evaluation Fragile and conflict-affected states and

situations 107Corporate-Level Evaluation on Replenishments 109

Country Strategy Programme Evaluations 113Federal Democratic Republic of Ethiopia - Country Programme

Evaluation 113Islamic Republic of Gambia - Country Programme Evaluation 115Republic of India - Country Programme Evaluation 127Nicaragua - Country Programme Evaluation 130Federal Republic of Nigeria - Country Programme Evaluation 133Republic of the Philippines - Country Programme Evaluation 137République démocratique du Congo - Country Programme

Evaluation 138

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Abbreviations and acronyms

3PAD Pro-poor Partnerships for Agroforestry Development ProjectAD2M-II Development in the Menabe and Melaky Regions (Madagascar)AFD Agence Française de DeveloppementAGRA Alliance for a Green RevolutionAWMP Agricultural Water Management PlatformAIMS Accelerating Inclusive Markets for Smallholders (Indonesia)AMMAR Agriculture Modernization, Market Access and Resilience Project (Georgia)ARP Agricultural Recovery Project (Angola)AFAP Artisanal Fisheries and Aquaculture Project (Angola)ASAP Adaptation for Smallholders Agriculture ProgrammeASPIRE Agriculture Services Programme for Innovation, Resilience and Extension

(Cambodia)AVANTI Advancing Knowledge for Agricultural ImpactAWPBs Annual Work Programme and BudgetBADEA Banque Arabe pour le Developpement Economique de l'AfriqueCAADP Comprehensive African Agriculture Development ProgrammeCAF Development Bank of Latin AmericaCAR Central African RepublicCATIE Tropical Agricultural Research and Training CenterCBINREMP Community-Based Integrated Natural Resources Management Project

(Ethiopia)CD Country DirectorCABEI Central American Bank for Economic IntegrationCIAT International Centre for Tropical AgricultureCLAR comités locales de asignacion de recursosCSSP Commercial Smallholder Support Project in Bắc Kan and Cao Bằng

provinces (Viet Nam)CPE Country Programme EvaluationCPM Country programme managerCPO Country Programme OfficerCSOs Civil Society OrganizationsCSPE Country Strategy and Programme EvaluationDDERZM Direction de Développement de l'Espace Rural et des Zones de MontagneDARD Department of Agriculture and Rural DevelopmentDoNRE Department of Natural Resources and Environment(DEM) Development Effectiveness MatrixDID Développement International Desjardins -DFIs Development Finance InstutionsDiMMA Dairy Modernization and Market Access Project (Georgia)DPA Partner servicesDRC Democratic Republic of CongoDSF Debt Sustainability FrameworkEB Executive BoardECD Environment and Climate Division

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ECG Environment, Climate, Gender and Social Inclusion DivisionEMC Executive Management CommitteeESA East and Southern Africa DivisionEU European UnionFAO Food and Agriculture Organization of the United NationsFIPS Faster Implementation for Project Strat-up FacilityFFS Farmers Fields SchoolsFMD Financial Management Services DivisionFOCUS Fostering Climate Resilient Upland Farming Systems in the Northeast

(India)FOD Financial Operations DepartmentGASIP Ghana Agriculture Sector Investment ProgrammeGC Governing CouncilGEF Global Environment FacilityMERESE economic compensation mechanisms for environmental servicesGIBADER Inter-Donor Group for Agriculture and Rural DevelopmentGIE groupement d'intérêt économiqueGIZ Deutsche Gesellschaft für Internationale ZusammenarbeitGNAIP The Gambia National Agricultural Investment ProgrammeGNIS Geographic Names Information SystemGOE Government of EgyptGOI Government of IndiaGRIPS Grants and Investment Projects SystemIBRD International Bank for Reconstruction and DevelopmentICBA International Center for Biosaline AgricultureICO IFAD Country OfficeICRAF Ailene Florece of the World Agroforestry CenterICT Information and communication technologyIDB Inter-American Development BankIED Independent Evaluation DepartmentIFAD11 IFAD's Eleventh ReplenishmentIFPRI International Food Policy Research InstituteILSP Integrated Livelihoods Support project (India)IOE Independent office of evaluation of IFADIsDb Islamic Economics and Finance ResearchJICA Japan International Cooperation AgencyJTELP Jharkhand Tribal Empowerment and Livelihoods Project (India)KfW Kreditanstalt für WiederaufbauKM Knowledge ManagementLENAFU Lesotho National Farmer UnionLHDP Livestock and Horticulture Development Project (The Gambia)LICs low-income countriesLIFE-ND Livelihood Improvement Family Enterprises Project (Niger)LMIC lower-middle-income countryMOSEDP Market Oriented – Socio Economic Development PlansMBFIs member-based financial institution

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MEFCCA Ministry of Family, Peasant and Cooperative Economy (Nicaragua)AMEXCID Mexican Agency for International Development CooperationMFNs microfinance networksMFIs microfinance institutionsMICs middle-income countriesMOA Ministry of AgricultureFONCODES-MIDIS

Ministry of Social Inclusion and Development’s Social Development andCompensation Fund

MIS Management Information SystemsMoFA Ministry of Food and AgricultureMTCP 2 Medium Term Cooperation Program Phase 2MTR Mid-term reviewNEMA National Agricultural Land And Water Management Development Project

(Gambia)NGO Non-governmental OrganisationNICADAPTA Adapting to Markets and Climate Change Project (Nicaragua)INETER Nicaraguan Institute for Territorial StudiesNICAVIDA Nicaraguan Dry Corridor Rural Family Sustainable Development Project

(Nicaragua)SDR special drawing rightNRSLLDP Northern Region Sustainable Livelihoods through Livestock Development

Project (Lao People's Democratic Republic)NSLCP Northern Smallholder Livestock Commercialization Project (Lao People's

Democratic Republic)WASH nutrition and hygiene trainingOPEC Organization of the Petroleum Exporting CountriesOPR Operational Policy and Results DivisionOSC Orientation and Supervisory CommitteeORMS Operational Results Management SystemPADER-G Rural Development Support Programme in Guéra (Chad)PADFA2 Projet d'appui au développement des filières agricolesPAPAKIN Kinshasa Food Supply Centre Support Programme (DRC)PADMIR 2 Rural Microfinance Development Support Project (Cameroon)PARSAT Project to Improve the Resilience of Agricultural Systems (Chad)PICSA Partnerships in Irrigation and Commercialisation of Smallholder

AgriculturePASA-NK North Kivu Agriculture Sector Support ProjectPASIDP Participatory Small-scale Irrigation Development Programme (Ethiopia)PBAS Performance-Based Allocation SystemPCR Project Completion ReportPCU Project Coordination UnitPDR Project Design ReportPDSS Peru Market Strengthening and Livelihood Diversification in the Southern

Highlands ProjectPEA Jeunes Promotion of Youth Agro-Pastoral EntrepreneurshipPFSD Philippines' United Nations Development Assistance FrameworkPIRAM Integrated Program for the Recovery of Agriculture in Maniema (DRC)PIU Programme Implementation UnitPMI Sustainable Production, Markets and Institutions Division

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PMU Programme Management UnitPMV Green Morocco PlanPNRMP The Participatory Natural Resource Management Programme (the

Palestine)PO Professional Officer

PoLG programme of loans and grantsPPE Project Performance EvaluationPPPPs public-private-producer partnershipsPRiME Programme in Rural M&EPRM Partnership and Resource Mobilization OfficePROCAVA Inclusive Agri-food Value-chains Development Programme (Mozambique)PRODAPE Small-Scale Aquaculture Development Project (Mozambique)PRODERTaza

Taza Mountain Rural Development Project (Morocco)

PO Producer OrganizationsPROMER Rural Markets Promotion Programme (Mozambique)PROPESCA Artisanal Fisheries Promotion Project (Mozambique)PROSUL Pro-poor Value Chain Development in the Maputo and Limpopo Corridors

(Mozambique)PSC Project Steering CommitteePSPs Pronea Support Project (Mozambique)PSSA Proyecto Sierra y Selva Alta (Peru)PTA IFAD Technical Advisory DivisionQAG Quality Assurance GroupRAPID Rural Agro-enterprise Partnership for Inclusive DevelopmentRBA Rome-Based AgencyREAD Rural Enterprise and Agricultural Development Project (Guyana)REFP Rural Enterprise and Financing Programme (Mozambique)RELAP Resilient Land & Resource Management Project (Palestine)

RePER Resilience of Agropastoral Family Farms Project (Chad)ROOTS Resilience of Organisations for Transformative Smallholder Agriculture

ProgrammeRFSP Rural Financial Services Project (Ghana)RSP Rural Sector PerformanceRSPA Rural Sector Performance AssessmentRUFIP Rural Financial Intermediation Programme (Ethiopia)RULIP Rural Livelihoods Improvement Project in Kratie, Preah Vihear and

Ratanakiri (Cambodia )SAAMBAT Sustainable Assets for Agricultural Markets, Business and Trade

(Cambodia)SAMAP Smallholder Agriculture Development and Commercialization Project in

Cuanza Sul & Huila Provinces (Angola)SEDP Socio-Economic Development PlanSME Small And Medium Enterprisee-SISTAFE Online State Financial Management SystemSKD Strategy and Knowledge DepartmentSREP Smallholder Resilience Enhancement ProgramSSTC South-South and Triangular Cooperation

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SIP Strategic Investment PlansSSFSNP Strategic Support for Strategic Support for Food Security and Nutrition

ProjectTAPS Technical Assistance for Project Start-upPDT Project Delivery TeamFNML The Southern Laos Food and Nutrition Security and Market Linkages

ProgrammeTRE Treasury Services DivisionTSSD Tonle Sap Poverty Reduction and Smallholder Development Project

(Cambodia)UNCT United Nations Country TeamUNDAF United Nations Development Assistance FrameworkUNDP United Nations Development ProgrammeUNICEF United Nations Children's FundUSAID United States Agency for International DevelopmentV-APEX Village-Based Savings And Credit Association apex (Gambia)VB/NSO Village Bank and Network Support OrganisationVCDP Value Chain Development Project (Nigeria)VISACA Village-Based Savings And Credit Association (Gambia)WCA West and Central Africa divisionWFP World Food Programme

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Categories used for the classification of actions/recommendationsSN Serial Number

Type of evaluationCLE Corporate Level EvaluationCSPE Country Strategy and Programme EvaluationESR Evaluation Synthesis ReportPPE Project Performance EvaluationIE Impact Evaluation

LevelIFAD IFAD Corporate LevelCTRY IFAD Country LevelGOV Government Authorities (national, local level and institutions)PROJ Project

NaturePLCY PolicySTR Strategy Development, including COSOPs and ProjectsOPER Operational and Implementation

ThemesDEC DecentralizationALL AllocationsASR Analysis, studies and researchBEN Beneficiaries and stakeholders’ participation and consultationCCA Climate changeCOS Country Strategic Opportunities Programme (COSOP)DES Project DesignENG Policy engagementFA Financial architectureFRG FragilityGDR Gender (including targeting to women)GOV GovernanceGRT Grants/ grants financing policyINF InfrastructureINN InnovationKM Knowledge ManagementLTR Land tenureMVC Markets and value chainsNLA Non-lending activitiesNRM Natural resource managementNTR NutritionORG Organization developmentPAR PartnershipsPMA Project management and administration (incl. financial management)PVT Private sectorREPL ReplenishmentsRFI Rural financeRME Results monitoring, evaluationRST RestructuringSCA Replication and scaling upSTRA StrategySUP SupervisionSUS Sustainability

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TCB Training, capacity-buildingTGT TargetingYTH Youth

F Fully followed-upNA Not applicableNAG Not agreed uponNYD Not yet dueO OngoingPA Partially followed upPD Pending

Criteria:

full follow-up: recommendations fully incorporated into the newphase/design of activities, operations or programmes, and the relevantpolicies or guidelines;

ongoing: actions initiated in the direction recommended; partial: recommendations followed up partially, with actions consistent

with the rationale of the recommendation; not yet due: recommendations that will be incorporated into projects,

country programmes or country strategic opportunities programmes(COSOPs) or policies still to be designed and completed;

not applicable: recommendations that have not been complied withbecause of changing circumstances in country development or IFADcorporate governance contexts, or for other reasons;

pending: recommendations that could not be followed up; and not agreed upon: recommendations that were not agreed to by

Management or the respective country team or government.

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Corporate Level Evaluation: Corporate-Level Evaluation IFAD’s financial architectureCorporate-Level Evaluation IFAD’s financial architecture

Eval. SN Level Nature Theme R Recommendation 2019 Follow Up StatusCLE 1 IFAD PLCY FA Improve financial sustainability. As

a first priority, IFAD needs toaddress uncertainty regardingfuture DSF compensation. IFADcould adopt an up-front paymentsystem: the DSF would be moved toa special purpose fund, notconsolidated on IFAD’s balancesheet. At each replenishment, newDSF financing would be approvedonly after the fund has beenreplenished.

To improve financial sustainability,during 2018 and Q1 2019,Management has undertaken severalconcrete initiatives (e.g. several EBpapers, EB informal seminars, AuditCommittee meeting, and a note toCapitals) to raise awareness of thevarious technical and political issuesconcerning DSF, its sustainability andits impact on POLG, as well asprovided Members with options topotentially solve DSF for IFAD. At the125th EB session in December 2018Management presented 3 options toMembers, who requested Managementto pursue and analyse in detail one ofthe options (the so-called “option 2” )which proposes the creation of an ex-ante mechanism to finance new DSFprojects from IFAD12 onwards, as wellas review the eligibility criteria forDSF. Through this new mechanism,resources would be allocated to DSFfinancing based on the level of relatedcommitments made. Concurrently, theExecutive Board decided to undertakeconsultations with the Member Statelists and Member State capitals tosecure a consensus on this preferredoption while Management finalisedimplementation arrangements. At the126 EB session, DocumentEB2019/126/R.27/Rev.1 will bepresented for review with the view ofcreating a compensation mechanismwhich will allow countries to contributewith a single pledge towards: 1. Core(non-DSF) contributions; 2.Compensation for approved DSFfinancing from 2007 through IFAD11;and 3. Ex ante financing for futureDSF projects from IFAD12 onwards.The goal of the proposed single pledgemechanism is to create a morepredictable link between MemberStates’ support for the poorest

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Corporate-Level Evaluation IFAD’s financial architecture

Eval. SN Level Nature Theme R Recommendation 2019 Follow Up Statuscountries and IFAD’s ability to providefinancing to these countries in asustainable manner. It also sets upclear expectations for Member Statesin terms of the replenishment fundingneeded to reach an agreed DSF leveland volume of IFAD’s PoLG.

LE 2 IFAD PLCY GOV Second, IFAD needs to act onboth its revenues and expensesin order to reduce the currentstructural deficit. On the revenueside, IFAD could increase theyield of the portfolio, notably byraising interest rate margins forordinary loans. On the expenseside, IFAD needs to devisestrategies to contain expenseswhile increasing the PoLG,thereby improving economies ofscale.

The IFAD2.0 document anticipatesthat the ratio of admin costs toresources on lent to countries willimprove with a higher programme ofwork. We do not currently anticipateraising interest rate margins forordinary term loans over and abovethose of the IBRD, as the recentchanges in financing conditions havefurther pegged IFAD's offer to that ofIBRD, at least for core resources.However, this assumption will befurther explored in the IFAD2.0proposal and also as IFAD movestowards assessing its own cost ofcapital in the medium term.

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CLE 3 IFAD PLCY FA Enhance flexibility of currentfinancial products and consider newproducts. Flexible products arebetter adapted to the preferencesand needs of borrowers. Similar toother DFIs, IFAD should provide awider range of options relating tograce periods and maturity periods,choice of currency and amortizationschedule. IFAD could also introducean accelerated repaymentoption.Given that the repaymentperiod is very long and countryclassifications may changeconsiderably, for future loans andDSF financing IFAD could allow foradjustments in loan terms afterapproval, to reflect changes incountry classifications. For example,if a country no longer qualifies for

EB Dec 2018 and GC Feb 2019approved the introduction of newfeatures related to financing conditionssuch as (i) the introduction of fixedspread offer, (ii) the extension of thematurity and grace period from aunique average maturity to a set witha limit of 35 years maturity and 10years grace period without exceedingan average maturity of 20 years, (iii)the introduction of a premiummaturity differentiation based onCountry GNIs and (iv) the alignmentof the pricing for non-SDRdenomination loans for HC and blendterms. Also, IFAD introduced for thefirst time, early 2019, its NonConcessional Borrowing Policy in itseffort to harmonise with other IFIsand the DFI Debt Management best

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Eval. SN Level Nature Theme R Recommendation 2019 Follow Up Statusthe DSF, the terms of existing DSFfinancing could be hardened. Tobetter fulfil its mandate and respondto borrowing countries’ needs, IFADcould also introduce new financialproducts that:(i) facilitate scaling up results; (ii)help respond to natural disasters orfragility; and (iii) prefinance projectimplementation preparedness andcapacity-building.IFAD lacks financial instruments topartner with private-sectorenterprises. While the recent SIFproposal aims to address this gap,IFAD needs to prepare a clearviability strategy to reduce the riskof high overhead costs and non-performing loans. Such a strategycould emphasize working throughintermediaries rather thanprocessing many small loans at thequasi-retail level.

practices. Throught the transitionframework, IFAD introduced a phasingout-in mechanism that smooths thetransition in accessing hardenedlending terms. This mechanism allowsthe transition during the PBAS cyclerather than abrupt changes from oneyear to another.

On non-financial areas, IFADintroduced from January 2019 a FasterImplementation for Project Strat-upFacility (FIPS) in order to offer pre-financing loan or grant toborrower/recipient an instrument tospeed-up the implementation byfinancing eligible activities.

During 2019, IFAD Managment willcontinue analysing potential additionaloptions and more customised offerstaking into consideration the potentialdemand of borrowers, internalsystems capacities and thecost/benefit and mitigated risks ofproposed options. We have scheduledtaking these additional options forBoard approval in December 2019.

CLE 4 IFAD PLCY ALL Revise the financial allocationsystem. If IFAD substantiallyincreases its leverage throughborrowing, it will need to onlend theproceeds for ordinary loans to avoidincurring losses. The current PBASconstrains IFAD’s ability to increaseordinary lending relative to othertypes of lending. Thus, IFAD wouldneed to create a second lendingwindow for ordinary loans, to beallocated through a risk-basedsystem.

Discussions are continuing internally inthe context of the IFAD2.0 withadditional borrowed resources and welook forward to external feedback inthe May 2019 EB retreat. FOD andOPR are also exploring revisions to thecurrent PBAS to assess whether it isfeasible and desirable to integrate adebt component into the methodologywhich recognises the debt status ofcountries and/ or a financial ceiling tothe total grants provided by IFAD in agiven replenishment cycle

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CLE 5 IFAD PLCY FA Conduct preparatory work forpotential access to capital markets.IFAD needs to review therequirements to obtain a high creditrating, which are likely to includereducing the uncertainty linked tofuture DSF compensation.

Per the GC resolution on marketborrowing, FOD is in progress toconduct preparatory work in relationto the potential access to capitalmarkets. Key policies and processeshave been introduced in 2018 and willcontinue in 2019 from all areas of

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Eval. SN Level Nature Theme R Recommendation 2019 Follow Up StatusFOD, with specific focus on riskmanagement and treasury, also inpreparation for the envisioned creditrating process. Key positions are beingfilled both in the revamped RiskManagement Unit, Treasury andController's Divisions. Many of thesenew initiatives, policies and processesare also in line with recommendationsmade by the independent financial riskassessment performed by Alvarez &Marsal, approved by the Board. TheDSF mechanism resolution is inprogress and is being presented forreview at the EB in May 2019. FODhas also initiated a project incoordination with ICT to enhanceFOD's IT Landscape to meet currentand future operational needs forTreasury, Accounting and RiskManagement. Key systems will beimplemented in the course of 2019and 2020. FOD is in the process ofpreparing for an informal privatecredit rating assessment to take placein the second half of 2019, in advanceof the formal credit rating exerciseenvisioned in 2020.

CLE 6 IFAD PLCY FA Use hedging instruments to manageforeign exchange risks. IFAD isexposed to foreign exchange risksfor the following reasons:(i) most of its loans aredenominated in SDR; (ii) somereplenishment pledges aredenominated in currencies otherthan United States dollars; and (iii)some operational expenses are notdenominated in United Statesdollars. Other DFIs use hedginginstruments and IFAD could learnfrom their practices.

TRE is currently employing hedgingtrategies to manage foreign exchangerisk to the extent possible for itsexisting SDR loans. Additionally, IFADis progressively increasing USD andEUR denominated loans to naturallyhedge the balance sheet towardsthose SDR currencies. An updatedAsset Liability Management frameworkwill be presented in collaborationbetween Treasury and the RiskManagement Unit in the second half of2019 to further address asset/liability,currecy and interest rate mismatches.

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CLE 7 IFAD PLCY GOV Strengthen financial governance. IfIFAD significantly increases itsborrowing, it will be exposed tohigher risks. The experience ofother DFIs shows that this is

FOD has expanded ongoingcommunication with the ExecutiveBoard and Audit Committee on keypolicies to be introduced throughoutthe year, including list consultations,

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Eval. SN Level Nature Theme R Recommendation 2019 Follow Up Statusmanageable, but it will be importantto enhance the governing bodies’financial oversight capacity, forexample by expanding the AuditCommittee’s terms of reference andestablishing minimum qualificationsfor membership. Moreover, moredetailed policies on asset andliability management and astrengthened risk managementfunction will be needed.

ad hoc meetings and additionalinformal seminars on key topics. FODhas also pushed to obtain funding toorganize specialized risk managementtraining sessions for our boardmembers to take place within 2019.Management will also elaborate IFAD'sRisk Appetite in consultation withmembers.

CLE 8 IFAD STR REPL Strengthen replenishmentefficiency. In replenishmentconsultations, there is a need toimprove the balance ofrepresentation between List A andList B countries, the poorestborrowing countries and thegrowing number of List Cdonors. Complementarycontributions and supplementaryfunds should be treated in the sameway. Both may be announced inheadline replenishment figures;however, both should be subject toservice charges so as to coverrelated administrative costs, whichare currently subsidized by theregular administrative budget.Management also needs theflexibility to accept supplementaryfunds for minor amounts in line withthe agreed strategy and criteria,including from private sources. Insum, four decades after itsestablishment, the financialarchitecture of IFAD is in need ofimportant reforms. Accomplishingthese reforms will be essential ifIFAD is to continue to fulfil itsunique mandate of rural povertyreduction and contribute toachievement of the SustainableDevelopment Goals.

In 2018, a Corporate Working Groupled by IFAD Budget and Financebenchmarked best practice on costrecovery across the IFIs and UNAgencies, and designed a new costrecovery mechanism using activitybased costing to determine the costdrivers of supplementary funds withproposals to raise the cost recoverypercentage on supplementary fundedprojects to ensure full cost recoveryand also appropriate allocation.PB2019//02 "Principles andprocedures for cost recovery fromSupplementary funds - update toPB2013/12" has been issued effectivein 2019 to ensure full cost recovery ofIFAD's direct and indirect costs ofmanaging supplementary fundsresources and to allocate and utilisecost recovery funds appropriately andefficiently. PB2019/02 encures fullcompliance to GC resolutionGC203/XLI which states that"operations involved with theperformance of such finanical services-supplementary funds- shall not befunded by resources of the Fund"

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Evaluation Synthesis Report: Building partnerships for enhanced developmenteffectiveness – a review of country-level experiences and results

Evaluation Synthesis Report: Building partnerships for enhanced development effectiveness – a reviewof country-level experiences and resultsEval. SN Level Nature Theme R Recommendation 2019 Follow Up StatusESR 1 IFAD STR PAR Prepare a revised corporate

partnership strategy with aclear focus on country-levelpartnership outcomes. Globalpartnerships are important for IFADto fulfil its mandate. But, in linewith IFAD's new business model,support for partnership-building hasto move from global to regional andcountry levels. A revisedpartnership strategy should includea clear vision as well as specificguidance on country partnershipapproaches and outcomes thatwould motivate country programmestaff and enable greater synergiesbetween different parts of theorganization. The revised strategywould recognize the importance ofcountry-level partnerships andspecify the corporate support,capacity-building and incentives forICOs to undertake outcome-oriented partnership-building withinand beyond projects. It wouldprovide clarity on the specific typesof partnership engagement,instruments and expected results indifferent settings. Furthermore, therevised strategy would:

(a) Include a results-basedmanagement framework based on abroader set of instruments beyondloans and grants to facilitatepartnerships with a wider range ofpartners, including with the privatesector.

This has been addressed in thePartnership Framework that is beingpresented to September 2019Executive Board. A results frameworkhas been developed and is included asan annex to the framework in line withthe recommendation.

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ESR 2 IFAD STR NLA (b) Provide guidance on how tocombine these instruments to achievekey IFAD objectives of influencingpolicy, scaling up innovations,knowledge and learning, synergies andsustainability, and leverage.

Revised guidance was issues onCOSOPs. The revised guidanceincludes a new partnerships annexwith clear guidance to teams on howto complete the annex.

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ESR 3 IFAD STR PAR (c) Include specific partnershipstrategies for different countrycategories (LICs, lower and upperMICs, and most fragile situations).

The partnerships framework that isbeing presented to September 2019Executive Board includes differentiatedstrategies for difference countrycategories. Furthermore, thecofinancing strategy and action planapproved in 2018 as part of thetransition framework also includes thesame. Partnership strategies bycountry category and tailored to eachcontext are included in every COSOP.The revised guidance on COSOPs asmentioned earlier was issued thataddresses this.

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ESR 4 IFAD STR COS (d) Clarify the approach to preparingpartnership strategies as part of theCOSOP process; guide partnershipdevelopment towards greaterselectivity including a more rigorouscost-benefit analysis; determine theprincipal partnership outcomes to beachieved and the means for achievingthem; and identify entry points forengagement with governments on thebroader framework for partnerships.

Done as part of the new COSOPguidelines issued by OPR in March2019, and part of the PartnershipFramework. Template for strategicpartnerships was incorporated in theCOSOP guidelines.

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ESR 5 IFAD STR PAR Streamline the application ofpartnership instruments andmodalities with an eye towardspartnership results.

(a) With regard to loans as apartnership instrument, IFAD needs toidentify a wider range of specificcofinancing options at global andcountry levels.The current confusionbetween cofinancing – mainly forenhanced partnership outcomes andaggregate leverage of funds foragriculture - and resource mobilization- for an expanded IFAD loans andgrants portfolio, includingsupplementary funds – needs to beovercome. IFAD would be well advisedto adopt specific strategies formobilizing cofinancing in MICs andLICs, and should systematicallymonitor and report cofinancingpartnership results beyond indicatorsof bigger loans and lower IFADtransaction costs, to include specificcountry partnership outcomes, inparticular policy influence and scalingup.

As part of the IFAD11 commitments aspecific cofinancing strategy andaction plan was developed andpresented to the transition frameworkworking group and the ExecutiveBoard. Both of these clearly elaborateon the differentiated approaches toconfinancing. The cofinancing actionplan also cascades the internationaland domestic cofinancing targets atthe regional level. Furthermore, aspart of the new guidance on COSOPseach country strategy includes thecofinancing expected to be mobilized.

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ESR 6 IFAD STR GRT (b) For grants as a key partnershipinstrument, improved IFAD internalmechanisms are required to alignregional and country grants, includingSSTC, and to ensure that they providefor mutually supportive lendingoperations and country-levelpartnership outcomes as envisaged inthe COSOPs. The IFAD11 commitment3.4 to strengthen synergies betweenlending and non-lending engagement isimportant and encouraging in thisrespect. In a similar vein, more grantfunds should be mobilized for longer-term partnership-building with CSOs,farmers’ organizations, indigenousgroups and the private sector in theform of SMEs to strengthen theircapacities, particularly in countrieswhere governments are less supportiveof the use of loans for these activities.And finally, support to CSOs shouldtake a long-term perspective oninstitutional effectiveness andsustainability beyond the project level,for example through support of CSOapex or umbrella organizations.

1. Implementing procedures forgrants were revised in December2018. As part of the new proceduresand in order to boost the potential ofcountry grants to support non lendingactivities, regional Divisions can nowpropose country grants for non-lending activities identified in theirCOSOPs (e.g. policy, KM, SSTC), to befunded as Contributions. TheseContribution grants should be withinthe country PBAS, should not exceedUS$ 200,000 and must not be morethan one grant per country per PBAScycle.

2. Linkages with operations arerequired and form part of the grantreview process both at CN and fulldesign stage, there is a dedicatedsection in both CN and GDD. QAGchecks consistently whether linkagesare in place and whether there isscope for the operations identified tobenefit from the grant. We strive to dothis, in principle, also for researchgrants. On the other hand, we alsostrive to ensure that loan-componentgrants are aligned to the Grants Policy,while being strategic for the loan theyare embedded in. The latter inparticular is a point to which we aretrying to dedicate more effort.

3. On longer-term partnershipbuilding with CSOs, FOs, indigenousgroups and private sector (SMEs)through grants: re-engagement withFOs through a follow-up to the SFOAPgrant is in the pipeline

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ESR 7 IFAD STR PVT (c) With regard to PPPPs, IFAD needsto recognize the challenges of PPPPpartnerships and devise effectivemechanisms to address them head on.This includes being upfront about therisks of PPPP and devising strategies tomitigate them. Updating IFAD'sstrategy for engagement with theprivate sector and enhancinginstruments to collaborate with theprivate sector and foundations (IFAD11

IFAD has developed a private sectorstrategy that addresses thisrecommendation. Furthermore, theenhanced approach to riskmanagement in the organizationcovers both operational andorganizational risks. At the corporatelevel partnerships are being enhancedwith the private sector and thedevelopment of instruments such asthe impact fund are in line with the

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commitment 1.2, action 6) will be animportant step. In addition, IFADshould also continue the use ofregional and sub-national platforms forPPPP to support networking and mutuallearning.

recommendation.

ESR 8 IFAD OPER RME Strengthen corporateaccountability for partnershipresults through a coherentapproach to monitoring andevaluating partnerships.(a) The IFAD11 commitmentsinclude a number of monitorableactions that are relevant in thisrespect: to improve cofinancingmonitoring and reporting by sourceand country category, and bettermeasure IFAD's crowding in ofprivate investment (action 5 undercommitment 1.2); and to developand implement a framework tostrategically plan and monitorIFAD's partnerships at country,regional, global and institutionallevels (action 27 undercommitment 3.5.).

(b) Furthermore, IFAD should adoptconsistent evaluation criteria andindicators for assessing the quality andeffectiveness of partnership-buildingfor IFAD self- and independentevaluations and improve the system ofmonitoring, reporting and evaluating ofkey partnership outcomes at countryand IFAD corporate level, including ex-post cofinancing achievements beyondthe ex-ante Grants and InvestmentProjects System (GRIPS). This wouldinclude at least some country-specificpartnership indicators and targets(COSOPs) –based on common IFAD-wide ones - for review and adjustmentas needed in annual COSOP reviews.

As part of completion reports at theproject level an indicator on partnersperformance is included. For nonlending activities, as per the IFAD11RMF, a dedicated indicator at thecountry programme level onpartnership building has beenincluded. As part of the revisedguidelines of COSOPs, teams arerequired to report on and rate thisindicator. Furthermore, thePartnership Framework is currentlybeing developed to strategically planand monitor IFAD's partnerships atcountry, regional, global andinstitutional levels will also monitorperformance.

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ESR 9 IFAD OPER GRT (c) The corporate database of grant-financed partnerships should beenhanced by including results in termsof key partnership outcomes.

A new tool to monitor grantsperformance has been developed anlaunched. All GSRs are not stored onthis new tool. Furthermore, there areplans to expand ORMS to develop amodule on grants that willsystematically capture results of allgrants.

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ESR 10 IFAD OPER RME And finally, global partnerships ofstrategic importance to IFAD should beevaluated to determine how they couldbe enhanced. In this respect, IOEshould consider evaluating the RBApartnership.

Sub-recommendation under theresponsibility of IOE.

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Country Strategy and Project Evaluations (CSPEs)

Country Reg Eval. SN Level Nature Theme Recommendation

Sub-recommendation 2019 Follow Up Status

Angola - Country Strategy and Programme EvaluationAngola ESA CSPE 1 CTRY STR ENG IFAD in

Angola shouldremain thechampion forsustainableand pro-pooragriculturaland ruraldevelopment;and addressthrough itsinvestmentsand policydialogue, keyissues inrelation toland tenureand agro-ecology. IFADhas been so farone of the keyplayers infostering ruralpro-poorapproaches andinterventions.Thiscomparativeadvantageshould besustained andstrengthened,by closelycollaboratingwith theGovernment tocreate anenablingenvironmentfor, and bydirectlysupporting,small-scaleproducers to

IFAD has enhanced its visibility in thecountry by approving two newprojects (SAMAP and ARP and isdesigning SREP). The IFAD Presidentundertook two official visits to tehCountry in April 2018 amdDecemember 2018 to discuss ourpartnership and how to enhancecloser collaboration betwen Angolaand IFAD. In addition, IFAD is alsoengaging its Counterpart-Ministries inAngola in the promotion of pro-poorrural development, policies, andinvestments. During the design ofSREP, IFAD has mobilisedpartnerships and cofinancing fromkey Development Partners such asAgence Française de Developpement(AFD); Banque Arabe pour leDeveloppement Economique del'Afrique (BADEA); FAO, UNDP andothers.The government has agreedto setting up a single ProjectImplemenation Unit (PIU) for IFADsupported projects in the Ministry ofAgriculuture in order to strenghernimplementaion capacity in-country.

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improve theirlivelihoods andrise out ofpoverty throughthe marketopportunitiesthat willprogressivelyemerge in thecountry.

Angola ESA CSPE 2 CTRY OPER ENG In the currentcontext of anexpandedportfolio andcriticalnationalinterest foragriculturaland ruraldevelopment,IFAD shouldreinforce itscapacity forimplementation support andpolicyengagement inthe country.For IFAD to playits role asenvisaged inRecommendation 1, and inconsideration ofthe evidenceavailable aboutthe need for atangiblepresence in thecountry toenable efficiencyandeffectiveness ofnetworking anddialogue onpolicy, themodel of projectfacilitator should

ESA agrees with therecommendations 2 and 3 of makingcapacity development one of thepillars and cross-cutting principles forour portfolio. In fact, our SREP draftdesign is including capacity buildingon a "two-pronged" basis: (i)provision of support to theGovernment to build its institutionaland absorptive capacity to attractand deliver on external partnerassistance; and (ii) investments inbuilding/rehabilitating Government'scapacity to deliver extension/agricultural-based investmentservices to its rural populations. Thegovernment has agreed to setting upa single PIU for IFAD supportedprojects in the Ministry ofAgriculture.

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be re-vamped,in a full-timemodality andwith someadministrativesupport. Thiswould be anefficient andeffective way toensurecoherence andcoordinationacross thegrowing lendingportfolio, also inview of thedesirability ofupscaling itssuccessfulachievements.

Angola ESA CSPE 3 CTRY OPER TCB IFAD shouldmake capacitydevelopmentone of thepillars andcross-cuttingprinciples forits portfolio inAngola. IFADshouldcontribute to fillthe gap in thenational humancapital in theareas andsectors that arerelevant to theimplementationof its portfolio.This should bedone throughthe systematicallocation ofresources andmanagementprovisionswithin theportfolio, that

ESA agrees with therecommendations 2 and 3 of makingcapacity development one of thepillars and cross-cutting principles forour portfolio. In fact, our SREP draftdesign is including capacity buildingon a "two-pronged" basis: (i)provision of support to theGovernment to build its institutionaland absorptive capacity to attractand deliver on external partnerassistance; and (ii) investments inbuilding/rehabilitating Government'scapacity to deliver extension/agricultural-based investmentservices to its rural populations. Thegovernment has agreed to setting upa single PIU for IFAD supportedprojects in the Ministry ofAgriculuture.

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provideopportunities forcapacitydevelopment atthe individualand institutionallevel, throughthe mostappropriateapproaches andmethods,including in-service training,mentoring,short- and long-term trainingand highereducationopportunities,among others.

Angola ESA CSPE 4 CTRY STR GDR IFAD-supportedprojectsshould includea strongerfocus onwomenempowermentand youthinclusion.

IFAD’s targeting strategy andimplementation approaches should:(i) fully integrate a gender equalityperspective, and actively promotethe social and economicempowerment of women; and

IFAD is supporting its projects tohave a stronger focus on womenempowerment and youth inclusiontogether with the encouragement offormer combatants and the disabledto join ongoing projects as IFADpreferred target groups. Policydiscussion with the Ministry in chargeof Social Affairs, WomenEmpowerment and Family is ongoingand good progress is here tobe noted. Project implementationteams are being complemented withspcialsied techniocal assistance tosupport them in creating improvedcapacity to implement these projects.The creation of a centralised PIU willalso contribute to this strategy toenhance capacity in-country. The on-going Artisanal Fisheries andAquaculture Project (AFAP) hasrecently conducted a study onwomen headed households, and thePCU plans to produce a genderstrategic plan. The new project underdesign (Smallholder Resilience

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Enhancement Program/SREP) willaddress the problems of food andnutrition insecurity in the northernprovinces as well as the challenges ofclimate change experienced byprovinces in the south, through theadoption of a gender-responsiveapproach. The project will adopttraining approaches that increasewomen’s participation (i.e. increasingthe use of female extension staff andtrainers; selecting appropriatematerials, language and media; andensuring that the timing and venuesare also convenient for women).Specific topics particularly importantto women will be added in theFarmer Field School curriculum, suchas awareness raising on nutrition anddiversification in the family diet,family planning methods, maternityhealth care, and the prevention ofHIV AIDS. SREP will also providetrainings for women and youth ingroup formation, leadership skills,confidence building and negotiatingskills to enhance gender balance atinstitutional level which currently isvery low due to illiteracy in women.Gender awareness trainings will beconducted at community levelthrough FFS to increase generalunderstanding about the importanceof including women in investments tobuild resilience of family farms.

Angola ESA CSPE 5 CTRY STR YTH (ii) aim at creating sustainable andattractive opportunities in the ruralareas for youth, both men andwomen, by enabling their access tocapacity development opportunities,rural financial resources, andsustainable livelihoods. Dedicatedhuman resources in projectcoordination units, also sharedacross interventions, appearednecessary, given the limited nationalcompetence in this respect.

IFAD is supporting its projects tohave a stronger focus on womenempowerment and youth inclusiontogether with the encouragement offormer combatants and disables tojoin ongoing projects. Policydiscussion with the Ministry in chargeof Social Affairs, WomenEmpowerment and Family is ongoingand good progress is here tobe noted

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Angola ESA CSPE 6 PROJ OPER RST IFAD and the Appropriate actions have been jointly O

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Government ofAngola shouldrefocus AFAP.The projectshould be re-formulated,framing it as apilot initiative totest models forboth fresh-water fisheriesand aquaculturedevelopmentand carry outstudies andanalysis thatcan inform asappropriate, thelater expansionof theinvestments toother parts ofthe country. Indoing so, aneffectiveinvolvement ofall stakeholdersshould also bepursued. Thebudget shouldbe revisedbased on thenewimplementationplan and ifresources will beavailable, theduration of theloan should alsobe extendedaccordingly.

taken by the Government and IFAD.The AFAP restructuring has beenproposed during the project mid-term review in October 2018. Therestructuring is currently beingprocessed.

Kingdom of Cambodia- Country Strategy and Programme EvaluationCambodi APR CSPE 2 CTRY STR TGT Develop and This has been followed up. This F

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a operationalizea two-prongedstrategy forthe portfoliowith support to:(i) agriculturalcommercialization with a focuson relativelyadvancedsmallholders;and (ii) copingstrategies ofpoorhouseholds. Thisis largely in linewith theorientation ofthe 2013COSOP, whichrecognized theneed for"distinctdevelopmentpathways andinterventionmodalities (…)for the food-insecure, therural poor at thesubsistencelevel, andvulnerable ruralhouseholds justabove thepoverty line". Itis important todevelop andoperationalizetailoredstrategies inlight of theprofiles of thetarget groupand specificcontexts, e.g.agriculturalpotential andmarket

recommendation is addressedthrough the overall scope of thecountry programme, taking in TSSDLIG groups composed primarily oflandless or land-poor households,ASPIRE that covers both poorer HHsand more advanced farmers andAIMS which is focused on smallholderproduction for the market.

As described above, the extensionapproach adopted across all projectshas moved towards a market-ledapproach appropriate to assistsmallholders maximise benefits frommarket opportunities.

The SAAMBAT design includessupport to market-focusedsmallholder agriculture withcomplementary infrastructureinvestments but also specificinterventions suitable for landless orland-poor households, includingvocational training andentrepreneurship for rural youth.

Landed and land-poor householdswill both benefit from investments inrural roads in SAAMBAT, as indicatedin the CSPE recommendation –farmers will benefit from reducedtransport costs, while householdsdependent on wage labour willbenefit from easier / lower costtravel to places of work.

The portfolio provides a flexiblemenu of services as suggested. Morespecialised technical and extensionsupport to advanced farmers that isalso shaped by market/ buyerpriorities. And in the case of lessadvanced farmers, support toorganise into groups, basic trainingin production and quality (in cropsand livestock). The value chainapproach is flexible, and isimplemented through multi-

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opportunities inspecificgeographicalareas.For the firstcategory,support forprimaryproduction mayneed to be morespecialized andof highertechnical qualitythan thatprovided to datein the projects,and also shapedby buyers’priorities. Whilegroup-basedtraining may berelevant forsome subjects,individualtechnical advicemay also beneeded.Advisoryservices shouldalso becomplementedby support foraccess to meansof productionincludingappropriatelabour-savingtechnologies(includingmechanization),as well asmarketinfrastructure.Strengtheningof farmergroups/organizations tofacilitatemarketing will

stakeholder platform meetings(including farmers, input suppliers,technical service providers andbuyers) that are dynamic and canguide farmers towards appropriateapproaches to meet marketdemands. as mentioned, poorhouseholds will be supported throughinfrastructure and roads underSAAMBAT. And a vocational trainingsubcomponent has been developedfor the young as recommended.

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be an importantelement. Whilea value chainapproach maybe pursued, itshould beflexible anddynamic inorder to exploitchangingmarketopportunities,rather thanbeing of a long-termbureaucraticplanning nature.Support tocopingstrategies ofpoor householdsmay coverproductiveactivities suchas feasible non-land-basedactivities andsimple labour-saving tools, orproviding safedrinking waterfacilities nearbyor a good villageaccess road. Formany of thesepoorhouseholds,emphasis maybe on income-generating agricultural activitiesthat arecomplementaryto non-agricultural oroff-farmactivities. Foryoung peoplefrom poor

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households whohave decided toleave thevillage, theIFAD-Governmentpartnershipcould exploreways to helpthem earnbetter incomes,possiblyincludingvocationaltraining oradvice oncontracts, andon how to investtheir surplusincome in theform ofremittancesback in thevillage.This two-prongedstrategy shouldnot be pursuedby separatinghouseholds intodifferent groups,as was the casein earlierprojects, butrather bydefiningdifferent flexiblesupport menus,which wouldalso need to betailored to thecontexts indifferentgeographiclocations.

Cambodia

APR CSPE 3 CTRY STR TCB Balanceinvestment inhuman capital

This has been followed up andaddressed in the SAAMBAT design.This has been explicitly incorporated

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and ruralorganizationssupported bystrategicpartners, withtangible items.The investmentin "soft" aspectssuch as skillsdevelopment,human capitalandorganizationalstrengtheningcontinues to becritical, andshould bebalanced withinvestment intangible itemssuch asinfrastructure,post-harvestfacilities, andaccess tofinance thatcould enablebeneficiaries toput the skillsand knowledgeacquired intopractice.Investment inhuman capitalcould cover notonly productiveskills but alsobroader subjectssuch as genderissues (as hasbeen done),nutrition, adultliteracy, andinformation onrelevant lawsand regulations.At the sametime, it shouldbe recognized

within SAAMBAT which combinesinvestment in tangible items(infrastructure and RET) with a majorcomponent on soft skills andextending the benefits of digitaltechnology to the rural economy.The soft aspects focus on skills

development as recommended andwill target youth. This will bebalanced by investments ininfrastructure including marketinfrastructure. The skills aspectshave been developed with a longterm perspective, and acomprehensive demand gap analysisamong employers and the privatesector will match the macro levelgaps and demands with theenhanced skills of youth.As recommended by the CSPE, the

SAAMBAT design incorporatesstrategic partnerships with agencieswith a strong track record in areas ofvocational training, entrepreneurshipand the digital economy.

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that a long-termperspective isneeded forinvestment inhuman andsocial capitalandempowerment.This isparticularlyrelevant inCambodia,given itshistory, andcalls for cautionagainst makingan investmentdecision basedonly ontraditionaleconomic ratesof returns.In supportingthe formationandstrengthening oforganizations ofthe targetpopulation (e.g.farmer groups),carefulconsiderationshould be givento the mainpurposes androles of differenttypes oforganizationswith differentmemberprofiles, and arealistic exitstrategy shouldbe built into thedesign.To ensurequality supportspecifically for"soft" aspects

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and innovations,given limitedcapacity in thepublic sector,IFAD and theGovernmentshould seekopportunities forstrategicpartnershipswithexperiencedinstitutions thatcould providecrucial technicalassistance andcould supporttheGovernment,with IFAD co-financing orfinancing.

Cambodia

APR CSPE 4 CTRY STR ORG Pursue morestrategicplanning anduse of grantsandinvestmentfinancing todeepenpartnershipswith farmerorganizations/associations.Support to andpartnershipswith farmerassociations/organizations andindigenouspeoples'organizationsshould becontinued andstrengthened.So far, thecorporate

This has been followed up. FOs areengaged across the programme.Under AIMS, FOs are an engagedwith the regional hubs that roll outmarket and value chain developmentactivities in the provinces. UnderASPIRE, they are involved in theprovincial planning and budgetingprocesses. The focus across theprogram is on empowering theseorganizations and their members,reflecting their priorities in activities,using feedback from FOs for policyengagement, and partnering in keyactivities.

FOs are also being supported throughthe grant program and theircapacities developed under the AsianPacific Farmers' Programme, in linewith the MTCP 2 (Medium TermCooperation Program Phase 2)program that also provided capacitybuilding support to FOs.

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initiatives andregional grantshave facilitatedlinkagesbetween theseinstitutions atnational leveland the countryprogramme.There is a needfor morestrategicplanning anduse of IFADfinancing, bothgrants andwithin theframework ofinvestmentprojects, towork with theseorganizations ofdifferent typesand at differentlevels.Enhancingpartnershipsandstrengtheningtheir capacitycan contributeto: (i)empowermentof theseorganizationsand theirmembers; (ii)better countryprogrammingand projectdesign reflectingthe priorities ofthe targetgroup; (iii)relevant inputsto supervisionandimplementationsupport; and

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(iv) influence onpolicyengagementthrough partnerorganizationsthat representtheir membersand IFAD'starget group.

Cambodia

APR CSPE 5 CTRY STR MVC Exploreoptions forsupportingregulatoryservices inagriculture infuture pipelinedevelopment.It is likely thatthe variousvalue chainplatforms to beestablishedunder AIMS willpoint to a lackof regulatoryservices - suchas phytosanitaryand veterinarycontrol,standard andquality control,certification,and food safetyissues - as aconstraint, andsome ad hocregulatoryservices may befinanced. Giventhe low startingpoint, a moresystemic andprogrammaticapproach will be

This has been followed up.Regulatory services, particularlyquality assurance for safe / organicvegetable value chain and similar,are included within the focus ofSAAMBAT as well as AIMS andASPIRE. The SAAMBAT designincludes studies and policy productson regulatory services includingstandards and quality control,certification and food safety issues.IFAD is also introducing these issuesin the national Ministry levelTechnical Working Group onAgriculture to start with a systematicand programmatic approach. Atechnical cooperation agreement isbeing developed with FAO to providesupport to the Ministry of Agricultureand partners on regulatory servicesincluding certification.

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required, whichin turn assumesmobilizingfinancing fromvarious sources.

Cambodia

APR CSPE 5 CTRY STR PAR IFAD to workwith theGovernment tostrategize andfacilitatemobilization ofother partnersto invest insmallholderagriculture. Inaddition topotentialsupport toregulatoryservices(Recommendation 4), ASPIREand AIMS couldserve as aplatform tobring in otherpartners for twoimportantareas:agriculturalextension; andpro-pooragriculturalvalue chaindevelopment.IFAD's financingand role shouldhelp leverageother partnersand resources.

This is ongoing. IFAD is coordinatingwith the Government and with keydevelopment partners to supportMinistries on the program priorities.The IFAD country programme hasworked to develop partnershipsincluding with USAID (MOU signed)and with AFD and KfW (draft MOUunder review). The programmaticapproach of the design of SAAMBATis based on integrating activities of arange of development partnersaround elements of commonoversight and planning processes.These MOUs and policy engagementshould result in enhanced resourcemobilization in the identified priorityareas in the next 1-2 years.

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Republic of Cameroon - Country Strategy and Programme EvaluationCameroon

WCA

CSPE 1 CTRY STR ORG Pursue the twokey approachesof the countryprogramme

(a) IFAD and the Government shouldpursue the consolidation of POs,especially in the areas of collectiveinfrastructure/equipment

In line with this recommendation, asecond phase PADFA2 is underdesign for the December 2019 EB.PADFA 2 will pursue the consolidation

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support forproducerorganizations(PO) and thedevelopment ofrural youthentrepreneurship, whilecontinuing topromote accessby the ruralpoor toappropriatefinancialservices.

management and revolving funds forthe joint procurement of inputs, aswell as inventory credit andcontracting of sales. From aneffectiveness and sustainabilitystandpoint, heavier involvement bythe regional public services andgreater harmonisation andcollaboration with the otherprogrammes and projects thatsupport the POs are required.

of POs to ensure a greaterinvolvement of the regional publicservices as well as morecollaboration with other projectsthat support the POs.

Cameroon

WCA

CSPE 2 CTRY OPER RFI (b) Projects that promote ruralentrepreneurship should concentrateon the implementation of: i)sustainable business incubationmechanisms, subsidised with publicfunds, with a strengthenedmechanism to provide advice toyoung entrepreneurs; and ii)financing mechanisms for (very)small rural enterprises in relationwith viable microfinance institutions(MFIs) with strengthened riskmanagement capabilities. Inpromoting these enterprises, greaterconsideration should be given to thediversity of their economic activities,and tools for sound management intime and space of productiveresources should be provided. Theseprojects should also support youthwishing to develop a cooperativeenterprise.

Considering the resources it borrowsfrom IFAD are public funds, GoCuses to subsidize the incubationmechanisms. At the corporate level,IFAD's new youth action plan as wellas instruments such as the ABC fundwill also support in the direction ofthis recommendation.

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Cameroon

WCA

CSPE 3 CTRY STR TGT Ensure theinclusion of verypoor andvulnerable ruralpopulations inthe countryprogramme to

(a) Portfolio coverage should remainfocused on the poorest regions of thecountry. Portfolio dispersion shouldbe reduced to enable the projects tobenefit from their complementarityand consolidate gains through alengthier presence in the same

Under the new COSOP, thegeographical coverage of the countryprogramme has reduced from 10 to 7regions. Furthermore, the secondphase of PADFA 2 will beimplemented in the same 4regions as phase 1 in oder

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combatinequalities byimproving thegeographic andsocial targetingof theinterventions.

regions and districts. to consolidate and densifyinvestments toenhance sustainablilty prospects.

Cameroon

WCA

CSPE 4 CTRY STR GDR (b) The projects’ gender strategyshould extend beyond quotas forwomen’s participation to approachesand actions that directly tackle theinequalities between men andwomen to lower socio-economic andcultural barriers to women’sautonomy. Areas of action should beidentified and analysed in greaterdepth through a participatorydiagnosis that includes thebeneficiaries, teams and projectpartners. Key areas meritingparticular attention are equitableaccess to land and access to financialservices.

A gender action plan for PEA Jeuneswas prepared in August2017 involving allkey stakeholders, with the technicalsupport and facilitation of the IFADregional gender and social inclusioncoordinator. This plan serves tofurther operationalize theprogramme targeting strategy todirectly address inequalities andremove socio-economic barriers. Italso incorporates positivediscrimination measures toencourage the participation of youngpeople from very poor ruralfamilies. To date, the programmestaff, the 4 NGO involved insensitisation and the 7 Incubationcentres have also been sensitized aswell as the husbands of youngwomen entrepreneurs.Following both the diagnosis andsensitization, a baby sitting unit wasset up by one of the incubationcenters.

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Cameroon

WCA

CSPE 5 CTRY STR TGT (c) The projects should ensure thatthe POs they support are not run bythe “elites” (politicians, publicofficials, wealthy producers) and givepriority to benefitting very poor andvulnerable, active populations. Thiscould be accomplished by raisingawareness among their members,training their managers and closemonitoring of the inclusion of verypoor and vulnerable populations.

Elite capture was identified as a riskunder the new COSOP, andmitigation measures arebeing developped accordingly.

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Cameroon

WCA

CSPE 6 GOV STR YTH (d) In business incubationprogrammes, the Government shouldprovide specific measures, meansand affirmative action to prioritisethe participation of youth from verypoor rural households. This shouldalso include special measures tofacilitate access by disadvantagedyouth to financial services. Thecontent of the training and businessprojects supported should considerdiversity and the integration ofactivities in family farms.

See the above mentionnedoperational targeting providesspecific measures for making surethat very poor rural household arenot left behind. People living withhandicap as well as indigenouspeoples are also given specialconsideration.

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Cameroon

WCA

CSPE 7 GOV OPER PMA Ensure thatfinancing rapidlyand fullyreaches thetargetpopulations,accelerating thelaunch andimplementationof theinterventionsand rationalisingoperating costs.

(a) It is imperative that theGovernment ensures that projectteams have better planning andresults-based management capacity,by paying greater attention to thetransparent selection of competentstaff, training and advisory support,monitoring and evaluation of staffperformance and performance-basedstaff incentives.

Recruitment of project staff isclosely monitored by IFAD whichassigns a consultant, to providetechnical assistance and serve asobserver, to the recruitmentcommittees set by GoT to ensure afair and transparent process.With funding of the new early startup facility (FIPS), IFAD andGovernment have agreed thatthe competency based recruitmentfor PADFA 2 will be carried out by anindependentspecialised consulting firm.One strategic objective under thenew COSOP is dedicaded tostrengthening institutional capacitiesby supporting policy dialogue, sectorcoordination and the use of results-based management as a globalapproach to strenghten governance.The AVANTI and PRiME initiatives aswell as the Third Party Monitoring arealso being implemented to improvemonitoring and evaluation,transparency in operations andreporting on the achievement ofSDGs 1 and 2. The M&E specialist ofPEA jeunes was unrolled in thePRIME certification program whichwill be open to core government focalpoints in charge of the sectormonitoring.

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Cameroo WC CSPE 8 GOV OPER PMA (b) The Government should exercise The audit and impact assessment O

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n A stricter control over the projects’fiduciary management–especiallyoperating expenses–creating theposition of internal auditor and anaudit committee, as recommended inthe mid-term review of PADMIR.MINEPAT’s role in monitoring theprojects should be strengthened. TheGovernment should also strictlymonitor the relevance of theactivities financed with counterpartfunds in conformity with the annualwork plans and budgets, projectdocuments and financingagreements.

unit at the Ministry of Economy wasdesignated to lead the setting up ofthe internal audit function. The firstinternal audit mission is scheduled totake place in April 2019.

Cameroon

WCA

CSPE 9 IFAD OPER DEC (c) The IFAD Country Office shouldbe strengthened to support fiduciarymanagement of the projects. TheOffice should hire a full-time fiduciarymanagement specialist.

A long term financial managementconsultant, hired in 2018 by WCAand FMD, is now in place at theYaounde Hub and providesimplementation support to theportfolio. Appreciation was receivedfrom PMUs for this initiative whichallows for continuous proximitysupport as required.

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WCA

CSPE 10 GOV STR PAR Improve projectperformanceand scaling upof approachesand results,throughstrongergovernmentleadership incoordinating therural sector,partnershipsthat are morestrategic, andbetter projectmonitoring andevaluation(M&E).

(a) The Government should exercisestronger leadership in coordinatingthe development partners thatoperate in the rural and agriculturesector. This would primarily includeoperationalisation of the "ruraldevelopment platform" under theMulti-partner Committee, with theGovernment playing a major role inits coordination, the strengthening ofregional mechanisms forcollaboration among ruraldevelopment stakeholders and thedesignation of senior officials as focalpoints for the various technical andfinancial partners.

The Prime Minister of the Republic ofCameroon signed a decision in June2018 creating a specific highlevel Orientation and SupervisoryCommittee (OSC) , under his directauthority, to support and coordinateimplementation of the Rural SectorDevelopment Strategy.The Technical Secretariat of OSC,placed under the authority of theMinister of Agriculture and RuralDevelopment, is among othersspecifically in charge of ensuringalignment of projects andprogrammes with the Strategy aswell as coordination of interventionsin support of rural developmentstakeholders involved inimplementation of the Strategy.The work of the OSC, includingthe Technical Secretariat, will becarried out in close collaboration withthe Multi-partner Committee and itssub-committees.

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Joining hands with FAO, WFP, the EUand GIZ, IFAD made provision underits new COSOP to support thecoordination of the rural sector.

Republic of Mozambique - Country Strategy and Programme EvaluationMozambique

ESA CSPE 1 CTRY STR TGT Focus on ruralpoor and onmorevulnerablegroups,includingwomen, youthand peopleliving withHIV. A bottom-up approach toreducing foodinsecurity,malnutrition,poverty andvulnerability iscompatible withvalue-chaindevelopmentand integrationinto marketsand likely to bemore effectiveand efficient inthe mediumterm comparedto trickle-downstrategies. Thishowever mustbe supported byprojectstrategies thatmust first andforemost tacklethe needs of thepoorer andmore vulnerableproducers, andthe obstaclesthey face in:(i) improvingtheirproductions,

The COSOP foresees project teams towork with partners to ensure thatdisadvantaged individuals – includingthose affected by HIV/AIDS, peoplewith disabilities and the elderly –have access to support fordeveloping sustainable livelihoods.

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quality andquantity-wise;(ii) processingandtransformingtheir products atthe local leveland thus addvalue to theirproducereaching themarket;(iii)enhancing theirparticipation infarmers’organizations;and (iv)strengtheningtheir capacity tonegotiate moreprofitable accessto markets. Thisvision shouldinform all stepsin a projectdesign andimplementation,from selectionof participantsto choices ofvalue chainsand marketopportunities, toidentification ofcapacitydevelopmentneeds includingfunctional andfinancialliteracy,nutrition andHIV prevention.

Mozambique

ESA CSPE 2 CTRY STR CCA IFAD-supportedprojects inMozambiqueshould include

The new COSOP (approved 2018)Strategic Objective 1 focuses onproductive and sustainable water andland use/management (naturalresources) by the rural poor, notably

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among theirprinciples, fullattention tosustainablenaturalresourcesmanagementand tostrengtheningclimate-changeresilience. Allprojects shouldexplicitly includeas appropriateand relevant totheir goals, andmainstreamthroughout alltheir activitiesincludingcapacitydevelopmentand technologytransfer,sustainablenaturalresourcesmanagementand climatechangeadaptation andmitigation, inline with IFAD’smost recentpolicies and theGovernmentrelevantstrategies.

women and youth. IFAD will supportits target groups, with a gender andyouth focus, to access water, secureland and sustainably manage naturalresources so they can improve theirfood security (either through theproduction or purchase of nutritiousfoods), and invest more time andmoney in their land as a livelihoodstrategy. This element is now centralto all on-going projects (PROSUL.PROPESCA and PROMER) and isreflected in the new designs underway (PROCAVA and PRODAPE).

Mozambique

ESA CSPE 3 CTRY STR RFI IFAD'ssupport to theRural Financesector shouldbeconceptualised within along-term

The COSOP Strategic Objective 3focuses on how poor rural people areable to access financial services toimprove their livelihoods and managerisks (personal and environmental),enabling them to withstand shocks.IFAD’s investment would enablefinancial service providers to offer

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commitmenthorizon andwith basis onthe lessonslearned so far.Based on theextensivelessons learnedand experiencegained by IFADin the countryand elsewhere,a long-termengagement,possibly over a15-yearshorizon, wouldbe required andappropriate toenable robustand transparentinstitutions at alllevels andacross allproductive sub-sectors, to gainstrength andcredibility andprovidesustainablefinancialservices to therural poor inMozambique.

affordable, responsible andaccessible financial solutions for poorrural people that are sustainable andat scale. A national programme(REFP) that enables rural peopleafremrs and ruarl entereneurs toaccess financial resources fromspecific windows has been approvedby the IFAD EB and is starting up in2019. This project has nationalcoverage and long term scope.

Mozambique

ESA CSPE 4 CTRY OPER PMA Enhanceefficiency offinancialexecution. Integration of IFAD-funded projectsinto thegovernmentalprocedures andsystems, e.g. e-SISTAFE, shouldbe pursued and

For the design of new projects(PRODAVE & PROCAVA), the flow offunds and arrangements for thedisbursement of funds will beestablished taking into account thesystems already in use in the publicsector of the country. This means theaccounts to receive the financialresources allocated to the projectshould be opened at the central bankand these will flow through theSingle Treasury Account. In order to

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sustained in thespirit ofgovernmentalownership andfor transparencyreasons. Somespecificmeasures willbe neverthelessof paramountimportance toraiseimplementationefficiency up tostandards.These shouldinclude: (i)enable e-SISTAFE tomeet therequirements ofIFAD-supportedprojects interms offlexibility inwork-plans andreporting,formalrequirementsfor beneficiariesand timing ofdisbursement;(ii) develop afast-trackmechanism forapproval ofcontracts andserviceprocurementacts for IFAD-supportedprojects, thatfully complieswith therequirements ofthe State interms ofcontrols andtransparency;

allow for the establishment of swiftand effective mechanisms forallocating funds for theimplementation of e-SISTAFE, anevaluation of the experiencesaccumulated by ongoing projectsshould be made during the projectdesign and appropriate measuresagreed between GoM and IFAD.Although ongoing projects are usingthe standards and procedures inforce in the public sector, constraintshave also been observed in regard toprocurement plans, which delaysimplementation. An assessment ofthe situation should therefore bemade at the time of project designand appropriate mitigations agreed.

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(iii) negotiatewith otherpartners formainstreamingtheircontributionswithin IFAD’sstandarddisbursementand financialexecutionprocedures; and(iv) strengthenthe capacity ofPMUs infinancialplanning.

Mozambique

ESA CSPE 5 CTRY OPER PMA Developprinciples forthe reliance onServiceProviders inprojectimplementation. The principlesshould includethe followinglessons learned:(i) ServiceProviders shouldbe recruitedonly forcomponents andactivities thatgovernmentalorganizationsand PMUs donot have thecapacity toimplement; (ii)ServiceProviders shouldbe selected withbasis on theirproven

The COSOP proposes that serviceproviders should be contracted on aperformance basis. This will requirebuilding staff capacity to define andmanage results-based contracting,ensuring that service providers haveno vested interest in areas theywork. This will in turn ensure greatersustainability and efficiency, andreduce the costs of implementation.All projects are already implementingthis element of performance-basedcontracting for service providers.

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experience andcompetence,and long termengagement inthe themes forwhich they arerecruited; (iii)ServiceProviders havein generalproven to bemore effectivethangovernmentalservices insupportingempoweringprocesses at thelevel ofcommunities,associations,households andindividuals; (iv)ServiceProviders whodo not havepreviousexperience inhandlingcontracts in theframework of anIFAD-fundedproject shouldbe entitled to aninductiontraining onadministrativeand financialprocedures, andrelevant clearmanuals shouldbe prepared atthe verybeginning of aproject’s life.

Mozambi ESA CSPE 6 CTRY STR NLA Dedicate more The COSOP foresees the O

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que attention andresources toKnowledgeManagementand PolicyDialogue. IFADheadquartersand ICO shouldensure thatsufficientresources areallocated inproject and ICObudgets fornon-lendingactivities,starting fromsound M&Esystems, andthat thecountry-programmerests on thefollowing pillars:i. thedevelopment ofrobust outcome-level COSOPand projects’monitoringindicators;ii. a countryprogramme-level KnowledgeManagementStrategy closelyanchored to keyCOSOPelements and tothose projectcomponentsthat can usefullybe up-scaledthrough nationalpolicies andstrategies;iii. the earlyidentification ofevidence-based

development of a comprehensive andtransparent management informationsystem is a critical tool to ensureproject ownership by project staffand service providers, and supportperformance-based management,monitoring and evaluation (M&E),and knowledge management. TheICO is also ensuring that all projectsstrengthern their KM capcity andproducts. Already we have seenproducts like documents and filmsare being produced from on-goingproject. The ICO is engaging a KMconsultant to work with all projectson a semi permanent basis.

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issues andresults that canbe usefully fedinto PolicyDialogueprocesses at ahigh strategiclevel, throughappropriateKnowledgeManagementprocesses.

Peru - Country Strategy and Programme EvaluationPeru LAC CSPE 1 CTRY STR TGT Refine the

targetingstrategy toreach thepoorestpeople. Thenext phase ofprojects shouldpay specialattention toreaching thepoorest andmost vulnerableruralpeople usingmore effectivetargeting strategies, byexplicitlyseeking tonarrow the gapsbetween menand women, andbetweengenerations, inrural areas. Oneimmediate lineof action couldbe to changethe "barriers toentry" inprojects andgenerate

The PSSA project (closing in 2019) isconducting an Impact Assessmentthat will be of extreme use tounderstand the results andlimitations of the targeting strategyof the project. While the project hasa minimum contribution of thebeneficiaries of 30% (to assure theownership of the organizations), itdoes not establish a minimumamount. As the organization had thepossibility of presenting consecutiveplans, the poorest organizations hadthe opportunity to participate withsmaller investments and thenscaling-up on the positive results.The new project under design willbuild upon the conclusions reached inthe impact evaluation to assure abetter targeting.

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variableincentivesthat enable thepoorest peopleto participate inprojects.Anotherimportantoption isto generateruralinterventionslinked to majorsocialprogrammessuch as Juntos,Pensión 65 andothers. Therecent HakuWiñayprogrammeexperience bythe Ministry ofSocial InclusionandDevelopment’sSocialDevelopmentandCompensationFund(FONCODES-MIDIS) is aninteresting pointof reference forthis line ofwork, whichrequires amultisectorinstitutionaldesign by theGovernment ofPeru. Thedesign andimplementationof amultidimensional official povertymeasurement in

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Peru is also astep that IFADshould promoteas it wouldprovide greateropportunities forcoordinationwith publicpolicy onpovertyreduction,particularly inrural areas.

Peru LAC CSPE 2 CTRY STR TGT Bring back theterritorialapproach. Onearea whereIFAD played apioneering rolein ruraldevelopmentprojects in Peruwas the use ofeconomiccorridors aslines of actionand theemphasis on theurban-ruralrelationship andincomediversification,with the Puno-Cuzco Corridoras anemblematiccase. Thiseconomic andterritorialapproach,however,petered out overtime, and theCSPErecommendsthat it beresumed in the

The new COSOP aims at deepeningthe results that IFAD has achieved inPeru over the past 20 years andbroadening their impact based on theFund’s comparative advantages. Tothis end, it will strengthen the focuson rural territorial development,which will entail: (i) ensuring thaturban-rural linkages are adequatelycapitalized upon and acknowledgingthe existence of medium- and long-term territorial developmentprogrammes, established by socialconsensus, that offer differentpossible solutions; (ii) promotingproductive transformation based onvalue chains, coordination withmarkets – particularly with theprivate sector – and the diversitythat exists in terms of supply anddemand for productive services;(iii) supporting institutionaldevelopment, especially regional andlocal governments and producers’organizations, and their activecoordination; and (iv) interactingwith the wide range of actors presentin rural areas, seeking effectivepublic-private alliances andincorporating new actors.The ongoing project has includedTerritorial Development Plans tomaintain a territorial approach. Thenew project (design started in March

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immediatefuture given itsenormousimportance toeffectively meetthedevelopmentchallenges ofrural areas asvast and fraughtwith difficulty asthose of Peru.This approachshould berevisited as oneoption ofinterest within aseries of optionsfor a renewedruraldevelopmentstrategy by thePeruvianGovernment,with concretemeasures to linkinterventionsunder aterritorialapproach.

2019) will bring the recommendationinto consideration of thegovernment.

Peru LAC CSPE 3 CTRY STR CCA Incorporateclimatechange as astrategicthrust inIFAD-promotedinterventions.Peru is one ofthe countriesmost affectedby climatechange, and thesituation willbecome moreacute in thenear future.

The new COSOP incorporated climatechange as a core element, underSO1, including: (i) contributing to thereduction of greenhouse gasemissions from agricultural activities;(ii) increasing the climate resilienceof families and their productivesystems to the effects of drought;and (iii) improving the quality ofecosystem services to ensure theirprovision. In addition, reducing thevulnerabilities of smallholder farmersto climate change constitutes a keypart of SO1 and will bemainstreamed within all IFADprojects during the COSOP period.Planned and ongoing actions include

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Agriculture isone of theactivities thatwill bear thebrunt of this,and adaptationprocessesundertaken byfarmers andruralcommunities willbe of increasingimportance topublic policies.In this context,it is strategicallyvital for IFAD tohave a clearorientationaround thisissue in futureinterventions.Adaptation toclimate changeby rural sectorsshould take highpriority in thedesign andformulation ofprojects andinterventions,and thecoordination andmanagement ofstrategicpartnerships isdoublyimportant withother donorsand financialentities that areincreasinglyinterested inclimate changeand the relatedchallenges forthe future of the

the IFAD MERESE Project to establishand pilot Mechanisms ofCompensation for EcosystemServices, implemented by theMinistry of Environment, as well asthe new subregional Andean grantthat is being prepared with theInternational Network for Bambooand Rattan (INBAR).and the newproject (design started in March2019) will mainstream climatechange.

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planet.

Peru LAC CSPE 4 CTRY STR NLA Adopt aprogrammaticapproach toCOSOPpreparation.The CSPErecommendsthat the nextCOSOP includeawellstructured,viable actionplan for non-lendingactivitiesconducive to:

(i) Broader use in public policiesof key methodology andinstruments from IFADinterventions. This methodologyand related instruments – validatedby close to two decades of successfulinterventions – have proven to be acornerstone of rural povertyreduction in Peru, and could beadopted systematically on a largescale by the different nationalgovernment agencies and by regionaland local governments in their ruraldevelopment programmes andprojects.

The new COSOP included grantsdedicated to systematize IFADinnovations and a new grant isunder design aiming to link IFADprojects experiences with the RuralDialogue Groups.

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Peru LAC CSPE 5 CTRY STR PAR (ii) Implementation of a strategicpartnership approach thatgenerates synergies with otherfinancial institutions such as theWorld Bank, the Inter-AmericanDevelopment Bank (IDB) and theEuropean Union, and with otherpublic and private actors involved inrural development. It will be crucialin the coming years for IFAD to granthigh priority to generating projectscofinanced with global and regionalfinancial institutions, as it seeks toattain a more appropriate scale foran upper middle-income countrysuch as Peru. This strategy calls foran intensive process of discussion togenerate shared guidelines andagreements with other entities in thespecific context of Peru.

The new COSOP analyzed theopportunities of partnership with theWorld Bank, the IDB and otherdevelopment agencies. Possibilitiesfor international co-financing arebeing explored, and are highlyvalued as a mechanism to ensure thesustainability of the projects.

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Impact Evaluations (IEs)

Georgia- Agricultural Support Project Impact EvaluationGeorgia NEN IE 1 CTRY STR MVC Recommendatio

n 1. Apply aholisticapproach toinfrastructurerehabilitationwhenattempting toachieve ameasurablechange in thelives of farmers.

Simply rehabilitating infrastructuremay not necessarily change theeconomic condition of beneficiaries.At a minimum, providing appropriatesupport services in agriculturalproduction and marketing should bebuilt into the project design,especially if the aim is to move tocommercialization.

The ongoing IFAD investment inGeorgia, namely AMMAR is applyingthis recommendation. Apart fromrehabilitating of rural infrastructurethe project is also engaged in valuechain development activities,including capacity building, access tofinance/market and institutionaldevelopment.

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Georgia NEN IE 2 CTRY OPER TCB Similarly, it is recommended toassess the institutional voids of theparticular context when aiming forlong-term sustainability ofinfrastructure. The institutionaldemands of the project need to bematched to local institutionalcapacity. The lack of harmonizationof an infrastructure intervention withthe mobilization and organization ofbeneficiaries into temporary orpermanent users' groups can weakenthe anticipated longer-term benefits,especially where Governmentdepartments lack the necessaryexperience in participatory groupformation. Experienced non-governmental organizations can behired to assist in this process.

AMMAR Project in coordination withthe World Bank GILMD project isputting efforts towards the creationof user groups and buildingthe institutional and human capacityof state agencies dealing with themanagement of irrigation watersupply. More results on thisrecommendation will appear towardsthe end of the next year.

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Georgia NEN IE 3 CTRY STR SUS Apply a longertermprogrammaticapproach forinfrastructurerelatedinterventions.Some projectstart up delaysafter loaneffectiveness

AMMAR project is Georgia hasalready initiated most of itsinfrastructure rehabilitation activitiesduring the first 2 years of theproject. This will enable the projectto focus on the institutionaldevelopment activities that willsupport the sustainability of therehabilitated infrastructure.

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are inevitable,and within anormal projectfive-year time-frame,substantialinfrastructuralconstruction willonly becompletedduring the lasttwo projectyears leavinglittle time todiscern effectsand to providecontinuedsupportservices.

Georgia NEN IE 4 CTRY OPER NRM Minimize thegap betweenthe irrigationpotentialcreated and thatutilized bypromotingenvironmentand naturalresourcemanagement.Providingtechnicalassistance,training andawareness-raising inwatershedmanagement tosupport thecapacity needsof thosecharged withimplementingand maintainingirrigationschemes, andthose of thebeneficiaries,can provide the

The activities, which are mentionedunder this recommendation are inthe process of implementationthrough the World Bankinfrastructure (mostly irrigation)rehabilitation project, which ismanaged by the same PIU dealingwith AMMAR.

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impetus for amoresustainable useof water.

Georgia NEN IE 5 CTRY OPER RFI Whenintroducinginnovativeproducts in therural financialspace,undertakeanalysis of boththe demand andthe supply sidesto ensure thatnew productsmeet the needsof all concerned.The projectcould haveaddressed theissue ofoperationalmodalities notbeing conduciveto the legal andregulatoryenvironmentthrough gaininga morecompleteunderstandingof therequirements,restrictions andguidelines forleasing to MFIs,examining theextent to whichthey supportedthe projectdesign.Similarly, for aninnovativeproduct, thedesign shouldevaluate thepartners' risk

The ongoing AMMAR project inGeorgia and the new approvedproject (DiMMA), which will starttowards the end of the year does nothave any activities related to ruralfinance.

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appetite fortaking up aninnovativefinancial offeringin rural areas,with this being acontext that canbe risky forfinancialproducts.Finally,estimation ofdemand for aninnovativeproduct shouldbe based onrigorous ex-anteanalysis andadequateconsultationswith partnersand even withlikelybeneficiaries.

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Project Performance Evaluations (PPEs)

Kingdom of Cambodia Rural Livelihoods Improvement Project in Kratie, Preah Vihear and RatanakiriProject Performance EvaluationCambodia

APR PPE 1 PROJ OPER TGT Design,implementand monitordifferentiatedapproachesgrounded ontarget groupanalysis. Asmentioned(paragraph163), someactivities havealready beeninitiated tobetter integrateindigenouspeoples' issuesand needs inthe context ofthe ASPIRE, andprogress andperformanceshould bemonitoredcontinuously.There is alsoneed torecognize thedifferences incapacity levelsof beneficiaries(as well asprojectimplementers).Projectapproachesshould beadapted tomaximizerelevance andeffectiveness

This has been fully followed up.Targeted support to indigenouscommunities (in Stung TrengProvince) has been integrated inASPIRE since 2017, following theevaluation recommendation. TheASPIRE MIS system now tracks theindigenous people beneficiaries andresults across the whole programme.The SAAMBAT design alreadyincludes differentiated approaches forwomen (developed through genderaction plans) and for youth.The need to recognise differences incapacity levels has also beenaddressed. Both AIMS and ASPIREnow support farmers to connect tomarkets, but also provide capacitybuilding and iterative support over alonger duration to farmers andcommunities with less capacity.ASPIRE connects farmers requiringtechnical or extension support toappropriate service providers andonce capacity and quality have beenbuilt and assured, these farmers areconnected by AIMS to the marketsand buyers. As recommended, this isreflected in budgeting and planning.The communities and less well-offfarmers will also be supported interms of their infrastructurerequirements and skills developmentthrough SAAMBAT that is underdesign. All the projects considerdifferences in capacity levels indetermining approaches and support.

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(including, forexample,communicationmodality), withappropriateallocation ofprojectinvestment andrealistictimeline. Forexample,farmers whohave been lessexposed toimprovedagriculturaltechniques ormarkets, orindigenouspeoples andethnicminorities, mayrequire morecapacity-building supportand follow-upover a longerperiod of time,and suchconsiderationneeds to bereflected inproject design,budgeting andplanning.

Cambodia

APR PPE 2 PROJ OPER BEN Ensure farmertraining andagriculturaladvisoryservices arecommensuratewith farmers'resources andconditions andinformed bymarketopportunities.It is important

This has been followed up. Thecountry programme has moved awayfrom transmission of standardised,production-focused extensionmessages and towards a market-ledcustomised approach seeking to helpfarmers to identify and takeadvantage of opportunities. Thetraining is customized and context-specific and responds to the needsand the absorption capacity of thebeneficiary. ASPIRE providescontext-specific support for improved

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to criticallyassess whetherthere aresufficientenablingconditions forbeneficiaries totake advantageof the technicalsupportpackage. Theassessmentshould becontext-specificand set forththe scope,content andapproach forprojectinterventions.For example,considerationmight beneeded onwhether it isnecessary toincorporatemore supportfor improvedaccess toinputs/means ofproduction (e.g.access towater), or toadjust/adapt thetechnicalpackage toreflect theprevailingconditions (e.g.taking intoconsiderationlabourshortages).Projects shouldalso supportenablingfarmers to make"informed"decisions onagricultural

means of production and AIMSprovides the same communities moresustainable and profitable access tomarket opportunities. SAAMBAT willprovide support throughinfrastructure and skillsdevelopment. SAAMBAT design hasalso outlined support for thedevelopment of digital technologiesto provide real-time, accurate andrelevant information to farmers.

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productiveactivities, takingintoconsiderationkey factors,such as costsand benefits,inputs/labourrequirementsand marketopportunities.

Cambodia

APR PPE 3 CTRY OPER TCB Invest incapacity-building offarmergroups/organizations fortheir economicempowerment, including butnot limited toagriculturalcooperatives.Whilecooperativesplay animportant rolein building socialcapital, they areforemostbusiness entitiesand aninstrument forfarmers toenhance theirproductiveactivities andincomes.Support tocooperativesmay includecapacity-building tostrengtheninternalgovernance andleadershipdevelopment,and should be

This has been followed up. Supportto Agriculture Cooperatives/ FarmerOrganizations was integrated as oneof the extension modalities within theProvincial Programme Budgetactivities financed by ASPIRE, sincethe programme MTR in 2017. Thecountry programme is working withfarmer groups, business clusters andagriculture cooperatives. Theintegrated approach to support FOsand cooperatives is to providetechnical and production supportthrough ASPIRE and market access(and instituting a culture of marketorientation) through AIMS.

FOs are also being supported andtheir capacities developed under theAsian Pacific Farmers' Programme,that is developing the capacities ofFOs across the region.

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based on theprinciples ofcooperativedevelopment,such asvoluntarism,independenceand autonomy,and democraticmember control.

Cambodia

APR PPE 4 CTRY OPER NTR Strengthenattention tonutrition inongoing andfutureagriculturaland ruraldevelopmentprojects.Despiteeconomicgrowth,malnutrition isstill a concern inCambodia.Given someinterestingexperience inRULIP and theIFAD's strongerfocus onnutrition inrecent years,IFAD and theGovernmentshould exploreopportunities toincorporateactivities oradjust approachwith a nutritionlens in ongoingor futureinterventionswhere feasible.

This is ongoing. Given the multisectoral causes behind malnutrition,IFAD projects are partnering withother agencies to address this issue.Under SAAMBAT, the project willcollaborate with UNICEF to delivernutrition messages to ruralcommunities. The ICO is alsopartnering with FAO and WFP todevelop research and analysis onnutrition in the country. Policyengagement discussions are ongoingwith the Ministry of Women'sAffairs.

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Republic of Cameroon Rural Microfinance Development Support Project (PADMIR) ProjectPerformance Evaluation

Cameroon

WCA

PPE 1 CTRY STR DES Simplify thedesign of ruralmicrofinanceprojects, withbetterintegrationinto thecountryprogramme.Projects insupport of ruralmicrofinanceshould be betterdefined, with anarrower scopein terms ofobjectives,interventionmodalities,partners andgeographicalareas, in orderto facilitateeffectivenessand efficiency,particularly inimplementationcontextsexposed tomultiple risksand thereforedeemeddifficult. Therole andobjectives ofcapacity-building vis-à-vis eachmicrofinancepartner shouldbe clearlydefined on thebasis of a needsassessment andbusiness plan.When the lead-time between

Although GoT initially requested asecond phase project (PARMIR 2),the current approach being agreed inthe COSOP, based on lessons fromPADMIR and other similar IFADsupported projects in the region, isto combine non financial (technicalandentrepreneurial strengthening) services to targeted groups with theiraccess to adapted rural financeservices rather a purely ruralmicrofinance oriented project inCameroon.

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projectformulation andstart-up is long,it is necessaryto updatedesign on thebasis of averification/validation study ofbaselineassumptions,particularlyaround marketconditions anddemand. Inaddition, apurely ruralmicrofinance-oriented projectmust be wellintegrated intothe IFADcountryprogramme as awhole if it is tomaximizecomplementarities with otherprojects andnon-lendingactivities. Infact, asdemonstratedby the PADMIRtheory ofchange, only ajudiciouscombination ofimproved accessto rural financeservices – underthe ruralmicrofinanceproject – andtechnical andentrepreneurialstrengthening oftargetedpopulations andtheirorganizations –

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under otherprojects in theportfolio – cangenerate thedesired impacton agriculturalproductivity,incomes andfood security forpoor ruralpeople.Furthermore,ruralmicrofinanceprojects shouldreceivesignificantsupport fromIFAD, theGovernmentand itsdevelopmentpartners tocapitalize,institutionalizeand scale upinnovativeexperiences.

Cameroon

WCA

PPE 2 PROJ OPER RFI Select soundpartnermicrofinancenetworksbased onjudiciousinstitutionalassessment. Aproject intendedto act on thesupply offinancialservices byintroducing newproducts andservices mustabove all targetsound MFNswithmanagementand innovation

In line with this recommendation,the selection of MFIs to provideservices to the end beneficiairies ofPEA Jeunes was done very carefully,paying significant attention to thecapacity of the partners. Selectioncriteria were developed by theInternational Technical Assistance(Développement InternationalDesjardins - DID). Capacities andperformance of individual MFIs wereassessed prior to engaging with themthrough annual performance basedcontracts.

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capacity, usingincentives –such asfacilitatedaccess tomarketresources toreach a newclient base andtechnicalsupport to adaptservices – thatare based ontheirperformance,and withoutprojectinterference ininternal MFNpolicies andprocedures.Accordingly, theselection ofpartner MFNsshould bethorough andproactive so asnot to limit it toMFNsresponding tocalls forproposals by theproject. Thispartnershipselectionprocess shouldbe conducted inseveral stagesand with strictperformancecriteria so as toselect only MFNspresentingstrongcapacities interms ofimplementationandsustainability of

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services.

Cameroon

WCA

PPE 3 PROJ OPER RFI Meet keyrequirementsfor setting upnew para-statalinstitutions.Prior tofinancing aprocess to setup a new para-statalinstitution,whetherfinancial orotherwise, IFADshould ensurethat certainconditions aremet:(a) Theexistence of asolvent marketthat is largeenough toensure that theinstitution isfinanciallyviable;(b) A proveneconomic modelfrom the outsetthat builds inthe cost ofexpertiseneeded for goodperformanceand the futurecost of financialresources;

(c) The newsupply ofservicesgenerated doesnot causemarketdistortions orcrowd out

The feasibility study for the PADMIRFacilitation Fund as a para-statalinstitution to refinance MFIsconfirmed the existence of a market(demand) to ensure financialvialibility. However, factoring in thecost of the expertise needed for goodperformamce was challenging to theeconomic model. This combined withthe strong will from GoT to nominatethe general manager and controlmanagement of the institituion hasled donors to believe that the keyrequirements for setting up a newautonomous para-statal institutionwere not met at the present time. Asa result, IFAD did not pursue thecreation of a new mechanism.Under PEA Jeunes, it was decided totake the approach of working directlywith the private sector, notably witha commercial bank (SocietéeGenerale).

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privateprovidersalready in place;and(d)Opportunities tostrengthenexisting privatesupply havebeen consideredas analternative tocreating a newmechanism.

Cameroon

WCA

PPE 4 CTRY STR RFI Continuesupportingmedium-termagriculturalcredit inCameroon.IFAD shouldstep up itsefforts toengage with theGovernment,donors andpartner MFNs onthe issue ofinstitutionalizingthe FF. First ofall, concreterecommendations should bepresented to theGovernment onhow to fill thegaps in thecurrent proposalon FFinstitutionalization – e.g.validatingmarketassumptionsand theeconomicmodel, andmore clearly

Continued IFAD support to ruralfinance in partnership with others isbeing confirmed in the new COSOPunder design (see above).

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defining thenature ofgovernance andoperating costs– to give theproposal morecredibilityamong donorsand partnerMFNs. At thesame time, inthe short termand if interestexists amongwell-performingMFNs, theGovernmentand IFAD couldconsiderallocating a lineof credit to oneor two soundMFNs that wishto develop theirmedium-termagriculturalfinancingportfolio. Theline of creditshould beequipped withconditionsaroundtargeting,objectives andperformance, onwhich the MFNshould reportregularly. Anindependentassessmentshould then beconductedjointly by theGovernmentand IFAD withintwo or threeyears to drawlessons learnedfrom these twoexperiences

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carried out inparallel.

Chad Pastoral Water and Resource Management Project in Sahelian Areas (PROHYPA) ProjectPerformance Evaluation

Chad WCA

PPE 1 CTRY STR DES Basic servicesfortranshumantsand the needforpartnershipswith otherdonors. Needfor a moreintegrateddesign forprojects toimprove thepastoralenvironment.Purely pastoralwater projectsare notsufficient torespond to themany needs ofbeneficiaries, forinstance interms of basicsocial servicesand agriculturaldevelopment.Pastoralimprovementsneed to be partof a fullyintegratedaction plan tomeet the needsof a morediversifiedproductionsystem and wayof life for bothsedentary andtranshumantpopulations. Tothis end, it isvital to target aterritory that is

As per the recommendation, thedesign of the new project RePER(Strenghtning productivity andrelience of Agropastoral project) hasadopted an integrated approach toimprove the pastoral environment. Itis not a purely pastoral project, butrather working with sedentary andtransumant populations along thetransumance corridors. Thegeographical area of RePER coversthe 6 departments covered by theongoing PARSAT as well as 4additional contiguous departmentssituated in the central Sahelian partof Chad. This will allow for thecontinuity and upscaling of ongoingactivities under PARSAT in supportof both sedentary and transumantpopulations in an integrated mannerwith focus on food security,agricultural productivity andinfrastracture (production storage,processing and marketing) topromote diversification for resilience.

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smaller in sizeto avoidfragmentation,ensureintegratedimplementationof componentsand allow forregular closemonitoring.

Chad WCA

PPE 2 CTRY STR DES Sustainabilityofinterventions.

Need for greater DTS involvement.The project design should assigngreater importance to involving DTSrather than simply prioritizing thesystematic use of service providers.Although it is true that the DTS arecurrently quite weak and probablyincapable of taking charge ofimplementing major agropastoraldevelopment programmes, all of theDTS technicians interviewed by themission expressed interest in beinginvolved in project implementation.In addition, the Government of Chadrecently issued a decree – in March2017 – to set up multisector regionaldelegations, including one devoted torural development that could play animportant role in implementingagropastoral projects.

Special provision have been made inthe new design to ensure systematicinvolvement of the DTS. MOUs arebeen signed between the project andDTS for them to provide (i) qualityassurance on key activities to be inline with government standards andprogrammes (e.g. localization ofinfrastructure, standards for civilworks; curriculum for literacyprogrammes, ect.) and (ii) providespecific services (e.g. informationdissemination; training by theresearch institutes to the network ofseeds multipliers, ect.).

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Chad WCA

PPE 3 CTRY STR SUS Ensure the sustainability ofachievements. The sustainability ofachievements should be a strategicobjective for projects from the designphase. The point is to buildsustainability into the entire projectcycle, which calls for a design thattakes into consideration the risks ofnon-sustainability, implementationthat minimizes such risks andsustainable operation of facilities setup by the project. To this end, anumber of enabling conditions areneeded, including sound targeting ofthe intervention area, sufficientproject duration, relevance andintegration of activities, qualityachievements, direct involvement of

The new RePER project will furtherstrenghten the ongoing activities inthe central area of Chad. Asystematic participatory approach toensure adequate geographic andpopulation targeting in the territoryhas been adopted (sedentary andtransument populations). Specialattention has been paid in the designof RePER to sustainability. Thoroughinstitutional analysis ofGovernement has been carried out toidentify key Government serviceswith which to partner (like DTS, seeabove). The exit strategy is built onthese, and civil society and localorganizations. the identification andplanning of all community based

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all the actors concerned and anappropriate exit strategy.

investment will be carried out by thelocal communities. Capacity buildingwill be provided to farmersorganizations to manage demanddriven infrastructure and supportthe systematic set up of maintenancefunds.

Chad WCA

PPE 4 CTRY OPER FRG Take into consideration theimplications of the new securitysituation (such as the closure ofborders with neighbouring countriesfor security reasons). The point is totake into account, in the projectdesign, the deteriorating socio-economic situation of pastoralpopulations who are the first victimsof a transborder security crisis. Inaddition, adaptations need to beprovided to address any adverseeffects of the security situation onthe activities and objectives set foractive projects. Moreover, thecomplementarity of agricultural,pastoral and income-generatingactivities and the orientation towardsmeeting beneficiaries’ direct needs indesigning projects would help tobetter address the problems causedby this type of situation.

With respect to security,the new programmefurther capitalize on existinglocal institutions and beneficiaries'organizations. The project will workclosely with DTS present in the areaas well as local NGOs which wilremain in the area even if and whensecurity issues arise. the ProjectManagement Team is also located inthe project area and not in thecapital city. This will faciliate thecontinuation of activities in the fieldand avoid disruption in the projectsupport similarly to what IFAD/WCAhas been able to ensure in northenMali and CAR.

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Chad WCA

PPE 5 GOV OPER PMA Implementation andmanagement.

Facilitate project implementationprocedures. This recommendation isaddressed mainly to the Governmentto invite it to accelerate reforms inthe procurement code, which at themoment poses an obstacle to rapidproject implementation. In effect,greater decentralization ofprocedures, including in DTSmanagement, would provideimportant leverage to promotegreater DTS involvement, avoid orreduce delays in project start-up andimplementation, and lowertransaction costs.

Policy dialogue together with otherdonors continues with Governmenttowards accellerated reforms in theprocurement nantional code. IFADhas been able to maintain for thenew project the special waiverobtained through PADERG forregional commissions to handlecontracting below US$50,000. Policydialogue will continue at thebeginning of the implementationof RePER to increase that threshold.

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Chad WCA

PPE 6 GOV OPER PMA The monitoring and evaluation (M&E)systems of pastoral water projectsshould include information toolsresponsive to sector specificities,covering specific indicators thatenable more effective

The new project RePER wil be fullycompliant with IFAD newdevelopment effectivenessframework with specific coreindicators. The M&E system has beendesigned in close collaboration with

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implementation. It is very importantto set up an M&E system to bothfacilitate project management andmeasure project impact.Nevertheless, setting up such asystem for pastoral projectsnecessarily means adopting anappropriate approach and substantialresources, including the use of newinformation and communicationtechnologies to facilitateinfrastructure monitoring over longdistances with often difficult access.Equally, involving DTS in the projectintervention areas would also be veryuseful for sharing information,knowledge and lessons learned underprojects.

goverment and institutional supportwill be provided to the ministry ofAgriculture M&E department and theministry in charge of planning. In thisregard RePER will ensure systematicdata collection to documentgovernment indicators related toclimate change, water, productionincrease and conflict inpartnership with ICRAF (usingsatellite imagery, and installingpiezometers).The project will benefitfrom the impact assessment carriedout on PADERG-PARSAT and thereference group with sample ofbeneficiary households which will beused for RePER impact assessment.

Chad WCA

PPE 7 CTRY OPER PMA In this regard, in future projectsIFAD should propose a capacity-building plan for the governmentdepartments involved in procurementand M&E with the participation ofother donors already working onstrengthening institutional capacitiesin the country, such as the WorldBank and European Union.

Capacity building is planned andbudgeted in the new project designto cover the needs of project staffand government counterparts inprocurement and M&E. In terms ofcapacity building, the project M&Eofficer ministry counterpart willbenefit from the PRIME training. Atstart-up the capacity building planwill be updated taking intoconsideration support provided togovernment departement by otherdoners in order to ensurecomplementarity and synergies.

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Republic of Ghana Root and Tuber Improvement and Marketing Programme Project PerformanceEvaluation

Ghana WCA

PPE 1 CTRY OPER TCB Futuremarket-orientedprojectsshould investearly inspecializedskills onmarketdevelopmentand pay closeattention todemandfluctuations.The experience

For future interventions, investmentsin capacity building of concernedagencies and in orienting the MoFAtoward a commercial approach andmindset are required early on toallow time for implementation.

The future value chain projectsplanned for 2020 will implementthis recommendation.

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of RTIMP showsthat whenmarket analysisand commercialplanning werecarried out, andwhere DSFswere successful,positiveprogress wasachieved.

Ghana WCA

PPE 2 PROJ OPER ASR Additionally, future projects alsoneed to better identify marketconstraints: type of markets (export,regional, and domestic), end use ofthe commodity, characteristics of thecommodity, quality attributes, andcurrent and emerging trends in themarkets.

Prior to investing in the value chain,GASIP conducts assessments, whichcan capture the market constraints,the type of markets and size ofmarkets as well as current andemerging trends of the market.

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Ghana WCA

PPE 3 PROJ OPER MVC Lastly, while working directly withkey enterprises, other marketingapproaches such as direct linkage,contract farming, direct sub-contractor agency facilitation could beconsidered and supported to increasediversification and address marketinterests.

GASIP promotes value chaindevelopment through contractfarming, use of off-takers and valuechain facilitators. GASIP plans topromote the capacity buildingactivities and introduction ofinnovative solution and technologyto farmers/FBOs/Off-Takers toaddress market interests anddiversification where appropriate.

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Ghana WCA

PPE 4 CTRY STR RFI Matchinggrant fundsmay beappropriatebut alternativerural financingmechanismsshould also beexplored.RTIMP relianceon the MEF forfinancingconstrainedimplementation,and moreintensivesupport was

The new COSOP is under design, andplanned for EB submission inSeptember 2019. It will advocatenew approaches towards provision ofagricultural finance as per therecommedation. IFAD plans a newrural finance investment project in2020 that would align with efforts ofother donors to address risks andhave a balanced approach towardsboth support to demand and supplyof rural financial services.

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required toovercome thechallenges facedby both financialinstitutions andthe targetgroup. Wherethere is demandfor ruralfinance, amatching grantfund can be agoodmechanism tomobilizeresources andincreasefinancial accessby resource-poor farmers.However, itsdesign shouldbe based oncarefulassessment ofthe potentialrisks andconstraints inboth supply(financialserviceproviders) anddemand(borrowers)sides for such amechanism tobe effective inreaching theintended targetgroup. At thesame time,alternativeapproachesaimed atimprovingaccess tofinance, forexamplethroughlinkages withthe IFAD-

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financed RuralEnterprisesProgramme, aline of credit orasset-basedfinancing(leasing) mayalso beexplored.

Ghana WCA

PPE 5 PROJ OPER PMA Projectmanagementissues need tobe addressedearly anddecisively toavoid dilutionof thestrategicintent andefficiency oftheprogramme.RTIMPimplementationwas affected byfinancial andstaffmanagementconcerns. Thesewere identifiedat an earlystage, butaction was nottaken until latein theprogrammeperiod.Specifically, forthe futureprojects, IFADand theGovernmentshould identifyrisks related toprojectmanagementand riskmitigationmeasures in

IFAD is supporting the capacitystrengthning of the Governmentto monitor programs performance,identify and address issues earlyenough. IFAD is exploring ways tolink the newly established ProjectDelivery Unit (aims at strengthniningoversight of programs) in MoFAthrough the IFAD grant - Deliver.Similarly, the MoTI has restructuredits oversight into Project Teams andREP is now positioned within the SMETeam of the Ministry, to ensuredirect supervision and reporting.

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advance so thatactions, whereand whenrequired, can betaken in atimely manner.Future projectsshould ensurean appropriatestructure of theimplementationunit (e.g. PCO)to enhance theMinistry'sleverage onprojectsupervision.There is also aneed to keep acertain degreeof humanresource andinstitutionalmemory withinthe Governmentafter projectclosure.

Republic of Guyana Rural Enterprise and Agricultural Development Project Project PerformanceEvaluationGuyana LAC PPE 1 IFAD STR TCB When

operating insituations withseriousconstraints ininstitutionaland humancapacities,programmesshouldaccount forlongergestationperiods.Thiswould entailtaking a longer-termprogrammatic

The on-going project (HinterlandProject) was presented to the EB in2016 i.e. prior to the undertaking ofthe READ Project PPE. However, inthe design of the Hinterland Project,the following measures were takeninto account: the project wasdesigned for a period of 6 years andthe activities planned in Region 9 ofGuyana (where most of theinvestment is concentrated) refer toinvestments to be made byindigenous communities. Theparticipatory planning process andthe identification of theseinvestments were previously carriedout by the national government, thelocal governments and NGOs.

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view anddevisingprojects with aduration thatprovidessufficient timeto raisecapacities tomeet theproject'srequirements.This isespecially so incases wheretraining oftrainers (locals)is one of theactivities of theproject.Similarly IFADshould seekGovernmentsupport, wherepossible, inensuring thatthe process ofrecruiting keystaff of theProjectManagementTeam is startedwell in advance.In addition, toensure that keystaff areretained, theircontracts couldbe synchronizedwith theduration of theproject cycle,thus providingthem withsecurity oftenure.

Likewise, the project is based onlocal technical capacities alreadyinstalled in local government andpublic institutions. Greater challengesarise in Region 1, with relativelyweak local capacities. For thisreason, a lower investment of theProject in Region 1 has beenprogrammed, centered on valuechains already existing in theterritory.

Guyana LAC PPE 2 CTRY OPER MVC In order tooptimize thebenefits of avalue chain,

As mentioned in Recommendation 1,the selection of investments andvalue chains in the first phase of theproject are based on existing

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prioritize theselection of afew valuechains basedon marketdemand. Thepriorities couldbe based oncriteria such asthe rate ofreturn, theinvolvement ofthe project’sintendedbeneficiaries inthe productionand/orprocessing, andthe marketdemand for theproducts. Thiswould giveusefulexperience andexpertise ontechnical,financial,marketing andorganizationalconstraintsbeforereplicating themethodology toother chains.Since thedomesticmarket inGuyana issmall, theproject shouldhave focused oncommoditiesthat have agrowing globaldemand and forwhich marketingchannels existand are clearlydefined. Duringthe projectappraisal stage,

experiences with the aim ofgenerating a learning process andcapacity building. In the case ofRegion 9, the value chains identifiedrelate to local demand, but includethe neighboring city of Bonfin inBrazil, with customary marketing ofagricultural products betweenLethem (in Guyana) and Bomfin. InRegion 1, products on high demandin the Caribbean and their valuechains were identified.Given the weaknesses on capacitiesand knowledge in Region 1, in theFinancing Agreement, it wasestablished conditions to invest inRegion 1, among which wasrequested a detailed value chainsstudy for spices in Region 1.

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a preliminaryevaluation ofcompetitivenessand marketdemandrequirementsfor a limitednumber ofcommoditieslinked to theproject’s targetgroup should beconducted toensurerealization ofthe project’seconomic andsocial goals.

Guyana LAC PPE 3 CTRY STR RFI In promotingsustainablerural financingfor value chaininterventions,link financialcredit andproduct-market credit.In mostinstances, lower(subsidized)interest ratesprovided tobeneficiaries ontheirloans/credit bydevelopmentprojects areuntenable forthe financialserviceproviders. Therates return totheir previousnon-subsidizedlevels once theproject iscompleted, thusjeopardizing thesustainability of

The Hinterland project does notdirectly finance private goods thatcan be individually appropriated. Theproject, however, provides incentivesfor investments for the adequatemanagement of natural resourcesand climate risks and nutritionsecurity included in Business Plans.These incentives are financed by theproject through a non-reimbursablematching grant equal to 30 per centof the total cost of the investment.The remaining 70 per cent is coveredby the beneficiaries through ownresources or through the creditmarket.

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the intervention.One strategy forlonger-termsustainability,especiallyrelated to valuechain financing,is to linkproduct-marketcredit withfinancial credit.In the case ofthe former,traders,processors,input suppliersand exportersprovide credit tofarmers as partof input supplyand productpurchasetransactions,tying the creditto subsequentsale of produce.Links facilitatedby a projectbetweenfinancial andproduct-marketactors offer away to harnessthe respectiveadvantages ofboth. Sucharrangementscan lower theselection andmonitoring costsfor the financialserviceproviders,including thelending risk, andmay reduceinterest ratesfor beneficiaries,in addition togiving them awider range of

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financialoptions.

Guyana LAC PPE 4 PROJ OPER BEN Makeprovision inproject designfor sufficientsupport tobeneficiarieswhenintroducingthem to a newoccupation. Ininstances whereIFAD-supportedprojects throughtheirinterventionspromotevocations thatare new tobeneficiaries,allowing forsufficient timefor them tostand on theirfeet or toreceive technicalassistance tofacilitate theirself-reliance iscritical. Doing socan facilitate thesustainability oftheir skills andmake thedevelopmentalchanges beingpromoted by aproject moreeffective. Theabsence of thisprovisionbecomes evenmore glaring incases (such asREAD) whendelays in projectimplementationresult in several

The interventions in Region 9 arebased on a previous process ofplanning and self-definition of theirinvestment needs by thebeneficiaries. In Region 1, the valuechains identified correspond toexisting experiences in the Region.However, greater challenges willhave to be faced, as indicated inprevious observations. TheHinterland project has foreseen thatthe beneficiaries keep receivingtechnical assistance also after theend of the investment process.

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activities beingtelescoped intocompletiontowards the tail-end of theproject.

Lao People's Democratic Republic Northern Region Sustainable Livelihoods through LivestockDevelopment Project ADB-IFAD Joint Project Performance Evaluation

Laos APR PPE 1 PROJ STR TGT A moreexplicit andtailoredtargetingapproach isrequired tosupportcommercialization and thesustainabledevelopmentof thelivestocksector. Theheterogeneity ofthe target groupand the agro-ecologicaldiversity in theNRSLLDP meantthat manyfarmers,particularly fromthe poorestethnic groups,were unable ordid not have aninterest insignificantlyincreasing theirlivestockproduction.Therefore, thenew projectshould developa targetingstrategy toguarantee thatthe poorestbenefit from

The new COSOP 2018 - 2024presents a clear targeting and gendermainstreaming strategy whichencompasses also the needs ofethnic groups (indigenous people)and youth. The oncoming design ofthe Partnerships in Irrigation andCommercialisation of SmallholderAgriculture (PICSA) will address thedifferent needs of smallholderfarmers of different "wealth" strata ,which encompass the poor to lowmiddle income groups who remainvulnerable and may slip back intopoverty. It also address needs forvery poor , subsistence smallholdersin the uplands , most of whombelong to ethnic groups. Participatorymethodology for planning , enhancedaccess to technology and trainingand tools like the Farmer GroupInvestment Funds offer entry pointsfor the target group to decide andimplement own development plans.The Fund will be implementedthrough a community drivendevelopment approach which hasshown promising results in recentprojects. Poor women will be directlyassisted through nutrition andhygiene training (WASH) and accessto small garden grants to improveand diversify diets. Youth will haveconcrete entry points in off-farmvalue chain training and jobopportunities in trade and transportrelated activities. The project's smallenterprise facility will targetspecifically young entrepreneurs.

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project activitiestowards thetransition tolivestockcommercialization. This couldbe done,for example, byensuring theinclusion ofactivities relatedto poultry andsmall animals.

Laos APR PPE 2 CTRY STR MVC Movingtowardscommercialization entailsthe tailoring ofactivities tothe contextand needs ofthe poor whohave thepotential toscale uplivestockdevelopment.In particular:(ii) IFAD shoulddesignappropriatefinancinginstruments forlivelihoods interms ofduration,amount, savingsoptions andclear repaymentand collateralrequirements,to orient theinvestments inthe sector andsupport accessto markets;(iii) ADB shouldsupport the

These recommendations addressbasic technical aspects in livestockdevelopment which have been takenon board by the follow-up project(NSLCP). In terms of rural finance,the IFAD funded project NSLCP –RFSP aimed to scale out the VillageBank and Network SupportOrganisation (VB/NSO) approach asthe solely proven microfinanceapproach in Lao PDR. It wasdeveloped by GIZ during the last 13years and has gained a proven trackrecord in recent years. Since GIZ wasnot in the position to provide therequired technical assistance toNSLCP-RFSP, the project has beenstruggling and a restructuring isbeing considered. However, theSouthern Laos Food and NutritionSecurity and Market LinkagesProgramme (FNML) has succeeded toengage with the VB/NSO in twodistricts and has linked its targetgroup to these to microfinanceinstitutions.

Other financial approaches that coulddovetail ADB investments ininfrastructure are being successfullypiloted by the Strategic Support forStrategic Support for Food Securityand Nutrition Project (SSFSNP) andthe FNML project. They engagefarmers groups in strategic

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establishment ofmarket-orientedruralinfrastructure toeffectivelyaccess sectoralinputs andmarkets;(iv) Similarprojects muststart withtraining forgood practicesin nutrition,confinement,and animalhealth; suchtraining pavesthe way formoresophisticatedpractices relatedto breeding,commercialinputs, andimprovedefficiency andmarketing.

investment planning and oncebusiness plan are developed, thesegroups access matching funds forproduction of commodities with goodmarket demands. These farmersreceive technical and businessspecific supports to render theirbusiness plans successful. Thesecond steps of engagingsmallholders with private enterpriseshas been initiated as well through aPPPP approach. Small enterprisesthat have an explicit investment planand provide the majority of financingand engage with smallholder farmergroups, will receive matching financefrom the project to address thefinancial constraint of their businessproposal.

Laos APR PPE 3 CTRY STR PAR IFAD, ADB andtheGovernmentshould planfor sustainedpartnershipand support oftheGovernment'ssectordevelopmentstrategy. Giventhe limiteddevelopment ofthe sector,progress madeto date andgeneral weakcapacity, theelaboration andimplementation

IFAD has recently approved the newCOSOP 2018-2024 which has anexplicit strategic objective to supportcapacities, tools and approaches thataddress development constraints ofthe agricultural sector. Access totechnology, financial literacy andunderstanding of market demand arethe key tiers to bring small,vulnerable smallholders closer tohigher development levels.Interventions will have specific policyand institutional aspects which arecritical to underpin the efforts madeby farmers and service providers.The latter require for examplepolicies which promote viable andsustainable microfinance systems forsmall producers and access tofinance for other value chain actors.ADB takes a strategic role through

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of a longer-termstrategy agreedby key partnersis essential forsustainedbenefits andreal scaling-upof results byotherdevelopmentpartners, theprivate sectorand theGovernmentitself. A phasedapproach shouldalready beconsidered,including usingcomplementaryinstruments andpartners toassist withpolicy,regulatory andinstitutionalrequirements.Theestablishment ofpartnershipswith privatesector actorsshould beestablished toboost thelinkages withproducer groupsand ensure thatsmallholdersaccessadditionalknowledge,cheaper inputsand betterprices.

our joint investments ininfrastructure such as irrigation,processing plants such asslaughterhouses and roads. Projectssuch as NRSLLDP have demonstratedthe complementarity andcomparative advantage of eachpartner for infrastructure (ADB) andtargeting, institutional capacity andinclusive value chain development(IFAD). Moreover, it has been notedthat the agricultural sector in LaoPDR has become more dynamic ascompared to previous year.Government has succeeded in abetter integration of the economy inthe region through trade andinfrastructure.

Laos APR PPE 4 IFAD STR STRA IED and IOEshouldcontinue toconduct joint

Management is pleased support jointevaluations of co-funded projects forjoint learning in future investments.

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evaluationswheneverpossible. BothIOE and IEDacknowledgeand concur onthe usefulnessof conductingjoint evaluationsand the factthat thelearningcomponentattached to thistype of exerciseoutweighs thechallenges ofconducting it. Inorder tomaximize thelearning andknowledge-sharingbenefits, futurejoint evaluationsat the projectlevel shouldcontinue to beconducted inconjunction within-country ECDactivities.Moreover, IOEand IED shouldexploreopportunities forthe jointimplementationof higher-levelevaluations suchus synthesisreports by IOEor sectorevaluationreports by IED.If a jointexercise is notdeemedpossible,opportunities formutual

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interaction andknowledge-sharing shouldbe exploredwheneverappropriatethrough specificinputs and/orpeer review ofevaluationapproach papersand finalreports.

Kingdom of Lesotho Rural Financial Intermediation Programme Project Performance EvaluationLesotho ESA PPE 1 CTRY STR RFI Build private

MBFIs onlywith privateand/or non-governmentalimplementingpartners.Based on thelessons andexperience ofRUFIP andRF&ESP, it isrecommendedthat futureprojects usenon-governmentalagencies,preferablyexperiencedNGOs, asimplementingpartners forpromotingMBFIs. Thisrequires fundingfrom sourcesother than loansto governments,e.g. grants. TheGovernment,through thecentral bank,has theresponsibility to

In 2019, the proposed focal areas ofthe CSN will be closely assessed and,based on this, a comprehensiveCOSOP for Lesotho will be developedalong with the development of a newpipeline. This will include the use ofAVANTI grant finance resources toassess the efficiency andeffectiveness of futureimplementation modalities. IFAD isexploring collaboration with theRome Base Agencies (RBA), FAO andWFP in the areas of nutrition, foodfor work, land rehabilitation, foodsystems amongst others.Furthermore, collaboration withnational and international NGOs andCSOs will be explored forimplementation. In that respect, theOPEC Fund for InternationalDevelopment has confirmed interestin co-financing a new project.

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ensure aconducive policyand regulatoryenvironment,which may befunded fromloans.

Lesotho ESA PPE 2 CTRY STR SUS Allocate atdesign fundsfrom grantresources orin cooperationwith otherpartners fortwosustainability-cum-upscalingexitstrategies,post-completion ifnecessary,which wouldinvolve: (i)organizingPSPs innetworks; and(ii) organizinggroups intolocal ordistrictassociations.PSPs, whoseservices arepaid for by thesavings groupsthey haveestablished, arewidelyconsidered byNGOs as an exitstrategy to beused at the endof their variousshort projects inwhich savingsgroups/MBFIs

As a LMIC, Lesotho is graduating inits lending terms as of 2019. Findingappropriate mix of financialinstruments to finance longer-termsustainable solutions is henceincreasingly important. The countryteam is foreseeing a project whereGEF grant resources are paired withIFAD PBAS allocation to reach exactlywhat was recommend in the PPE ofRUFIP. On-going design andimplementation support is alsostrongly focusing on sustainability ofinterventions, focusing - amongother things - on groupstrengthening and training ofindividuals in groups to allow peer-to-peer learning. In the absence of arural finance project, no furtherefforts to forming PSPs into networksand associations are currentlyongoing.

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were developedas a cross-cutting strategy.Unless PSPs areorganized intonetworks toform the a basisforcommunicationand mutual andpossiblyexternalsupport, theengagement ofPSPs with thegroups theyhaveestablished – aswell as withadditional newgroups - is likelyto be short-lived. A relatedand mutuallyreinforcingstrategy wouldbe to organizegroups into localor districtassociations.

Lesotho ESA PPE 3 CTRY OPER TCB Strengthenthe capacity ofthe existingnationalsecretariat ofNGOs,enabling it toserve as a keyfacilitator ofMBFIs forcoordination,representationand resourceacquisition.The facilitationof savingsgroups byINGOs is across-cutting

The CSN and COSOP consultationprocess included the NGO secretariatand the Lesotho National FarmerUnion (LENAFU) was supported froma PMI managed/ EU funded projecton farmer organisations. The CSNconsultation and pipeline discussionwith the Government of Lesotho in2018, as well as reviews within IFAD,listed access to finance as one area,yet not a priority for IFAD under theCSN 2019-2020. The deepengagement as prior under RUFIPwith a stand-alone rural financeproject specifically targeting the ruralfinance sector is not foreseen in theshort-term, unless requested fromGovernment.

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strategy fornumerous localprojects oflimited scaleand duration.There is usuallyno coordinationor policydialogue amongthe variousfacilitatingINGOs and localNGOs. As thelocal projectscome to an end,facilitation,oversight andreporting to theSAVIX usuallystop. Attemptsshould be madeto strengthenthe capacity ofthe existingnational councilto enable it toplay a moreproactive role insupporting therural financeandmicrofinancesector. It wouldtake theintervention ofan internationalagency with acomprehensivelong-termdevelopmentagenda (such asIFAD) to bringthis process to asustainableconclusion.

Lesotho ESA PPE 4 GOV OPER PMA Improve thecapacity andintegrity ofprogramme

In 2018, strong focus was given toadequately staff the two projectmanagement units in the country.Together with the Government, IFAD

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managementstaff in futureprojects. ForIFAD-financedprojects inLesotho in thefuture, theGovernmentshould takeevery possiblemeasure toassigncompetent staffto the project toensure therequiredcapacity andintegrity of thePCU. Trainingsand incentivesshould also beprovided toincrease thestability of thePCU and reducethe turnover ofthe key projectstaff that wasexperienced byRUFIP.

country team achieved fully staffednational management units by end ofJanuary 2019. Capacity buildingmeasures, such as PRIME initiativesin Kenya, China and soon Turkeystrengthen monitoring andaccountability capacities. A modernMIS was installed in one project inNovember 2018. The area deservescontinuous attention and will betreated accordingly by the countryteam in discussions withGovernment.

Madagascar Project to Support Development in the Menabe and melaky Regions Project PerformanceEvaluation

Madagascar

ESA PPE 1 IFAD STR DES Designprojects witha limitednumber ofsynergeticthemes. This isa generalrecommendation that applies toa large numberof IFAD-supportedprojects. It ismeant tocounteract theinclination to

AD2M-II has a more simplified designwith investments on irrigation andwater management infrastructurebeing the core interventions aroundwhich all other activities andinvestments are attached inagricultural development poles. Thenumber of priority value chains havebeen narrowed down to 3, namely,rice, beans and onion.

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include toomanydimensions –which mayreflect thepeople’s needsbut tend torequire complexarrangementsthat are difficultto manage.Consciouslystaying withinthe bounds ofwell defined,coherentinterventions issynonymouswith simplicity,which is oftenthe mosteffectiveapproach indevelopmentprojects andbeyond.

Madagascar

ESA PPE 2 IFAD STR LTR Combine landtenuresecurity withagriculturaldevelopment.In countrieswith land tenurereform agendas,exploringsynergiesbetween landtenure andagriculturaldevelopment isrecommended,particularly inview of thehypothesis thatsecure landtenure tends tolend momentumto agricultural

The second recommendation ofcombining support for land tenuresecurity and agriculturaldevelopment mostly reemphasizes akey feature of the success of AD2Mwhich is replicated into AD2M-2.Although land tenure security isimportant for providing incentives forimproving agricultural production, itis not an end in itself. To deliver itsfull potential in terms of rural andagricultural development, IFAD iswell aware that investments andpolicy engagements for land tenuresecurity must be accompanied byservices and investments thatcontribute to enhance to return onsecured land, through actionsimproving agricultural productivityand access to credit and market.

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development.

Madagascar

ESA PPE 3 CTRY STR SCA Plan moresystematically, from the timeof projectdesign, forpotentialscaling upopportunities.Thisrecommendation relates to allcontexts whereIFAD is present,for there aretwo IFAD-supportedprojects inMadagascar thatalready respondto thisrecommendation: AD2M II andthe SupportProgramme forRuralMicroenterprisePoles andRegionalEconomies(PROSPERER).Morespecifically, it isrecommendedthat a review bedone todeterminewhetherextending aproject into ascaling up phasecould lower thetransactioncosts inherent inconcluding aproject after asingle phaseand startinganother in a

IFAD’s approach to scaling updevelopment results rests on the useof three complementary tools such asproject financing, policy engagementand knowledge management toleverage additional resources fromgovernments, and other stakeholderssuch as the private sector, otherdevelopment partners, and ruralcommunities.

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differentcontext.

Madagascar

ESA PPE 4 PROJ OPER NTR In the case ofAD2M II,environmentalhealthpromotion invillages shouldbe included,since one of theindicators forthe AD2M IIgoal is to lowerchronicmalnutritionamong childrenunder five. Thistakes intoaccount recentlearningsdeducing thatthe criticalfactor is toreduce constantfaecalcontaminationamong childrenrather thannutrition assuch.

With a USD 6 million cofinancing ofASAP, the climate and environmentdimension of AD2MII has beenstrengthened with investment inspate irrigation, reforestation, agro-ecology and natural resourcemanagement in addition toknowledge dissemination andcapacity building interventions. Asthe lack of nutritional education isone of the primary causes ofmalnutrition in Madagascar, AD2MIIhas signed a partnership agreementwith the Office national de lanutrition to lead interventions relatedto nutrition education in the 2targeted regions. In additional, thereis an ongoing discussion to with theUNICEF office in Madagascar toestablish partnership opportunitiesfor investments in sanitation. Finally,during the MTR of AD2MII planned inDecember 2019, direct investment indrinking water and sanitation will beincluded in the project cost tables.

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Kingdom of Morocco Rural Development Project in the Eastern Middle Atlas Mountains (PDRMO) ProjectPerformance EvaluationMorocco NEN PPE 1 CTRY OPER TCB Pursue

capacity-buildingefforts forgrass-rootsorganizationsto enablethem tobecomeinclusiveactors in localdevelopment.

At the institutional level, agriculturalassociations and cooperatives shouldbe organized into unions and apexorganizations to improve theircollective effectiveness, positioningthem at various links in the valuechain and so strengthen theirbargaining power with national andprovincial authorities. This should beprepared in advance bystrengthening advisory assistancecombined with agronomic researchand public and private agriculturaladvice. In addition, the agriculturaland drinking Water UsersAssociations organized into provincial

The latest IFAD Projects in Morocco(implemented in the context of PlanMaroc Vert – Pillar 2/smallholderfarming) do have a strong focus onfarmer's organisation and engagesystematically with Associations,Cooperatives, OPA and GIE(groupement d'intérêt économique).Projects bring training (technical andmanagerial) and also provide literacycourses (particularly to women:example of Agricultural Value ChainDevelopment Programme In TheMountain Zones Of Taza Province)which empowers such marginalgroups to bargain with authorities

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unions and eventually into regionalfederations could, throughappropriate capacity-building, takeaction to rehabilitate small- andmedium-size hydraulic works andconsolidate water supply according tothe principle of local projectmanagement, in addition tosustainable management ofinfrastructure.

and market actors (some womenhave their own cooperatives,example women led cooperativesdeveloped in Agricultural Value ChainDevelopment Project In TheMountain Zones Of Al HaouzProvince).Water user associations have beensupported but they still facestructural problems and issues inefficiency and effective managementof associations and applying waterpricing. For example, water useassociations are being supported inthe context of Rural DevelopmentProgramme In The Mountain ZonesPhase (Sefrou and Azilal). IFADsupervisions are putting increasedemphasis on institutional aspects andfarmers organisations. Onesuccessful example is theengagement with the "Associationnationale des éleveurs ovins etcaprins" which was crucial instructuring livestockcooperatives/farmers and providingthem with services (example inTaza). The latest project in thepipeline is built around a synthesis oflessons learned (simplification ofpartnerships, stronger support towomen's associations and creation ofinnovative service cooperatives foryouth – such as the equips metiers,support to business managementand access to market etc.).

Morocco NEN PPE 2 CTRY OPER DES At the operational level, theparticipatory approach should beincluded at the project formulationstage to avoid affectingimplementation, and should beadapted to the specific mountainzone context where the mostappropriate level for diagnostics,planning and implementation of localdevelopment is one higher than thedouar – at the commune orwatershed level.

This is being implemented in theprojects of PMV/Pillar 2 and insertedmore clearly in the SOs of the COSOP(after the 2017 CRR).

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Morocco NEN PPE 3 PROJ OPER NRM Strengthenthe protection

The result review process of theCOSOP (conducted in May 2017)

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andrestoration ofnaturalresourcesthroughinnovativeintegratedwatershedmanagementapproachesandsustainablenaturalresourcemanagement.Theseapproaches willallow for betteranticipation ofthe effects ofclimate changeand betterlinkages withpolicies and landuse plans.Hydraulicimprovementsshould be basedon a long-termdevelopmentschemecovering bothsurface waterand groundwater resourcesand seekmaximumefficiency inwater use. Itwould also beadvisable tomake use of allpotential watersavings offeredbycomprehensiverehabilitation ofirrigationsystems –primary andsecondary

highlighted environment/NRM Andclimate as a critical area for moreattention and focus. A new strategicobjective was added to the COSOP.It calls for adopting technologies andpromoting practices and activities toallow for a better resilience toclimate change, sustainable use ofnatural resources and conservationof the environment. In practice thisdimension has gained ground acrossthe ongoing IFAD portfolio in thecountry with projects like PDRZMthat has a GEF and an ASAPcomponents exclusively focusing onenvironmental aspects (NRM,technologies etc.) and integratedNRM approaches. IFAD has alsofinanced a grant for smallholdervulnerability mapping. The exerciseis being replicated at the nationalscale and being used as a decisionmaking tool.

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seguias at least– and moreefficient on-plotirrigationthrough betterirrigationmanagement.Finally,agricultural landprotectionshould be donein theframework of anoverallprocedure thatincludesprotectionupstream anddownstream ofthe watershedand closetargetedprotection thatis highlyadapted to therisks.

Morocco NEN PPE 4 CTRY OPER TGT Improve thegeographicaland socialtargeting ofinterventions.The geographictargetingstrategy shouldincludeinterventionsthat are lessspread out andfocus on agro-ecologicalmountain zoneswith high ratesof poverty andvulnerability. Inaddition, socialtargeting shouldensure that themost vulnerable

The latest IFAD projects in country(ongoing portfolio of 4 projects) havetried to gradually narrow thegeographical targeting. PRODER Tazafor example (the latest in thepipeline) focuses on two circles onlyof Taza (Aknou land Tainsat). Thisgeographical targeting was informedby the lessons learned regardingimpact dispersion in previousoperations. The ongoing generationof projects contribute to PMV/Pillar 2and the new government programmefor combatting social and geographicdisparities. They have stronger focuson vulnerable groups such as youthand women an they engage themthrough specific tools andinstruments (Literacy, women-specific activities, women-cooperatives, equips metiers foryouth etc.). Innovative projects like

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peopleparticipate inlocaldevelopment.For this reasonthe M&E systemshould monitorthe number andtype ofbeneficiaries todetect cases ofexclusion. It isalso necessaryto establishspecifictargetingstrategies toincrease thepresence ofwomen andyoung people,particularly indecision-makingbodies of grass-rootsorganizations.These must betargetedaccording totheir level ofrepresentationand priorcapacity toinclude womenand youth.

al haouz have actually generated areversal trend in migration fromurban to rural areas by creating jobsfor rural youth through the servicecooperatives of equips metiers. M&Esystems are adjusted to capturebeneficiaries by sex and age andtargeting mechanisms used byprojects are mindful of marginal andvulnerable groups (example livestockdistribution to vulnerable women andwomen-headed households inSefrou, azilaal and haouz projectsetc.). The latest project in thepipeline intends to be gendertransformative and youth sensitiveand will work to ensure that projectbeneficiaries include at least 40 % ofwomen and 40 % of youth. IFAD isalso engaging in a policy dialogueprocess with et government toadvocate for and to create anenabling environment for rural youthemployment (building on IFAD'sexperience of equips metiers for ruralyouth that is appreciated and beingscaled up by the government)

Morocco NEN PPE 5 CTRY OPER PMA Improveprojectimplementation bymobilizingappropriatecompetenciesandstrengtheningM&E andoperationalpartnerships.

The executing agency (DPA) shouldhave the human and materialresources needed to implement aproject. External technical assistanceshould not substitute capacity in theexecuting agency and other keyactors, and should not be bought inat the expense of capacity-building inthese agencies. It should providesupport, at a cost that is justified bythe responsibilities and value addedof such support.

The latest IFAD projects in country(ongoing portfolio of 4 projects) havetried to gradually narrow thegeographical targeting. PRODER Tazafor example (the latest in thepipeline) focuses on two circles onlyof Taza (Aknou land Tainsat). Thisgeographical targeting was informedby the lessons learned regardingimpact dispersion in previousoperations. The ongoing generationof projects contribute to PMV/Pillar 2and the new government programmefor combatting social and geographic

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disparities. They have stronger focuson vulnerable groups such as youthand women an they engage themthrough specific tools andinstruments (Literacy, women-specific activities, women-cooperatives, equips metiers foryouth etc.). Innovative projects likeal haouz have actually generated areversal trend in migration fromurban to rural areas by creating jobsfor rural youth through the servicecooperatives of equips metiers. M&Esystems are adjusted to capturebeneficiaries by sex and age andtargeting mechanisms used byprojects are mindful of marginal andvulnerable groups (example livestockdistribution to vulnerable women andwomen-headed households inSefrou, azilaal and haouz projectsetc.). The latest project in thepipeline intends to be gendertransformative and youth sensitiveand will work to ensure that projectbeneficiaries include at least 40 % ofwomen and 40 % of youth. IFAD isalso engaging in a policy dialogueprocess with et government toadvocate for and to create anenabling environment for rural youthemployment (building on IFAD'sexperience of equips metiers for ruralyouth that is appreciated and beingscaled up by the government)

Morocco NEN PPE 6 CTRY OPER PMA Equally, the M&E system should bestrengthened and itsoperationalization included as acondition in financing agreements, toenable lessons learned to be drawnfrom past experiences, improveresource planning and allocation, andbe in a position to measure impact.

IFAD and GoM have invested in anational system for M&E which islinked to local and project relatedM&E systems .Despite someimprovements, this areas requiersmore attention and more training toPIUs.

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Morocco NEN PPE 7 CTRY STR PAR In addition, partnerships should bereinforced, particularly with theMinistry of Water and Forestry andwatershed agencies and especially atthe formulation stage, with results-based framework agreements andprogrammes and genuine

The institutional set up has changedin Morocco. Water and forestry arenow under the same ministry(Ministry of Agriculture). IFAD’s focalpoint in the Ministry is the DDERZM(Direction de Développement del'Espace Rural et des Zones de

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responsibility-sharing rather thanservice provision.

Montagne) which has a cross-cuttingmandate to coordinate ruraldevelopment (in all its aspects in themountain space) where IFAD isengaged at the moment. This offersclose coordination opportunities andstrengthened partnership with theother departments of the sameministry dealing with forestry, waterand soil and waterconservation.Responsibility sharingmodality is challenging toimplement, difficult to pursue andmonitor. IFAD’s experienceinMoroccoseems to suggest that it isbetter to reduce the number ofpartnerships to the most effectiveones, engage with partners on thebasis of a clear agreementondeliverables and ensure thatpartners have dedicated resources toimplement the agreed workplan. Experience shows also thatthere is need for morecommunication and coordinationbetween the main implementingagency and its partners so thatpartnerships do not operate inisolation from the overall context andobjectives of the project (alsoensuring that approaches areharmonised in terms of targeting,incentives, financing modalities etc.).IFAD si accommodating all theselessons in the preparation of the newproject (PRODER Taza) that is beingdesigned for approval at theSeptember 2019 EB session.

Palestine Partecipatory Natural Resource Management Programme Project Performance EvaluationPalestine NEN PPE 1 CTRY STR MVC Future projects

should betterintegrateelements for‘enhancement ofresilience’ oflivelihoods oftargetbeneficiariesandcommunities

Taken into consideration in theRELAP design. Agriculturalintensification under Components 1and 2 and livelihood diversificationunder Component 2. Also, whilePNRMP was leaving the choice ofcrops and trees to be planted to thebeneficiaries themselves, RELAPis putting a stronger emphasis onmarket prospects advisingbeneficiaries on crops and trees

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into theirobjectives. Thiswill encompasssupporting ruralpeople toconstruct theirlivelihoodsthrough twomain strategies:agriculturalintensificationand livelihooddiversification.Within therubric ofagricultureintensification,this mayinvolveinterventionsfacilitatingaccess to inputand outputmarkets wheretarget groupsbeyondlandowners willbe able toparticipate andbenefit.Complementaryactivities suchas off-farmlivestockproduction andvalue additionto agriculturalproductionshould also beconsidered tomakeinterventionsmore inclusivebeyondlandholders.

diversification. Off-farm livestockproduction and value addition toagricultural production, as part of theactivities supported underComponent 2 of the RELAP

Palestine NEN PPE 2 CTRY STR TGT Targetingmechanisms willhave toincorporate adiverse range ofmodalities toenable

Taken into consideration in theRELAP. Under Component 2, aspecific matching grant scheme hasbeen established, specifically tosupport women, the youth andlandless people (not accessible tofarmers supported under Component

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participation ofmarginalizedand poorersections of thecommunitiessuch as women,youth andmarginallandholders.This will requiretailoredtargetingstrategies,including on-and off-farmactivities.

1 and who own land) to start incomegenerating activities (target = 900beneficiaries, 50% women and 50%youth, all landless). In addition, toensure further inclusion of women inComponent 1 on land development,financial provisions have been madeto support women and youth whowould like to claim their inheritanceright to land (financial provisions forlegal and technical support to obtaindocumentation).

Palestine NEN PPE 3 CTRY STR BEN Communitiesand theirinstitutionsshould serve asthe entry pointforinterventions.This will helpachieve moreinclusivetargeting andwider outreachof programmeinterventionsthrough on- andoff-farmactivities byreducingtransactioncosts andmobilizingcommunitycapital.Community andcollectiveinstitutions canalso serve asmechanisms forfacilitatingincreasedaccess tomarkets and asinterfaces withother donor-funded activities

While PNRMP was focusing more onindividual small farmers regardless ofthe overall land developmentpotential within the villages, RELAPseeks, in each of the targetgovernorate, to select the areas withthe highest incidence of poverty. Butanother criteria for final villageselection include the existence of apotential to develop a minimum of200 dunums of land and with highervulnerability to climate related risks.For this, local municipalities are, notonly co-financing activities but alsoinvolved in their selection andimplementation

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which carry outcomplementaryactivities. Thiswill beespeciallyimportant inlight of thecurrently limitedIFAD funding forprojects inPalestine.

Palestine NEN PPE 4 CTRY STR NRM Whereverpossible, landrestorationactivities shouldbe placed in alandscapeapproach, whichwould implylooking atrestoringlandscapes andnot justindividual farms,so as tomaximize thefunctionality andproductionpotential ofrestored land.

The villages/municipalities are theRELAP entry point and community-based landscape approaches tomaximize project impact. PNRMPprovided support for landdevelopment activities to relativelyscattered individual farmers. Tomaximize project impact and reduceintervention costs, it is essential tomaximize land developmentactivities, as much as possible, atvillage or municipality levels. ThePNRMP experience also found thatadopting a village-based landscapeapproach would help enhance bothsustainability and effectiveness(reducing unit costs by allowingintensive works to be focused onconsolidated plots and mobilizingcommunity-wide natural resourcemanagement approaches/plans).Wherever possible, a mini watershedappro9ach is applied

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Peru Market Strengthening and Livelihood Diversification in the Southern Highlands Project (PDSS)Project Performance EvaluationPeru LAC PPE 1 GOV OPER MVC Consolidation of

performance. Itis recommendedthat theGovernment ofPeru promotedevelopment ofa programmedirected tostrengtheningthe initiativesmoved forwardwithin the PDSS

(i) identifies the associations andorganized groups with potential forlinkage with the markets, formanagement and administration oftheir businesses, and for working andinvestment capital;

The projects developed after PDSShave been designed taking profit ofthe lessons learnt during theimplementation of PDSS, in particularSierra Norte and Sierra and SelvaAlta, which had women and youth aspreferred target groups. The new RB-COSOP approved last December alsoincorporates those lessons, whereasthe new loan currently under designwill focus on the rural organizationsthat are more mature to benefit frommarkets and to further develop.

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interventioncommunities,focused mainlyon women andyouth, and that:

Peru LAC PPE 2 GOV STR SCA (ii) promotes replicability and thescaling up of the innovations of PDSSat the various levels of the publicadministration and within theframework of sector policies;

Innovations from PDSS werereplicated and scaled up by theGovernment in the following projectsprepared - Sierra Norte, Sierra andSelva Alta, and the Aliados I and IIprojects financed by the World Bank.Some of the key learnings, such asconcursos, comités locales deasignacion de recursos (CLAR) andtalentos rurales, were incorporatedinto national legislation.

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Peru LAC PPE 3 GOV STR PVT (iii) involves the private sector inproviding technical assistance; and

The new project (under design) willhave the objective of improving theinvolvement (through assuring theexistence of incentives) of privatecompanies (provision of services,commercialization, etc).

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Peru LAC PPE 4 GOV STR CCA (iv) incorporates risk managementand climate change adaptation andmitigation.

IFAD's portfolio in climate changeadaptation and mitigation has grownconsiderably in the last years. InPeru, an ongoing project (GEF-MERESE) looks at improving thehydric resources management in twobasins. Two new projects have beenapproved on climate changeadaptation and mitigation with GEFresources, and a new project isunder design to be presented to theGCF.IFAD's portfolio in climatechange adaptation and mitigationhas grown considerably in the lastyears. In Peru, an ongoing project(GEF-MERESE) looks at improvingthe hydric resources management intwo basins. Two new projects havebeen approved on climate changeadaptation and mitigation with GEFresources, and a new project isunder design to be presented to theGCF.

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Peru LAC PPE 5 CTRY STR TGT Targeting ofthe poorest. In

While the new projects havemaintained a minimum contribution

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addition toconsidering thetrio for povertytargeting asdefined by IFAD(geographic,self-targetingand directtargeting ofpoor women),starting fromproject design itis necessary totake intoaccount thebarriers toentry, in orderto have criteriafor inclusion andeffectivetargeting infavour of thepoorest; forexample, anidentification ofthe diverseneeds of thepoorest familiesin a communityand of specificstrategies fortheir inclusionor access toresources orassets such asland,transformationor processingequipment, andmarketing,among others.

of the beneficiaries of 30% (toassure the ownership of theorganizations), they don't establish aminimum amount for co-financing.As the organization have thepossibility of presenting consecutiveplans, the poorest organizations hadthe opportunity to participate withsmaller investments and thenscaling-up on the positive results.The new project under design willcontinue the "trio" targeting, whileensuring that no concerned groupsare left behind using complementarymeasures to ensure inclusiveness.The PSSA project (closing in 2019) isconducting an Impact Assessmentthat will be of extreme use tounderstand the results andlimitations of the targeting strategyof the project and the new project(under design) will consider thetargeting limitations to assuretargeting the poorest

Peru LAC PPE 6 CTRY STR RFI Inclusive andinnovativefinancialservices. It isrecommendedthat IFAD –within theframework of

The new project (under design) willhave a component directed todevelop financial and non-financialservices to support the developmentof value chains, seeking to boostlocal economies, accelerating thecreation and/or improvement ofproductive fabrics, and promoting the

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the first tworecommendations, and basedon itsexperience withfinancialinclusion –promote acomprehensiveproposal forinnovativefinancialservices thatactually reducestransactioncosts andgalvanizes theinitiatives of thecampesinoeconomies andfamily farming.Thispresupposesinfluencingpublic policiesand sector-specificregulations forincentives tooperators, inorder for themto sustain suchfinancialinclusionholistically, andto go beyondsavings andmicro-insurance.

competitive capacities of the actorsin the different links of the valuechains. The link with public policieshas been strengthened throughdifferent grants and policy-engagement activities, such as theGDA.

Socialist Republic of Viet Nam Pro-Poor Partnerships for Agroforestry Development Project ProjectPerformance EvaluationViet Nam APR PPE 1 CTRY OPER BEN The forestry

sector should befully mobilizedfor povertyreduction inethnic minorityareas. In areas

It should be noted that thegovernment policy has not yetregulated the use of timber and non-timber forest products in protectionforest land. The 3PAD project mostlyallocated production forest land toethnic minorities. It also enabled

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where allocationof secure rightson sloped landhas not yetbeen finalized,3PAD providesbest-practicesto implementthis activity.Moreover, in allupland areasincluding BacKan, animmediate nextstep is to carryout allocation tohouseholds ofrights onplantationtimber. Thisshould rely oncommunityparticipationrather than onexternalconsultants,using simplifiedforest inventorytechniques inorder to reducecosts andensure thatcommunitymembers gainfull knowledgeon the status oftheir timberresources.Natural timbershould beallocated tocommunities,not individualhouseholds.Pro-poorproductivepartnershipsshould cover notonly cash cropsbut alsosmallholder

poor households of different ethnicgroups to plant trees in theproduction forest areas, followingvarious preparatory steps includingland entitlement, training onplantation techniques and access tofinancial services and procurement ofseedlings and other agriculturalinputs.The new IFAD funded CommercialSmallholder Support Project in BắcKan and Cao Bằng provinces (CSSP)will pilot the use of Non TimberForest Products by poor householdsinside protection forest land. CSSPhas been designed based on thelessons learnt by the 3PAD project. Itis integrated in the Government NewTargeted Programme - New RuralDevelopment which promotes aparticipatory planning approach forthe Market Oriented – SocioEconomic Development Plans(MOSEDP) at commune levels andcapacity building for related publicservices and agencies. As regards tothe forestry sector, the Departmentof Agriculture and Rural Development(DARD) and rural communities areassigned to implement aparticipatory forest land and forestallocation and use planning processleading to the equitable transfer offorest land and forest use rights(Pink Book) for 17,000 ha of foreststo poor households, and thedevelopment of medium-term forestdevelopment plans. The provincialDepartment of Natural Resourcesand Environment (DoNRE) aresupporting these activities.The proposed pilot for community

investment in commercialsmallholder timber plantation couldbe piloted through the CommonInterest Group approach and the co-investment approach with theprivate sector under the proposedAgribusiness Promotion InvestmentFund.

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timberplantations. Thiswill requireinvitingenterprises fromthe wood-processingsector toengage withfarmer groups.Since householdtimberplantations aresmall and low-intensitymanagedforests, foreststewardshipcouncilcertification forsustainabletimber is anopportunity tocreate value inBac KanProvince. Itdeserves beingpiloted in CSSP.

Viet Nam APR PPE 2 CTRY STR MVC Improvedtransportation,irrigation,sustainedcapacity-building effortsand adifferentiatedapproach areneeded to buildvalue chains inViet Nam’supland areas.Investment insmallinfrastructure,improvedtransportationmeans andirrigation shouldreceive

The new CSSP continues investing insmall infrastructure through the wellfunction Commune DevelopmentFund. It has learned from itsprecursor as regards to its targetingstrategy. The Project, to aconsiderable degree, is self-targetingfor the poor. The main groups ofrural people targeted for supportunder the Project will be: (i) ruralpoor households with land andlabour, including householdenterprises; (ii) low skilled employedrural people; (iii) rural people lackingproduction land but having businessacumen and desire; and, (iv) key orlead farmers who have the skills topromote commercial agriculturalproduction.The MO-SEDP process supports thedevolvement of participatory

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continuedattention inupcomingprojects inupland areas.There is now awell-establishedcommunitydevelopmentfund mechanismthat deserves tocontinue to besupportedthrough IFADprojects inparallel with theconstruction ofupland valuechains.Furthermore,ensuring thatboth poor andnear-poorhouseholdsbenefit, in acontext ofdiversifiedethnic cultureswith a numberof remotecommunities,deserves acareful anddifferentiatedapproach,centred aroundthedevelopment ofindividual andcollectivecapacities. Thesocial risksassociated withthe entry ofvulnerablecommunitiesinto commercialrelationships –such as sales ofland use rightsby the poor, or

governance to the commune/villagelevel, where poorest live. Specificmeasures include: (i) gender analysisof the farming systems and valuechain development in the Projectarea is conducted through thestrategic investment plans (SIP);(ii) gender awareness-raising will beconducted at village level andamongst all Project stakeholders atall administrative levels; (iii) allcommittee members (women andmen) will be trained on groupformation and capacity strengtheningtraining in participatory decision-making and facilitation techniques,leadership skills, public speaking,confidence building; (iv) ensuringwomen's participation in theunderlying MOP-SEDP planningprocess through a minimum 30 percent women's representation and soforth.Social risks need to be included inthe project M&E framework.

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elite capture infarmer groups –need to bemonitored aspart of IFAD'sSocial,Environmentaland ClimateAssessmentProcedures.

Viet Nam APR PPE 3 CTRY OPER INN Innovation in aproject shouldmobilize formalpartners aroundone well-definedchallenge. Thiswill require, justas during 3PAD,a flexibleapproach duringprojectimplementation:opportunities forinnovationidentified atdesign stagemay or may notprove to berelevantor feasible.Spreadingefforts onseveral distinctchallengesshould beprevented.Innovation doesnot have to betechnical,althoughtechnicalinnovation mayalso be needed.What is requiredis anappropriate mixbetween ideascoming fromoutside,

The CSSP is set to promote inclusivevalue chain approach through theCDF, CIG and co-investmentapproaches will ensure that thoseinnovation be promoted that renderinvestments remunerative. The MO-SEDP and Strategic Investment Plans(SIP) will identify the potential forproduction, value chain actors likepublic or private technical servicesand enterprises who are interested inworking with the project targetgroup.

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especially fromenterprises, andideas identifiedby localpartnersthrough projectimplementation.The tourismsector shouldonly be includedif tourismstakeholders areformal projectpartners.

Viet Nam APR PPE 4 CTRY OPER RME More attentionto the buildingblocks of aproject isneeded atdesign stage.The designstage deservesbeing managedas a criticalprocess toensure qualityof the project.The formulationof a smallnumber ofoutcomesdeservesattention. A fullM&E systemmust be readybefore projectlaunch andprovide fullinformation oncoverage.Appropriatecontextindicators (landuse, productiveassets of thepoor, andimplementationof the national

The project design in CSSP has takenthese advice on board . The projecthas fulfilled all start-up requirementsprior to receiving IFAD loan funds.Training to planning and the M&Esystem is in place. The firstsupervision mission is scheduled forApril 2019 and will verify the qualityof the management and M&Esystems, among others.

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programmeserving as theframework forthe IFADproject) alsodeserve carefulmonitoring.

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Historic Follow up from 2018Corporate Level Evaluations

Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Status

Corporate level evaluation: PBAS (April 2016)CLE 6 IFAD OPER ALL With regard to the RSP, due

attention should be devotedto systematising andstrengthening the RSPscoring andquality assurance processesand viewing them as anopportunity to strengthenpartnerships at the nationallevel, knowledgemanagement, and policydialogue.

In 2018 Management implemented the RSPAquestionnaire. Because this was the first timethat IFAD adopted the revised questionnaire,Management worked in partnership with anexperienced third party. Regional Economistswere actively engaged both in themethodological discussion on how tooperationalise the RSPA questionnaire, as wellas in the finalisation of the ratings proposed.The RSPA was so produced for IFAD11 andhas been used as input in the production ofIFAD11 PBAS allocations.

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CLE 10 IFAD PLCY ALL Reallocations should beformally done earlier in anythree year allocation cyclethan the current practice.

Management developed a methodology forundertaking reallocations earlier in the cycle.The methodology was discussed with andagreed upon by Senior Management.Moreover, all four reallocations undertaken inIFAD10 were cleared by EMC. The EB wasalso informed on the methodology, rationaleand result of reallocations through theProgress report on the implementation of thePBAS submitted to the EB every Decembersession.

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CLE 11 IFAD PLCY ALL And finally, efforts need areneeded to ensure a betterspread of the total annualcommitments across thethree years of any allocationcycle. This will requiretightening forward planningprocesses, in particular byensuring better linkagesamong project pipelinedevelopment, countryallocations andadministrative budgetearmarking.

Management developed a methodology forundertaking reallocations earlier in the cycle.The methodology was discussed with andagreed upon by Senior Management.Moreover, all four reallocations undertaken inIFAD10 were cleared by EMC. The EB wasalso informed on the methodology, rationaleand result of reallocations through theProgress report on the implementation of thePBAS submitted to the EB every Decembersession.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 1 IFAD PLCY SUP SIS activities should be a

joint responsibility betweenThe SIS module in ORMS has been rolled outin 2018 - it includes a reporting tool on

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up StatusIFAD and the Government.IFAD management shouldprepare an accountabilityframework with cleardistinction of roles andresponsibilities. IFAD shouldretain a leading role in thereview of fiduciary issueswhile the Government/PMUscould lead the process ofidentifying issues andsolutions; The terms“Supervision” and“Recommendations” couldbe replaced by “JointImplementation Review”and “Agreed Actions”.

project performance, modification, agreedactions, lessons learned and co-financing.Together with the log-frame toolwhich captures annual project progress, it isnow the single-entry storage and source ofinformation for project outputs/outcomes andall project related project performance data.During 2017 and 2018 internal consultationsabout new implementation guidelines with alldivisions involved in supervision andimplementation support have been takenplace. The Supervision Guidelines arecurrently being finalized and first draft areunder review. Under IFAD11, Output nr. 15 isto enact revised supervision andimplementation support procedures by theend of 2019. The status is on track ofenacting new SIS guidelines and no delaysare expected.The new guidelines reflect the principle ofjoint responsibility between IFAD andGovernment and define clearly roles andresponsibilities of all key actors involved insupervision and implementation supportactivities. The guidelines determine also thatIFAD retains a leading role in the review offiduciary aspects. The term recommendationhas been replaced with the term "AgreedAction" which are documented in SupervisionReports and Aide-Memoires. Theimplementation guidelines also provideguidance on procedures related to the newProject Restructuring Policy (approved by inDecember) which provide the framework forpro-active implementation support in case ofmodification of project scope if necessary,cancellation and re-allocation of cancelledfunds to well-performing projects andadditional financing.

CLE 2 IFAD PLCY SUP IFAD should make strategicuse of its grant instrumentand/or mobilize additionalresources (i.e. ad-hoc multi-donor trust funds) toenhance project readinessand support SIS activities.This would require theestablishment of projectpreparation facilities.

In December 2018 IFAD's EB approved theFaster Implementation for Project Start-up(FIPS) facility. FIPS has two mechanism(IFAD11 commitment, output 34.). The FIPSfacility has two mechanism: the project pre-financing facility (PFF) and the TechnicalAssistance for Project Start-up (TAPS) – bothmechanisms finance Meanwhile the first isproviding borrowers with the possibility toadvance loan funds through a pre-financing

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusagreement already at project concept notestage.

CLE 4 IFAD OPER SUP SIS arrangements, includingbudgetary allocations, needto be flexible. At the sametime, IFAD managementshould mainstream the QAof SIS activities.

With ORMS SIS reporting across divisions hasbeen standardized, including withstandardized clearance processes involvingCPMs, portfolio advisors, regional directors.The new guidelines emphasizes theimportance of pro-activity and thatimplementation support shall be carried outwhenever necessary – it closely links to thenew Project Restructuring Policy (approved inDec EB) that provides the framework for pro-active restructuring of projects, cancellationsand additional financing for well performingprojects.Projects which have been identified duringsupervision as problem projects will havemore resources allocated to with 2 SISmissions per year.

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CLE 5 IFAD OPER SUP SIS reports’ formats andcontents should be adjustedto the needs of ProjectManagement. SIS’s “agreedactions” should focus on thekey measures that have thehighest impact on projectperformance. Aide-Memoirescan be shorter and datarequirements can bereduced to avoid burdeningPMUs.

For developing the supervision module inORMS all SIS report templates have beenstandardized and integrated all elements,such as lessons learnt, and agreed actionsinto one format. Also the Aide- Memoire isnow being captured in ORMS and relate to theproject performance areas, as well Aide-Memoire template is aligned with thesupervision reporting template.

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CLE 7 IFAD OPER SUP IFAD management shouldinvest more on KM activitieslinked to SIS and strengthenpolicy dialogue opportunitiesby using its middlemanagement (regionaldirectors) to bring systemicissues to the attention of thenational authorities. Grantresources can be also usedto finance KM activities andresearch studies to supportan evidence based policydialogue.

Lessons learnt are captured and categorizedin ORMS and can be extracted easier forfeeding into the design of new projects. Alsoknowledge management has been integratedinto the assessment of the overall quality ofthe project management systems.

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CLE 8 IFAD OPER SUP In view of a likely flatbudget in the coming years,SIS efficiency could beenhanced by savings

Continuous supervision and implementationsupport is being cross-streamed among allcountry portfolios. In addition,decentralization is also expected to have

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusgenerated from the adoptionof a country programapproach, nationalizing SISactivities with increased useof local/regional consultants,mobilization of technicalsupport from PTA, FAO andgrant-funded partners, andcost-sharing arrangementswith Governments. Part ofthese savings should be re-invested on additionalcapacity building ofCPMs/CPOs, furtherstrengthening IFAD CountryOffices, and extending theduration of supervisionmissions.

impacts on cost-efficiency savings.

Corporate level evaluation Fragile and conflict-affected states and situationsCLE 5 IFAD STR DES Include simple objectives

and design, taking intoaccount the country's policyand institutional context,and devote greater attentionto ensuring customization ofdevelopment approaches(e.g. to gender equality andwomen's empowerment)depending on the context.

Further to the 2016 IFAD Strategyfor Engagement in Countries with FragileSituations, Management has prepared theSpecial Programme for Countries with FragileSituations, an operational framewrok for thestrategy, as a commitment for the EleventhReplenishment of IFAD's Resources (IFAD11).The framework was presented to the Board inMay 2019. In line with the IFAD's TransitionFramework, the Special Programme applies afragility lens to IFAD's work, includingto project design to ensure it better uspporttransition to resilience. Project design infragile settings will : (i) be tailored to theinstitutional and policy context of the country;(ii) have the flexibility to allow for easyadjustments to shifts in priorities; (iii) besimpler and have fewer components; (iv)focus on a limited number of clear objectives;and (v) have implementation arrangementstailored to counterpart capacity. TheProgramme will ensure that operations focuson select entry points with demonstratedeffectiveness in addressing fragility andbuilding resilience, such as: gender equalityand women's empowerment; strengtheningcommunities, rural organizations and localinstitutions; food security; and naturalresource & disasters risk management.

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CLE 7 IFAD OPER SUP Project Expand direct supervision The output-based allocation budget for non F

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up StatusandProgrammeimplementation

and implementation supportin quantity and technicalcontent, ensuring allocationof corresponding budgetsbased on needs rather thanon pre-determinedallocations by project.Technical staff from IFAD'sPolicy and TechnicalAdvisory Division shouldfurther expand theirparticipation in suchprocesses as well as inCOSOP and project designs.

staff costs, including for supervision andimplementation support missions, allows toaddress the specific needs of projects andcountries, while ensuring efficient use ofresources. The President's Bulletin onRecalibrating IFAD's Project Design (July2018) has strengthened the role played bytechnical staff (form ECG and PMI) in projectdesigns and supervisions, through the ProjectDelivery Team (PDT) and the leadership ofthe Project Technical Leader (PTL).Subsequent operational guidelines on countrystrategies (Dec 2018) also highlight theresponsibilities of the PDT, including technicalstaff, in the preparation of coutnry strategies.

CLE 8 IFAD OPER DEC Explicitly prioritize theestablishment of new IFADcountry offices andoutposting of CPMs incountries affected byfragility and conflict.

With the enhanced decentralization process,IFAD staff have come closer to clients forbetter engament with governments andpartners, especially for countries affected byfragility. As at today, nineteen per cent ofIFAD country offices are in countries withfragile situations. One of these is a Sub-Regional Hub (Cote d'Ivoire) covering othercountries and with IFAD staff from PMD, ECGand PMI. The remaining countries with fragilesituations are all managed from other sub-regional hubs.

NA

CLE 11 IFAD OPER RME ResultsMeasurement

Plan and resource projectmonitoring and evaluationmore selectively. Greaterattention needs to be paidto planning for monitoringand evaluation duringproject design. At present,the approach is one size fitsall. All projects should berequired to defend theirdesign with proven evidencefrom earlier phases or otherlocations that theintervention will work in theplanned context. Whereevidence is lacking, contextsare different or where aproject is an acknowledgedinnovation or pilot,monitoring and evaluationwill require more resources.

Following the President's Bulletin onRecalibrating IFAD's project design (July2018), project designs are being evaluatedmore rigourously in terms of robustness ofthe project logic and theory of change, M&Eplanning and evidence of relevance ofproposed activities. In line with theDevelopment Effectiveness Framework, it hasfomally introduced the DevelopmentEffectiveness Matrix (DEM) as the tool toassess project evaluability andimplementation readiness at design. Detailson the process for the use of the DEM, as wellas strcture and ocntent are currently beingfinalized by OPR, SKD and QAG.

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Status

Corporate-Level Evaluation on ReplenishmentsCLE 2 IFAD STR REPL Voice, representation and

governance merits furtherstudy. The implication of thefact that participation andcontribution is delinkedmerits further thought andstudy both in terms offinancial incentives,visibility, burden-sharingand perceived influence.Gaining insights into thiscomplex field would behighly beneficial to PRM,who should conduct orcommission the study.

As agreed in GC 194/XL, an assessment ofthe number of Board seats in light of anytransfers that have taken place and theevolving voting power of each list will beprepared and provided to the Membership forreview prior to the beginning of the IFAD12Consultation sessions. This assessment will beundertaken during 2019, alongsideconsideration of the implications for thecomposition of the IFAD12 Consultation andachievement of the objectives of theconsultation.

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CLE 4 IFAD STR REPL Finally, further study is alsorecommended of theimplications of changes tothe List system. An effectivesystem for dialogue whichcan help generateconsensus and ownership ofdecisions is a fundamentalbuilding block formaintaining trust in theinstitution and itsmultilateral character.(Paragraphs 167-174).

Following on further discussion on theefficiency and effectiveness of IFAD'sgoverning bodies in 2018, in Q1 2019, aconsultancy company with expertise in boardgovernance was contracted to administer asurvey of Board members on strategy andmission of the Fund, structure and processesrelated to committees, composition of theBoard, and the organizational culture of theboard will be reflected. The outcomes of thissurvey, in addition to a benchmarkingexercise, will yield a study to be shared at theEB Retreat in May 2019 aimed atdemonstrating where there is agreementamongst board memebrs about governanceimprovements. It is aimed at facilitating aconversation on how to move forward in thenear term with quick wins. Additionally, at theMay EB, a paper on streamlining the approvalprocess of projects (including an increase tothe LOT ceiling) will be tabled.

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CLE 7 IFAD STR REPL As in the past, due efforts,resources and energies mustcontinue to be attributed tomobilize resources throughreplenishment process thatare not earmarked, as theseare the most useful type offunds to fulfil IFAD’smandate. While it is criticalfor IFAD to mobilizeadditional resources, suchresources must be provided

IFAD has continued to focus on mobilizinguntied, unearmarked, and truly additionalresources. Concessional partner loans wereintroduced in the IFAD11 Consultation,following approval of the Concessional PartnerLoan Framework at a Special Session of theExecutive Board in October 2017. TheFramework included additionality criteria, andprevented earmarking by ensuring CPLresources are allocated through thePBAS. Article 5, Section 5 of the AgreementEstablishing IFAD was then amended

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusso that: they financeactivities squarely withinIFAD’s strategic framework;the governing bodies areable to fulfil theirsupervisory role vis a visthese resources; they are ofa minimum quality, i.e.preferably untied and un-earmarked and subject toIFAD’s standardadministrativearrangements, rather thanrequiring burdensomespecial treatment; and,most important of all, theymust be truly additionalcrowding in new resources,and not displacing regularresources. IFADManagement and MemberStates should explore whatflexibility with respect toexisting administrative, legaland governancerequirements may benecessary and tolerable tosecure an appropriate leveland type of additionalfinancing.

(201/XLI) to establish the grant element of aCPL as a form of contribution for the purposeof receiving contribution votes. Furthermoreunder Resolution 204/XLI the GoverningCouncil has requested that the President takeall necessary steps to initate the processleading to a decision on whether to proceedwith market borrowing. The IFAD12consultation will consider progress and decideupon the Fund's readiness to proceed with,and the appropriateness of undertaking,market borrowing, with its conclusions beingincluded in the final replenishment report thatwill be submitted to the GoverningCouncil in February 2021 for endorsement.

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up StatusCLE 9 IFAD STR REPL Continuous engagement

may further strengthen theprocess. Interviews revealeda strong desire not to seethe replenishment as ad hoc3-year events, but more asa continuous engagement,something that would befacilitated by thepreparationof the vision. Butgiven the large number ofMember States this mightalso be facilitated by settingcriteria for selecting keydonors and representativesof key membership groupson which to develop andcontinuously updateengagement profiles. Interms of mobilizingresources, irrespective ofglobal trends, there is noalternative to closeengagement with individualdonors, as decisions to funda specific institution doesnot necessarily reflect anyglobal trend, but is oftenopportunistic and areflection of the immediatepolicy priority of thatcountry. Engagement isparticularly important at thetime of end-of-year budgetperiod where allocationdecisions are made, andIFAD may have theopportunity to pitch its caseto good effect. Given thediversity of decision-makers,it would be important thatsenior level staff maintainadialogue with key donorsacross the involvedagencies, also in betweenreplenishments, so thatIFAD remains on the “radarscreen” of donors and isaware of any ad hocopportunity to mobilize

A Member State Engagement strategy,including individually tailored country-specificstrategies, was implemented during IFAD11.These strategies are being updated andrefined on the basis of lessons learned, andconverted into longer term strategies notfocused on specific replenishment periods buton building strong partnerships with Membercountries and enhancing advocacy,communication and visibility, and managingrisks, in line with the principle of movingtowards more continious engagement. Inaddition, in advance of the IFAD12consultation a strategic vision paper (IFAD2.0) is being developed for discussion andrefinement together with Member States topromote engagement and ownership.

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Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusresources, also outside thereplenishment negotiationperiod. This seemsparticularly important giventhe reduced number ofcountries who contributed toIFAD9 (paragraphs 162-163,170 and 172).

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Country Strategy Programme EvaluationsCountry Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Status

Federal Democratic Republic of Ethiopia - Country Programme EvaluationEthiopia ESA CSPE 6 CTRY STR NLA Recom

mendation 3:Focusmoreclearlyon non-lendingservices.

With itsstrong partnershipwith theGovernment andunique experiencein small-scaleirrigation, ruralfinance andpastoral communitydevelopment, IFADis well placed toplay a muchstronger role inbeing a source ofadvice on policyand sectordevelopment. Ithas done a goodjob in financingimportant projectsbut has not been asproactive in usingthe projects tomove the policyand institutionalagenda. There arefew IFADknowledge productsor policy papersthat would normallyform the basis forpolicy discussionswith theGovernment. Thereis potential toincreasingly partnerwith the CGIAR(Consultative Groupfor InternationalAgriculturalResearch) centresfor evaluations andto sharedevelopmentresults throughpublications. The

A more systematic andvisible engagement in policycontinued to be a challengefor the country team, givenits limited humanresources. However, acontinued effort is beingmade to engage based onthe investment streams inknowledge and policyinitiatives. Examples includeseveral research articles onNRM (CBINREMP), aninitiative on lesson-basedimprovements of IrrigationWater Users' AssociationsRegional Proclamations,conducted in closecollaboraton with IMWI(PASIDP II); a joint studywith WB on Pastoralism(PCDP III); engagementwith CGAP to enhanceimpact evaluation (RUFIPII), and engagement withvarious regional and globalgrants with CG centres andothers. In addition, the ICOengages closely with theUniversity partnership grantand has facilitated resarchiinitiatives in each of theprojects.

IFAD's policy engagement in Ethiopia isclosely aligned to the strategic objectivesoutlined in the 2017-2022 COSOP.Concrete examples in the "agriculturework stream" include: (i) Support theenhancement of nutrition-sensitiveagriculture guidelines of the Ministry ofAgriculture (MOA) through a PASIDP IIimplementation support mission including anutrition expert of Bioversity Nairobi,involving the MOA nutrition team;(ii) Facilitating SSTC with Kenya for theadoption of efficient irrigationtechnologies; (iii) continued support toIrrigation Water Users’ Associationscapacity and policy engagement throughPASIDP II; and (iv) collaboration (in-kindgrant cofinancing) with AGRA to provideinternational TA to establish viable marketlinkage models for agriculturaltransformation; (v) facilitation of linkageswith CG centres on NRM, Climate Changeand water management/climate smarttechnologies under rain-fed agriculture.These non-lending activities drive IFAD'sengagement in the context of its role asco-chair of the MOA's Agricultural WaterManagement Platform (AWMP). RegardingIFAD's work in the pastoral lowlands, ajoint WB-IFAD study on trends in pastoraldevelopment has informed the newpastoral development framework whichrecognizes pastoral livelihood systems andtheir specific requirements in terms ofmobility and seasonal access to pastureand water resources. This recognition hasdriven the design of the new LowlandsLivelihood Resilience Project which isdesignated to be the Government'sflagship programme for resilience buildingin the pastoral areas. It also involves closeengagement with the UN and otherhumanitarian actors to ensure coordinationat the nexus between humanitarian aidand development, including in the contextof RBA collaboration and the "New Way of

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up StatusCPE notes that justbecause there wereno formaldocumentsprepared by IFADdoes notnecessarily meanthat policy dialoguedid not take place.What is needed,however, is toensure that thepolicy dialogueagenda defined inthe COSOP isrealistic and thenbacked by a clearagenda forimplementationthat isappropriatelydocumented. Apositive aspect ofthe current COSOPis that the policydialogue agendawas closely linkedto IFAD projects,an approach thatshould bemaintained in thenext COSOP.

Working". IFAD also engages throughvarious regional and global grants,including: (i) Managing risks for ruraldevelopment: promoting micro-insuranceinnovations (Micro-Insurance Center);(ii) Improving rural financial inclusionthrough co-operatives (CanadianCooperative Association, AfricanConfederation of Cooperative Savings andCredit Cooperatives Association and IrishLeague of Credit Unions Foundation); (iii)Rehabilitation and management of salt-affected soils to improve agriculturalproductivity (ICBA); (iv) Improved deliveryof seed and soil fertility technologies tosmallholder (AGRA); (v)Advancingtechnologies and capacity building forclimate-smart aquaculture (WorldFish);and (vi) Leveraging SSTC to share ruraldevelopment solutions for private sectorengagement between ESA and Asia andthe Pacific (AGRA & IFPRI).

Ethiopia ESA CSPE 8 CTRY OPER PAR Based on the goodwork of PASIDP andRUFIP, IFAD shouldconsider furtherdeepening andexpanding itsresults byattracting partnerswith additionalfinancial means(similar to itspartnership withthe World Bank forPCDP). In the caseof PASIDP, IFADshould seek and

Attempts have been madeto attract additionalpartners, particularly theAfrican Development Bank,to cofinance PASIDP II.However, the Borrower hadshown little interest tofacilitate a formalcofinancing partnership.Meanwhile, there is a jointcommitment to link PASIDPsupported farmers' groupsand irrigation schemes tothe Agro-Industrial Parksthat are being establishedin all regions of the country,

Attempts have been made to attractadditional partners, particularly the AfricanDevelopment Bank, to co-finance PASIDPII. However, the GOE had shown littleinterest to facilitate a formal co-financingpartnership at the time. Meanwhile, IFADhas established a collaboration with AGRA(with grant-funded TA support) to supportPASIDP supported farmers' groups' linkageto markets and services. IFAD has alsofacilitated a direct linkage of farmers toaggregators both, in the barley valuechain, as well as with regard tohorticultural value chains. In recognition ofIFAD's focus and capacity to contribute tothis agenda, IFAD has also been

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusengage with anappropriatepartner/donor thatwould addressmarketingconstraints.

with substantial supportfrom the AfDB, FAO,UNIDO, EU, the ItalianCooperation and otherdevelopment partners.

summoned to join the Country Partnershipfor Agro-Industrial Development, alongwith AfDB, FAO, UNIDO, EU, the ItalianCooperation and other developmentpartners, which opens opportunities forcollaboration in this context.

Islamic Republic of Gambia - Country Programme EvaluationGambia WC

ACSPE 1 CTRY STR COS Recom

mendation 1:Develop a newcountrystrategy,clearlyreflecting onIFAD'snicheandcomparativeadvantage.

IFAD and theGovernment of TheGambia shoulddevelop a newcountry strategyinvolving broad-rangingconsultations withGovernmentofficials, potentialbeneficiaries andother keystakeholders priorto further financing,building on theCPE’srecommendationsand lessons frompast activities. Thestrategy should bedesigned based onan in-depth needsand situationanalysis, outliningshort, medium and

In March 2018, IFADundertook, with theGovernment of The Gambia,the formulation of a newCOSOP for the period 2019-2024. A broad consultationof the key actors of thedevelopment was realizedin the country. The newCOSOP will be aligned withthe national developmentpolicy, especially the newGNAIP and will take intoaccount the views andcontributions ofbeneficiaries, civil societyand other donors.

The new COSOP is fully aligned with therecommendations of the CSPE, andit covers the period 2019-2024. It hasbeen prepared through broad consultationwith Government and key stakeholders incountry, and it is fully aligned with the newGNAIP. It is ready for submission to the EBin May 2019.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statuslong-term needsand opportunities,taking into accountthe strategies andinterventions ofother developmentpartners, andshould be alignedwith the policiesand strategies ofthe government(including the newGNAIP, which isunderdevelopment).

Gambia WCA

CSPE 2 CTRY STR TGT The new countrystrategy should,among others,present a broadtargeting strategy,with due attentionto women andyouth, as a basisfor futureinterventions, andshould indicate howpartnerships withvarious actors willbe enhanced. Thecountry strategyshould also discussopportunities forIFAD to supportmuch neededreforms in theagricultural sector,in partnership withother keystakeholders anddevelopmentpartners, with theoverall aim toimprove theinvestment anddelivery in thesector forsustainable resultsand impact for therural poor.

The new COSOP will bedeveloped taking intoaccount the keyrecommendations of theCSPE, notably by: (i) clearlytargeting youth andwomen, with a view forIFAD support to contributeto job creation in the ruralareas (ii) support to ruraltransformation throughmodernization of agricultureand strengthening the roleand capacities of farmers'organizations, (iii)strengthening politicaldialogue with Governmentand other developmentpartners for coordinatedaction in support of ruraltransformation at countrylevel.

Along these lines, the COSOP builds on twostrategic objectives: (i) Enhance theproductivity and resilience of Gambianfamily farms through sustainablemanagement of natural resources andadaptation to climate change ,withtargeted focus on youth and women; and(ii) Improve the management capacity andinclusiveness of professional farmersorganizations/cooperatives, and enhancefarmers access to communal assets,markets, and profitable agricultural valuechains

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up StatusGambia WC

ACSPE 3 GOV OPER PMA Recom

mendation 2:Strengthenprojectmanagementperformanceandoversight foreffective andefficientdeliverymechanism intheGovernment forsustainableresultsandimpact.

In order to ensurethe quality andcontinuity ofproject staff as oneof the key elementsfor improvedprojectmanagement andimplementation, itis recommendedthat Governmentclearly establish atransparentprocedure for staffrecruitment/assignment, as well as fortheir performancemanagement inclose consultationwith IFAD. Anychanges of staffassigned to IFAD-supported projectsshould beundertakenfollowing therequiredconsultationbetween theGovernment andIFAD, and based onproof of misconductor unsuitability ofthe staff member inquestion, whennecessary. Thisprovision should beincluded in the loanfinancingagreements of IFADoperations in thecountry and IFADshould considersuspension of loansshould thisprovision not becomplied.

The new Government ofThe Gambia is in fullagreement with thisrecommendation which willbe fully taken into accountduring the design of thenew project in 2019,including adequateprovision in the FinancingAgreement. In addition,following the recent mid-term review of the ongoingNEMA, an annual staffperformance evaluationsystem is being introducedthat will condition staffcontract renewal.

IFAD has reached an agreement with theGovernment of The Gambia on theprocedures for staff recruitment/assignment. Provision for systematicannual staff performance evaluation will beincluded in the FA of the new investmentproject Resilience of Organisations forTransformative Smallholder AgricultureProgramme (ROOTS)and close monitoringwill be conducted during implementation.Close monitoring will be conducted duringimplementation by government andsupervision missions.

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Committees(PSCs), as anoversightmechanism, iscritical foreffectively guidingprojectimplementation. Inthis regard, IFADand theGovernment shouldensure that the PSCwith appropriaterepresentation (interms ofcalibre/levels andinstitutions,including variousrelevant partnersand not only thegovernmentagencies)effectively fulfil itsmandate andmaintain the qualityadvisory guidanceon both strategicand policy relatedmatters of theseprojects/programmes. IFAD, in closecollaboration withthe Government,should monitor thefunctioning andperformance of thePSC and shouldprovide guidancewhere necessary.

be applied in the newproject NEMA Phase II) tobe designed in 2019.

on the ongoing NEMA is called Resilience ofOrganisations for TransformativeSmallholder Agriculture Programme(ROOTS). The Government of the Gambiaand IFAD has been proactive inimplementing result oriented measuressuch as: (i) the Ministry of Agriculturemanagement reform aimed atinstitutionalizing results oriented projectmanagement by developing a frameworkfor project delivery and management; (ii)the integration of the Government’sPersonnel Management Office (under theOffice of President) into the MoA’sperformance management team to ensureconsistency between project staffperformance framework and theguidelines, procedures and regulations ofThe Gambian Public Service Commission;(iii) IFAD’s participation in the definition ofminimum level of staff performanceappraisal.

Gambia WCA

CSPE 5 CTRY OPER PMA IFAD should furthersupportstrengthening thecapacity of theMinistry ofAgriculture in thelong-term. Inparticular, theagricultural

This recommendation willbe fully taken into accountduring the design of thenew project in 2019.

This recommendation is being integrated inthe design of the ROOTS programme whichwill be designed in 2019. Furthermoreproject staff from the newly approvedportfolio will take part in IFAD's flagshipPRiME training on M&E.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusmonitoring andevaluation (M&E)framework andsystems need to befurther developedand fullyimplemented, andthe M&E systems inIFAD-supportedoperations shouldbe aligned. Datacollection andanalysis should notonly be confined tooutputs, but also beextended tooutcomes andimpact. In thisregard, the Ministryshould makeavailable sufficientstaff and financialresources for M&Eactivities, both atinstitutional andproject levels.Furthermore,adjustments toproject design andimplementationshould beproactively madebased on the M&Efindings, and M&Esystems shouldcollect, analyse andreport data in agender-disaggregatedmanner

Gambia WCA

CSPE 6 CTRY STR PAR Recommendation 3:Establishstrongandcomprehensive

In particular, IFADshould extend itspartnership to moreand variedinstitutionsincluding otherdevelopmentpartners, NGOs andcivil society

The joint IFAD-Governmentof The Gambia formulationof the new COSOP for theperiod 2019-2024 waslaunched in March 2018. Abroad consultation of keystakeholders, includingother developmentpartners, civil society and

The new COSOP is aligned with thenational development strategies andpolicies, and the new Gambia NationalAgricultural Investment Plan. Under thenew COSOP IFAD has identified keypartners to develop in strong strategicsynergies with the AfDB , IsDb, GEF, GCFand UNDP, Songhai Youth Training Centreas well as civil society organizations to

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statuspartnerships.

organizations, theprivate sector,relevantgovernmentdepartments/agencies and UNagencies.

the private sector, wascarried out in country. Thenew COSOP will be fullyaligned with the nationaldevelopment strategies andpolicies, and the newGambia NationalAgricultural InvestmentPlan. It will clearly identifypromising potentialpartnerships with keystakeholders with whom tobuild alliance and synergiesto further ruraltransformation.

improve the efficiency and effectiveness ofIFAD interventions. In addition, IFAD willbe charing the Agricultural Donors workinggroup.

Gambia WCA

CSPE 7 CTRY STR ENG In addition to theMinistry ofAgriculture and theMinistry of Financeand EconomicAffairs, IFAD shouldexpand itscooperation withother concernedMinistries such asthe Ministry ofYouth, the Ministryof EnvironmentClimate ChangeWater and Wildlife,the Ministry ofWomen’s Affairs,the Ministry ofLocal Governmentand the Ministry ofTrade. They all playcritical roles in thedevelopment of thecountry’sagriculture andrural sector, in linewith theirrespectivemandates andcomparativeadvantage.

The country situationrapidly deterioratedfollowing the CSPE.Following the presidentialelection of December2016, the Head of Statefled out of the countrywhich was left battered. Itis only now that the newlyelected Government isslowly starting to be in aposition to begin workingproperly. However, therebuilding of the country,including institutionalcapacity, will take time andrequire substantialsupport to which IFAD willcontribute. The new COSOPbeing formulated will takeinto account the CSPErecommendation.

The COSOP will strenghthen knowledgesharing with other ministries through jointfield missions, programme planningand regular exchanges. The Ministry ofEconomy and Finance is this entry point forsetting the base for collaboration withother ministries.

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CSPE 8 CTRY OPER PAR The regularoccurrence ofdroughts and floods

See above. Therecommendation is beingfully taken into account in

The COSOP is fully aligned with the UnitedNations Development AssistanceFramework (UNDAF) 2017-2021, which

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusand relatedconsequences stillat times warrantthe involvement ofthe internationaldevelopment actorstogether with NGOsand thegovernment toaddress theemergency needsof the rural poor. Ingeneral, it isimportant that IFADbuilds up strongties withinternationaldevelopmentpartners such asUN agenciesincluding Rome-Based Agencies,NGOs and civilsocietyorganizations. Thelatter arespecificallyinstrumental inensuring bettercommunityengagement andownership ofactivities for bettersustainability ofbenefits

the new COSOP formulationprocess which is proactivelyinvolving key stakeholdersin the country to ensurethat the necessarypartnerships are built in thefuture towards betterresults and sustainableimpact of IFAD support.

has three priorities: (1) Governance,Economic Management and Human Rights;(2) Human Capital Development; and (3)Sustainable Agriculture, Natural Resources,Environment and Climate ChangeManagement. While UNDAF’s efforts willfocus on improving the Government’scapacity to establish appropriate policiesand regulatory frameworks, IFAD willmobilize its expertise in agricultural andrural development to help smallholderscapitalize on the improved enablingenvironment created through those betterpolicies and frameworks. Regardingactivities targeting youth, IFAD willcollaborate with the United NationsDevelopment Programme through theSonghai Centre.IFAD anticipates working closely with FAOon the implementation of farmer fieldschool training. The IFAD programme willcollaborate with the World FoodProgramme (WFP) in the areas of nutritioneducation and as a potential buyer ofagricultural products produced by IFADproject beneficiaries.

Gambia WCA

CSPE 9 CTRY STR PVT In order toestablish asustainablepathway to long-term development,not only is policyand strategydevelopment bygovernmentimportant, but alsothe input of theprivate sector byinvesting in andstimulating of

See above. The role of theprivate sector will be clearlyhighlighted in the newCOSOP and future design.

This country strategic opportunitiesprogramme (COSOP) proposes an agendaof climate-resilient agriculturaltransformation that involves changes infarming systems and farmers' organizationtowards a market-based approach andbuilds on the shared desire of The Gambiaand Senegal for rapprochement byadopting a strategy to maximize public andprivate sector collaboration for the benefitof both countries.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusproduction, valuechain developmentand market access.The private sectorplays an importantrole in this processand IFAD can alsoplay a pivotal rolein linking up tothem. Since IFADalready has a goodpartnership withseveral publicagencies,developing a strongpartnership withprivate sectorwould be useful.

Gambia WCA

CSPE 10 CTRY OPER SUS Recommendation 4:Improvesustainabilityofbenefitsgenerated frominvestments.

In The Gambia,IFAD has beensupporting theconstruction ofagriculture- relatedinfrastructure for along time and on alarge scale. Theseinfrastructures havebeen instrumentalin improvingproduction andproductivity andincreasing incomesof the poor, but itappears to havesuffered from tooshort duration andlimited ownershipof communities.Ownership buildingshould thereforebecome an intrinsicpart of all IFAD-supportedactivities. Targetvillages/groupsneed to be inagreement withinfrastructuredevelopment

This recommendation willbe fully incorporated in thenew design. For the timebeing, it was decided at themidterm review of theongoing NEMA to put a stopto any new majorinfrastructure investmentsat this stage. The remainingresources will be used andefforts of the project teamwill concentrate on thevalorization of the existinginfrastructures and buildingtheir beneficiariesownership with appropriateparticipatory approaches .

The new investments in infrastructure willbe closely monitored and capacity buildingwill be provided to maintain theinfrastructures, and improve knowledgemanagement and transfer to thecommunities.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statuspriorities and thecorrect sequencingof activitiespursued, to ensureempowerment andownership forbetter sustainabilityof benefits.

Gambia WCA

CSPE 11 CTRY OPER BEN Beneficiaries needto be made awarethat they need toplan and implementoversight,replacement, repairand maintenance,and ensure that thecost thereof isincorporated intoprice setting andfinancialcalculations. Anappropriate locallybased agent (e.g.Extension staff,NGOs, civil societyorganizations)should be identifiedto ensure thesemessages areinternalized.

See above. The new COSOP has a strategic objectiveon this with the expected outcome : Themain outcomes are expected to be betterorganized farmers’ cooperatives andgroups with improved skills to maintainproductive infrastructure and equipment,resulting in higher yields, better qualityproducts, and diminished post-harvestlosses.

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CSPE 12 GOV OPER SUS In the case of morecomplex and costlyinfrastructure, thegovernment shouldclearly define theoperational andmaintenancearrangements.Nema hasaddressed the issueof sustainability byusing machineryand introducingsophisticatedtechnicalrequirements toconstruct dikes,bunds and otherinfrastructure.

This recommendation willbe incorporated in the newCOSOP as one key area ofpolicy dialogue.

This recommendation has beenfully integrated in the COSOP as part of thelessons learned and it is being incorporatedas one key area for policy dialogue withthe Government.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up StatusWhilst suchinfrastructuregenerally has arelatively longerlife, it will bedifficult forcommunities tomaintain them ontheir own.Therefore,government needsto takeresponsibility forand acknowledgesuch infrastructureas public goods toensure theirsustainability, inorder to ensuretheir continuedbenefits to the ruralpoor.

Gambia WCA

CSPE 13 CTRY STR MVC Value chainapproach has beenintroduced in recentprojects (e.g.LHDP, Nema), but amore structuredapproach isrequired to enhancethe sustainabilityprospects. Valuechain supportneeds to beadapted to the localcontext, based on athorough analysisof market potential,production situationand needs of thevillages. Moreover,the availability ofinclusive ruralfinancial serviceswould be crucial toincrease andsustain benefitsthat could berealized from value

The COSOP underformulation has clearlyidentified the developmentof value chains as astrategic objective as perthe CSPE recommendationand the future project to bedesigned in 2019 will focuson value chainsdevelopment. The crucialquestion of access toinclusive rural financialservices will be given dueconsideration in partnershipwith the other stakeholdersof the sector.

Recommendation integrated in the COSOP.The new project Resilience ofOrganisations for TransformativeSmallholder Agriculture Programme(ROOTS) will focus on value chainsdevelopement.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statuschain support. Thisaspect should begiven dueconsideration infutureinterventions,includingopportunities torevisit andstrengthen IFAD'slong-standingsupport to VISACAsand V-APEX toimprove theirprofessional servicedelivery andsustainability.

Gambia WCA

CSPE 14 CTRY STR PAR Furthermore, astakeholder andpartner assessmentshould beconducted toidentify the rightpartners in each ofthe areas ofsupport andintervention. Thepartners may comefrom variousbackgrounds, suchas government,private sector,other donors, UNagencies and NGOs,and theircooperation shouldbe formalized androles and tasksshould bedocumented, sothat objectives andgoals can beidentified andshared, progresstracked andperformanceconsistentlyassessed.

In the context of theformulation of the newCOSOP, potential partnersare being identified and athorough assessed of theircomparative advantage andcapacity is being performed.by analyzing their strengthsand weaknesses. Theprocess to formalizecollaboration and monitorperformance will need to bewell thought throughbuilding on the experienceelsewhere in IFAD.

Key partners have been identified based ontheir comparative advantages during thedesign of the COSOP. Future partnershipswill be formalised and performance will beclosely monitored.

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Gambia WC CSPE 15 IFAD STR GDR Recom An in-depth gender This recommendation will This recommendation will be fully taken O

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ion 5:Strengthengenderequalityandwomen’s andyoungpeople'sempowerment.

and youth analysisshould underlieeach new IFAD-supported projectand be aninextricable part ofproject design. Theanalysis should lookinto, but not beconfined to powerimbalances;especially whenrelated to themarginalizedpopulation, accessto and control overresources includingland rights, gender-based violence anddivision of labourbased on gender,and tailor itsactivities to thefindings so as toachieve optimalresults.

be fully taken into accountduring the design of thenew project in 2019.Moreover, as part ofcorporate level efforts onmainstreaming gender atdesign and bettermonitoring throughimplementation, theseissues are expected to beadequately follow up on inthe new portfolio.

into account during the design of the newproject (ROOTS) in 2019. Moreover, aspart of corporate level efforts oneffective mainstreaming of gender andyouth at design and better monitoringthrough implementation, these issues areexpected to be proactively followed up inthe new portfolio.

Gambia WCA

CSPE 16 IFAD OPER TGT In the design stage,it should beensured genderbudgeting is bedone and thatindicators aregender and youthsensitive tofacilitatemonitoring.

This recommendation willbe fully taken into accountduring the design of thenew project in 2019. Thetargetting guidelines arebeing updates to ensurethat at design appropriateand differentiatedapproaches are included foryouth and women.

This recommendation will be fully takeninto account during the design of the newproject in 2019. The targetting guidelinesare being updated to ensurethat appropriate differentiated approachesfor youth and women are developped atdesign and closely monitored duringimplementation. Through the corporatesystems including ORMS – themainstreaming of gender at design stagewill be monitored accordingly.

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CSPE 17 IFAD STR TGT A tailored wayshould bedeveloped tospecifically supportto female-headedhouseholds.Moreover, creativeways need to befound to increasethe involvement ofmen in support togender equality and

As mentioned above, thisrecommendation will befully taken into accountduring the design of thenew project in 2019.

As mentioned above, this recommendationwill be fully taken into account during thedesign of the new project in 2019.With respect to youth, the COSOP willsupport increased employment byproviding vocational training and sustainedmentoring, numeracy literacy, businessdevelopment training, and financialsupport to youth groups. Vulnerablehouseholds identified through kafo1 villageassociations will receive financial supportand household mentoring to enable them

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusincrease the role ofmen in householdrelated work.Finally, gender andyouthmainstreamingshould be pursuedat all levels,including amongproject staff. IFADmay need toadvocate withpartners to ensurethat they recruitsufficient femalestaff. Only if genderissues are properlyaddressed(including thesensitization ofmen) and economicempowerment ofwomen is longterm, it may beensured that thegains made indecision making atvarious levels willcontinue to exist.

to become active members of theircommunities.

Republic of India - Country Programme EvaluationIndia APR CSPE 10 CTRY STR MVC Recom

mendation 3.Complementaryinterventionsin non-agriculturalactivities areimportant

Not only as ameasure todiversify ruralincomes (primaryproduction willabsorb only a partof the burgeoningyouth labour supplyin rural areas) but,equally important,to developprocessing andvalue addition inagriculturalcommodity supplychain. In particular,there is scope tobetter connectthese activities with

More recent projects arepromoting agricultureprocessing and valueaddition and anecdotalevidence suggests thatwhere farming is becomingmore remunerative as aresult of projectinterventions, youth arereturning to occupations inthe farm and off-farmsectors. This needs to bebetter documented andmonitoring system is beingupdated.

Two projects are taking therecommendation forward, namely JTELPand ILSP.In JTELP, the capacity of youth groups isbeing developed in managing the supplylogistics of papaya, to supermarket chainsoperating under the Reliance Fresh brand.This materialized as a result of thepartnership between the Welfare Dept, thenodal agency for the JTELP, and RelianceFresh.In ILSP, the project is supporting 233Livelihood Collectives/ Federations andthese federations are taking up agricultureand non agriculture activities. In the nonagriculture domain, the project recordedvery good success with :- Prasad Making – Livelihoodcollectives are supplying Prasad made from

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusprojects’agriculturalinvestments (e.g.in the areas ofprocessing andpackaging ofproducts,agricultural toolrepair shops,marketing ofagricultural inputs,eco-tourism).

Cholai (Amranthus) to the differenttemples. The activity provides anadditional income source to ruralhouseholds and farmers are getting goodprices of their rural produce used in Prasadmaking (millets).

- Food Stalls / Restaurant in YatraRoute (religious pilgrimage routes) – LCsare opening food stalls / canteens,restaurants, juice shops. In total 27restaurants were opened.

- Preparing Incense sticks throughthe support of ITC Group –ITC will supportLCs to scale-up the manufacture of incensesticks using recycled flowers. ITC will beproviding this support from its corporatesocial responsibility funds.

India APR CSPE 12 CTRY STR DES In addition, inparticularlydisadvantagedcommunities (e.g.Scheduled Tribes),projects couldfollow a modularapproach: ratherthan concentratenumerouscomponents andsub-components ina single project, theintervention couldbe sequenced in amodular fashion.For example, a firstloan could focus onhuman and socialcapital building,support to foodselfsufficiency andsustainablelivelihood approach.A follow-up loancould thenemphasize marketlinkages andsupport and scalingup in collaboration

In line with simplification ofdesign and in view ofcomplexity of developmentchallenges in disadvantagedareas, IFAD is proposingshorter projects (6 years,down from 8-9 years), withsubsequent phases andalong a modular approachas proposed by CPE. A casein point is the recent designof FOCUS.

Recommendations fully implemented sincethe design of the FOCUS project in 2017,and in the subsequent projects designedwithin framework of IFAD 11

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statuswith publicprogrammes andlocal governments(PRIs).

India APR CSPE 13 CTRY OPER PMA The centralgovernment, stategovernments andIFAD should reviewissues that causedelays in recruitingthe project team,staff turn-over andlengthyprocurement,affecting the paceof implementation,for example: (i)project personnelrecruitmentprocedures,particularly forsenior staff, giventhe difficulty to hirestaff on deputationfrom state agenciesand programmes;(ii) procurementprocedures andcontractualarrangements thathave proven to benon-conducive (e.g.the output-basedpayment schemesfor NGOs); (iii)compensationpackages forproject staff, toensure equaltreatment withother publicprogrammes; (iv)concurrent chargesof project directorsthat compete fortheir time andfocus. IFAD couldfurther support bypreparing

IFAD is working closely withthe Department ofEconomic Affairs of Ministryof Finance and concernedStates on these aspects andprogress is recorded inbuilding the capacity of theprojects in financialmanagement andprocurement, and moretimely release of funds bythe States as per theprojects' annualbudgets. Major area ofcurrent focus is themanagement of theprojects' humanresources.

IFAD and GOI are closely following upthese matters. Issues in staff turn-over arenow limited to those projects with poorperformance and where change of nonperforming staff is necessary; recruitmentof senior staff is now expedited as it is aGOI readiness criteria for the negotiationof the financing agreement; NGOprocurement, payment conditions andperformance have been streamlinedand are closely followed up in the newproject and improved in the olderprojects. IFAD is also proviidng structuredtraining on financial management andprocurement and recommending TA asnecessary. The roll out of NOTUS isfacilitating better management ofprocurement timelines. Compensationpackages remain an issue in 2 projectsthat are second phases: these issues arebeing addressed with the relevant stateauthorities.

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Nicaragua - Country Programme EvaluationNicaragua

LAC CSPE 1 CTRY STR COS Recommendation 1:Consolidate aterritorialapproach inthecountryprogramme.

Since theimplementation ofIFAD-supportedprojects plays apivotal role in theimplementation ofthe country’s ruraldevelopmentpolicies, it is crucialthat the strategybecome moreintegrated with thedevelopmentprocesses takingplace in the regionsand territorieswhere interventionsare carried out.This means payinggreater attention toharmonizedapplication ofnational policieswith the conditions,constraints,opportunities andparticipation ofactors and theirorganizations in theterritories wherethe programme isbeing implemented,identifying uniquecharacteristics anddifferences that willeventually bereflected in regionaland territorial

1) The operations of theIFAD portfolio during 2018(Nicavida, Nicadapta andNicaribe) are aligned to theterritorial priorities in theDry Corridor and theCaribbean Coast, regionsprioritized in the projects.The alignment with theterritorial strategies isexplicit, and is expressed inthe strategy of theprogrammes and theirAWP&B; 2) the activeparticipation of theDepartmental Delegationsof the Ministry of Family,Peasant and CooperativeEconomy (MEFCCA),significantly reinforces theterritorial focus of theCountry Programmeoperations, generatingterritorial synergies withother public and privateinvestments; 3) it is stillpending to systematize theinteraction of operationsand investments at theterritorial level in order toidentify actions thatreinforce sectoral-territoriallinks.

NICARIBE's PCR, conducted in 2018,highlighted the effective territorialapproach of that project along theCaribbean Coast, particularly focused onindigenous peoples and afro-descendantcommunities. As a result, successfulinstitutional relations with territorial publicadministrations at local level, namelyTerritorial Governments and AutonomousRegional Governments, were established.Based on this positive experience, the newIFAD-funded program about aquaculture,to be approved by EB in 2020, will beimplemented on the Caribbean Coast andreinforce strategic partnerships with bothpublic and private stakeholders under aterritorial approach in that region.In addition, the ongoing NICAVIDA projectalso shows a specific territorial scope bysupporting nutrition-sensitive productiveinitiatives across the Nicaraguan DryCorridor, one of the world's mostvulnerable regions to the effects of climatechange.

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Nicaragua

LAC CSPE 2 CTRY STR TGT Recommendation 2:Strengthen theprogramme’seffectivenessandefficiencythroughavenues ofworkwhereIFADhasacquiredexperience andcomparativeadvantages.

In line with theCOSOP targetingstrategy, continueto pursue efforts toimprove efficiencyand effectiveness inthe geographicalareas where familyfarming andindigenous peoplesare concentratedwithin the dryzones of thecountry’s centre-north, south Pacificand northwestregions, and makeuse of acquiredexperiences andthe opportunity tocontinue improvingbased on successfulexperiences withimplementingprevious projects.

1) The Nicavida projectfocuses on the Dry Corridoraligned with nationalpriorities, specially the DryCorridor DevelopmentStrategy, covering definedaction municipalities andapplying a more detailedtargeting strategy thatallows efficient and effectivework with rural peoplededicated to family farming;2) Lessons learned fromprevious projects such asPRODESEC and PROCAVALare being implemented inthis line; 3) The NIcadaptaProject has made relevantprogress in its activities inremote geographical areaswhere cocoa producers live,applying inclusion criteria toexpand equitably access toinvestment resources; 3)Since the COSOP wasextended, and a newoperation will be designedfor approval in 2019, thisrecommendation will betaken as a priority duringthe design process.

Some of the IFAD's strategic partners atregional level in LAC are supporting theimplementation of our country portfolio.For example, CATIE and CIAT arepromoting climate-smart agriculturalpractices, as well as enhancing institutionalcapacities of local partners in terms ofaccess to agro-climatic information to bedisseminated through grass-rootorganizations participating in NICADAPTAproject.In addition, IFAD's nutrition team hasactively participated in two technicalworkshops with NICAVIDA, in order toreinforce the nutrition-sensitive approachon this project.However, it is worth noting that Nicaraguais experienced a very complex socio-political context since April 2018 which isseverely affecting both effectiveness andefficiency of public investments, includingthe ones funded by external aid.Unfortunately, IFAD portfolio is not anexception.

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Nicaragua

LAC CSPE 3 CTRY OPER TGT In cases where it isnecessary toaddressgovernmentpriorities in otherareas where thereare pockets of ruralpoverty or inresponse toinnovation spaces,it is recommendedthat the samecriteria be followedto ensure theprogramme’seffectiveness and

MEFCCA is leading a verycomprehensive targetingand prioritization strategyat territorial level. IFAD iscontinuosly following up thegovernment strategythrough the implementationsupport and supervisionmissions.

As mentioned above, based on a requestfrom the Government of Nicaragua, thenew IFAD-funded program NICAPESCA willfocus on promoting inclusive value chainsrelated to aquaculture and artisanalfisheries in the Caribbean Coast. Activeparticipation from both ECG and PMIdivision is expected to mainstream keypriorities and share IFAD's experiences onthis topic from other regions. With thisobjective in mind, strategic alliances will bedeveloped with new partners at countrylevel such as the National Institute ofFisheries (INPESCA). In addition, FAO willbe also participating in the design of thisproject by sharing its broad experience in

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusefficiency, includingacting in tandemwith othercooperationagencies havingspecialized in themanagement ofdifferentecosystems.

this field together with the Mexican Agencyfor International Development Cooperation(AMEXCID). The Central American Bank forEconomic Integration (BCIE) will be co-financing this new program.

Nicaragua

LAC CSPE 4 CTRY STR MVC Recommendation 3:Strengthenactionstoprovidemarketaccesstofamilyfarmersandindigenouspeoples.

To ensure theinclusion of ruralfamilies andindigenous peoples,and to facilitateaccess to markets,carry outincomegeneratingactivities andincrease jobopportunities, theevaluationrecommends thefollowing, whilecontinuing to workwith ruralorganizations: (i)strengthenmeasures topromote verticalintegration to addvalue to primaryproduction; and (ii)expand horizontalintegrationmeasures to enableproducers to accessmore formalmarkets. Thiswould require, interalia, establishingcommercialpartnerships withother ruralorganizations andagriculturalenterprises thatprocesscommodities on a

1) In the AW&B 2017 and2018 of Nicadapta, capacitybuilding activities ofproductive organizationswere incorporated to accessto coffee and cocoa marketsand value chains. This is akey axis that is specified inthe Investment Plans thatare directly managed by theorganizations; 2) in theInvestment Plans financedby Nicadapta, someprogress has been made inestablishing clearly thetransformation actions ofcoffee and cocoa productionand the development ofcommercial alliances withthe private exporting andmarketing sector; 3) peoplededicated to the productionand marketing of coffee andcocoa have receivedsupport to improve theirmarketing mechanisms,brand development, andobtaining certifications; 4)In Nicaribe, access to stablemarkets of theorganizations participatingin the project has beenreinforced (specially theindigenous and Afro-descendant population),however it is still a processthat has not yet beenconsolidated, where thefollow up would be a

Market-driven business plans have beenthe backbone of the productivecomponents for both NICARIBE andNICADAPTA projects. While NICARIBEemphasized actions for indigenous peoplesand afro-descendant communities toimprove market access at local level – inboth small and medium-sized villages andtown along the Caribbean coast –NICADAPTA is also reaching internationalcoffee & cocoa markets under specificquality certifications of fair trade andorganic production, among others.The active participation of privatecompanies, such as INGERMAN or RITTERSPORT, which also provide technicalassistance and financial resources, is a keydriver for local organizations to accessexternal markets.

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responsibility of MEFCCA.

Nicaragua

LAC CSPE 5 CTRY STR NRM Recommendation 4:StrengthenIFADsupportfor theGovernment’sclimatechangeadaptationefforts.

To help mitigatethe adverse impactof climate changeon the livelihoodsof rural families,care must be takento ensure that theprogrammeincorporates theGovernment’spolicies andstrategies onadaptation toclimate change.From the point ofview of production,priority areas ofsupport includewater availabilityand management,changes inproductiontechnologies (suchas integrated soilfertilitymanagement), theintroduction of newspecies, businessstrategies, healthissues and movinginto new markets.

1) The training andtechnical assistanceactivities have been focusedon beneficiariesorganizations in terms ofadaptation to climatechange, as well as thedevelopment of aspecialized training for 2018with academic andcooperation institutionsspecialized in the subject;2) ASAP funds in Nicadaptaare constituting the mainline of the CountryProgramme in promotingpractices of adaptation toclimate change; 3) In theframework of the COSOP(extended up to 2020), thecross-cutting line ofenvironment and climatechange with adaptationpractices and resilienceactivities is becoming morerelevant, and this will bereflected in the nextdesigns of investmentprograms.

Technical assistance as well as regulartraining activities related to climate changeadaptation and climate smart agriculturepractices are permanently included withinthe project's AWPBs.In particular, NICADAPTA manages ASAPfunds allowing specific specialized activitieson this strategic theme. For example, theNicaraguan Institute for Territorial Studies(INETER) – one IFAD's local partners - isreinforcing its agro-climatic unit toelaborate and publish periodic weatherbulletins on agricultural cycles to bedisseminated at local level trough socialmedia.In addition, MEFCCA and the Ministry ofEnvironment have signed an agreementwithin NICAVIDA project to reinforceinstitutional capacities of the LocalGovernments' Environmental Units in thoseMunicipalities where this project is beingimplemented across the Dry Corridor.

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Federal Republic of Nigeria - Country Programme EvaluationFederalRepublicof Nigeria- CountryProgrammeEvaluation

WCA

CSPE 3 CTRY STR GRT Recommendation 2.Increaseleverage andpresence inoperations.

There is scope toimprove operationaleffectiveness andefficiency throughthe way IFADdelivers itsimplementationsupport. Given thescale of the countryprogramme and thecomplexity of thefederal system,strongerengagement at

Beginning with the COSOP,following to the design ofLIFE-ND and now includedin the forthcoming memofor VCDP AdditionalFinancing are the themes of(i) partnership--state levelpartners (private, parastataland public) are activelypursued and activelysupporting IFADinvestments--actualfinancial commitments forLIFE-ND valued at US$ 30m

The position Of CPM/CD Nigeria was filledin July 2019. A program Officer wasassigned to Nigeria following CPErecommendation. Nigeria is 40% of thecoastal hub disbursements and about 25 %of WCA's disbursements and investments.Based on the size of the countryprogramme, discussions are underway withWCA director to add capacities to thecountry office given 'the CPErecommendation that the scale of thecountry programme and the complexity ofthe federal system, stronger engagementat state level and improved

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was received from the NigerDelta DevelopmentCorporation, US$ 300k waspledged by Mistsubishi tosupport mechanizationunder VCDP, and multipleprivate sector playersinteract directly with IFADproject beneficiaries undercontractual relationships;and (ii) leveraging grants toachieve therecommendation, forexample,(a) for progressively sharedsystems for M&E and KMcurrently there is an effort--through the drafting of acountry level grant to besubmitted in 2018--tocreate a national levelrepresentation of all IFADinvestments (loans andgrants) with the purpose ofmaintaining proactiveinformation flow amongstates and between statesthe Federal Government,and ultimately, if the future,to share other functionsincluding largeprocurements; and (b)there is an ASAP grantcurrently starting to protectprices of smallholder rice inthe case of climate andprice events (throughheding on internationalmarkets) that will immunizeproducers of these productsin the two IFADinvestments that focus onrice.

implementation support will ultimatelyrequire capacities to be added to thecountry office.

Nigeria WCA

CSPE 5 CTRY OPER ENG (c) dedicatetechnical capacityfor engagementwith key states, forexample throughdecentralized

This has not been a feasibleoptions for the past 19months. The ICO has beenunderstaffed consistentlysince December 2016. Withthe decentralization

As mentioned above discussions areunderway with WCA director to strengthenthe team for engagement at state level

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process, IFAD wide, thestaffing level of the ICOwill, once again, becomplete and thisrecommendation can beconsidered.

Nigeria WCA

CSPE 6 CTRY STR ENG (d) engage withincomingGovernmentleaders in a timelymanner; and

2019 is an electionyear. The ICO will follow upappropriately.

The elections were completed in March2019. The ICO played an active role withinagricultural development partners workinggroup to prepare a policy note to briefincoming government in June-July 2019.

O

Nigeria WCA

CSPE 7 CTRY STR ENG (e) createopportunities forhigh-level policyengagement, e.g.Performance-basedallocation system(PBAS)discussions.

Discussions with the FederalMinistry of Finance Directorof International EconomicRelations and the FederalMinister of Agriculture andRural Development inrespect of the PBAS,allocation of resourcesamong projects and states,targeting high performanceand supporting IFAD'sreplenishment have beenactive, energetic andongoing.

As Country Representative has beenappointed in country. Hiigh leveldiscussions took place with the Minister ofFinance and the Minister of Agriculture &Rural Development on IFAD's investmentsin Nigeria. WCA director came also to steerthe discussions with the Federal Ministerson IFAD's investments to Nigeria underIFAD 11.

O

Nigeria WCA

CSPE 10 CTRY STR FRG (c) Conflict –Integrate conflictanalysis into theprogramme designand progressreporting, both atoperational andCOSOP levels.

CASP works in both Bornoand Yobe states, bothheavily affected by ongoingconflict and insurgency .The high level of insecurityin many LGAs and frequentclashes and incidents limitsthe extent to which longterm developmentinterventions can besustained. CASP has beensupporting internallydisplaced people with inputsand fertilisers, capacitybuilding and social capitalstrengthening. Ongoingdiscussion with FAO isexploring potentialpartnership with CASP tosupport aquaculturedevelopment for IDPs. Asnoted above, IFAD has alsoworked with OXFAM, FAOand JICA on standalone

The rising farmers and herdsmen conflictfor land resources was not envisagedduring the design of IFAD fundedprogrammes in Nigeria (Value-ChainDevelopment Programme in 2012 and theClimate Change Adaptation and Agri-business support programme in 2014).VCDP-AF provides resources to analyseand contribute to address the root causesof the conflict to proffer solution. It willfacilitate government engagement with keypartners including the farmers, herdersand other actors to, among othersencourage farmers to fence their farmsand discourage planting along cattleroutes. CASP has taken measures toestablishment range lands and waterpoints as part of herdsmen-farmer conflictmitigation measures

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Nigeria WCA

CSPE 11 CTRY STR TGT (d)PastoralismPastoralists areamong the poorestand mostvulnerable groupsin Nigeria, andIFAD shouldexplore ways toaddress farmer-pastoralist issuesand integratepastoralists intoprogrammedelivery.

The Farmer-Pastoralistconflicts continue andworsen in Nigeria. Usingthe grant facility toPROCUSUR, IFADStaff, VCDP and CASPprogramme managementattended a learning route inTanzania and Kenyaaddressing exactly thistopic. Nonetheless, thenature of this conflict hasbecome more of a politicalissue facing the nation ofNigeria while impactingrural people, that includeIFAD's beneficiaries. IFADremains engaged indiscussions withgovernment (state andfederal); and IFADcontinues to address therisks of conflict with projectdesign and implementation.

IFAD facilitated a learning route for IFADProgrammes staff in Nigeria to Kenya andTanzania to share experiences on bestpractices for herders/farmers conflicts.Following from findings and lessons, IFADProgrammes have stepped up on policyengagement with the government as wellas among land users to reducepastoralist/farmer conflict. The membersof the innovative community alliance forumhave integrated conflict resolution in theirengagement.

O

Nigeria WCA

CSPE 12 CTRY OPER NRM (e)NRM/environment - bring morededicated analysisand identify moresubstantial andexplicit investmentsin this field throughASAP.

Across the portfolio, IFAD iscurrently working onmobilising GCF funds forNigeria under a regionalgrant proposal.

Resource mobilization on ENRM iscurrently underway through GCF

O

Nigeria WCA

CSPE 14 CTRY STR PVT IFAD needs tofacilitate the privatesector in agriculturemuch moreeffectively. Thisrequires measuressuch as hiringfrom the privatesector as well asfrom Government

The private sector isenthusiastic to engage inagriculture. VCDP matchinggrant facility is leveragingprivate sector investment insmallholder agriculture.Through commodity allianceplatforms, VCDP fosterslinkages among farmersand the private sector.

VCDP builds on Nigeria's huge rice deficitas a unique market opportunity forvulnerable farmers. Through an innovativepartnership arrangement, rice-growingfarmers are supported by VCDP toincrease their production and productivity.In parallel, farmers were empowered toenter into a partnership with top agri-business companies in the world, such asOLAM, a world leading agri-business

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusfor programmeimplementation,and using privatesector advisors asmentors forexistingGovernment staff.Italso requiresimplementingtripartiteagreementsbetween the privatesector, farmers andIFAD inprogrammes suchas VCDP and CASP,so that IFAD fundsare used to crowd-in private investors,as envisaged byIFAD’s technicalguidance note onmatching grants.Finally, IFAD needsto seek co-fundingarrangements withits major partners(World Bank,United StatesAgency forInternationalDevelopment,Department forInternationalDevelopment, etc.)in order to improveleverage, especiallyaround policydialogue,counterpartfunding, andincreasing levels ofdelivery in IFAD’spriority sectors.

Projects will deepen theselinkages to enablebeneficiaries to accessprivate finance, technologyand markets .Although CASP does nothave a matching grantcomponent, projectinvestment in productivecommunity infrastructureand capacity strengtheningis expected to crowd inprivate sector investors.CASP will replicate VCDPssuccessful CAF model tofacilitate interactionbetween market actors andfoster linkages and businesstransactions. IFAD iscontinuously seekingopportunities for co-financing with multilateraland bilateral financialinstitutions. Potentialopportunities have beenidentified with AFD and EC,however, these issues havenot yet materialised.

company operating in over 70 countries,with an annual revenue of about 14.7billion US$. Through this partnership,OLAM provides rice-growing farmers with(i) Training, pre-finance, fertiliser andquality seeds in order to improve theiryields; and (ii) Aggregation centres linkedto farmers production cluster. Then OLAMbuys and processes farmers' produce andsells finished products to the Nigeriamarket. Off takers like OLAM are attractedin this partnership by the huge consumermarket provided by Nigeria for foodproducts. Off-takers' competition over riceproduce resulting in Olam's readiness toguarantee a fair minimum price to farmerswas part of the key success factors. TheVCDP is a unique case of public-privatepartnership facilitated by IFAD linkingvulnerable farmers with leading agri-business companies whereby they fullygraduate from subsistence level tocommercial enterprises. CASP is upscalingthe VCDP private sector engagementmodel.

Republic of the Philippines - Country Programme EvaluationPhilippine APR CSPE 10 CTRY STR PAR Recom Good performance Ongoing with ADB, ICRAF, Agreement, in principle, for joint design O

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ion 4.Strengthenpartnershipswithotherdevelopmentpartners tosupportthenewGovernment.

to date in workingwith governmentagencies, researchorganizations andcivil society shouldbe expanded toother developmentpartners.Relationships withgrant recipientswith clear potentialfor value additionand linkages shouldbe mainstreamed inthe countrystrategy.

FAO (see above).Partnerships are also beingsought with bilateralpartners and regularconsultations held withother UN agencies

with ADB of a new investment project inagri-business development to scale upmodels tested under RAPID (IFAD-financed). Main constraint is lack ofallocation for Philippines under IFAD11.Consideration is being given to joint designin 2019-20 with staggered IFAD financing(from IFAD12) from 2022.Ongoing discussions for involvement ofFAO as implementing agency forlivelihoods component under INREMP(related reallocation to be approved by endof 2019).Active particpation of IFAD in UNCT and, inparticular, in implementation of relevantinvestment pillars of PFSD (Philippines'UNDAF).

Philippines

APR CSPE 11 CTRY STR PAR IFAD should workmore closely withother multilateraland bilateraldevelopmentpartners in therural sector tostrengthen theexchange ofinformation withthe Government.There areopportunities forIFAD to work withother Rome-basedUnited Nationsagencies to provideadvice on issuessuch as foodproduction and foodsecurity, genderequality andwomen'sempowerment inagriculture andrural development,and disaster riskreduction.

See above 2 responses. See above O

République démocratique du Congo - Country Programme EvaluationRépubliquedémocrat

WCA

CSPE 1 GOV OPER PMA Recommendation 1.

Projectmanagement units.The Government

The DRC country portfoliohas been under suspensionsince November 2016 due

The following measures are beingimplemented: i) strengthening the PMU :all staff the selected have been recruited

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Adjustandstrengthen theinstitutionalset-upof thecountryprogrammebystrengtheningthePMUsand theIFADcountryoffice,scalingbacktheliaisonoffice,movingfinancialsupervisionresponsibilitiesto theMinistryofFinance, andincreasing theinvolvement ofdecentralizedanddeconcentrated publicservices.

should re-centre allprojectmanagementfunctions in thePMUs, includingresults-basedmanagement ofpersonnel,procurement,communication andknowledgemanagement. TheGovernment andIFAD should makeadditional jointefforts to ensurehighly qualifiedpersonnel in keyPMU positions.

to recurrent and increasingineligible expenses relatedto governanceissues. Besides therepayment of ineligibleexpenses, a series ofconditions have been set byIFAD to resumedisbursements, in line withtheevaluation recommendation 1 . Although allconditions have not yetbeen met to resumeactivities, some of the keyrequests are in line withCPE recommendation havebeen fulfilled byGovernment: (i) the liaisonoffice has been dismantledand key projectmanagement functions areback to PMU level, (ii) IFADsupported the Governmentto recruit an internationalspecialised humanresources company to leadthe selection processof qualified staff forvacant/missing posts(including PMU coordinator,Antennas coordinators,Monitoring & Evaluation,Financial and AdministrativeOfficers, Accountants,Procurement, InternControl, andCommunication &Knowledge Management).However, the selected staffhave not yet been recruiteddue to the suspension;(iii)The Minister of Finance hasagreed to take on thefinancial supervisionresponsibilities.

through an international firm after thesuspension lifting in September 2018. Thesame firm was also used for the selectionprocess of the PASA NK new project team;ii) IFAD ICO : three national consultants tosupport projects in Financial management,procurement and knowledge sharing iii)the Ministry of Finance's signature is nowcompulsory on allproject Withdrawal Applications as is theirprior review on audit reports beforesubmission to IFAD. iv) Involvementof decentralized public services: Followingthe joint porfolio review in June 2018,institutional measures have been taken tobetter involve the Provincial publicservices through Local Follow-up andConcertation Committees meetings whichvalidate AWPB before submission to theNational Steering Committee.

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WCA

CSPE 2 CTRY OPER PMA It is alsorecommended thata procurementspecialist be hiredfor each PMU tomanage local andnationalprocurement, whileprocurement forlarge internationalcontracts should bemanaged by anindependentspecialized agency.

See above. A Procurementsspecialist have beenselected for both ongoingproject (PIRAM andPAPAKIN).

Further reflection on anindependent specializedagency to manage largeinternational contracts willbe conducted during theupcoming portfolio review(June 2018).

See above. i) a Procurement specialisthave been recruited in the 3 ongoingprojects (PAPAKIN, PIRAM, PASA-NK). (ii)independent specialised agencies(assistant en maitrise d'ouvrage) havebeen hired by both PIRAM and PAPAKIN tomanage large or multiple contracts.

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Républiquedémocratique duCongo

WCA

CSPE 3 GOV OPER PMA The Governmentshould accept thatPMUs receive long-term technicalassistants inresults-basedmanagement(planning, fiduciarymanagement, M&E)and in the essentialtechnical areas.

The Government has beenmade systematically awareby IFAD about thisrecommendation which willbe stressed during theupcoming Portfolio review.

The newly recruited project staff havecontributed to significantly improveproject management. So far theGovernment does not see the need forhiring international assistance especially inview of the already high operational costs.However, IFAD and the Government willclaosely monitor project managementperformance to be able to diagnose andadress in a timely manner any issuearising.

F


WCA

CSPE 5 IFAD STR DEC IFAD country office.IFAD shouldstrengthen itscountry office interms of fiduciarymanagementcompetencies, tobetter supportPMUs withprocurement andthe preparation ofwithdrawalapplications, amongothers. The Fundshould also provideits country officewith adequateresources tooperate,commensurate withcountry realities.

Due to the portfoliosuspension and the ongoingdecentralisation process,full implementation of thisrecommendation has beendelayed. As per thedecentralisation plan, a CPMwill be out posted back toKinshasa in Q3 2018 whichwill facilitate policy dialoguein view of the lifting ofsuspension and thereafterto provide proximitysupport to the portfolio. TheICO will then review needsand continue using externalspecialists to support thefinancial management andprocurement needs. Norecruitment of additionaltechnical staff is foreseen inthe decentralisation plan forthe ICO-Kinshasa at thepresent time.

The new Country Director has beenoutposted in Kinshasa in September 2018.The ICO has recruited three nationalconsultants to support projects in Financialmanagement, procurement and knowledgesharing. Given the effective measurestaken by Government adn IFAD to improveoverall portfolio managementand performance, the quality of the NonObjections and WAs submittedhas significantly improved, thusdrammatically reducing therequired processsing time by IFAD to5days.

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WCA

CSPE 7 GOV STR PMA Decentralized anddeconcentratedpublic services. TheGovernment shouldstrengthen theinvolvement ofprovincialagriculture andrural developmentministries andinspectorates inportfolio steering,monitoring andstrategic decision-making, in line withdecentralization.

This will be stressed in theupcoming portfolio reviewand will be fully integratedin the next COSOP plannedto be formulated in 2018,conditional upon the liftingof suspension.

Following the joint porfolio review in 2018,institutional measures have been taken tobetter involve the Provincial Governmentand local entities through Local Follow-upand Concertation Committees meetingswho are also involved in the validation ofthe AWPB by taking part in the projectSteering Committee.

F


WCA

CSPE 8 CTRY STR PMA Projects shouldinvolvedeconcentratedpublic servicesmore in projectimplementation,and build theirtechnical andmanagementcapacities.

See above. A plan forInstitutional capacitybuilding of Decentralizedand deconcentrated publicservices will be elaboratedonce all conditions are metfor resumingdisbursements.

Budgets for Institutional capacitybuilding of decentralized anddeconcentrated public services have beenincluded in the AWPB 2019-2020 and arebeing executed by the PMU.

F


WCA

CSPE 9 CTRY OPER TCB The Governmentand IFAD shouldprovide for anadequate budget ineach project forstrengtheningcapacity of publicpartners.

See above. see above F


WCA

CSPE 10 IFAD STR FRG Recommendation 2.Strengthenstrategicrelevance andimpactof thecountrystrategy andprogra

Fragility contextanalysis. IFADshould foreseeadequate time andresources andmake use of the in-depth work done byother developmentpartners, tostrengthen itsanalysis of thecauses of ruralpoverty and howthese are linked tofragility in their

Deeper fragility contextanalysis will be conductedprior to the next COSOPdrafting in 2018-2019. IFADand Land Policy Initiativeare supporting aprogramme thatmainstreams landgovernance in theimplementation of CAADP(Comprehensive AfricanAgriculture DevelopmentProgramme). The ICOattended the validationmeeting in February 2018

An in depth fragility analysis has beenconducted as part of the current COSOPdesign and is reflected in the Concept Noteof the upcoming desing of the AgricultureValue Chains Support Project.To avoid atomization, the COSOP statesthat current projects zones shall be theentry point for new investments. Extensionand scalling-up will concern targettedneighbouring provinces. Therefore, theforthcoming new project will be the scalingup of PIRAM which is completing inDecember 2019 and will consolidate theachievements PIRAM while extending thegeographical area to neighbouring

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusmmebyimproving thefragilitycontextanalysis andgeographicandsocialtargeting ofinterventions.

political,institutional, socialand economicdimensions. TheFund should thenuse this betterunderstanding ofthe fragility contextin formulating thenew COSOP andprojects. Landtenure, which is akey factor inpoverty andconflict, shouldreceive specialattention.

and will still be involved andsupportive for the upcomingevents. This will result inbetter understanding ofland tenure issues and theirinclusion in the next COSOPand projects.

provinces Tankanyika, Lomami and KasaiOriental in the South.


WCA

CSPE 11 CTRY STR TGT Geographicaltargeting. TheGovernment andIFAD shouldconcentrate allprojects and grantson a limitednumber ofprovinces with highpoverty rates but astable securitysituation, andremain there for asufficient length oftime – 10 to 20years of effectivework. They shouldlimit thegeographicalcoverage ofindividual projectsto a singleprovince, but at thesame time promoteexchanges withother provinceswhen supportingagricultural valuechains that crossprovincial borders,to allow scaling up.

To be discussed during thePortfolio review andaddressed during theCOSOP formulation process.

see above F

Républiq WC CSPE 12 CTRY STR TGT Social targeting. To be discussed during the Social targeting is still to be deepended O

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A The Governmentand IFAD shouldensure thatprojects have aspecific targetingstrategy to reachthe most vulnerablepeople, based on asound vulnerabilityanalysis, andleading todifferentiatedsupport accordingto the needs ofvulnerable groups –women and youthin particular.

Portfolio review andaddressed during theCOSOP formulation process.Pending the lifting ofsuspension for ongoingprojects.

during the new project identification anddesign. The current COSOP and CN targetsmall producers and ruralentrepreneurs with a special attention towomen, youth and the inclusion of themost vulnerable (indigenous people,disabled, internal displaced and refugees).The 2019 design will focu onoperationlizing their targeting and theirinvolvment.


WCA

CSPE 13 CTRY OPER BEN Projects shouldconductparticipatorymonitoring ofconditions ofpoverty andvulnerability in theproject villages,and endeavour tobetter understandthe mechanisms ofpossible elitecapture andexclusion withinfarmerorganizations toensure thatvulnerable groupsbenefit fromsupport. Projectsshould also ensurethat apexorganizations payattention to theneeds of the mostvulnerablemembers of thefarmerorganizations theyrepresent.

To be discussed during thePortfolio review andaddressed during theCOSOP formulation process.Pending the lifting ofsuspension for ongoingprojects.

In addition to the above mentioned, at thecorporate level a framework forstakeholder feedback is also beingdeveloped. A key focus of this frameworkis on beneficiary participation throughoutthe project cycle and foresees greaterinvolvement of beneficiaries in projectdesign, implementation through integratedbeneficiary feedback mechanisms.

O

République

WCA

CSPE 14 CTRY STR DES Recommendat

Project design. TheGovernment and

The essential of thisrecommendation will be

This recommendation is taken into accountin the COSOP design and the CN of the

O

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ion 3.Maketheprojectportfolio moreeffective andefficient, withprojects bettersuitedtocontext, anannual,jointportfolioreview,and anappropriateoutsourcingapproach.

IFAD should designsimple andsufficiently suppleprojects, allowingfor swiftadjustmentsaccording to theevolving socio-economic contextat the national andprovincial levels.IFAD should, inperformingidentificationstudies, include arigorous analysis ofrisks in thetargeted areas, inorder to develop arisk managementstrategy and adaptthe design andscope of projects tothe context. IFADshould foresee arealistic timeframefor projectpreparation andlaunch, tomaximize time foreffective projectimplementation.

taken in account during thenext project design usingthe IFAD 11 Country's PBASallocation.

The ICO is conducting an indepth risk analysis of thePASA NK geographical areain view of the project startup to identifyareas/villages less at riskwhere to startimplementation.

new project to be designed in 2019. It willbe deepened during the Project design. Arisk analysis is being conducted in thethree projects, and the PASA-NK Riskmapping has allowed a start-up in conflictsand Ebola-free villages.


WCA

CSPE 15 CTRY OPER SUP Annual jointportfolio review.The Governmentand IFAD shouldset up a frameworkfor a regular (atleast annual) jointportfolio review, totake stock ofprojectimplementation andagree on anynecessarycorrectivemeasures orreorientations,

The first joint portfolioreview will be conductedbefore the end of June2018.

The first Joint Portfolio Review wasconducted in May/June 2018 just prior toand a a condition for the lifting of portfoliosupension in September 2018. Next jointPortfolio Review will take part in the firstquarter of 2020 after a full year ofresumed implementation.

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WCA

CSPE 16 CTRY OPER TCB Outsourcing. Forcapacity-buildingcomponents,projects shouldforesee project-long collaborationagreements withexecution partners,with periodicallyrenewableperformance-basedcontracts.

To be discussed during thePortfolio review andaddressed during theCOSOP formulation process;Pending the lifting ofsuspension for ongoingprojects.

The contract with INADES for PAPAKIN andPIRAM have been renegociated afterassessement. All the building capacitiescontracts will be reviewed during theupcoming supervision missions.

F


WCA

CSPE 17 CTRY OPER INF For ruralinfrastructurecomponents, therole of projectowner should bedelegated entirelyto agencies thathave solidcollaboration withIFAD andexperience workingin DRC, selected ona competitivebasis.

To be discussed during thePortfolio review andaddressed during theCOSOP formulation process;Pending the lifting ofsuspension for ongoingprojects.

The PIRAM PMU hasidentified an Agency toassist in the recruitmentand supervision of localSME for roads works.

The PIRAM PMU has contracted an Agencyto assist in the recruitment and supervisionof local SME for roads works. A clearallocation of works has been established toallow SMEs to compete in line with theiractual technical and financial capacities.

F


WCA

CSPE 18 IFAD STR GRT Recommendation 4.Improverelevance andeffectivenessof non-lendingactivities.

Integratinginterventions. IFADshould improve theintegration ofprojects and non-project grants toensurecomplementarity, inparticular oncrosscutting issuesthat call forspecializedtechnical supportsuch as gender,environmentalmanagement(including landtenure andadaptation to

To be discussed during thePortfolio review andaddressed during theCOSOP formulation process.Pending the lifting ofsuspension for ongoingprojects.

The COSOP design insists on improving theintegration of lending and non lendingactivities which will receive specialattention by the IFAD ICO.

O

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WCA

CSPE 19 GOV STR NLA The Government,with IFAD'ssupport, shouldactively seek otherdevelopmentpartners to takecare of improvingsocial services inproject interventionareas, in order tocomplement thesupport to ruralproductive sectorsfinanced by IFAD.It should alsoensure that IFAD-funded projects areintegrated inprovincialagriculturalinvestment plans.

To be discussed during thePortfolio review andaddressed during theCOSOP formulation processconditional upon thesuspension being lifted.

The Current COSOP seeks toprioritize integrated rural development tocreate enabling environment for agriculturevalue chains inclusive of the smallproducers in win-win contracts with privatesector. CO-fundings are being confirmedwith other donors for both the productiveand the social components of the projects

O


WCA

CSPE 20 CTRY OPER KM Capitalizing onexperiences. IFAD,in collaborationwith theGovernment andproject teams,should identifystrengths andweaknesses, anddocument projectapproaches relatedto farmerorganization,agriculturalextension(community radiosand farmer fieldschools, among

Will be a key element forthe new staff to berecruited to assumeresponsibility forcapitalisation,communication andknowledge management.

Among the new staff recruited by both thePMU and the ICO, there arestaff/consultants in charge forCommunication and knoweledgeManagement. Communication andknoweledge management plans have beendrafted in each project. A recent mission oflessons capitalisation has just taken placein Maniema and will primarly result in avideo documenting the great achievementsof PIRAM in terms of infrastructure anddring water in addition to quality seedprovision.

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Country Reg Eval. SN Level Nature Theme Recommendation 2018 Follow Up 2019 Follow Up Statusothers), improvedseed multiplication,and rehabilitationand maintenance ofagricultural accessroads, to promotelesson-sharingbetween projectsand countries.


WCA

CSPE 21 CTRY STR ENG Policy dialogue. Theabove themesshould also providethe basis for policydialogue, targetingthe provincial levelas a priority.Another importanttopic for dialogue isthe adaptation ofthe nationalagriculturalinvestment plan tothe provincial level,making sure thatfull benefit is drawnfrom smallholderagriculture. Toincrease its voice atthe political level,the countryprogramme shouldstrengthen itspartnerships withother influentialdonors that haveexperience in DRC,such as the AfricanDevelopment Bank,Belgian technicalcooperation, FAOand World Bank.

To be taken in accountduring the Porfolio reviewand the COSOP formulationconditional upon thesuspension being lifted.

Although participation of IFAD ICO in theGIBADER large donors concertation hasslowed during 2018-2019 to focus onsuspension lifting and portfoliorelaunching. Cooperation with AfDB andWB are being strengthened, especially inthe framework of the new project design2019.

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