president’s report on the implementation management ......pro-camelidos integral development...

Note to Evaluation Committee members

Focal points:

Technical questions: Dispatch of documentation:

Lisandro MartinChiefOperational Programming and Effectiveness UnitTel.: +39 06 5459 2388e-mail: [email protected]

Sara KouakouPortfolio OfficerProgramme Management DepartmentTel.: +39 06 5459 2868e-mail: [email protected]

William SkinnerChiefGoverning Bodies OfficeTel.: +39 06 5459 2974e-mail: [email protected]

Queries with respect to the response of the IndependentOffice of Evaluation to the report should be addressed to:Oscar A. GarciaDirectorIndependent Office of Evaluation of IFADTel.: +39 06 5459 2274e-mail: [email protected]

Evaluation Committee — Ninety-third SessionRome, 6 September 2016

For: Review

Document: EC 2016/93/W.P.6/Add.1

EAgenda: 7

Date: 9 August 2016

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

Note to Executive Board representatives

Focal points:

Technical questions: Dispatch of documentation:

Lisandro MartinChiefOperational Programming and Effectiveness UnitTel.: +39 06 5459 2388e-mail: [email protected]

Sara KouakouPortfolio OfficerProgramme Management DepartmentTel.: +39 06 5459 2868e-mail: [email protected]

William SkinnerChiefGoverning Bodies OfficeTel.: +39 06 5459 2374e-mail: [email protected]

Queries with respect to the response of the IndependentOffice of Evaluation to the report should be addressed to:Oscar A. GarciaDirectorIndependent Office of Evaluation of IFADTel.: +39 06 5459 2274e-mail: [email protected]

Executive Board — 118th SessionRome, 21 – 22 September 2016

For: Review

Document: EB 2016/118/R.

EAgenda: X

Date: 2016

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

EC 2016/93/W.P.6/Add.1

i

Contents

Abbreviations and acronyms iiCategories used for the classification of actions/ recommendations iv

Evaluations conducted in 2014 and 2015

Corporate Level Evaluations (CLEs)

CLE: Fragile and conflict-affected states and situations 1CLE: Replenishments 6

Country Programme Evaluations (CPEs)

CPE Zambia 11CPE Bolivia 16CPE China 21CPE Tanzania 25

Project Performance Assessments (PPAs)

PPA Morocco 28PPA Sudan 29PPA India 31PPA Pakistan 32PPA Rwanda 34PPA Albania 39PPA Turkey 46

Historic follow up

Corporate level evaluations

CLE: IFAD’s Institutional Efficiency and Efficiency of IFAD-funded operations 46CLE: IFAD Supervision and Implementation Support Policy 65

Country and project evaluations

CPE Madagascar 75CPE Mali 77CPE Nepal 80CPE Uganda 83CPE Ghana 87CPE Rwanda 90CPE Vietnam 92CPE Yemen 94

Brazil Interim Evaluation 86Ghana Interim Evaluation 96

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Abbreviations and acronyms

ACP Agreement at Completion PointAJK Azad Jammu and Kashmir Community Development Programme(Pakistan)APR Asia and the Pacific DivisionARPP Annual Review of Regional Portfolio PerformanceAROPA Support to Farmers' Professional Organizations and Agricultural Service

Project (Madagascar)ARRI Annual Report on Results and Impact of IFAD OperationsASAP Adaptation for Smallholders Agriculture ProgrammeAWPB Annual Work Programme and BudgetBI Business IntelligenceBOD Budget and Organizational Development UnitCFS Controller's and Financial Services DivisionCLEAR Center for Learning on evaluation and Results LatinCOSOP Country Strategic Opportunities PaperCPE Country Programme EvaluationCPM Country programme managerCPMT Country Programme Management TeamCSN Country Strategy NoteEB Executive BoardECD Environment and Climate DivisionESA East and Southern Africa DivisionFAO Food and Agriculture Organization of the United NationsFOD Financial Operations DepartmentFORMAPROD Vocational Training and Agricultural Productivity Improvement Programme

(Madagascar)FSU Field support unitGASH Gash Sustainable Livelihood Regeneration Project (Sudan)GASIP Ghana Agricultural Sector Investment Programme (Ghana)GCR Grant completion reportGLF Grant life fileGRIPS Grants and Investment Projects SystemGSR Grant supervision reportGTWDP Goksu Taseli Watershed Development Project (Turkey)HCA Host Country AgreementHMDP Highlands Milk shed Development Project (Tanzania)HRD Human Resources DivisionHVAP High-Value Agriculture Project in Hill and Mountain Areas (Nepal)ICDS Integrated Child Development ServicesICO IFAD Country OfficeICT Information and communication technologyICSC International Civil Service CommissionILSP Integrated Livelihood Support Project (India)IMT IFAD Management TeamINRA National Agricultural Research InstituteIOE Independent office of evaluation of IFADJSIR Joint Supervision and Implementation ReviewKM Knowledge ManagementLAC Latin America and Caribbean divisionLAMP Livelihoods and Access to Markets Project (India)LFLP Leasehold Forestry and Livestock Programme (Nepal)LGS Loan and grant systemM&E Monitoring and EvaluationMGP Matching Grant Programme

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MPAT Multidimensional Poverty Assessment ToolMIC Middle income countriesMSME Micro, small and medium enterprisesNEN Near East, North Africa and Europe divisionOSC Operational strategy and policy guidance committeeOMC Operations management committeeONCA National Office for Agricultural Advisory AssistanceOPELIP Odisha Particularly Vulnerable Tribal Groups Empowerment and LivelihoodPBAS Performance based allocation systemPCR Project Completion ReportPAF Poverty Alleviation Fund Project (Nepal)PASP Post-harvest and Agribusiness Support Project (Rwanda)PASPTA Support Project for the Strategic Plan for the Transformation of AgriculturePDRZM Rural Development Project in the Mountain Zones (Morocco)PIDRK Kidal Integrated Rural Development Programme (Mali)PIDRN Northern Regions Investment and Rural Development Programme (Mali)PLF Project life filePMD Programme Management DepartmentPRM Resource Mobilization and Partnership OfficePRICE Project for Rural Income through ExportsPRS Poverty Reduction StrategyPRT Portfolio Review TeamPRO-CAMELIDOS Integral Development Programme of the Bolivian AltiplanoPSR Project Status ReportPTA IFAD Technical Advisory DivisionQA Quality AssuranceQE Quality enhancementQUASAR Quality Assurance Archiving SystemREP Rural Enterprises Programme (Ghana)RCTs Randomized control trialsRIMS Results and impact management systemRMF Results measurement frameworkRTA Reimbursable Technical AssistanceSEDP Sivas-Erzincan Development Project (Turkey)SFDA Society for financing small farmersSIMES Standard IFAD Monitoring and Evaluation SystemSIPs Strategic Investment PlansSIS Supervision and implementation supportSKD Strategy and Knowledge DepartmentSOEs Statement of ExpendituresVODP Vegetable Oil Development Project (Uganda)VPGs Vulnerable Producer GroupsWCA West and Central Africa divisionWUPAP Western Uplands Poverty Alleviation Project (Nepal)

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Categories used for the classification of actions/recommendationsSN Serial Number

Type of evaluationCLE Corporate Level EvaluationCPE Country Programme EvaluationPPA Project Performance AssessmentIE Interim Evaluation

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

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

ThemesASR Analysis, studies and researchesBEN Beneficiaries and stakeholders’ participation and consultationCOS Country Strategic Opportunities Programme (COSOP), also including country

strategyDEC DecentralizationDES Project designDIA Policy dialogueEFF EfficiencyFLD Field presenceGDR Gender (including targeting to women)GOV GovernanceGRT Grants/ grants financing policyHR Human resources (management, recruitment)ICT Information and communication technologyINF Infrastructure (construction, contracting, management, supervision)INN InnovationKM Knowledge managementNRM Natural resource management and environmentORG Organizations, groups, institutions and collective approachesPAR PartnershipPRM Private sector, market and enterprise development, value chainsPMA Project management and administration (incl. financial management)REPL ReplenishmentRFI Rural financeRME Results monitoring, evaluationSCA Replication and scaling upSOU South-south and triangular cooperationSTRA StrategySUP Supervision and implementation supportSUS SustainabilityTCB Training, capacity-buildingTGT Targeting

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Corporate Level Evaluation - Fragile and conflict-affected states and situations


Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusPolicy and strategy

CLE 1 IFAD STR STRA Draft an overarching corporate policy statementincluding a new definition that sets out the principlesfor IFAD's approach to engagement with fragile andconflict-affected states and subnational situations. Aspart of the policy, clearly define the developmentthreshold that will assist staff in determining thefragility situation in particular countries or regions,allowing them to design operations using appropriatetools and instruments. This policy statement should beapproved by the Board and consider the major issuesidentified in this evaluation.

This is ongoing: the approach to IFAD's strategy forengagement in countries with fragile situations waspresented to the Evaluation Committee in March and theExecutive Board in April 2016. The new approach drawson existing strengths and develops differentiatedapproaches for countries with fragile situations. The finalstrategy will build on feedback provided by the EC/ EBand be submitted in December 2016 as part of thecorporate paper on MICs, PBAS, fragility anddecentralization.

O

CLE 2 IFAD STR STRA Adopt a simpler approach to classification of countrieswith fragile situations, which is specific to IFAD'smandate and priorities. The country's policy andinstitutional capacity should be among the mostfundamental criteria considered in the newclassification system.

This has been addressed in the approach paper. IFAD ismoving from a harmonized list of 'fragile states' to anIFAD-specific definition and classification of countrieswith 'fragile situations'. Institutional capacity is a keyelement of the new index proposed to classify countrieswith fragile situations (the other two elements beingvulnerability and conflict).

O

CLE 3 IFAD STR COS Strengthen the fragility and conflict analysis in theCOSOP through the provision of greater resources andby building more explicitly on the analysis by partnerIFIs and United Nations organizations in thesecountries. More frequent updating is desirable toenable IFAD to manage the strategy more effectively.Future COSOPs should include budget estimates forachieving agreed-upon objectives.

This has been addressed in the approach paper. Thepaper suggests fragility analysis in all COSOPs andCSNs. Such analysis will be undertaken for countryprogrammes in the most fragile situations, and draw onassessments undertaken by development partners andgovernments themselves. For other countries, theextent of fragility analysis undertaken duringCOSOP/CSN preparation will be determined by theCountry Programme Management Team. Pipelineprojects expected to be implemented in more fragilesituations within less fragile countries will be flaggedand deeper analysis undertaken during project design.

O

Project and programme design

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 4 IFAD STR DES Programme design needs to identify where IFAD can

engage and where it cannot. In countries withsubnational fragile situations, where basic securityrequirements do not preclude IFAD's involvement,IFAD needs to decide whether to engage or not basedon the potential for impact on rural poverty.

This has been recommended in the approach paper. Ifapproved in the strategy, additional criteria tools will bedeveloped to determine operational engagement orwithdrawal. Resilient delivery models – drawing onmodels that have proved effective in countryprogrammes in fragile situations- will enable IFAD tostay engaged and continue implementation in difficultcontexts. Risk management will also extend to IFAD andproject staff and their security, with clear criteria foroperational engagement or withdrawal.

O

CLE 5 IFAD OPER DES Include simple objectives and design, taking intoaccount the country's policy and institutional context,and devote greater attention to ensuring customizationof development approaches (e.g. to gender equalityand women's empowerment) depending on thecontext.

This is suggested in the approach paper and will berecommended in the strategy. Following approval of thestrategy, a series of knowledge products could beproduced, providing guidance to country teams ondesigning simple, appropriate and resilient projects forfragile situations, as well as to qualityenhancement/quality assurance reviewers on keyissues.

O

CLE 6 IFAD STR BEN In countries experiencing weak institutional capacityand poor governance, IFAD can build on currentpractices of working with local communities, farmerorganizations and lower levels of government dealingwith service delivery.

The approach paper has addressed thisrecommendation, to be finalised in the strategy. IFADengagement in fragile situations is already orientedtowards strengthening community and governmentinstitutions, particularly at the local level. These includefarmers' organizations, indigenous peoples’organizations, women’s associations, water users'associations, and other community-level institutions aswell as local government agencies and serviceproviders. The strategy will leverage IFAD's reputationas a trusted partner of governments and ruralcommunities to strengthen social cohesion amongdifferent stakeholders across social, economic, ethnic,political and other divides.

O

Project and Programme implementation

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 7 IFAD STR SUP Expand direct supervision and implementation support

in quantity and technical content, ensuring allocationof corresponding budgets based on needs rather thanon pre-determined allocations by project. Technicalstaff from IFAD's Policy and Technical AdvisoryDivision should further expand their participation insuch processes as well as in COSOP and projectdesigns.

The approach paper suggests differentiated approachesto supervision/ implementation support. As per theapproach paper, '30. Supervision and implementationsupport are of key importance in fragile situations froma risk management perspective, ensuring that fiduciarysafeguards are being implemented, guiding theapplication of flexible approaches to projectmanagement to address dynamic fragility contexts andproviding necessary additional support to implementingagencies. They also present key opportunities to buildtrust with project teams, beneficiaries, partners andgovernment officials. IFAD's focus on supervision andimplementation support for problem projects alreadytargets many projects in fragile situations. A futuredifferentiated approach would aim to maximize bothsupport to problem projects, and learning opportunitiesfrom successful projects in fragile situations.' Withregard to additional budgets, he approach papersuggests additional resources for programmes in fragilesituations. The modality and structure for additionalresources will be developed as the strategy is developed(in alignment with other corporate processes such asthe PBAS reform). As stated in the approach paper,'IFAD will explore how fragility could be incorporatedinto the PBAS, while retaining the system’s foundationsas a performance-based model. The option of creating aspecific “crisis response window” (or similar) will beconsidered as a way of establishing an additional sourceof financing. IFAD will also review options to giveMember States and other partners the opportunity toprovide IFAD with financing earmarked for fragilesituations through complementary or supplementaryfinancing windows and to further leverage remittanceflows for investment.'

O

CLE 8 IFAD STR FLD Explicitly prioritize the establishment of new IFADcountry offices and out-posting of CPMs in countriesaffected by fragility and conflict.

This is ongoing: currently over half the ICOs are incountries with fragile situations (as per the current list).

O

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 9 IFAD STR PAR Create strategic partnerships to leverage

complementary skills and provide a higher level andbroader basis of implementation support.

This is addressed in the approach paper and will be partof the final strategy. As stated in the approach paper,'The specific importance of partnership in fragilesituations warrants its inclusion as a guiding principle.Partnerships help IFAD to manage risks and enable it tostay engaged in more challenging contexts because theyprovide the means to address root causes of fragilitythat lie outside IFAD's areas of comparative advantagebut pose a threat to IFAD's country programmes. IFAD'suse of partnerships in fragile situations will be guided bythe IFAD Partnership Strategy (2012). Partnerships withthe Rome-based agencies and other United Nationsagencies will receive particular attention in fragilesituations, as will partnerships with other developmentpartners with strong implementing capacity, such astrusted civil society organizations and the private sector.Partnerships with humanitarian agencies are key tobridging the humanitarian-development gap.'

O

Empowerment of staff

CLE 10 IFAD STR HR Efforts should be made to introduce specific incentivesfor staff working in fragile states and conflict-affectedsituations, including those based in headquartersdischarging similar functions. Greater attention tocapacity-building and training needs of staff shouldalso be explicitly promoted, and platforms forexchanging knowledge, good practices andexperiences of working in fragile states (acrossregional divisions) should be introduced.

This has been addressed in the approach paper,especially through non-financial incentives. As per thepaper, '36. Human resource management andempowerment of staff are the subject ofrecommendations in the CLE on fragile states and play akey role in IFAD's organizational and operationalresilience. The Human Resources Division (HRD) willcontribute to developing IFAD's strategy forengagement in countries with fragile situations andManagement will review incentives for staff working infragile situations, whether based in headquarters or inICOs, on the principle that willingness to work incountries with fragile situations should be rewarded,recognizing the benefits such experience brings to theinstitution. Such incentives would be of a non-financialnature and take into consideration issues such assecurity and broader concerns about staff well-beingand career development.'

O

Results Measurement

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 11 IFAD STR RME Plan and resource project monitoring and evaluation

more selectively. Greater attention needs to be paid toplanning for monitoring and evaluation during projectdesign. At present, the approach is one size fits all. Allprojects should be required to defend their design withproven evidence from earlier phases or other locationsthat the intervention will work in the planned context.Where evidence is lacking, contexts are different orwhere a project is an acknowledged innovation orpilot, monitoring and evaluation will require moreresources.

M&E will be addressed through an ongoing series ofreforms across the self-evaluation system, includingupdating completion and supervision guidelines,updating the RIMS framework and guidelines,developing new country strategy guidance, anddeveloping an M&E curriculum. These changes are beingimplemented under an overall self-evaluation reformprocess. These changes will improve M&E processes andsystems across the portfolio, including the countrieswith fragile situations. In addition, given the institutionalconstraints in these countries, IFAD will encourageimpact assessment methodologies that are simple andcost-effective but capable of capturing coherent resultsdata in fragile situations.

O

CLE 12 IFAD STR RME Revise IFAD's results measurement framework toinclude indicators of outcomes related to fragility. Themajor gaps lie in measuring women's empowermentand institutional performance. Indicators and means ofmeasurement need to be established in both areas.

See response above. In the overall M&E framework,gender indicators and markers have been integratedacross the project cycle. In addition, institutionalperformance is a key element of analysis in fragilesituations. After the approval of the strategy, detailedindicators if required will be developed. Based onfeedback received during the April EB, gender will beintegrated as a key principle of the strategy. If required,additional indicators will be developed for programmesin fragile situations.

O

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Corporate Level Evaluation: Replenishments


Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 1 IFAD STR REPL The global context calls for close monitoring and

analysis. Monitoring and analysing global trends indevelopment financing and emerging global issues iskey to understanding IFAD’s opportunities and threats.This is a task that may be undertaken jointly withpeers, who face the same challenges and are interestedin the same trends and issues. As IFAD is also subjectto global trends such as increasing earmarking anddevelopment of new financial instruments, it mayconsider how it could best have a voice in andcontribute to global discussions on these issues andbrand the organization in this area, including forexample in the OECD and through various virtualplatforms. The latter could be part of IFAD’scommunication strategy.

Actively followed replenishment processes andinnovative financing approaches of other IFIs with theaim of testing applicability of new models to IFAD.Followed policy dialogue and strategic discussions ofpartner institutions, including World Bank (IDA), AsianDevelopment Bank, African Development Bank and IFC.Monitored and analysed replenishment discussions ofpartner institutions, IFIs/MDBs, funds and otherdevelopment partners, represented IFAD at relevantreplenishment meetings and conferences, presentedIFAD's replenishment role within the broaderdevelopment framework in the international aidarchitecture. Specifically, participated in ADF13 MTRand IDA17 MTR in November 2015, as well asreplenishment Consultations for ADF14 and IDA18 in2016

F

CLE 2 IFAD STR REPL The preparation of a strategic vision would helpset the scene for IFAD10 and beyond. Currentefforts at preparing a strategic vision document,reflecting the overall development trends mentionedabove, are commendable and, could, if the process isso designed, also shape future replenishments. Itshould be seen as the first step in a process ofpreparing a medium- to long-term strategic vision andcare should be taken to design a process that alsoengages the new donors in sharing their agriculturaland rural development experiences and expectations. Itshould position IFAD in the post 2015 developmentlandscape and should clearly address IFAD’s role innon-lending activities, the need for diversificationdepending on country circumstances, and IFAD’scomparative advantage in reaching some of world’spoorest and most fragile countries and target groups.The strategic vision would help keep the variousreplenishment consultations focused at a strategiclevel, and better argue the case for IFAD also beyondthe short three year replenishment cycles

Strategic Vision and Role. The Strategic Framework for2016-2025 was presented to the December ExecutiveBoard and approved with minor revisions bycorrespondence. It was formulated in the context ofAgenda 2030 and the Sustainable Development Goals(SDGs). It outlines the Fund’s overarching goals, itsstrategic objectives, the thematic areas of focus, andthe principles of engagement that will guide ouroperations. The Medium-Term Plan (2016-2018), willhelp to operationalize the Strategic Framework.

F

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 3 IFAD OPER REPL The replenishment process can still be improved.

The good practice of having an independent externalchair should be continued in the future, and theopportunities and challenges of changing the durationof the replenishment cycle from 3 to 4 years should befurther analysed by the Management and a proposalmade accordingly before the commencement ofIFAD11.

It is planned that an independent external Chair will beselected for IFAD11. Opportunities for changing theduration of the replenishment cycle from 3 to 4 yearsare being analysed through the Ad Hoc Working Groupon Governance Issues. The Working Group, whichincludes selected members from all Lists, held severalmeetings, both informal and formal, to considergovernance issues. Regular updates were provided tothe Executive Board, and a final report of the WorkingGroup will be provided to the Governing Council in2017, through the December Executive Board.

F

CLE 4 IFAD OPER REPL Building on the experience in previous replenishments,more time should be devoted to discussingdevelopment results including the MTR, ARRI andrelevant independent evaluations.

The Synthesis of Lessons Learned from the IFAD9Impact Assessment Initiative was presented to theEvaluation Committee in March and to the EB in April.This impact assessment is a milestone for IFAD10, itlays a scientific basis for assessing the impact of IFAD9and draws key lessons for the design andimplementation of projects. This work is a majorcontribution to improving our results and impact inIFAD10 and beyond.

O

CLE 5 IFAD STR REPL Voice, representation and governance meritsfurther study. The implication of the fact thatparticipation and contribution is delinked merits furtherthought and study both in terms of financial incentives,visibility, burden-sharing and perceived influence.Gaining insights into this complex field would be highlybeneficial to PRM, who should conduct or commissionthe study.

Voice, representation and governance arrangementsarea major focus of the Ad Hoc Working Group onGovernance Issues. The Working Group is expected topreparea report on this matter, including anyrecommendations, and on voice and representation,governance.

O

CLE 6 IFAD OPER REPL The demand for more informal sessions and moreengagement with Management and between Memberscould be met through use of working groups or informalsessions, as is the practice in peers; this might enhancethe sense of ownership. To broaden understanding andownership, consideration should be given to organizeinformal side events at the GC prior to the firstreplenishment consultation meeting to discuss theagenda and a similar event to present the consultationreport the following year.

Informal seminars of the Executive Board are now opento all Member States as per decision of the ExecutiveBoard in February 2016. Previously, the informalseminars were open only to the Executive Boardrepresentatives.

O

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 7 IFAD STR REPL Finally, further study is also recommended of the

implications of changes to the List system. An effectivesystem for dialogue which can help generate consensusand ownership of decisions is a fundamental buildingblock for maintaining trust in the institution and itsmultilateral character.

Implication of changes to the List system have beenconsidered by the Ad Hoc Working Group onGovernance Issues. The Working Group will prepare areport with any recommendations on the List systemand present it to the Governing Council in 2017,through the December Executive Board

O

CLE 8 IFAD PLCY REPL Policy and organizational change should bedirectly linked to the strategic objectives and theunderlying logic of changes should be clearlyarticulated. As IFAD is subject to the global “policydiffusion” in particular with respect to operational andpolicy issues from the IDA and AfDF replenishmentsthat precede IFAD’s replenishment process, theorganization should be in a strong position to anticipateproposed change well ahead at the start of areplenishment process. This would allow a thoroughanalysis of the relevance for IFAD of these issues.Furthermore, any proposed change, emanating fromsuch “policy diffusion” or from internal reviews andevaluations, should clearly articulate the underlyinglogic connecting the proposed change to IFAD’s overallstrategy. This would minimize the risk of mis-alignmentand might also be a powerful communication tool toreplenishment deputies and Member States.

IFAD closely monitored and followed policy dialogueand strategic discussions of partner institutions,including World Bank (IDA), Asian Development Bank,African Development Bank. Management alsomonitored and analysed replenishment discussions,specifically, participated in ADF13 MTR and IDA17 MTRin November 2015, as well as replenishmentConsultations for ADF14 and IDA18 in 2016.

F

CLE 9 IFAD OPER RME Results reporting can be further improved. It isrecommended that the MTR of IFAD10 be presented toIFAD11 in a dedicated meeting a few months prior tothe first session. Should a three year replenishmentcycle be retained in the future, IFAD 11 would be heldin 2017. The MTR should also include a completionreport of IFAD9. This would allow members to discussresults and lessons from IFAD9 and progress inimplementing IFAD10, as well as examine emergingglobal issues of importance that could inform theprovisional agenda for IFAD11.

IFAD10 MTR will take place at the first meeting ofIFAD11 Consultations. 3-year cycle is retained forIFAD11. IFAD10 MTR will include a completion report ofIFAD9.

O

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 10 IFAD OPER RME It is further recommended that in IFAD10 efforts be

made to more explicitly articulate the underlying theoryof change among the different levels in the RMF, aswell as find ways to maintain or reduce the totalnumber of indicators, if possible, rather than includeadditional indicators. This would contribute to makingthe RMF a more useful tool for reporting as well asmanaging for results. Finally, IOE data should be usedin reporting results against indicators in the RMF, asand where available.

Revisions to RMF, revisions to RIMS and strategy forIFAD10 impact assessment are being proposed in thecontext of the new Development EffectivenessFramework.

O

CLE 11 IFAD OPER REPL Financial perspectives. Management should considerclarifying nomenclature for replenishment and otherresources that IFAD owns or administers, identifyingsources and uses transparently and consistently.

IFAD10 had stipulation for core and unrestrictedcomplementary contributions, Sovereign BorrowingFramework and other sources of funding for IFAD

F

CLE 12 IFAD STR REPL As in the past, due efforts, resources and energiesmust continue to be attributed to mobilize resourcesthrough replenishment process that are not earmarked,as these are the most useful type of funds to fulfilIFAD’s mandate. While it is critical for IFAD to mobilizeadditional resources, such resources must be providedso that: they finance activities squarely within IFAD’sstrategic framework; the governing bodies are able tofulfil their supervisory role vis a vis these resources;they are of a minimum quality, i.e. preferably untiedand un-earmarked and subject to IFAD’s standardadministrative arrangements, rather than requiringburdensome special treatment; and, most important ofall, they must be truly additional crowding in newresources, and not displacing regular resources. IFADManagement and Member States should explore whatflexibility with respect to existing administrative, legaland governance requirements may be necessary andtolerable to secure an appropriate level and type ofadditional financing.

For IFAD10 unrestricted complementary contributions(UCC) have been agreed in four main areas:mainstreaming nutrition, 4Ps, SSTC and climatechange. Focal points for UCC have been nominated. Listof countries for UCC has been proposed. Report onsupplement funds to the EB timely provided inSeptember 2015. A working group has been formed topropose a revised financing architecture for ASAP to theEMC. A Letter of Intent has been drafted for donors (i.eGermany) who have announced a UCC for climate (as acontribution to a second phase of ASAP) at COP21. In2015 IFAD’s Executive Board approved the SovereignBorrowing Framework prepared in consultation with theMember States. The framework, established to guidefuture sovereign borrowing, represents an innovativefinancial policy tool to meet the increased need forinvesting in the Fund’s agricultural developmentprojects.

O

CLE 13 IFAD PLCY STRA Building on the findings of the IOE evaluation synthesison MICs, Management should update the MIC policy,including clarifying the resource allocation options tosuch countries in the future

An Update on IFAD's engagement with MICs waspresented to the Executive Board in April 2016.Management will present a single corporate documenton MICS, PBAS and fragile situations to the Board inDecember 2016.

O

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up StatusCLE 14 IFAD STR REPL Continuous engagement may further strengthen

the process. Interviews revealed a strong desire notto see the replenishment as ad hoc 3-year events, butmore as a continuous engagement, something thatwould be facilitated by the preparation of the vision.But given the large number of Member States thismight also be facilitated by setting criteria for selectingkey donors and representatives of key membershipgroups on which to develop and continuously updateengagement profiles. In terms of mobilizing resources,irrespective of global trends, there is no alternative toclose engagement with individual donors, as decisionsto fund a specific institution does not necessarily reflectany global trend, but is often opportunistic and areflection of the immediate policy priority of thatcountry. Engagement is particularly important at thetime of end-of-year budget period where allocationdecisions are made, and IFAD may have theopportunity to pitch its case to good effect. Given thediversity of decision-makers, it would be important thatsenior level staff maintain a dialogue with key donorsacross the involved agencies, also in betweenreplenishments, so that IFAD remains on the “radarscreen” of donors and is aware of any ad hocopportunity to mobilize resources, also outside thereplenishment negotiation period. This seemsparticularly important given the reduced number ofcountries who contributed to IFAD9.

Strategic advocacy with select Member States would beidentified during the course of IFAD11. New strategicapproaches would be deployed during IFAD11consultation to engage with Member States. Externalpolitical communications firm would be hired to gatherearly evidence and advise on advocacy plans foridentified key donors. Country-tailored strategicpolitical outreach, identification and outreach strategiesfor key decision makers, engagement ofadvocates/advisory group would be applied to positionIFAD as a key partner to deliver on the target country'sown development priorities.

O

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Country and project evaluationsZambia - Country Programme Evaluation

Country Reg Eval. SN Level Nature Theme R Recommendation 2016 Follow Up Status

Recommendation 1. Improve programmecohesiveness.

Zambia ESA CPE 1 CTRY STR COS Despite the intention to create a synergisticportfolio, especially in the 2011 COSOP,coherence among projects has so far beensub-optimal. To maximize its impact, IFADshould prioritize the development of acohesive country programme with synergiesamong its components. Coordination andcommunications systems must be establishedat the various stages of the programme cycle– COSOP preparation, project design, start upand implementation. There must also beclarity as to the profiles and objectives ofprojects and as to the roles andresponsibilities of stakeholders to ensure thatthe programme is concerted.

In response to this recommendation, IFADand the GRZ fielded a mission (June-July2015) to define an approach to create a"synergistic programme across theportfolio". To strengthen programmecohesiveness - a portfolio alignmentexercise was completed in September 2015and its implementation has been initiated.The alignment is seeking to address thefollowing: (i) any duplication efforts; (ii)inadequate partnership and communicationbetween projects; and (iii) poor inter-project linkage for synergy and sub-optimal use of resources.

F

Recommendation 2. Sharpen the focus onpoverty and geographic issues.

Zambia ESA CPE 2 CTRY STR TGT The focus on poverty and on geographic issuesneeds to be refined in the next COSOP toreflect Zambia’s middle-income status and toensure that poor smallholder farmers areincluded in the economic transition. Targetingshould be based on a combination of incomecriteria and geography. The self-targetingapproach needs to be balanced by greaterattention to the poverty gap to ensure thatextremely poor but capable smallholderfarmers are included. And there should bedeeper engagement in fewer areas so thatimpacts are not constrained by spreadingIFAD’s limited resources too thinly.

During the COSOP extension exercise,consultation on the sharpening of thepoverty and geographic focus werecarefully considered. It was agreed thatthe Extended-COSOP will promote thefurther refinement of the target group andthe targeting tools to promote broad-basedgrowth in the agricultural sector to benefita large number of poor rural households.The targeting criteria have been updatedto include income in addition to food andnutrition security to ensure that no one isleft behind. However, sharpening thegeographic focus will take time because (i)of the alignment process and (ii) eachongoing programme has its ownintervention areas. SAPP and E-SAPP arecommodity-based and do not spread IFADlimited resources thinly. E-SLIP is confinedwhere ECF and CBPP are inherent, whereas

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RUFEP is implemented in areas that haveestablished demands for financial services,with Financial Service Providers already inplace or willing to outreach to new ruralclients. The Extended-COSOP wasapproved in January 2016.

Recommendation 3. Support thedevelopment of Government capacity

Zambia ESA CPE 3 CTRY STR TCB To eliminate the implementation delayscaused by limited government capacities, IFADmust factor capacity-building into itsintervention processes, and allow for the timerequired.

Each programme in the current portfoliosupports Government's capacitydevelopment. SAPP provides capacitybuilding to its Implementing Agencies(from the central to decentralisedgovernment authorities). The ICO holdsweekly meetings with the Programmes andMAL Procurement & Supply Unit toascertain progress made in procurementand has helped in the establishment of aprocurement tracking system to allow totrack progress and identify anybottlenecks. During the design of RUFEP, ayear zero was factored in to allow for anyimplementation start delay. Also, the ICOworked on a seamless transition betweenSLIP and E-SLIP: it took only three monthsfor E-SLIP to start implementation after itsentry into force. The ICO is supporting theGRZ in ensuring that seasoned andexperienced project staff are retained tomanage new projects. This was the casefor RUFEP and E-SLIP. This is greatlycontributing to cutting down on delays ofimplementation.

F

Zambia ESA CPE 4 CTRY STR DIA It should also help the Government toestablish an enabling policy and aninstitutional environment for agriculture andrural development: this is as important asincreasing investments in the sector.

The ICO has positioned itself as a reliableCooperating Partner, supporting the GRZ inthe development of an enablingenvironment for policy support andinstitutional cadre conducive for developingZambia's agricultural potential andreducing rural poverty. As clearly stated bythe CPE, the current portfolio is providingstrong policy support and institutionalenvironment in: (i) rural finance (ruralfinance policy & strategy-mobile bankingand agency banking); (ii) establishment ofan agribusiness development framework;

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(iii) redefining the space for public andprivate sector in the provision of veterinaryservices; and (iv) provision of an enablingenvironment for crop productivityenhancement.

Zambia ESA CPE 5 CTRY STR TCB IFAD may also need to increase capacitydevelopment for its own project staff and forother stakeholders to optimize implementationprocesses and ensure transparency andcompliance with government procedures.

Since the reinforcement of the ICO in2013, with the out-posting of the CountryDirector, the ICO has been implementingan open-door policy in terms of continuousimplementation support to the ongoingprogrammes and their implementingpartners. A net improvement ofperformance has been noted across theportfolio. SAPP no longer has an APP, S3Pis improving its performance, RUFEP andE-SLIP are on implementation target. Moresupport will continue to be provided to theprogrammes to improve their planning andimplementation reporting capacity.

F

Recommendation 4. Promote private-sector involvement

Zambia ESA CPE 6 CTRY STR PRM To maintain private-sector interest andengage all players in the agricultural sector,IFAD and the Government should use lendingand non-lending activities. This will includediscussion of the next COSOP, and the rolesand responsibilities of the Government andprivate-sector entities in current operations; itwill also involve approaches to eliciting futureprivate-sector support, and consideration ofthe risks affecting the parties.

Private sector engagement: SAPP hassuccessfully engaged a number of privateagribusiness companies involved inproducing, processing and marketinglivestock, beans and groundnuts. The newProgramme E-SAPP will scale up thesearrangements by expanding to other valuechains and working in direct partnershipwith the private sector actors within thevalue chains rather than throughcontracted service-providers.

F

Recommendation 5. Ensure sustainability

Zambia ESA CPE 7 CTRY STR SUS A combination of approaches in various areaswill be required to ensure sustainability: i) theprojects must optimize their mechanisms forsustainability;

All designs are spearheaded by GRZ-appointed Programme Design Groups thatensure ownership throughoutimplementation when they transform intoTechnical Advisory Groups. In this way,RUFEP and E-SLIP designs had factored inlessons learned from their predecessors(RFP and SLIP), and consolidated keyactivities to ensure sustainability. E-SLIPhas built in adequate cost recoverystrategies.

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Zambia ESA CPE 8 CTRY STR DIA ii) IFAD must engage in policy dialogue,knowledge management and communicationto promote visibility and its achievements witha view to obtaining public commitment interms of financial obligations;

IFAD is engaged in various policy dialoguesas reported under S3P, SAPP, RUFEP andE-SLIP. It is promoting South-SouthTriangulation Cooperation with Malawi andEritrea. Knowledge management andcommunication products are regularlybeing produced. The ICO is constantlyconsidering new partnerships either duringdesigns and/or during implementation.IFAD is recognised as a solid and reliablepartner in Zambia.

F

Zambia ESA CPE 9 CTRY STR PRM and iii) public-private collaboration should beexplored with a view to funding aspects of theprogramme such as a vaccination drive toeradicate contagious bovine pleuropneumonia.

E-SLIP will be supporting MOFL in thepreparation of the policy and strategy foranimal health services through public-private collaboration. Provision has alsobeen made for progressive increments inGRZ/beneficiary/private sectorcontributions to replace IFAD financing asthe programme matures.

F

Recommendation 6. Increase support forvalue chains and open up to new partners

Zambia ESA CPE 10 CTRY STR PRM IFAD should increase its support forinterventions that promote the development ofvalue chains. Three approaches are required –IFAD should: i) allocate substantial resourcesto attract and educate the rural private sectorin value chain development;

Through the Department of Agribusinessand Marketing (ABM) of MOA, SAPP issupporting development of an AgribusinessModel for Zambia that will define theexpected functions and roles ofstakeholders. Programmes are promotingPrivate Public Producer Partnerships(PPPPs) through matching grants, andencouraging significant contributions fromthe private sector. S3P is piloting pluralisticextension services aimed at expandingprivate sector participation in the provisionof extension services. Innovativemechanisms to attract greater privatesector involvement with smallholderfarmers will be reviewed duringimplementation.

F

Zambia ESA CPE 11 CTRY STR PAR ii) build partnerships with the Government andother development partners to ensure thatresources and technologies are available on ascale that would be beyond the scope of asingle provider;

All programmes are working with amultitude of partners: GRZ, private sectoroperators, NGOs, other developmentpartners. SAPP, S3P and RUFEP havematching grant facilities to attract moreplayers willing to link and work withsmallholder farmers. This approach is

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conducive to diversity of service provision,partnership and to increasing the level ofresources destined to support any activity.

Zambia ESA CPE 12 CTRY STR RME and iii) improve its monitoring and evaluationtools to cover the impact of value-chaindevelopment on poor smallholder farmers; thiswould include the establishment of an effectivelearning tool.

The ICO is working closely with theprogrammes to support better M&Ereporting. The Portfolio Alignment calls fora "Portfolio M&E Unit" to allowconsolidation of the portfolio results andbetter reporting on impact. RUFEP is aprogramme that will be adopting RCTapproach. The portfolio will afford anexcellent opportunity for learning.

F

Recommendation 7. Build farmers’institutional capacity

Zambia ESA CPE 13 CTRY STR TCB The focus on value chain development andprivate-sector promotion means that IFADmust pay more attention to building farmers’capacities, for example by organizing theminto groups and building institutional capacityto enable them to benefit from thedevelopment of agri-businesses and todevelop commercial and business-management skills. This organization is alsoessential in view of the high unit costs ofreaching smallholder farmers in areas of lowpopulation density and the need for them toshare the risks and benefits of products andfinancial consolidation.

As reported under recommendation 4,focus on farmers organisations andbuilding their capacities to be able to fullyparticipate in commodity value chaindevelopment is ongoing. S3P is stronglyengaged in supporting the strengthening offarmers organisations, and their needs interms of services required for productivityenhancement. E-SLIP is maintaining itsfocus on community disease surveillance inmonitoring any epidemic outbreak andcommunity drive-livestock stoking andrestocking operations. Farmers and theirorganisations are the central focus of allongoing programmes.

F

Zambia ESA CPE 14 CTRY STR PRM IFAD should improve the flow of information,train staff to evaluate markets, and providethe technology, infrastructure and finance toaccess the markets.

The proposed recommendation is underimplementation. Information exchange isbeing enhanced through commodityplatforms and team- building workshopsthat bring together all Value chain actorsand support services. To date staff officersfrom the public sector have been trained invalue chain approaches and have startedengaging with markets. Training has notyet extended to evaluation of markets, buta few officers have been trained in basicmarket research as part of a broadertraining in agricultural entrepreneurshiptraining of trainers. Matching grants arebeing used as sources of finance to supportestablishment of infrastructure in both

O

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Livestock and crops. The agribusinessactivities around the infrastructure are abasis of access to markets throughelaborate market linkages between thesmallholder farmers and actual andpotential buyers.

Recommendation 8. Mainstreamenvironmental issues, with particularattention to climate change

Zambia ESA CPE 15 CTRY STR NRM The effects of climate change on the ruralsmallholder economy, evident in the intensityof recent droughts, must be addressed. Anassessment mechanism should be developedto study price and yield risks facingsmallholder farmers, and innovations thatreduce transaction costs and spread risks –examples are index-based insurance andcommodity price hedging – must be adoptedmore widely. Index-based insurance can coversmallholder farmers against weather-relatedlosses more effectively than the currentfiscally burdensome mechanisms forresponding to natural disasters. By promotingpartnerships with development partners, IFADcould help the Government to design and testmechanisms to deal with the above mentionedrisks in rural areas.

S3P is promoting good agriculturalpractices; RUFEP has a grant windowdealing with equity funding and otherrelated innovations enhancing farmers'coping mechanisms against the negativeimpacts of climate change. In principle,ASAP should be earmarking funding toZambia from 2016. PARM has includedZambia as a target country eligible fortheir support as of 2016, while both ECDand PARM will be supporting the portfolioto set climate change coping mechanisms.

F

Bolivia - Country Programme Evaluation

Recommendation 1. Adopt a territorialapproach

Bolivia LAC CPE 1 CTRY STR TGT The CPE recommends adoption of a territorialapproach to adjust interventions to thecharacteristics and potential of each area orcommunity and thus achieve significantresults, for instance in terms of theenvironment or production.

This recommendation is being applied toongoing projects and will be also to newproposals to be designed in the nextfuture. For Instance, the Accesos/ASAPProject is already supporting territorialdevelopment plans for natural resourcesmanagement at municipalities andcommunities levels, while the Plan Vidaproject is developing coordinationmechanisms with various territorialstakeholders (such as private sectormunicipalities and local governments) inorder to ensure the Project’s sustainability.

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The ProCamelidos Project will generatesynergies and strategic alliances withpublic and private entities that operate insome municipalities in the programmearea, thus contributing to harmonization ofactivities in rural territories.

Bolivia LAC CPE 2 CTRY STR PAR It also recommends building alliances with arange of actors for interventions at variouslevels – family, community, municipality,group of municipalities or indigenous territory.

IFAD's work in Bolivia is already based onactive partnerships with Govt, IFI, UNagencies, NGOs and CSOs. In additionIFAD projects in the country directly workwith municipalities and communities,especially with Indigenous Peoplecommunities.

F

Recommendation 2. Develop acomprehensive strategy based on productlines and value chains.

Bolivia LAC CPE 3 CTRY STR TGT The Government and IFAD should identify thevalue chains to be supported based on thepotential for product lines in each territory.

The recommendation was applied to thenew project designed in 2015 and will bealso taken into account for the activeportfolio and for new projects. The Pro-Camelidos Project prepared in 2015focuses on the camelid value chain andincludes support to processing marketingas well as access to Financial servicesThe new Project to be design in 2016 willalso aim at developing the value chains ofproducts with high nutritional value. Thechoice of the products will be based onbased on production potential, marketopportunities, nutritional value, wateravailability and relevance for IFAD targetgroup.

O

Bolivia LAC CPE 4 CTRY STR PRM They should then take into account, in additionto the provision of technical assistance, keyaspects such as institutional strengthening oflocal authorities and organizations for businessmanagement, leveraging investments withother initiatives, providing financial servicesand financial education, and supporting accessto value chains and markets.

Same as above. O

Recommendation 3. Seek greateralignment and synergies with national,regional and local public programmes

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Bolivia LAC CPE 5 CTRY STR DIA It is recommended, in particular, to closelyinvolve in project design those public sectorsresponsible for their implementation andexpand the dialogue between IFAD and theGovernment to include new interlocutorsresponsible for other public programmes so asto explore potential partnerships under aninter-sectoral vision – for instance, theMinistry of Productive Development and PluralEconomy or the Ministry of Environment andWater.

IFAD is actively consulting with theGovernment. Both Pro-Camelidos and thenew project to be prepared under IFAD 10will continue to respond to nationalpriorities. IFAD is currently implementingprojects with two different ministries:Ministry of Development Planning(Ministerio de Planificación del Desarrollo)for Plan VIDA Project and Ministry of Landand Rural Development (Ministerio deDesarrollo Rural y Tierras) for AccesosProject and the new Project under designwill be implemented through the Ministryof Productive Development and PluralEconomy (Ministerio de DesarrolloProductivo y Economía Plural).

O

Bolivia LAC CPE 6 CTRY STR DIA It is also recommended that opportunities besought for synergies with the public policysystem in general at the territorial level – forinstance in health and education.

This will be applied if feasible and takinginto account government's capacities forimplementation.

O

Recommendation 4. Define differentiatedtargeting of beneficiaries and adjustinterventions and instrumentsaccordingly

Bolivia LAC CPE 7 CTRY STR TGT The future programme and interventions willneed to distinguish between populations thatcan, with some support, exit poverty within arelatively short time and those who need moresustained assistance. It is recommended thatinterventions be targeted with priority topeople possessing productive potential –possibly including those having alreadyreceived support under previous interventions.

The new design (to start preparations inQ3 2016) will take into account thisrecommendation. The target groupincludes existing farmers ‘organizationsand communities and micro-enterprisesaffected by poverty and limited access toassets and services but with potential todevelop products with high nutritionalvalue and to supply markets ‘demand.

O

Bolivia LAC CPE 8 CTRY STR TGT For the most vulnerable populations, it isrecommended that consideration be given toinstruments that enable greater achievementsin food security and poverty reduction, such asnutrition programmes, microcredit or financialeducation, the latter relating to governmentdirect transfer programmes or migrantremittances.

The new project to be prepared underIFAD10 will specifically aim at developingthe value chains of products with highnutritional value.

O

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Bolivia LAC CPE 9 CTRY STR TGT It is also recommended that women’sparticipation be stepped up in the context ofaffirmative action, and that specificinterventions be targeted to indigenouspeople, with respect for their culture andidentity, and to young people.

The new project to be designed in 2016-2017 will specifically target Women, youthand Indigenous people and contemplatesspecific activities for those groups. (Detailswill be defined during Project design)

O

Recommendation 5. Seek greatergeographical concentration forinterventions

Bolivia LAC CPE 10 CTRY STR TGT In view of IFAD’s limited resources and theneed to increase the programme’s efficiencyand effectiveness for future scaling-up, theevaluation recommends that efforts beconcentrated in a few geographical areas, infavour of prolonged interventions, and inregions with the greatest number of poorpeople, in line with the objective of reducingrural poverty.

The new operation will follow thisrecommendation. This new project willfocus on a limited number of value Chainsand the choice of the products will bebased on production potential, marketopportunities, nutritional value, wateravailability and relevance for IFAD targetgroup.

O

Recommendation 6. Define a strategy forpolicy dialogue based on knowledgeacquired and opportunities for scaling up

Bolivia LAC CPE 11 CTRY STR DIA In the context of the Government’s newinternational cooperation policy, the CPErecommends that IFAD and the Governmentjointly define a strategy for dialogue based onthe experience and results of IFAD-supportedprogramme, and on an analysis of the mainrural development challenges affectingprogramme performance. This strategy shouldclearly define the dialogue’s objectives andIFAD’s specific contribution, as well asestablish continuity throughout M&E systems,knowledge dissemination, opportunities forscaling up project results and innovations, andpartnerships with government agencies andother actors.

Useful recommendation, which is alreadybeing followed through close contacts withIFAD's focal point, VIPFE, andoperationalized through periodic jointportfolio reviews

F

Recommendation 7. Find systemicsolutions to programme implementationdelays and inefficiencies

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Bolivia LAC CPE 12 CTRY STR PMA The evaluation recommends that theGovernment and IFAD undertake a jointreview of problems encountered in projecteffectiveness and implementation to seeksystemic solutions, possibly looking to otherfinancial institutions for inspiration. Thefollowing measures, inter alia, could beconsidered: submit new operations forExecutive Board approval only once rapidGovernment approval and start-up have beenassured; involve ministerial teams in outliningstrategies for action during the pre-investmentphase of projects; and include elements indesign that can guarantee rapid effectiveness.

The preparation of the new operation willoffer a unique opportunity to apply thisrecommendation. Other entry points will bethe next portfolio review (planned forJune) and the supervision/MTR missionsexpected for Q3/Q4. Efforts were alreadymade in order to accelerate project’simplementation: for Instance the Pro-Camelidos Project was approved inSeptember 2015, signed in December2015 and entered into force in April 2016,which constitutes a great improvementwith respect to previous project in Bolivia.

O

Recommendation 8. Follow best practicesin programme implementation

Bolivia LAC CPE 13 CTRY OPER PMA It is recommended that proven best practicesbe followed, based in particular on theimplementation experience of the PROSAT: (i)provide the national coordination unit withtechnical, administrative and financialautonomy and locate it outside La Paz, in viewof the territorial approach advocated;

This recommendation will be applied forPro-Camelidos and the new design and,whenever possible, for the ongoingportfolio. For Pro-Camelidos, theProgramme implementation Unit will bebased in la PAZ but three departmentalUnits will be located in the project area.For the new design, modalities still have tobe defined.

O

Bolivia LAC CPE 14 CTRY OPER PMA (ii) ensure that competitive staff recruitingincludes an in-depth assessment of specificcapacities and competencies, and considerregular external technical support to projectteams;

Same as above. O

Bolivia LAC CPE 15 CTRY OPER PMA and (iii) involve the relevant authorities onissues of team remuneration and institutionalsustainability of interventions after projectcompletion.

Government and partners are alreadybeing consulted on these issues

F

Recommendation 9. Set up soundmonitoring and evaluation systems

Bolivia LAC CPE 16 CTRY OPER RME The evaluation recommends mobilizing funds,as of the design phase, to set up baselinesbefore implementation begins, andsubsequently in the relevant project budgetsto assess impact.

Recommendation will be applied if budgetis made available to country team.Otherwise, during first stage ofimplementation

O

Bolivia LAC CPE 17 CTRY OPER RME It is also recommended that values beassigned to such impact and that verifiableindicators be set in the appraisal documentsand measured in project completion reports.

Supervision mission of ongoing projectsinclude M&E specialist and special attentionis given to the development of a soundM&E system and the definition of relevant

O

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indicators in new projects.

Bolivia LAC CPE 18 CTRY OPER RME It is also important to include funding inIFAD’s grants programme to help measureproject impact and benefits using rigorousmethods, as well as to strengthen M&Ecapacity at project and programme levels andcoordinate efforts with national systems.

An RCT is planned for the Accesos-AsapProject and baseline has already beencarried out.

O

Recommendation 10. Support IFAD’s newcountry office in Bolivia

Bolivia LAC CPE 19 CTRY OPER FLD The evaluation invites IFAD, both through theLatin America and the Caribbean Division andat the corporate level, to provide the supportof senior management staff in the form ofregular visits to the country;

ICO La Paz was visited by RegionalEconomist and Sub-regional Coordinator in2015 and during 2016 will be closelysupported from Rome and Lima

O

Bolivia LAC CPE 20 CTRY OPER FLD and to allocate sufficient financial and humanresources to the office in La Paz, in particularfor: (i) COSOP preparation and management;(ii) portfolio implementation, with a betterbalance in relation to resources allocated todesign; and (iii) support staff.

COSOP was successfully completed. Well-prepared staff is being employed forregular portfolio activities (design,supervision, monitoring, etc.). No increasein regular staff (FTA or similar) due toreduction in IFAD budget

O

China - Country Programme EvaluationRecommendation 1.

China APR CPE 1 CTRY STR COS The CPE recommends that IFAD and theGovernment of China prepare a new COSOP,building on the findings and recommendationof this evaluation. The new COSOP will providethe basis for renewed partnership andcooperation between IFAD and China,including the six key recommendationsoutlined below.

China COSOP 2016-2020 is underdevelopment. In-country validationworkshop is planned for June 2016;presentation to IFAD EB planned forSeptember 2016. China IOE’s CountryProgramme Evaluation findings andrecommendations used as backgrounddocumentation for the preparation of theCOSOP.

O

Recommendation 2. Targeting in achanged rural context

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China APR CPE 2 CTRY STR TGT Careful consideration should be given to theselection of provinces, counties and villagesfor future IFAD-supported programmes. Theyshould be relevant to both IFAD’s corporatepolicy on targeting and government prioritiesin relation to rural poverty reduction.Particular attention should be devoted tovillages with high poverty rates and productionpotential where young people are willing toengage in farming as a business. The targetingstrategy should also include continuingsupport for integrating ethnic minorities livingin remote mountain and forest areas withmainstream markets.

Consistent with IOE’s China CPErecommendations on targeting, thetargeting strategy of the China COSOP2016-2020, currently under development,would focus on: (i) the 14 national povertypriority areas; (ii) within the 14 nationalpriority areas, poor villages but withproduction and market potential (notnecessarily in very remote areas); (iii)among the population in the targetedvillages, (a) women; (b) rural youth whowant to make farming a business, even ifthey are not below the poverty line; and(c) ethnic minorities, regardless of theirpoverty status.

O

Recommendation 3. Strengthenknowledge cooperation

China APR CPE 3 CTRY STR KM The future IFAD-supported country strategyand activities should continue to includeknowledge cooperation as a specific objective.To ensure the likelihood of success, IFADshould maintain an adequate lendingprogramme in China to promote learning andknowledge and enable the identification ofgood practices in promoting poverty reductionin remote rural areas.

Consistent with IOE’s China CPErecommendation on KnowledgeCooperation, Knowledge Management (toinform policy and support south-southcooperation) would represent one of thethree key strategic elements of the ChinaCOSOP 2016-2020, currently underdevelopment. IFAD is expected to maintainan adequate lending programme in Chinafor the foreseeable future (pipeline ofinvestments are being developed for thenext two PBAS cycles, 2016-2018 and2019-2012), and the PBAS allocation forthe period 2016-2018 is 16% higher thanthe PBAS allocation for the period 2013-2015.

O

China APR CPE 4 CTRY STR KM The human and financial resources to beallocated to knowledge sharing need to beclearly specified, especially with regard to theadministrative budget, in order to satisfactorilyachieve this key objective.

The China ICO staffing include a nationalofficer with specific responsibility onknowledge management and M&E. Due tobudget limitations however, dedicatedresources from the administrative budgetto support the knowledge cooperationagenda remain limited, thus constrainingthe potential scope of IFADinvolvement/leadership in this area.

O

Recommendation 4.Sharpen focus onscaling up impact

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China APR CPE 5 CTRY STR SCA The scaling up of projects beyond China’sindividual counties and provinces/regions byothers (e.g. national Government, donors andthe private sector) should represent a priorityfor the future. This will require the cooperationof IFAD and the Government of China (at thecentral and provincial levels) to: (i) dedicateresources to non-lending activities (knowledgemanagement, partnerships and policydialogue); and (ii) ensure that objectivesrelating to scaling up are clearly specified inthe COSOP and included in project design, andthat progress is assessed and reported in allsupervision, midterm review and projectcompletion reports.

Consistent with IOE’s China CPErecommendation on Scaling-up, scaling-upwould represent one of the three keystrategic elements of the China COSOP2016-2020, currently under development.To operationalize the integration of thisstrategic element into the countryprogram, the adoption of a programmaticapproach (vs. a project/area-baseddevelopment approach) is proposed. Aspecific pillar on non-lending activities isincluded in the COSOP 2016-2020. Underthis pillar, a small grant (USD300,000) tosupport Knowledge Management, South-South Cooperation and Policy Dialogue wasapproved in December 2015; a third party-funded RTA to develop a Provincial ruralstrategy is currently being discussed, andsynergies with ongoing and future regionalgrants are being pursued. However,dedicated, predictable resources to supportthe non-lending agenda remain limitedcompared with the potential for expandingIFAD engagement in this strategic area.

O

Recommendation 5. Promote South-Southand triangular cooperation

China APR CPE 6 CTRY STR SOU IFAD should continue to facilitate South-Southand triangular cooperation between China andother Member States.

South-South Cooperation will remain animportant mechanism to facilitateknowledge sharing between China andother countries under the COSOP 2016-2020, currently under development. Asmall grant (USD300,000) to supportKnowledge Management, South-SouthCooperation and Policy Dialogue wasapproved in December 2015. It isenvisaged that the IFAD Country Office inBeijing could in the future become aKnowledge Hub for rural development andSouth-South Cooperation. However,limited resources for non-lending activitieswould limit the capacity to support South-South Cooperation through the countryallocation.

O

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China APR CPE 7 CTRY STR SOU The CPE further recommends that IFADManagement, in consultation with theGovernment of China, explore opportunities toestablish a dedicated facility for south-southand triangular cooperation within IFAD.

In July 2015, China pledged USD 5 millionas complementary contribution to supportSouth-South and Triangular Cooperationduring IFAD-10. moreover, on 04 June, theIFAD President signed an MoU with theMoF and the MoA of China with thepurpose to strengthen cooperationbetween the MOF, the MOA and IFAD inthe area of SSTC, foster innovativecooperation mechanisms, and take jointactions to contribute to global foodsecurity, poverty alleviation, andimplementation of the 2030 Agenda forSustainable Development.

O

Recommendation 6. Strengthenpartnership with the Government ofChina and other in-country stakeholders

China APR CPE 8 CTRY STR PAR Future country strategy and operations shouldensure a strengthened partnership with otherrelevant government institutions at thenational level. Opportunities for greaterinvolvement of the private sector, as well asacademic and research institutions, should beproactively explored. The development ofpartnerships with international organizations –in particular the Asian Development Bank,Food and Agriculture Organization of theUnited Nations and World Bank – should be apriority.

Partnership is one of the principles ofengagement outlined under the COSOP2016-2020, currently under development.IFAD has recently enhanced itsengagement, collaboration, andpartnership with a number of differentpartners, particularly at national level,including IPRCC, FECC, various universitiesand research centers, and AsDB and theWorld Bank. Given the greater focus onsupporting market access and value chaindevelopment in the new COSOP,involvement of private sector players in thenew operations in pipeline is activelysought.

O

Recommendation 7. Enhance IFADpresence and capacity in country,including out-posting the China countryprogramme manager

China APR CPE 9 CTRY STR FLD The country office's capacity and resourcesshould be strengthened to adequately supportproject work and non-lending activities, suchas knowledge management and policydialogue, as well as South-South andtriangular cooperation.

Country office’s (human and financial)resources and capacity have not been sofar enhanced vis-à-vis previous resourcesand capacity. There is however a plan torecruit one Country Program Assistant(CPA) in the future to support onadministrative matters. The future(planned) outposting of the CPM wouldpossibly enhance the capacity of the

O

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country office to better engage in policydialogue and facilitate partnership building.

China APR CPE 10 CTRY OPER FLD The CPE recommends that the China countryprogramme manager be outposted from Rometo Beijing by the end of 2015.

Outposting of the CPM is tentativelyplanned for 2017, as soon as the HostCountry Agreement (HCA) - currentlyunder negotiation - between IFAD and theGovernment of China is signed.

O

Tanzania - Country Programme EvaluationRecommendation 1.

Tanzania ESA CPE 1 CTRY OPER COS Prepare a new COSOP, in collaboration withthe Government and key national andinternational partners, to define a newstrategy of intervention and investmentpriorities in the country. The new COSOPshould reflect the main findings andrecommendations of this CPE and selectpriorities taking into account the estimatedresources available for lending.

New COSOP has been prepared in line withrecommendation of CPE with in countryconsultation. It has been endorsed by IFADBoard in April 2016, which noted that it issound and responsive to the CPErecommendations. The 4 StrategicObjectives of the new COSOP reflects allCPE recommendations.

F

Tanzania ESA CPE 2 CTRY OPER COS In particular, the COSOP needs to link IFAD’ssupport to basket funding, within the ASDP,with its support to other initiatives such asagricultural value chain development; exploreopportunities for coordination with otherdonors; and avoid geographic and subsectoraldispersion.

Results management framework of thenew RB COSOP is aligned with the ASDPIIobjectives. ICO was actively engaged withGovernment in the development of ASDPII.

F

Tanzania ESA CPE 3 CTRY STR COS It should also establish clear linkages betweennon-lending activities, grants and the lendingprogramme and devote greater attention toCOSOP reviews, so that adjustments can bemade to respond to the evolving context.

The new RB COSOP has identified threenon-lending facilities. (i) Farmerempowerment strategy and operationalplan (ii) Value chain development strategyand operational plan (iii) Strategy forZanzibar Agricultural Sector DevelopmentProgramme. Linkages have been identifiedwith proposed lending investments. Aconcept note has been prepared for eachnon-lending facility. A COSOP completionreview will be carried out at mid-term.

F

Recommendation 2.

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Tanzania ESA CPE 4 CTRY STR COS The first programmatic priority should be tosupport the preparation and implementation ofthe next phase of ASDS/ASDP both on themainland and in Zanzibar. Within ASDS andASDP, the livestock subsector, together withrangeland management and the dairy valuechain, deserve specific focus. The UnitedRepublic of Tanzania has great livestockpotential but to date this has received limitedattention and investment. In addition toopportunities there are also risks, notablythose related to conflicts between pastoralistsand farmers, as well as national policy issues.Country grants could be used for diagnosticand piloting initiatives.

The first programmatic lending priority ofthe new COSOP is tosupport completion of ASDP II preparation.Target approval for this support is in 2017.The new COSOP has also earmarkedsupport to two new projects (i)Highlandsmilkshed development project (HMDP) (ii)Dryland development project all with directfocus on livestock development.

O

Recommendation 3.

Tanzania ESA CPE 5 CTRY STR COS Subject to the availability of resources, inaddition to supporting ASDS/ASDP, IFAD couldconsider funding traditional projects, withincertain priorities and conditions. Traditionalprojects may be needed to focus on targetingspecific socio-economic groups, addressingproblems relating to specific geographic orresource contexts, as well as to test/developinnovations before they can be scaled upthrough the ASDP-supported extensionsystem. For these types of projects, IFADshould insist on geographical areas orcommodities that are likely to have significantwelfare benefits for a high number of poorhouseholds, while controlling projectmanagement costs.

The new RB COSOP has identifiedtraditional stand-alone projects with ageographical focus and opportunity forscaling up within the framework of ASDPII.These are dry-land development project formarginal areas of central Tanzania and thesouthern highland milk shade developmentproject with focus on southern highlands.The latter project is scheduled forsubmission to IFAD Board in December2016. The dry-land development projectwill be formulated during 2017.

O

Tanzania ESA CPE 5 CTRY STR DES In addition, there needs to be far more focuson implementation readiness at the projectdesign stage, with the Government playing amore active role in the design.

An implementation readiness grant forBASIC was approved by IFAD.

O

Recommendation 4.

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Tanzania ESA CPE 6 CTRY STR PRM Value chain development requires more exante consultation with private-sector actorsand better coordination between donors tocreate a better enabling environment forpolicy formulation, enhance consistency ofinterventions and reduce transaction costs forthe Government. This could be done eitherwithin the ASDP II framework (if foundsuitable) or through other emerging multi-donor initiatives. Private-sector entrepreneursand other relevant partners (e.g. thecooperative apex organizations) could be moreactively involved in regular COSOP reviewmeetings as well as through country grant-funded initiatives.

The in-country CPMT team and DPs-Agriculture working group which IFADcurrently chairs provide a platform forconsultation; additionally consultationswith civil society organizations areconducted on a regular basis (e.g. SAGCOTand ANSAF)

F

Recommendation 5.

Tanzania ESA CPE 7 CTRY STR KM Support knowledge management, partnershipdevelopment and policy dialogue activities thatare closely connected to IFAD-fundedoperations. To be realistic, objectives for non-lending activities should be better focused andlinked to resources. Options include: (i)embedding knowledge management and policydialogue components in future financedoperations and supporting M&E capacity ofnational agencies through grant instruments;(ii) using the annual COSOP review workshopsmore strategically to engage key partners(e.g. non-governmental and private-sectororganizations); (iii) mobilizing country grantfinancing both from its regular resources andfrom external donors; and (iv) learning frompractices adopted in other IFAD-supportedprogrammes, for example in Madagascar.

The new RB-COSOP interconnected SOs, towhich all IFAD activities will contribute, areunderpinned by a sound results chain; theypromote complementarity between lendingand non-lending assistance and aresupported by catalytic knowledgemanagement. They are focused squarelyon IFAD’s key target groups, and theyreflect and build on IFAD’s comparativeadvantage in Tanzania. They offerexpanded support to agricultural andassociated priority non-farm ruralenterprises and value chains, and theymainstream and enhance governance andfarmer empowerment and gender equalityat various levels. Finally, they provide avehicle for scaling up promisinginnovations, and for strengthening linkagesto other partners and initiatives for whichIFAD has already built strongconstituencies through the countryprogramme.

F

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Morocco: Rural Development Project in the Mountain Zones of Al-Haouz Province – Project Performance Assessment

Morocco NEN PPA 1 CTRY STR DEC Commune planning. To ensure thesustainability of the future participatoryprocess, it seems logical that it be included inthe commune plans already in place. Since theenactment of Law No. 17-08 in 2009amending and supplementing Law No. 78-00on Commune Charters, communes arerequired to prepare economic and socialdevelopment plans. Under this new law, “witha view to sustainable development and basedon a participatory approach that includesspecial consideration of the gender approach,the six-year commune development plandescribes the development activities to beundertaken in commune territory.” Theadoption of this new local planning instrument,the commune development plan is a majorstep toward decentralization, which ruraldevelopment operations, including IFADprojects, must take into account. In fact, thesystematic inclusion of these operations incommune development plans is asupplementary gauge of ownership and thesustainability of development activities.

Given the characteristics of the mountainzones, the approach taken for theirdevelopment is to focus on integratedcommunity development involving allcomponents intended to improve livingstandards and conditions for thepopulations concerned. As such, the "Plande Développement Communautaire" isbased on "Plan de Développement desFilières" and "Plan de Développement desDouars (small villages). This has beenadopted as the main participatoryapproach by the last three on-goingprojects: Value Chain Development Projectin the Province of Taza and Value ChainDevelopment Project in the Province ofAlhaouz and the most recent Programmeof Rural Development in Mountain Zonescovering Sefrou and Azilal provinces. ThePDRZM-II currently being designed isforeseen to be an integrated ruraldevelopment project using the samecommunal participatory approach as a keyplanning instrument at the local levels.

F

Morocco NEN PPA 2 CTRY STR STRA Sustainable development strategy inmountain zones. Mountain zones will soonbe the focus of a sustainable developmentstrategy that could build on IFAD’s long recordof accomplishment in Morocco’s mountainzones. Indeed, the achievements of IFADprojects in this domain are numerous andlargely involve specific approaches to projectdesign and intervention modalities in mountainzones. Capitalizing on the achievements ofIFAD and other agencies operating in theseareas would be very useful, especially for thenew Directorate of Rural Areas and MountainZones, and could directly support thedevelopment of the strategy and otherpolicies.

Indeed, this has been done. IFAD and GOMagreed to focus IFAD assistance in the next15 years exclusively on the mountainzones through design and implementationof the multi-tranche PDRZM. The design ofthe PDRZM-I is built on lessons learnedfrom PRDMO, PDRME, PDFAPT, PDFAPH.One of the main activities financed by aIFAD grant is institutional support tooperationalize the Mountain ZonesDevelopment Strategy. In the developmentof this latter strategy, the GOM hasincorporated the lessons from all IFAD-supported projects in the mountain zones.

F

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Morocco NEN PPA 3 CTRY STR PAR Partnerships for project implementation.Potential partnerships among the institutionalstakeholders involved in projectimplementation should be carefully exploredand fostered from the outset in the projectdesign stage to keep potential problems to aminimum. Proper planning of methodological,administrative and financial aspects willprevent delays in the implementation ofagreements, and consequently, activities.

After careful assessments, the partnershipshave been enlarged to include the NationalAgricultural Research Institute (INRA) forapplied research, National Office forAgricultural Advisory Assistance (ONCA) forextension, SFDA (Society for financingsmall farmers) for rural finance and manyprivate sector entities (contractual farmingfor agro-processing). The design ofPDRZM-I identified these partners andestablished arrangements to concludethese partnerships during the first year inorder to avoid delays. The same isforeseen during the design andimplementation of the PDRZM-II.

F

Morocco NEN PPA 4 CTRY STR TCB Agricultural extension. For sustainablediversification and intensification of cultivationsystems, farmers should receive long-termsupport and guidance to acquire soundtechnical skills. Research centres shouldlikewise provide scientific and technicalsupport to improve technical know-how formountain zones. Particular attention shouldtherefore be paid to the agricultural extensioncomponent of projects operating in areaswhere traditional agricultural practices are thenorm.

The classical approach adopted by thestructures of extension for thedissemination of new technologies wasuntil recently top-down. The newlyapproved PDRZM-I adopted an alternativelearning approach, by implementing fieldfarmer schools. It is a participatory way oftransferring technology to producers, butalso of building local capacity in decisionmaking regarding the integratedmanagement of their fields in the agro-ecological and socio-economic conditions.In addition, specialized teams have beenformed from within the villages.Furthermore, the projects receive supportfrom the National Office for AgriculturalAdvisory Assistance (ONCA) that wascreated in 2012.

F

Sudan: Gash Sustainable Livelihood Regeneration Project - Project Performance AssessmentOnly recommendations specifically addressed to IFAD have been listed below. Recommendations 2 (role of public institutions in the scheme O&M), 4(distinct governmental unit to support WUAs), 5 (development of a Gash river management plan) and 6 (irrigation profitability and efficiency) have notbeen considered because addressed to the Government of The Sudan.

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Sudan NEN PPA 1 CTRY STR DIA IFAD could consider engaging indiscussion with the Government toaddress key outstanding issuesthreatening the sustainability of theGash Irrigation Scheme. IFAD decidednot to continue supporting the Gashscheme; however, as a partner thatprovided substantial financing underGSLRP and as a major partner in theagricultural sector, IFAD is well-placedto work with the Government to tacklethese issues. These include: (i)clarification on the institutionalarrangements concerning O&M of theGash Irrigation Scheme, including theGAS status; (ii) putting in placemeasures to strengthen institutionalarrangements and capacity of bothGAS and WUAs; and (iii) criticalreflection on how best to bring the landtenancy reform in the Gash IrrigationScheme to a conclusion, based on ancomprehensive assessment of theinterests of all concerned stakeholders,together with consultations with keyinfluential stakeholders to obtain theirendorsement.

Given the specificity of the political andtribal considerations in the GASH area,coupled with post conflict fragility, IFADhas decided to engage in a dialogue onthese aspects of institutional strengtheningand sustainability in connection with thefollow-up investment. See also next point.

O

Sudan NEN PPA 3 CTRY STR NRM To ensure the development of WUAsthat are managed in a transparent andaccountable manner, it isrecommended that further medium-term investment be made under afollow-on project to strengthen theircapacities to undertake O&M activitiesin an effective and efficient manner.

Through GSRLP, IFAD has supportedpreparatory study for a follow up project.The study was used by the EasternDevelopment Fund to solicit funding fromthe IsDB for an investment in the Gashscheme. IsDB is providing in excess of USD50 million to support two spate irrigationschemes in eastern Sudan (includingGash). The Government of Sudan reportsthat the investments are expected tocommence in 2017. Eastern DevelopmentFund is active and supports developmentefforts in Eastern Sudan, however localpolitical considerations and competingdemands have delayed the start-up of thefollow up project in the Gash.

O

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India: Livelihoods Improvement Project in the Himalayas - Project Performance Assessment

India APR PPA 1 CTRY STR TGT Inclusive targeting. Ensure thetargeting strategy and approachspecifically target the poor so that theyhave access to and benefit from projectinvestments. As noted in theconclusion, IFAD's key target group(the rural poor) did not benefit asintended in Uttarakhand, whileMegalaya was more successful.However, as there is a move to moreinclusive projects (i.e. they will includethose above the poverty line) it is evenmore essential that a strategy outlininghow the rural poor will access andbenefit from project activities is wellarticulated. The strategy should alsoensure that gender equality measuresare spelled out. It is possible that theSocial, Environmental, and ClimateAssessment Procedures required as of2015 will also address this issue.

This recommendation has been followed innew projects. For example, in a follow-upproject in Uttarakhand (called theIntegrated Livelihood Support Project)approved by IFAD in 2011, and to ensurethat the poorest are not excluded from theproject activities, the project is setting upVulnerable Producer Groups (VPGs)comprising the poorest populations.Members of the VPGs are given additionalsupport by the project. The project has astrong gender strategy and is ensuring thatunder component 1 almost 90% ofparticipants are women. Another recentexample - the Odisha ParticularlyVulnerable Tribal Groups Empowermentand Livelihood Project (OPELIP), approvedby the Board in April 2015, was exclusivelytargeted to the most vulnerable portion ofthe tribal population of the State of Odisha.

F

India APR PPA 2 CTRY OPER PAR Synergy and partnerships. Designmust ensure that the mandated bodybe assigned the appropriate roles andresponsibilities during implementation.This means that the government isbest suited to delivering on publicgoods, the private sector should beinvolved especially when accessingvalue chains, and that relevantministries at state and national levelsare involved and informed through thecountry programme management teamand particularly at wrap-up meetingsfor supervision missions.

This recommendation is adhered to acrossthe portfolio. Public sector investments arebeing provided through Governmentbodies. Social mobilization activities arebeing undertaken by specialized non-governmental organizations. Private sectoragencies are increasingly becominginvolved in the commercialization andmarketing of agricultural production.Government has a role to play to brokerthe partnerships between the producersand the private sector with assistance fromqualified non-government organizationsand technical partners. At the state level,programme management is embedded inGovernment agencies. Senior bureaucratsin the state (usually the Chief Secretary)chair all key wrap up meetings.

F

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India APR PPA 3 CTRY STR DIA Policy issues. To ensure projectdelivery and long-term sustainabilityboth at design and duringimplementation, IFAD has aresponsibility to support thegovernment and stakeholders toaddress policy issues. In this projectthe key policy issues relate to:reduction in staff turnover in order tospeed up implementation in the field;unsustainable practices that impactnegatively on forests; land rights foraccess to community lands; thedepletion of water sources in mountainareas; and a disaster risk reductionstrategy for fragile areas like theHimalayas.

All new projects approved in India providevehicles to pursue a policy agenda inpartnership with the Government. Someexamples are provided below. Under theLivelihoods and Access to Markets Project(LAMP), IFAD is assisting the governmentin testing proof-ofconcept for EnterpriseFacilitation Centres. The project is alsotesting Integrated Village Co-operativeSocieties as an alternative institutionalmodel for access to rural finance. Policyissues being pursued under the IntegratedLivelihood Support Project (ILSP) includepromotion of high nutritive value inputssuch as millets and pulses into theGovernment's flagship Nutritionprogramme -the Integrated ChildDevelopment Services (ICDS). Federationsof SHGs have been preparing andsupplying Take Home Rations (THR) for theICDS. Both the projects are also enablingthe respective state governments toenhance their knowledge managementservices and MIS, especially with regardsto traditional knowledge and crops.

F

Pakistan: Azad Jammu and Kashmir Community Development Programme - Project Performance AssessmentOnly recommendations specifically addressed to IFAD have been listed below. Recommendation 1 (Institutionalize participatory approach for local

development planning in AJK) has not been considered because addressed to the Government of Azad Jammu and Kashmir

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Pakistan APR PPA 1 CTRY STR STRA Address institutional-buildingissues for AJKRSP. It isrecommended that AJKRSP focus on anumber of key issues: (i) develop anew medium-term strategic plan forguiding its directions and operations;(ii) based on the strategic plan, realignits staffing and field presence withrealistic budget projections; and (iii)re-establish linkages with other ruralsupport programmes and their networkto access knowledge, skills andplatforms for exchanging experiences.

The recommendation has beenimplemented. A number of actions havebeen taken to support institutionaldevelopment of AJKRSP. The AJKRSP hasbeen restructured to enhance institutionalsustainability. An official notification (bythe Office of the President of AJK) wasissued on the workings and the role ofAJKRSP as lead community mobilisationagency for participatory developmentactivities. A coordination mechanism forparticipatory planning and implementationhas been put in place. A CommunityDevelopment Section in the Planning andDevelopment Department has beenestablished and capitalized with funds toenable continuation of the Programmeactivities.

F

Pakistan APR PPA 2 CTRY STR RFI Clarify the nature of matchingfunds and possible future directionfor microfinance. Based onconsultations between the Governmentof AJK and AJKRSP, a final decisionneeds to be made about the nature ofmatching funds (i.e. grant or loan) thathave been disbursed and this needs tobe communicated to COs.

There has been no decision yet on thestatus of matching funds as grants or loansto communities. The Government of AJKhas transferred the responsibility of microfinance operations to AJKRSP.

O

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Pakistan APR PPA 3 CTRY STR PMA Improve stability in programmemanagement in future projects. Forfuture IFAD-financed projects, thereshould be a joint strategy to increasethe chances of assigning and retainingcompetent staff for programmemanagement, carefully reflected uponby IFAD, the Government of Pakistanand provincial governments that aredesignated as lead implementingagencies.

Such a joint strategy is not formally inplace. However, IFAD has been pursuingwith the provincial governments thecreation of a section in the Planning andDevelopment Departments for provision ofproject management support. Currently,most of the staff of PMUs belong toprovincial/state administrative servicesand/or line departments services. Sincethere is no separate project managementstaff in the current civil services system,project staff are assigned back to theirrespective departments after closure ofprojects. In view of the highlydecentralised governance structure,employees of provincial governmentcannot be transferred and assigned toother provinces. Nonetheless, staffworking in projects add to the projectmanagement capacities of government andsuch staff are given preference in futureprojects.

O

Pakistan APR PPA 4 CTRY STR RME Support the development ofsystems to better measure theresults and impact of IFAD support.As a general point, IFAD should paygreater attention and provide supportat all stages in this area – includingproposing a solid basis for monitoringand evaluation in project designreports, providing support to projectmanagement in the preparation ofterms of reference for relevantconsulting services (e.g. baselinesurvey, monitoring and evaluationsystem development, impact surveys),selecting consultants, and reviewingand advising on proposedmethodologies and draft reports.

Provisions are made in project designs forM&E systems to measure results at output,outcome and impact levels. Indicators areincluded in logical frameworks which areused as management tools duringimplementation. The M&E systems areguided by IFAD's Results and ImpactManagement System (RIMS). M&E plansare formulated at the start of programmeimplementation. These provide the basisfor annual M&E plans and activities.Learning and knowledge management areincluded as key activities in all projects.Implementation support is provided by theICO and by consultants with specialist M&Eskills.

F

Rwanda: Support Project to the Strategic Plan for the Transformation Agriculture - Project Performance AssessmentOnly recommendations specifically addressed to IFAD have been listed below. The first part of Recommendation 1 (Sustainability) has not beenconsidered because addressed to the Government of Rwanda.

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Rwanda ESA PPA 1 CTRY STR SUS Sustainability. Another aspect relatedto sustainability is the capacity tocontinue the delivery of services suchas the ones provided by the resourceperson and village contact person. Oneoption may be to consider the adoptionof a fee-for-service approach in thiscontext.

The provision of services is progressivelybeing reinforced through farmers'cooperatives. Service providers recruitedby the projects have supportedcooperatives to develop their ownstructures able to provide some servicesbased on established fees. Trained farmershave been equipped to allow themproviding basic services The activity iscontinuous. In addition, lead farmers weretrained through the “farmer to farmerextension model” in order to improveagricultural practices.

F

Rwanda ESA PPA 2 CTRY STR TGT Targeting. PASPTA has reached therural target population, includingvulnerable groups (women, youth andchild-headed households). As alreadynoted, these groups still face specificchallenges and should receive greatersupport for skills development (e.g.technology transfers, business skills) –for example by facilitating access tohigh-level training opportunities (e.g.establishment of national scholarshipprogramme for secondary and tertiaryeducation). Youth training centrescould also offer new opportunities toyouth to become technical specialists.

Extensive focus is being put on technologytransfer and business skills throughongoing projects and those under design.The Climate Resilient Post-harvest andAgribusiness Support Project (PASP)supports its beneficiaries including youthand women to improve their business skills(Business coaching programme, businessplan formulation ,etc.)and bring innovativepost-harvest technologies to add value tagricultural produce. To that effect,specialized service providers and TA havebeen recruited. Even though scholarshipsare no longer provided since PAPSTA'sclosure (the project funded 50 scholarshipsin India and Netherlands), the youth whograduated from that programme arecurrently employed by MINAGRI and otheragriculture development institutions.However, the Ministry (MINAGRI)continued the provision of specializedscholarships in agriculture through otherprogrammes funded by other DPs. Forexample many young people are currentlyfollowing specialized trainings in Israel .

F

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Rwanda ESA PPA 3 CTRY STR PAR Partnership with the Government.Government structures andperformance are conducive to pilotingnew financing partnerships withdonors. In this context IFAD couldundertake different actions such as theproduction of a single five-year-perioddesign document and the adoption of aprogrammatic financing approach.

Within the COSOP context, IFAD willcontinue its partnership with line ministriespositioning itself as a key partner in ruraldevelopment. The programmatic financingapproach has been discussed many timeswith the GoR and IFAD is open to thisoption. Within the context of ongoingdiscussions, IFAD and GoR are seekingopportunities. To date, the Ministry ofAgriculture and Animal Resources stillprefers the project approach as it allows toachieve quick results.

O

Rwanda ESA PPA 4 CTRY STR PRM As far as the involvement of the privatesector is concerned, it would be usefulfor the Government to develop a set of"principles of engagement" betweenthe parties (Government, private sectorentity and the target group). In thisrespect, IFAD could act as broker,ensuring equitable risk mechanisms,capacity-building and technologytransfer.

IFAD will continue supporting equitablebusiness partnerships between privateenterprises and small-scale producers, inline with the successful experiences in thetea and coffee sectors. A number of teaproducers’ cooperatives supported underPRICE are acquiring equity stakes in theirrespective tea processing companies, thusparticipating in the management of thesefactories and increasing their incomesthrough dividend earnings. This is a veryimportant innovation that started withPDCRE and is set to be scaled up underPRICE and PASP. The RDDP under designwill also promote the 4 Ps.

F

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Rwanda ESA PPA 5 CTRY STR COS Financing Mechanisms. Rwandaprovides a unique opportunity to pilot anew mechanism for financing –programmatic financing – which wouldalso provide increased efficiencies andeffectiveness for both the Governmentand IFAD over a country strategicopportunities programme (COSOP)period (approximately five years). ThePPA proposes to pilot a "programmaticfinancing" approach. Such an approachwould provide flexibility to respond tounforeseen emergencies, allow forfollow-up support to critical targetgroups (women and child-headedhouseholds) and in the long run reducecosts associated with design. Thisproposal would require having an "in-depth" COSOP along the lines of asingle five-year-period designdocument and thus identifying clearlydifferentiated target groups, thematicfocuses, geographical priorities, etc., inpriority order – for which full criteriawould need to be developed andagreed. Through the process a full listof key criteria for other countries toengage with IFAD on this basis couldalso be further developed following anassessment of the pilot.

IFAD will deepen its long-termcommitment with public institutions suchas Banque Rwandaise de Développement(BRD), BDF, NAEB, RAB, RCA and theNational Cooperatives Confederation ofRwanda. IFAD and GoR have beendiscussing the use of a programmaticapproach. Based on World Bankexperience (satisfactory and moderate insome cases) through the Programme forResults Approach (P4R) programme, theMinistry of Agriculture and AnimalResources is still exploring better ways forinvolving IFAD in a similar approach. TheP4R has been facing long administrativeprocedures between the Ministry of Financeand MINAGRI, thus delayingimplementation of activities. MINAGRI isclear about their preference: projectapproach as the P4R is not yet providingthe expected results.

O

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Rwanda ESA PPA 6 CTRY STR NRM Scaling up. Scaling up requiresthorough preparation which wouldinclude environmental and socialimpact assessment studies to ensurelong-term environmental and socialimpacts using appropriate mitigationstrategies for interventions. Suchmeasures could include leaving somemarshland areas uncultivated andensuring ecological corridors betweensuch remaining wetlands for themigration of plant and animal speciesand the preservation of biodiversity.The introduction of environmentallyfriendly cooking and heating devices –for example improved stoves (or biogasdigesters) – should be a standardfeature of any agriculture package tosave more than 30 per cent of firewoodand trees. Moreover, such a measurecan promote local employment andbusiness opportunities, especially forthe young people.

As per the COSOP, IFAD will concentrateits cooperation with the Government oncore areas with good prospects for scalingup. IFAD has put a great emphasis onnatural resources management includingthe use of renewable energies. To date,IFAD portfolio promoted the flexi-biogas,thus reducing the use of firewood by ruralhouseholds. In addition, collaboration withthe Rwanda National ResourcesManagement Authority through MOUscontributed to implement mitigationstrategies related to environmentalprotection in projects' intervention areas.In addition, the National BiogasProgramme has adopted the flexi-biogassystem based on the experience of KWAMPwhich piloted the model in Rwanda. Localcompanies have been trained on theinstallation and maintenance of flexi-biogas.

F

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Rwanda ESA PPA 7 CTRY STR PAR, Partnerships. The partnershipbetween Government, World FoodProgramme and IFAD has resulted insignificant achievements. Whereappropriate such a partnership shouldbe actively sought for better outcomesand sustainability. For example, thetrilateral partnership IFAD, WFP andthe Government demonstrated to be anexcellent means to achieve the PSTAIII objective of scaling up watershedmanagement and soil conservationmeasures (WFP covered the costs ofearth works, while the Fundaccompanied technical, institutionaland capacity-building support) andimportantly provided an income for thepoor. It is noted that this approach didnot work in KWAMP.Financing/Partnership agreements needto be strengthened so as not to have anegative impact should the partner notdeliver on their promisedcommitments.

IFAD will remain an active member of theASWG and the Agriculture SWAp Group.Engaging with the World Bank, EuropeanUnion and other development partnerswith larger complementary financial,technical and advisory services that willenable IFAD leverage its more limitedresources to reach the desired scale ofintervention. IFAD established partnershipwith Heifer International in livestockdevelopment. IFAD mobilized USD 4 millionas co-financing of the RDDP under design.UNIDO also expressed its interest to beinvolved in the project through thedevelopment of dairy technologies. Theirco-financing will be confirmed later.

O

Albania - Programme for Sustainable Development in Rural Mountain Areas

Only recommendations specifically addressed to IFAD have been listed below. Recommendation 1 (role of communes in local development) and 3(establishment of effective national institutions in charge of mountain area programmes) have not been considered because addressed to theGovernment of Albania. All recommendations of the PPA Albania currently not applicable since the Government of Albania did not confirm its interest toborrow from IFAD.

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Albania NEN PPA 1 CTRY STR TGT Recommendation 2. The marketorientation, value chain analyses andfunding to address critical constraintsfor producers and SMEs are otherapproaches which should be scaled upin a simplified form, as there arefurther potential benefits for themountain areas population. This,however, requires a differentiatedapproach in terms of targeting forgender equality and funding accordingto the poverty level of the directbeneficiaries, as the poorer populationwould require grants with minimalcontribution requirements, whereasbetter-off beneficiaries could assumeloans. Implementation of such adifferentiated approach needs to becarefully considered based onexperiences elsewhere, as this is notstraightforward. Also, this approachshould be developed in the context ofEU accession preparation, as relevantinstruments might become available.

Since Albania did not confirm its interest toborrow from IFAD under the currentlending cycle (2016-2018), the findings ofthe PPA are not immediately applicable inAlbania, also because the last ongoingproject in Albania just reached completion.However, the recommendation to exploremore differentiated approaches towardspro-poor targeting and womenempowerment was taken up as part of anon-going Lessons Learning processinitiated by the NEN Division, and will beapplied to the extent possible whendesigning in similar profile countries,particularly the first IFAD loan forMontenegro (new member since 2015).

NA

Albania NEN PPA 2 CTRY STR TGT Recommendation 4. Targeting poorareas is required but not sufficient toreach poor households. IFAD shouldmake a strong effort to first understandthe characteristics of the poor peopleand be clear from the start about howthey can and will benefit from a projectbeing designed. If poor people are tobenefit only indirectly, then theirproportion among the beneficiariesshould be specified in the President'sReport and progress in reaching themshould be closely monitored andtargeting should be adjusted if needed.

Design teams are strongly encouraged tohave a 'Profile of the Poor' establishedduring the project design phase, in orderto inform the targeting approach selectedand help design interventions and selectionprocedures. Scenarios in which the ruralpoor are to benefit only indirectly will bementioned in the President’s Report anddetailed monitoring arrangements will beensured in such cases. Response toRecommendation 2 above also refers.

NA

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Albania NEN PPA 3 CTRY STR GDR Recommendation 5. Economicempowerment of women at the level offarm enterprises and SMEs should bepursued vigorously. Efforts to increasewomen’s capacity and build their levelsof institutional representation andoverall inclusion in terms of decision-making and governance are likely tosteadily lead to changes in genderrelations in the rural mountainousareas.

Response to Recommendation 2 above alsorefers, i.e. preparation/establishment of aprofile of the cultural, historic, social, legalor administrative obstacles to womenempowerment during design. Based onsuch findings, relevant criteria should bedeveloped for inclusion and application inproject implementation to ensure womenempowerment activities are appropriatelydesigned and implemented. Establishingappropriate indicators and an adequatemonitoring system will further strengthenwomen empowerment activities in IFADprojects.

NA

Albania NEN PPA 4 IFAD OPER RME Recommendation 6. IFAD shouldmake M&E a condition for loaneffectiveness, which is also aconclusion that NEN has reached in its2014 portfolio review. This impliesbuilding capacity and setting a baseline– with and without intervention – fromthe very start, in year zero.

PMD is continuously making efforts tostrengthen M&E capacity at governmentlevels and this includes provision toestablish the baseline during design orproject start-up/year one; supportingcapacity building during project start-up inorder to strengthen project planning forresults, which includes the setting up ofresults monitoring and evaluation systems.PMD and SKD have joined efforts in thisregard, in order to include strengtheningprojects’ abilities to assess and evaluateimpact from project results achieved.Given the scarcity of resources, however,borrowers often need project funds toexecute such plans, and thereforeestablishing this as a condition fordisbursement may not be conducive to thedesired outcome.

NAG

Albania NEN PPA 5 CTRY OPER RME It is also necessary for theimplementers to report to the SteeringCommittee every six months onprogress and outcome indicators, withfollow-up decisions from theCommittee, documented in the locallanguage and in English, and effectivelycarry out a midterm review.

Management agrees with the principle ofthis recommendation, as one the way toenhance the monitoring role of theSteering Committee is to regularlyprovided it with output and outcome data.However, for the reasons explained above ,the recommendation is not applicable.

NA

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Turkey: Sivas-Erzincan Development Project - Project Performance Assessment

Turkey NEN PPA 1 CTRY STR SCA Fine tuning the SEDP model. Inreplicating the SEDP model, M&E mustbe given priority along with adequateknowledge management, including thetransfer of high-level technicalexpertise in several technical and ‘softskill’ areas including, but not limited to,targeting, gender and communitydevelopment. An ambitious projectdesign requires support staff in thefield to properly guide villagers inactivities that are mainly new to them,and to provide training and coaching tolocal trainers, as well as trainers oftrainers.

It has been widely accepted thatappropriate M&E systems are needed forcollecting, analysing and documentingproject results and achievements andhence, all recently approved projectsinclude funds for M&E capacity building. Assuch the set-up for Central PMU andProvincial PMUs of the most recent GTWDPincludes M&E specialists to be recruited atearly stages of implementation, either asstaff or as service-providers. The sameGTWDP Project includes in its design thefunding of training to build effectivelearning and adaptation processes into theproject M&E system and projectmanagement cycle. This will contribute toestablishing a rigorous M&E system, andprovide for effective learning and supportknowledge management. The approach ofcontinuous performance enhancementdriven by tailored capacity building willalso be adopted for the pipeline UPRDP.Furthermore, the Ministry of Agriculturehas in place a robust, computerizedsystem, “TARBIL”, for tracking thegovernment’s agricultural supportprogramme in terms of the physical inputs,beneficiaries, production, etc. Data isentered into the system at provincial levelsand forms the backbone of the MFAL’sgeneral monitoring system. Thanks toexchanges between TARBIL and projectsM&E system, the capacity of MFAL tomonitor and report on outcomes andimpacts will be strengthened while alsoproviding a viable platform to monitorother projects. This would also be anindicator for the success of the IFADKnowledge Management platformapproach.

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Turkey NEN PPA 2 CTRY STR DES Build on existing structures vs.parallel ones. Future design ofprojects based on the SEDP modelshould place major emphasis onexisting markets and market players,ensuring direct collaboration with suchplayers rather than building up parallelstructures that are difficult to manageand maintain after project closure. Therole of information technology inmeasuring, monitoring and aggregatingdata and contributing to better marketfunctioning should be emphasized inthe future.

Through investment, knowledgemanagement and policy dialogue, therecently designed and approved GTWDPpromotes access of small producers tomarkets in partnership with private actorswithin the existing VCs. In particular, theGTWDP addresses the reluctance ofprivate entrepreneurs to invest in agroprocessing, cold storage and handlingfacilities in rural areas by encouragingthem through access to finance to enterinto producers public private partnerships(PPPP) along strategically identified supplychains. The same approach is planned tobe applied by the pipeline Uplands RuralDevelopment Programme; the design ofthat programme would ensure upfrontcapacity building and training at theproducers’ levels to reinforce uplandbeneficiaries’ integration into largermarkets. To facilitate these partnerships,the programme would finance marketingconsultancies for service providers tomentor and assist these uplandsmallholders and their organizations, suchas producers associations and water usersassociations. The government’s recentlycompleted ‘state of the art’ MIS TARBIL willbe tapped into for agricultural data toestablish the baseline, as well as a sourcefor regular monitoring of progress. TheMFAL would further ensure that the projectM&E system is designed to also captureand manage data on private sector actorsupstream in the VC, as well as the PPPPthat would be formed.

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Turkey NEN PPA 3 CTRY STR PRM Potential of value chain approach.The piloted value chain approach hasthe potential to contribute usefully tothe future investment portfolio of IFADin Turkey. It is recommended to retainand further strengthen this theme withparticular focus on (i) the inclusivenessof project-supported value chains; and(ii) careful determination of theselection of the type of value chainsand modes of support (production-related or financial).

The most recently approved project(GTWDP) in Turkey has fully adopted avalue chain approach. In full collaborationwith and participation of the beneficiaries,individually or through their associations,Strategic Investment Plans (SIPs) will beprepared for each VCs. SIPs will bedeveloped in full collaboration with thepotential investors; i.e. mainly farmers,FOs and SMEs. Participatory preparation ofthe SIPs is intended to ensureinclusiveness and support prioritization ofVC by the targeted rural population. Asimilar approach is likely to be adopted bythe pipeline Uplands Rural DevelopmentProgramme.

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Turkey NEN PPA 4 CTRY STR PRM Managing the learning process.Emerging learnings from SEDP,Ardahan-Kars-Artvin DevelopmentProject and Diyarbakir, Siirt andBatman Rural Development Programme(IFAD) value chain support should besystematically monitored and anemerging model of IFAD support forinclusive agricultural value chains bedrawn up based on the experiencederived from this pool of projects witha focus on value chain.

Continuous learning and KM are fullyintegrated into the design of GTWDP andmainstreamed into implementation acrossall levels (central, provincial and local). Inaddition the pipeline programme under thecurrent RB-COSOP (URDP) pays greaterattention to M&E as a knowledgegenerator to make informed decisions forGovernment and IFAD, most notablyregarding policy dialogue, KM and scalingup. The VC model adopted by IFAD-supported projects will be included in thetwo knowledge products planned forpreparation within the current RB-COSOPperiod: (i) thematic study on "SustainableDevelopment and Poverty Alleviation inMountainous Ecosystems", (ii) IFAD willalso help the Government to generateknowledge on the impact of matchinggrants and subsidies as there is no impactanalysis available on the performance ofthe support programmes.

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Turkey NEN PPA 5 CTRY OPER PMA Strategic Investment Plans asplanning and management tool. TheStrategic Investment Plan route as‘business plan’ for an entire value chainis useful. In future, all opportunitiesthat this instrument affords should beutilized, in particular with regard tomarket and competitor analysis andspecification of technical and logisticaldetails of value chains to be supported,value chain actors and intermediateproducts.

Indeed, the MFAL is convinced by thisplanning and management tool and theapproach has gained a high replicationpotential in other geographic areas ofTurkey and within other sub-sectors. It willbe used in the recently approved GTWDPand is intended to be included in thedesign for the pipeline URDP.

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Turkey NEN PPA 6 CTRY STR PRM Reinforcing value chains withappropriate value chain financinginstruments. Even though Turkey hasa well-developed banking sector, thereare still unutilized potentials instrengthening value chains withappropriate financial instruments. IFADshould consider supporting innovativeand very diverse value chain financinginstruments that are currently gainingimportance in Near East and NorthAfrican countries, including Turkey.Future IFAD-funded interventionsshould include appropriate instrumentsand arrangements ensuring that thepoorest beneficiaries in the targetgroup are granted access to suchfinancing.

In Turkey, one of the most effective ruralfinance instruments for rural poor farmers,rural women and SMEs was the well-designed Matching Grant Programme(MGP). The targeting of IFAD-supportedMGPs was significantly superior to thatapplied by GOT- matching grants, whichturned out to not be pro-poor and failed totake into consideration the absorptioncapacity of the beneficiaries. The smallproducers, rural women and SMEs andtheir associations supported through IFADfinanced MGPs, generated enough revenueand built assets that allowed them becomebankable and engage in borrowing fromZiraat Bank (Turkish Agricultural Bank) orcommercial banks when needed. As part ofthe preparation of the current RB-COSOP(2018-2021) a financial sector assessmentwas conducted. A potential partnershipwith Ziraat Bank is indeed included in thepipeline Uplands Rural DevelopmentProgramme.

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Historic Follow upCorporate level evaluation: IFAD’s institutional efficiency and efficiency of IFAD-fundedoperations (from Action Plan)

Eval. SN

Level Nature Theme R Recommendation 2014 Follow up 2015 Follow up 2016 Follow Up Status

Corporate level evaluation: IFAD’s institutional efficiency and efficiency of IFAD-funded operations (from Action Plan)

Recommendation 1:Scaling up of highimpact, innovativeapproaches emergingout of IFAD-supportedprojects andprogrammes shouldbecome the objectivesof IFAD’s businessmodelIncrease strategicselectivity

CLE 1 IFAD PLCY STRA Prepare a paper outliningvarious options forcountry selectivity forconsideration by theExecutive Board.

The relevant paper isdue for the September2014 Board. IFADmanagement believesthat the issue of countryselectivity would need tobe addressed in thecontext of the PBASWorking Group and thepaper to this effect isplanned to be submittedin the September 2014session of the ExecutiveBoard.

Senior Management areproposing an informalseminar with the Board inthe 2nd quarter of 2015.The date will be confirmedsoon. Therefore, while workhas started in this regard,the future course of actionin this area will be decidedbased on the consultationswith the Board.

A Paper on countryselectivity, addressing theConsolidated Action Planresponses to the CLEEwith regard to countryselectivity and updatingthe status of IFAD’sthematic selectivity, waspresented to the Board in2014 (EB 112/ R.2).

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Balance the workloadamong CPMs

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CLE 2 IFAD STR HR Develop a more robustdatabase with amanagement dashboardshowing the status of theprogramme of work as atool for workload analysis

Reports already availablein PPMS showing statusof programme of workand CPM responsibilitiesfor investment projects.This reporting will befurther enhanced afterthe deployment of GRIPSII and introduction ofreporting from DataWarehouse.

In addition to the previousupdate, BOD has developeda time-estimation programwhich will be crucial inworkload analysis.

GRIPS has beenimplemented with adashboard and reportingfeatures to monitor theprogramme of work andinform workload analysisby Management.

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Implement a moredifferentiatedallocation of resourcesand increasecustomization tocountry needs

CLE 3 IFAD PLCY STRA Develop and implementmore responsiveinstruments for MICs

IFAD’s strategy andinstruments forengagement with MICsare being reviewed toincrease responsivenessto evolvingcircumstances in thesecountries. Management'sproposals will bediscussed in the IFAD10replenishmentconsultation within abroader review of IFAD'sbusiness model.

In line with the IFAD 10activities and targets, IFADis revising its MIC strategy.IFAD will submit updatedinformation on IFAD’sstrategy on engagementwith MICs by December2015.

In the update on IFAD'sengagement with MICs,presented to the 2016April Board, Managementconfirms the need topursue on-going efforts toenhance and consolidateIFAD's engagement inMICs through a mix offinancial and knowledgeproducts and services,such as: single currencylending, reimbursabletechnical assistance (RTA),country-level policyengagement, KM andSouth-South andTriangular Cooperation.The Financial OperationsDepartment (FOD) and theProgramme ManagementDepartment (PMD) havebeen exploring thepossibility of introducing

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single-currency loansbuilding on the experienceof the Spanish Trust Fundand KfW funds.Procedures for the RTA arecurrently being developedto expand its use.Management will presentto the EB in December2016 a single corporatedocument on MICS, PBASand fragility.

Aim for betterintegration betweenlending and non-lending activitiesKnowledgemanagement andgrants strategy

CLE 4 IFAD PLCY KM Implement the KMframework and plan,including incentives forstaff participation

The KnowledgeManagement Frameworkprepared in 2013 willenable IFAD to moreeffectively synthesizeand manage lessons,experience andknowledge for improvedperformance. It supportsthe increasing focus onand linkage betweenimproved M&E, impactevaluation, policydialogue, partnership-building and scaling up.A process is underway toidentify gaps andprioritise learningactivities in the form of atargeted KM plan,placing emphasis on

The KM framework hasalready been developed. InDecember 2014, OMCagreed to postpone thepresentation of an 18-month action plan to late2015, due to the recentappointment of the newAVP-SKD andreconfiguration of theDepartment. The additionaltime will allow SKD tofurther simplify and focusthe KM Framework, inparticular with regard topriority thematic areas.The action plan will reflectthe reconfiguration andrefocusing of SKD and itswork, especially in thedevelopment of knowledge

The OMC has asked SKDto lead development of aKnowledge ManagementAction Plan with 4 to 5concrete targets,addressing gaps andpriorities identifiedthrough consultationwithin the organization.SKD expects to submit theAction Plan to OMC in the2nd quarter of 2016.

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learning partnershipsand improved use of theglobal and regional grantprogramme as a vitalknowledge instrument.Its implementation willbe underpinned byincentives developed forstaff to manageknowledge moreeffectively that wereintegrated into IFAD'snew competencyframework (based on areview of good practicein other organizations),and the IFAD-wide KMCoordination Groupwhich promotes a morecollaborative andcoherent approach toKM.

products to position IFAD’sknowledge globally. It willalso be necessary to reviewaccountabilities for KM inthe organization, given thecentralized coordinationfunction may no longer befeasible.

CLE 5 IFAD PLCY RME Conduct, synthesize andreport on up to 30 impactevaluations

A RIMS survey inventoryanalysis was carried outto select the 24projectsthat will be subject to expost impact evaluation.The sixprojects to userandomized control trials(RCTs) methodswereidentified. Theirevaluations will beconducted in the contextof the 3IEAgriculturalInnovation ThematicWindow (supported withUS$10million from DFIDand the B&MGF). Theseprojects havebeenmatched withinternationally renowned

The 24 studies are on-goingand will be deliveredbetween April and August2015. The synthesis reportwill be ready by end ofSeptember 2015, and willcover results from the 24ex-post evaluations,together with the povertyprojections and lessonslearned.

The synthesis report wasofficially provided to theboard in May 2016. Itincorporates the resultsfrom the individualcountry studies, including22 of the impactevaluations (two stillongoing) into a singlesynthesis report.

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research institutions,includingIFPRI,Wageningen Universityand Research Centre,the UniversityofCalifornia, etc. whichwill conduct the impactstudies. Support forthedesign of RCTs forASAP-related projects isalso being provided.

Results-based countrystrategic opportunitiesprogrammes

CLE 6 IFAD PLCY COS Review and updateIFAD’s RB-COSOPguidelines, including thecriteria for deciding whenan RB-COSOP isrequired, e.g. in smallcountry programmes

The issuance of revisedRB-COSOP guidelines isscheduled for mid-2014.An inter-departmentalteam led by theAVP/PMD has been setup, and will produce aconcise version of RB-COSOP guidelines and afull RB-COSOP SourceBook.

This is ongoing, and veryclose to completion at thetime of the drafting of thePRISMA report. The newversion of the RB-COSOPGuidelines is scheduled tobe approved by IFAD SeniorManagement by June 1,2015.

Revised guidelines for thepreparation of RB-COSOPswere issued on December2015. According to thenew guidelines, allcountries with which IFADmaintains activeengagement require anRB-COSOP. Under specialcircumstances, a CountryStrategy Note (CSN) isprepared instead of aCOSOP , for instance:PBAS allocation equal orbelow USD 5 million.

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Project supervisionand financialmanagement

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CLE 7 IFAD PLCY SUP Issue revised guidelinesfor project supervisionthat incorporate therecommendations madein CLEE and thecorporate-levelevaluation of supervision

Draft JointImplementation Reviewguidelines have beenprepared and circulatedinternally for commentsbefore being formallyissued.

Joint Supervision andImplementation ReviewGuidelines have beendrafted and are ready forapproval in-house (processto be guided by SeniorPortfolio Manager). Thecurrent draft addresses allthe recommendations madeduring the corporate levelevaluation on supervision(see section on SupervisionCLE in PRISMA 2015).

In July 2015, PMDundertook a stock-take ofIFAD’s supervision andimplementation support(SIS) practices, aiming torespond to the 2013 CLEon IFAD’s Supervision andImplementation SupportPolicy and to assess theextent to which SIS isaligned with IFAD’s resultsmeasurement framework.PMD is currently workingon new guidelines to (i)include the results of thisstock-take exercise, aswell as inputs fromconsultations with stafffrom regional divisions;and (ii) align them withthe recently introducedoperational procedures onCountry Strategies,Logframes and Economicand Financial Analysis,and Completion Reporting.In cooperation with ICT,PMD is also working on anIT system that will trackproject results andperformance from designthrough completion. Thenew guidelines will befinalized in the second halfof 2016.

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CLE 8 IFAD PLCY PMA Implement reforms toenhance the quality offinancial management inprojects, such asintroduction of risk-basedmethodologies, increasedreliance on countrysystems and capacity-building in financialmanagement for projectstaff and IFAD’sworkforce

Gradual introduction ofmodern FinancialManagement practices ison-going. A range of CFSGuidance Notes havebeen issued on FM riskassessments, selectionof project auditors,financial reporting anddocumenting results ofFM assessments. Stafftraining was completedon country PFM (publicfinancial management)Assessments. Capacitybuilding events forproject staff wereconducted for APR andWCA/ESA.

Modernisation of FMpractices within CFS iscontinuing. AdditionalCapacity building eventshave been now beencompleted for NEN and LACclusters.

The CFS functional reviewhas led to the splitting ofthe division into two,separating the loanadministration fromproject financialmanagement, therebyenhancing focus on bothareas. The accreditationprocess for financialmanagement consultantswill commence in 2016and responsibility andbudget will transfer fromOperations to FMD. PMDstaff performing financialmanagement tasks willalso transfer. Appropriatetraining will be provided.Phase 1 of the upgrade tothe Loans and GrantsSystem LGS2 will beimplemented by year-endand business processimprovements havealready started to facilitatethe change. The FinancingAdministration Manual isbeing updated.Work is also continuing onenhancing the capacity ofSupreme Audit institutionsthrough the INTOSAIDevelopment Initiative.

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CLE 9 IFAD STR FLD Scale up the Nairobidisbursement processingunit to an interregionaldecentralized hubservicing Western andCentral, Eastern andSouthern, and Northeastand Near Africancountries, by graduallyshifting additional loanadministration tasks fromRome to the Nairobi unit

The scaling up of theNairobi DisbursementCentre is progressing.The Centre nowprocesses all ESA and90% of WCAdisbursements. Transferof NEN disbursements tothe Centre is scheduledto commence by mid-2014.

Nairobi office continues toperform well and servicesall of ESA and 90% of WCAdisbursements. NENdisbursements continue tobe processed at HQ. Thisrecommendation has beenpartially addressed, withWCA and ESA serviced bythe Nairobi office.

The creation of a FinanceAdministration Servicesunit within ACD will gobeyond the scope of therecommendation as theloan administrationprocess for all regions willbe spread across HQ andNairobi. Currently Nairobicovers WCA and ESA.Management has alsoenvisaged moving to apooled approach with WAdisbursement, whichemphasises how the staffbased on Nairobi will dealacross the global portfolio.

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Accounting andfinancial reporting

CLE 10 IFAD PLCY FLD Provide an enablingenvironment to supportextension ofdecentralized countryoffices by implementing afinancial accountabilityframework fordecentralized operationsin ICOs and enablingaccess to financialsystems.

This action is beingaddressed as part of abroader corporateinitiative, the outcome ofwhich will determineIFAD's approach toexpenditure monitoringand reporting on ICOs.

IFAD Country Presencedecentralization strategyaims to improve theeffectiveness of IFAD's workat the country level.To achieve this goal FSUhas been focused onstandardizing processes asa requirement to furtherenhance ICOs' efficiency.Administrative guidelinesand a standard budgettemplate have beenimplemented to bettermonitor and report on ICOs'procedures andexpenditures. Moreover,CFS and FSU will worktogether to implement thepilot for monitoring ICObudget in ESA with the viewto leverage this experience

All ICOs have now accessto IFAD's financialsystems, and the budgetmonitoring templatedeveloped by FSU is fullyused by all ICOs reportingthrough Statements ofExpenditures (SOEs).

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and apply to other regions.The extent ofdecentralisation will entail afull analysis, following whicha decision can be made asto the way forward on acorporate level.

Enhance staff skillsand productivity

CLE 11 IFAD STR KM Make relevant knowledgeproducts available tofrontline staff, such asCPMs, in easily accessibleformats

Knowledge managementprocess have beenstrengthened withinIFAD, with a continuousstream of learning andknowledge-sharingevents, andimprovements to thequality enhancementQE/QA processes. Seealso progress on action10 above on KMFramework and Plan.

A number of knowledgeproducts have beendeveloped for CPMs andcountry teams since the lastupdate. This includes, interalia, How To Do notesdeveloped by PTA across anumber of thematic areassuch as gender and valuechains to enhance CPMcapacity during design andimplementation. An updatedhandbook on economic andfinancial analysis is alsobeing developed, with thefirst volume made availableto all staff in March 2015.

Hands-on “user friendly”how to knowledgeproducts covering almostall thematic areas in whichIFAD is engaged will havebeen completed by 2016.The focus in 2016 will beto disseminate knowledgeproducts through CPMTs,in-country missions, online platforms, thematicnetworks and training.Furthermore, there will bea progressive shift fromthematic knowledgeproducts to more demand-driven “country-based”knowledge productsaddressing policy.

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CLEE recommendation3: Manage oversightand support units,including critical ICTfunctions, with a clearfocus on increasingservice quality andcost-efficiencyImprove businessprocesses

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CLE 12 IFAD STR EFF Delegate procurementauthority to divisiondirectors for conductinglow-value procurement ofup to €10,000 andrelated changes inworkflow

The new version of theCorporate ProcurementManual has beenprepared and the agreedchanges will be appliedin the first half of2014. This includes thedelegation of low valueprocurements to DivisionDirectors. The newmanual will be issuedwith a President’sBulletin by end Q22014. The relatedchanges in Peoplesoftworkflow are expected tobe released by April2014 as a pilot projectfor 2 divisions. Aftersuccessful testing thiswill be rolled out to otherdivisions together withan enhanced and userfriendly e-procurementinterface.

The revision of theCorporate ProcurementManual was delayed in2014, however it is now onits final stage of approvalworkflow and we expect itsfinal approval by Q2 2015.In the meantime, additionalrules have been added toreinforce the delegation oflow value procurement toDivision Directors and thetransparency of theprocurement process. Newcompetitive procedureshave also been introducedfor supporting innovationand efficiency of theprocess. The Peoplesofthas been updated and thenew functionality onDelegation of Low ValueProcurement is beingdeployed to all IFADDivisions.As second phase of thisimplementation, a moreuser-friendly Oracle e-procurement interface isalso under implementationand testing. Completionforeseen by Q3 2015.

The revision of theCorporate ProcurementManual was completed inQ4 2015. The new rulesreinforce the delegation oflow value procurement toDivision Directors and thetransparency of theprocurement process. Newcompetitive procedureshave also been introducedfor supporting innovationand efficiency of theprocess. The Peoplesofthas been updated and thenew functionality onDelegation of Low ValueProcurement has beendeployed to all IFADDivisions.

The new manual alsoincludes the option to re-delegate the authority forLow Value Procurement toselected Professional Staffmembers, in particular tothe Country ProgrammeManagers (CPMs), whichwould enable ICOs tosatisfy their needs directlyand efficiently, and alsoease their reliance on therespective host agenciesfor conducting Low ValueProcurement.

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CLE 13 IFAD STR EFF Further streamline travelprocessing, includingmaking the necessaryadjustments to the ERPsystem

The followingadjustments to thePeoplesoft system are tobe delivered by April2014: (1) allowance ofthe system toautomatically process a50% DSA for PHPlocation, Rome; (2)implementation of theexpense automationprocess; (3) pre-calculation of terminalson TA; (4) changes tothe current workflow,allowing Travel Managerto modify the reportafter Budget Holderapproval, elimination ofthe need for BudgetHolder approval whenthe difference betweenTER and TA is less than10%, batch approval forTERs with zerochanges. To bedelivered in Q2 2014:(1) integration withUNDSS to allow users topre-populate data fromtheir TA; (2) review ofBusiness Purposesrelated to travel; (3)control for consultantpayments.

(1) allowance of the systemto automatically process a50% DSA for PHP location,Rome IMPLEMENTED; (2)implementation of theexpense automationprocess IMPLEMENTED; (3)pre-calculation of terminalson TA IMPLEMENTED; (4)changes to the currentworkflow, allowing TravelManager to modify thereport after Budget Holderapproval, elimination of theneed for Budget Holderapproval when thedifference between TER andTA is less than 10%, batchapproval for TERs with zerochanges IMPLEMENTED. Tobe delivered in Q2 2014:(1) integration with UNDSSto allow users to pre-populate data from their TAIMPLEMENTED; (2) reviewof Business Purposesrelated to travelPOSTPONED TO 2015; (3)control for consultantpayments POSTPONED TO2015.

The following measureshave been implemented tostreamline travelprocessing: (1) allowanceof the system toautomatically process a50% DSA for PHP location,Rome; (2) implementationof the expense automationprocess; (3) pre-calculation of terminals onTA; (4) changes to thecurrent workflow, allowingTravel Manager to modifythe report after BudgetHolder approval;elimination of the need forBudget Holder approvalwhen the differencebetween TER and TA isless than 10%; batchapproval for TERs withzero changes; (5)integration with UNDSSsecurity clearanceswebsite to allow users topre-populate data fromtheir TA. The followingmeasures are still inprogress: (1) review ofBusiness Purposes relatedto travel, expected to becompleted in Q3 2016; (2)control for consultantpayments is beingreassessed. A new globaltravel services contract isin place which allows localticketing at the countryoffice, while maintaincentralised control . Thishas been implemented in

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the LAC region andGhana, Kenya, Tanzania,Vietnam, Zambia,Ethiopia, Mozambique.More are expected by theend of the year.

CLE 14 IFAD PLCY EFF Streamline the CorporateProcurement Guidelinesto enhanceadministrative efficiencyby eliminatingtransactional steps forlow-value and low-riskpurchases

The new version of theCorporate ProcurementManual has beenprepared and the agreedchanges will be appliedin the first half of2014. This includes thedelegation of low valueprocurements to DivisionDirectors. The newmanual will be issuedwith a President’sBulletin by end Q22014. The relatedchanges in Peoplesoftworkflow are to bereleased by April 2014as a pilot project for 2divisions. Aftersuccessful testing thiswill be rolled out to otherdivisions together withan enhanced and userfriendly e-procurementinterface.

The revision of theCorporate ProcurementManual was delayed in2014, however it is now onits final stage of approvalworkflow and its finalapproval is expected by Q22015. In the meantime,additional rules have beenadded to reinforce thedelegation of low valueprocurement to DivisionDirectors and thetransparency of theprocurement process. Newcompetitive procedureshave also been introducedfor supporting innovationand efficiency of theprocess. The Peoplesofthas been updated and thenew functionality onDelegation of Low ValueProcurement is beingdeployed to all IFADDivisions. As second phaseof this implementation, a

The revision of theCorporate ProcurementManual was completed inQ4 2015. The new rulesreinforce the delegation oflow value procurement toDivision Directors and thetransparency of theprocurement process. Newcompetitive procedureshave also been introducedfor supporting innovationand efficiency of theprocess. The Peoplesofthas been updated and thenew functionality onDelegation of Low ValueProcurement has beendeployed to all IFADDivisions. The new manualalso includes the option tore-delegate the authorityfor Low ValueProcurement to selectedProfessional Staffmembers, in particular tothe Country Programme

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more user-friendly Oracle e-procurement interface isalso under implementationand testing. Completionforeseen by Q3 2015.

Managers (CPMs), whichwould enable ICOs tosatisfy their needs directlyand efficiently, and alsoease their reliance on therespective host agenciesfor conducting Low ValueProcurement.

Increase application ofinformation andcommunicationstechnology

CLE 15 IFAD STR RME Implement ICT systemsto support IFAD’soperational monitoringand evaluation processes

Systems identified tosupport M&E that wereidentified at ITGC for2014/2015 are:• Project financial riskindicators• Audit report trackingfor Grants• Extend results andimpact monitoring toproject levelAt the impact level, newguidelines are beingdeveloped in 2014. Theprocess will include asoftware for data entryand analysis, to assistprojects and to bedeveloped by PMD inconsultation with ICT.

Analysis and developmenton the projects for financialrisk indicators and auditreport tracking for grants isunderway. The definition ofrequirements for project onthe extended results andimpact monitoring will befinalized in the first half of2015.

The projects to monitorand report on Project Riskfactors and to monitor thesubmission of Grant auditreports were successfullydelivered in 2015 asplanned.

The PID for the PMD-sponsored “LogFrame”project was approved inQ4 2015. This multi-yearproject has been designedto fully support PMD’sproject life cycle and fullysupport IFAD’s operationalmonitoring and evaluationprocesses

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CLE 16 IFAD STR ICT Implement mobiletechnologies to allowaccess to IFAD systemson the move via a rangeof devices includingsmart phones and tablets

New applications beingdeveloped are browserbased and so can beaccessed from mobiledevices. The Members'interactive platform forexample was upgradedto allow use from mobiledevices, resizing thelayout of informationdepending on the devicebeing used. Oracle havereleased an applicationfor mobile devices whichallows access of IFADbusiness intelligence (BI)applications from mobiledevices which iscurrently being tested.Moving forward,opportunities to leveragemobile technologies willbe analysed in areassuch as approvalprocesses.

Mobile devices are anentirely new way for staff tointeract with IT services.ICT will implement a MobileDevice Corporate strategyand the infrastructureneeded to enable staff tosecurely maintain officeproductivity on mobiledevices. This is a multi-yearproject. In 2015 ICT will laythe foundation byimplementing a MobileDevice Managementplatform, drafting thepolicies and proceduresneeded and selecting aservice provider for mobiledevices. In addition,"mobile" is a guidingprincipal for applicationdevelopment and 3 coreplatforms are beingupgraded to support thisinitiative, includingPeopleSoft (People Tools8.54 upgrade), BusinessIntelligence and Sharepoint.

Mobile technologies toallow access to IFADsystems on the move via arange of devices includingsmart phones and tabletshave been implemented.The Mobile DeviceManagement solution hasbeen rolled out tocorporate smart phonesand provides access to keycorporate applications andservices and hasintroduced enhancedsecurity for IFAD data onmobile devices.

In addition, SEC and ICTdelivered IFAD’s first fullymobile application, IFADMango, to IFAD staff andMember States at the2016 Governing Council.

Moving forward, ‘mobile’will continue to be aguiding principle forapplication and servicedevelopment

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CLE 17 IFAD STR ICT Develop businessintelligence solutions toprovide relevantmanagement informationto support businessdecisions

The new LGS reportingwas implemented inData Warehouse usingBI. Employee BIdashboards for HRDwhich give a dashboardview of employee dataheld in the differentPeopleSoft HR moduleshave been delivered foruse in HRD. The latterwill be rolled out as a

In 2015 it is planned toenhance contributionsreporting to includesupplementary funds.

This recommendation hasbeen implemented. Thedata warehouse has beenin operation since 2014and is the source forreport and dash boarddevelopment which aidsdecision making forBusiness Units across theorganization.

Using the Data

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self-service functionalityfor all employees in2014.

Warehouse, there willcontinue to beenhancements and furtherevolution of reports anddashboards based on therequirements of thebusiness.

CLE 18 IFAD STR ICT Introduce GRIPS, retirePPMS and reconfigureexisting systems that relyon PPMS

CSD: GRIPS has beenimplemented for Grants.A project is currentlyunderway to bringinvestment project datainto GRIPS, scheduledfor go-live in early Q22014. This will improvereporting significantly asit will allow financial andother data to be sourcedfrom multipleapplications.

GRIPS was released in Q22014 and providesoversight onto the fullportfolio of InvestmentProjects and Grants. PPMSdata was migrated to GRIPSprior to the release. In2015 the remainingsystems that rely on PPMSfor data will be reconfiguredto source data from GRIPS.Therefore, the introductionof GRIPS is complete, theretirement andreconfiguration of othersystems is almost complete.

This recommendation isclosed. All of theremaining systems thatrelied on PPMS for datawere reconfigured tosource data from GRIPSand the legacy PPMS hasbeen fully retired.

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CLE 19 IFAD STR ICT Upgrade the OperationsDashboard toaccommodate newbusiness imperatives,using information fromGRIPS and Flexcube

This is envisaged onceDataWarehouse hasbeen fully populated.DataWarehouse willallow for integration ofinformation fromdifferent systems (i.e.,PeopleSoft andFlexCube) and withinmodules of PeopleSoft.

Further integration ofproject data into the datawarehouse will provideenhanced reporting acrossIFAD’s project portfolio

This recommendation isnow closed. The BusinessIntelligence OperationsDashboard, with 12 keyreports, was delivered in2015 in time for thePortfolio Reviewintegrating informationfrom GRIPS, Flexcube andother corporate datasources.

Using the DataWarehouse, there will

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continue to beenhancements and furtherevolution of reports anddashboards based on therequirements of thebusiness.

CLEE recommendation5: Managestrategically the skillscomposition, cost andperformance of theworkforce

CLE 20 IFAD OPER HR Implement a newrewards and recognitionframework, taking intoaccount best practices fortalent and rewardsmanagement that includemonetary and non-monetary rewards

IFAD's first Reward andRecognition Frameworkincluding monetary andnon-monetary rewardswill be implemented in2014 based on the 2013performance cycle. TheFramework complieswith ICSC guidelines andis aligned with key UNcommon systempriorities in the area ofhuman resourcesmanagement.

The Reward andRecognition Framework wassuccessfully implemented in2014, recognizing excellentperformance in the 2013performance cycle. TheIFAD model is beingcarefully studied by theICSC as it plans for thewider introduction ofincentive pay in theCommon System.

Following a successfulimplementation in 2014-2015, the model forrewards and recognitionhas been fine-tuned and isnow being implemented in2016 based on the 2015MRG confirmed ratings of2015. IFAD remains atthe forefront of suchinitiatives within the UNSystem and as suchregularly provides adviceto other UN agencies inthis domain.

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CLE 21 IFAD OPER HR Strengthen theperformancemanagement system toprovide managers withthe tools to recognizeexcellent performanceand to motivate staff toachieve continuouslystronger results

Following an externalassessment, IFAD'sperformancemanagement processand system have beenfurther enhanced insupport of theimplementation of theReward and RecognitionFramework. As part ofthis process, a newCompetency Frameworkwas launched in 2013and will be a centralelement of IFAD's HRmanagement as it will beused in strategicworkforce planning,recruitment,performancemanagement and 360degree feedback, rewardand recognition, andstaff development.

In addition to successfullyimplementing the newReward and Recognitionframework, includingmonetary and non-monetary rewards in 2014,based on the results of the2013 performance cycle,IFAD also strengthened theperformance managementprocess to include a moreaccelerated MRG schedule,aiming at finalizing the PEScycle in early April 2015 toensure early final feedbackto staff on their prior yearperformance and time totake advantage of non-monetary rewards,including travel to facilitatefamiliarization with ICOoperations.

During 2015, a review ofthe non-monetary rewardshas been completed toassess their value andpossible identification ofnew and more relevantones for staff members.Management is currentlydiscussing a thoroughreview of the wholeprocess, starting withperformancemanagement. It is to benoted that the completionrate of the performancemanagement system isextremely high (99%) andIFAD is also adopting a360 degree feedback tostrengthen theperformance evaluationculture within theorganization (with a 82%response rate). It isnoteworthy to observethat the whole Seniormanagement Team arepart of it and as such, arespearheading the wholeprocess. Finally, the EMCas a team benefits from aspecific, open andconstructive team-basedassessment where eachmember provides openfeedback to others.

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CLEE recommendation7: Instil aninstitutional culture ofaccountability andperformance, and

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strengthen reportingfor results

CLE 22 IFAD STR RME Improve the data andinformation base forIFAD’s ResultsMeasurement Framework

M&E and impactevaluation capacity isbeing strengthened toprovide expert advice toprojects at differentstages of the programmecycle. Impact evaluationguidelines have beendeveloped, placingstrong premium on theintegration of IFAD-supported project M&Esystems within broadernational M&E systems.To support gendermainstreamingthroughout IFAD’sprogrammes andprojects, IFAD has set upsystems to closelymonitor and report ongender indicators.Guidelines for theResults and ImpactMeasurement System(RIMS) and thepreparation of ProjectCompletion Reports(PCRs) will be updated in2014 to ensure thatimproved M&E andimpact assessmentmethods and practicesare fully mainstreamedinto IFAD’s resultsmeasurement processes.

This has been implemented-a number of changes andimprovements have alreadybeen incorporated into theguidelines/ handbooks/systems used in IFAD tomeasure results. Anillustrative list of changes inthe last year includes: (a)updating the RIMS 1st and2nd level Handbook toincorporate climate-changerelated indicators, (b)updating the impact surveyguidelines, now produced asone integrated set issued bySKD/ PMD to avoid multiplemessages (this includesbest practices in impactassessments, provides amenu of options to projectsto assess impact, includescore indicators from theRIMS surveys, includes anannex on gender andwomen's empowermentbased on the Women'sEmpowerment inAgriculture Index).Therefore significantchanges have beenimplemented over 2014-2015, but obviously this willbe an ongoing process asthe context in which IFADoperates changes, and as

Management is currentlyworking on a DevelopmentEffectiveness Frameworkthat includes the CLEARgrant initiative, theestablishing of acertification framework forM&E, an overallenhancement of the self-evaluation frameworkanchored in results, andthe creation of an onlinesystem to track resultsthroughout the projectcycle. This will address theconcerns expressed in thisrecommendation.

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the state of the art M&Epractices and tools evolveglobally.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policy

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Level Nature Theme R Recommendation 2015 Follow up2016 Follow Up Status


CLE 1 IFAD PLCY SUP SIS activities should be a jointresponsibility between IFAD and theGovernment. IFAD managementshould prepare an accountabilityframework with clear distinction ofroles and responsibilities. IFAD shouldretain a leading role in the review offiduciary issues while theGovernment/PMUs could lead theprocess of identifying issues andsolutions; The terms “Supervision”and “Recommendations” could bereplaced by “Joint ImplementationReview” and “Agreed Actions”.

The supervision guidelines are beingupdated with precisely theseobjectives (the draft if at anadvanced stage and will soon befinalised and issued byManagement). They have beenrestructured as 'IFAD's JointSupervision and ImplementationReview Guidelines', with a clearfocus on joint accountabilities andresponsibilities. The termsupervision has been replaced by'joint implementation review' andrecommendations by 'agreedactions' to reflect joint ownership ofthe agreed commitments.This principle of joint ownership isexplicitly stated in the policy atvarious points, including in para 5.IFAD still retains a leading role infiduciary issues, with reviews ofwithdrawal applications,procurement plans (and withdevelopment of improved systemsand processes underway in theorganisation to implement thesereviews even more effectively),while the process of identifyingissues and solutions is firmly a jointresponsibility (with the actualimplementation done as always byPMU/ Government). Differentmodalities and delivery mechanismshave been outlined to deliver thesemissions across differentinstitutional contexts.

Management is in the process ofrevamping and modernizing itssupervision practices as anessential step to assess results andpromote in-course corrections. SISpractices are also beingstreamlined as a clear joint IFAD-government responsibility, inaccordance to this recommendationand in alignment with the principleof joint ownership andaccountability of the IFAD’s Policyon Supervision and ImplementationSupport. The new approach will bereflected in updated supervisionguidelines by the end of 2016.

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CLE 2 IFAD PLCY SUP IFAD should make strategic use of itsgrant instrument and/or mobilizeadditional resources (i.e. ad-hocmulti-donor trust funds) to enhanceproject readiness and support SISactivities. This would require theestablishment of project preparationfacilities.

This has been done, with the FAOGrant designed specifically tosupport persistent problem projects.The update on this grant is alsoprovided in the section on efficiencyrecommendations: ' The grantprogramme on capacitydevelopment of weakly performingprojects and country programmes isimplemented by FAO in 8 countrieswith fragile and/or weak institutionalsettings in Africa, the Middle Eastand Asia. The Initiative providescapacity development to 18 on-going projects on about 7 maintopics. IFAD has been soliciting andtracking regular updates on theprogress of the grant and resultsachieved.'

Based on the results of thisinitiative, further facilities could bedesigned.

Regional divisions make use ofcountry grants (as opposed to pre-financing by the Government) toimplement start-up plans aiming atfacilitating and acceleratingproject's start-ups. The grantsgenerally cover the recruitment ofproject staff, first months salaries,baselines survey, purchase ofequipment, preparation of biddingdocuments. Management ispromoting wider utilization of thistype of grants, and at the sametime exploring additional measuresto enhance project readiness.

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CLE 3 IFAD PLCY SCA Scaling-up opportunities ofsuccessful interventions should bereviewed during the course of SISactivities, with the effectiveengagement of local and nationalauthorities, in order to buildownership and provide politicalmileage for the achievements made.

Scaling up has received specific, andseparate, attention in the newguidelines. This includes a sectionon the role of joint supervision andimplementation review (JSIR) inscaling up activities. Some indicativetext from the scaling up section is 'IFAD’s corporate strategy nowrequires all new RB-COSOPs andprojects to incorporate specificproposals to seek out innovation,learning and scaling-upopportunities. Given the ‘organic’linkages between different stages ofthe project cycle, theimplementation phase, including theJSIR processes, provide effectiveentry points to design improvedscaling up initiatives based onknowledge and learnings fromimplementation experience.'

In terms of clear guidelines, Annex11 of the latest draft includes clearsteps, and highlights the importanceof ' drivers (ideas, vision leadership,external forces, incentives) andspaces (financial, environmental,social, institutional political,partnership, learning) and the needfor a systematic approach forsuccess in scaling-up'. Country levelquestions that should be examinedto develop a feasible pathway and toidentify suitable projects, as well asentry points for scaling up have alsobeen identified.

In December 2015, Managementreleased the IFAD' s OperationalFramework for Scaling up Results,providing the operational guidanceto country teams on how tomainstream the scaling up agendaacross the project cycle.The new Joint SupervisionGuidelines, currently beingdeveloped, will foresee theinclusion of an assessment ofScaling-up opportunities ofsuccessful interventions.

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CLE 4 IFAD OPER SUP SIS arrangements, includingbudgetary allocations, need to beflexible.At the same time, IFADmanagement should mainstream theQA of SIS activities.

The issue of flexible budgets hasbeen addressed in the context ofdeveloping an annual JSIR plan. TheJSR annual plan should 'identify themain issues to be addressed duringthe coming year, the inputs requiredin terms of specialized expertise (in-house, in-country and consultants)and budget. How these resourcesare to be utilized and the optimaltime schedule for fielding ofmissions should be elaborated,including in-loan grants, MTRs,project completion report, etc. Anannual JSIR plan is also prepared forCI supervised projects. The CPMshould agree with the CI the issuesto be addressed, IFAD participationin JSIR missions and other IFADinputs and resources needed tosupport the plan. Such plans areupdated annually.' (para 25)Further, with regard to budgetflexibility, the guidelines statespecifically: 'The JSIR budget shouldbe allocated flexibly in relation tothe specific needs, as well as toenhance efficiency and followingappropriate consultation within IFADand the country partners. Efficiencygains can be made through use ofsuitable local consultants,partnerships with national, regionaland international organizations, costsharing with Government agenciesand, where possible, collaborationwith IFAD grant funded projects. Ifappropriate, the plan should takeinto consideration the potential forcombining JSIR missions andactivities with other project andcountry-level activities such as

A special supervisory effort will berequired in countries where projectstart-up delays are particularlylong, and where projectimplementation problems aresevere. Supervision efforts willtherefore continue to becustomized to the country andproject situation. This will be doneby increasing the frequency andquality of supervision andimplementation support, in turnpermitted by expanding capacity inIFAD country offices to undertakethis work. As mentioned above,Management's efforts are underway to streamline supervisionreporting tools into one singleaction-oriented instrument. A newon-line Supervision template isbeing conceived, merging theSupervision report template andthe project status report currentlyin use. The template would be self-explanatory, in line with theproposed updated Guidelines andtake into account any mandatoryreporting requirements (legal,financial, other), withoutduplicating the Guidelines. Thetemplate shall be conceived as aninteractive tool, of which sectionswill automatically feed into the AideMemoire and Management Letter,and of which some sections will notbe disclosed (as per IFAD’sDisclosure Policy).

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design work and the annual countryprogramme (COSOP) review.' (para26)As part of the corporatedevelopment process, section Iaddresses the issue of qualityassurance/ enhancement of JSIRand implementation support, andoutlines some practices currentlyundertaken or under development inthe different regional divisions.While there is some diversity in themethods adopted by differentdivisions, there is also a commonportfolio review conducted across alldivisions at the PMD level. Somedetails presented in the guidelinesinclude: 'The main instrument forenhancing quality and reviewingimplementation progress is tied tothe annual portfolio review process.This process, internal to the PMD,takes place at the regional (division)and the corporate levels. Eachregion produces an Annual Reviewof Regional Portfolio Performance(ARPP) report, which effectivelyidentifies cross-cutting issues,contributes to learning acrossprojects in the region, and suggestsmeasures to improve projectoutcomes with a focus on problemand risky projects. This focus ismaintained at the corporate level,leaving an opening to strengthenmonitoring of the JSIR work and itsoutputs against an agreed DivisionalJSIR plan. At present such a plan isnot required from each Divisionleaving a gap in the qualityenhancement process. The onlyindependent avenue for evaluatingbenefits/impact of the JSIR process

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are the Country Portfolio Evaluationsundertaken by the Office ofEvaluation, which only cover a smallsample each year. At the Divisionallevel, different approaches havebeen adopted to enhance qualityand to monitor progress of the JSIRwork. APR and EN regularly assessJSIR reports with the help of anindependent reviewer to improvestandards based on an integratedview of performance across keystrategic, operational and fiduciaryareas. In addition, feedback is alsoobtained from project implementersas to the usefulness of supportprovided by the JSIR missions. Westand Central Africa Division carriesout post-mission reviews with thefull IFAD level CPMT and hasengaged services of anorganizational developmentspecialist, who provides hands onsupport to staff and regularly trainsstaff on principle and practices ofgood JSIR approaches. ESA has setup a portfolio review team (PRT),comprising the regional economist,financial management andknowledge management officers,and the programme assistant. ThePRT reviews the coherence of PSRratings and addresses majorfiduciary and technical issues arisingfrom the JSIR process during theannual portfolio review process.'(para 90-91)

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CLE 5 IFAD OPER SUP SIS reports’ formats and contentsshould be adjusted to the needs ofProject Management. SIS’s “agreedactions” should focus on the keymeasures that have the highestimpact on project performance. Aide-Memoires can be shorter and datarequirements can be reduced to avoidburdening PMUs.

This has been done in the context offormulation of 'agreed actions'throughout the guidelines. Theagreed actions feed directly intoimproved outputs, outcomes andobjectives as defined in theprogramme. The new outline for theaide memoire is clear and coherent.In terms of reducing datarequirements, clear objectives (asstated in responses to otherrecommendations) and processeshave been developed. Clearerprocesses will reduce the need forextraneous information and data.But in general, there is also a needto improve the overall quality ofdata, and this includes collectingdata more consistently at the impactlevel.

See above on the new template. O

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CLE 6 IFAD OPER SUP While it is acknowledged that all IFIsare struggling with this challenge,IFAD should further strengthen itsefforts to ensure that a functioningM&E system is in place beforeproject implementation starts.

The quality of M&E results is often afunction of projects’ capacity forcoherent, regular data collection andanalysis through M&E systems. Thisis a problem that extends beyondIFAD-financed projects to themajority of development andgovernment financed programmesand projects. IFAD provides supportto M&E processes overall, mostspecifically by developing guidelinesand handbooks as support tools forprojects. In the last year, IFAD hasupdated its RIMS Handbook forannual reporting (with changes,including integration of environmentand climate change relatedindicators). Further guidance toolsunder development are the impactguidelines (including greaterflexibility in terms of methods andprocesses available to projects,gradation in terms of suggestedsystems and expected level of rigourto suit the capacities of projects)and updated PCR guidelines(whereby the project completionprocess would be viewed as a moreholistic process, drawing on resultsand analyses from project M&Esystems). In addition, IFAD isincreasingly advocating conductingbaseline surveys at the beginning ofproject implementation andincluding crucial M&E advice duringstart-up workshops. The objective isto have M&E systems in place assoon as possible in the project lifecycle, but considerations such asfinancing sources and recruitment(subject to national legislations) alsoinfluence progress in this regard.

Management is currently workingon a Development EffectivenessFramework that includes the CLEARgrant initiative, the establishing ofa certification framework for M&E,an overall enhancement of the self-evaluation framework anchored inresults, and the creation of anonline system to track resultsthroughout the project cycle. Thiswill address the concernsexpressed in this recommendation.

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CLE 7 IFAD OPER SUP IFAD management should investmore on KM activities linked to SISand strengthen policy dialogueopportunities by using its middlemanagement (regional directors) tobring systemic issues to the attentionof the national authorities. Grantresources can be also used to financeKM activities and research studies tosupport an evidence based policydialogue.

There is a specific focus on KM, andguidance and suggested activities inthe guidelines include:• learning in the context of theproject or programmeimplementation for improvedperformance and results; and• learning about innovativetechniques and approaches thathave potential for scaling up, andfor sharing with a wider audience.The JSIRs will assess whetherprojects have a KM plan, assessingwhat support is required for thedevelopment of a plan, reviewingprogress of KM activities andmeasuring the emerging results andimpact from these activities.Bringing systemic issues to theattention of national authorities willbe done through a range ofcomprehensive and systemicmeasures, including discussions andfollow up with national authoritiesfollowing missions and policydialogue activities at the countrylevel, not merely through individualparticipation of middlemanagement.

Some fundamental changes in therevised guidelines, among others,will include: (i) shifting from aculture of supervision "by mission"to a culture of "continuoussupervision"; (ii) anchoringsupervision in results by updatingLogFrames and streamliningproject performance ratings to besupported with evidence; and (iii)streamlining supervision reportingtools into one single action-oriented instrument. This newapproach will allow greater captureand use of knowledge generatedfrom supervision. It will help IFADbuild up a stock of goodoperational practices and technicalknowledge that will be used toenhance project performance andsupport country policyengagement.

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CLE 8 IFAD OPER SUP In view of a likely flat budget in thecoming years, SIS efficiency could beenhanced by savings generated fromthe adoption of a country programapproach, nationalizing SIS activitieswith increased use of local/regionalconsultants, mobilization of technicalsupport from PTA, FAO and grant-funded partners, and cost-sharingarrangements with Governments.Part of these savings should be re-invested on additional capacitybuilding of CPMs/CPOs, furtherstrengthening IFAD Country Offices,and extending the duration ofsupervision missions.

Measures for increased efficiencyhave been outlined through theguidelines or have been developedand implemented recently: thisincludes specific references to use oflocal consultants (already inpractice across many programmes),cost-sharing and nationalisingactivities and budgets, using grant-funded partners (such as with theFAO grant) to improve projectquality. IFAD is already operating inan environment of flat or decliningbudgets across programmes, and isdelivering products within suchconstraints and innovating to deliverquality and quantity within theseconstraints. Regional divisions havethe flexibility to use costs savings inorder to achieve greatest impactthrough their programmes, and thiscould include the measuressuggested.

Management's major shift towardsmore continuous supervision andimplementation support, initiatedin 2015, embraces efforts toidentify more creative, cost-effective ways to undertakesupervision and implementationsupport, learning from innovativemethods already in use in someregional divisions.

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Historic follow up from PRISMA 2014Madagascar Country Programme Evaluation

Country Reg Eval. S N Level Nature Theme R Recommendation 2014 Followup

2016 Follow Up Status

Madagascar Country Programme EvaluationRecommendation 2. Environmentalprotection and adaptation toclimate change as cross-cuttingactivities in the strategy and inoperations

Madagascar ESA CPE 1 CTRY STR NRM These issues should be promoted instrategy and operations throughpartnerships, particularly by: [...] (ii)stepping up coordination and thesharing of experience with the maindonors involved in catchment areamanagement (for example the WorldBank, the African Development Bankand the French Development Agency)in order to incorporate this approachinto IFAD supported interventions.

The design ofthe new ASAPproject is beingutilized as anoccasion todeveloppartnerships andexchange ofexperiences withmain donors inthe area ofcatchment areamanagement.

The design of thephase II of AD2Mintegratespartnerships andexchange ofexperiences withmain donors inareas suchcatchment areamanagement.

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Recommendation 4. Betterdefinition of the respective roles ofCAPFIDA and the IFAD office inMadagascar in supporting theportfolio, non-lending activitiesand monitoring of the COSOP

Madagascar ESA CPE 2 CTRY OPER FLD IFAD should prepare for the out-posting of the Country ProgrammeManager to Antananarivo.

The recruitmentof MadagascarCPM isscheduled in2014.

The new CPM hasstarted workingsince Feb 2016, andfollowing ESAreorganization, theCPM will be based inRome. As part ofthe ESAdecentralizationstrategy,Madagascar is in a"Hub" that

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comprisesMozambique and allIndian Oceanislands states.

Recommendation 5. In the shortand medium term, special attentionto two operations (AROPA,FORMAPROD)

Madagascar ESA CPE 3 CTRY OPER TGT In the case of AROPA, it could provenecessary to reconsider the project'sapproach through a clearer definition ofthe various objectives and supportmechanism for ... [...] ... (iii) theinstitutions anticipated by theAgricultural Sector Programme(regional agricultural developmentfunds and agricultural service centres).

Efforts areongoing tofurther clarifythe functions ofCSA / FRDA;also they havealready adoptedmore flexibilityto better meetdemands.

The functions ofCSA / FRDA havebeen clarified in theprocess of therequest of anadditional financingfor AROPA; alsothey have alreadyadopted moreflexibility to bettermeet demands.

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Madagascar ESA CPE 4 CTRY OPER PMA In the case of FORMAPROD, it will benecessary to support preparations forimplementation and establish a solidmanagement team at the central level(rather than delegating management toother project teams that are notinvolved with agricultural training).

At the nationallevel, anexecutivesecretariat iscurrently underestablishment.Meanwhile, aninter -ministerialcommissiondedicated tovocationaltraining isdeveloping themethodologiesfor theimplementationof FORMAPROD.

The managementteam ofFORMAPROD at thecentral level wasstrengthened duringthe interim reviewthat took place inMay 2016.

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Mali Country Programme EvaluationRecommendation 1: IFAD and theGovernment should take advantageof this 'forced pause' (referring tothe unstable political situation inthe north due to which projectactivities have been stalled) todefine the thrusts of the newCOSOP.

Mali WCA CPE 1 CTRY OPER COS Given the limited resources allocated topreparing COSOPs, IFAD could usegrants to ensure an adequate level ofexpertise in formulating the COSOP andto ensure a participatory preparationprocess.

A new COSOP isscheduled in2015. Grantresources will beconsidered toensure adequatelevel ofexpertise and aparticipatorypreparationprocess.

The preparation of anew COSOP hasbeen delayed due tothe on-goingpolitical crisis inMali. However aCSN is under-process with thesupport of anexpertise to ensurea wide participatorypreparation process.A workshop with allIFAD partners inMali has beenorganised inDecember 2015.

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Mali WCA CPE 2 CTRY STR COS The following measures should betaken to correct strategic orientations:(i) a diagnosis in the COSOP of povertyand rural development opportunitiesand a more thorough analysis ofconflict-related risks and measures toreduce such risks.

These twoaspects will beconsidered nextyear duringCOSOPpreparation.

In the CSN underpreparation, theconflict-related riskshave been analysedand taken intoaccount with a focuson South Mali untilthe end of thepolitical crisisdividing the countryin two, and then anew joint analysis ofthe situation withthe Government toassess possibleextension to theNorth.

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Mali WCA CPE 3 CTRY OPER DIA Preparation of a plan forcommunication and policy dialogueactivities: (i) experience gained insupporting (issues such asresponsibility for local developmentinterventions and national norms thatare ill-suited to conflict fragile zones,weakness in support of ANICT), (ii)lessons learned in involving grassrootsand umbrella organisations in projectmanagement and policy dialogue, (iii)sustainability of productive andenvironment micro projects.

Within theCOSOPpreparation, thepolicy dialoguecomponent willbe developed.Regardingcommunication,a plan has beendeveloped withIED supportthrough adivisional grantand a specificofficer has beenrecruited by thenationalcoordination ofIFAD supportedprojects andprogrammes(CNPPF) toimplement thestrategy.

Regardingcommunication, aplan has beendeveloped with IEDsupport through adivisional grant.Within the CSNpreparation, thepolicy dialoguecomponent isdeveloped takinginto account lessonslearnt from previousprojects. However,due to the changingcontext, policydialogue activitieswill focus onInclusive financialservices, Youth andemployment, andsmall irrigation.

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Recommendation 2: Definition ofan action plan for currentoperations

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Mali WCA CPE 4 CTRY STR PMA For operations in the north (PIDRN andPIDRK), given the conflict and risks ofmisappropriation of resources, it wouldbe appropriate to plan for a definitivetermination of the projects if thesituation does not change within aclearly defined period.

It has beendecided not tofollow thisrecommendation. The twoprojects havebeen maintainedin order tosupport localpopulations in adifficult contextwhere manydonors have leftthe field. In thiscontext,activities havebeen positivelyimplementedwith differentpartners (AVSF,local NGOs,WHO...).Regardingsupervisionmissions,meetings withrepresentativesof beneficiariesand local NGOswere organizedwith missionmembers inBamako. PIDRNhas beenextended for ayear and isclosing in June2014. PIDRKshould also closethis year but itsextension will beassessed duringthe nextsupervisionmission.

With closemonitoring of thesecurity situation inthe North andcareful riskassessment, it wasdecided to continueprojectimplementation inorder to supportlocal populations ina difficult contextwhere many donorshave left the field.In this context,activities have beenpositivelyimplemented withdifferent partners(AVSF, local NGOs,WHO...). Regardingsupervisionmissions, meetingswith representativesof beneficiaries andlocal NGOs wereorganized withmission members inBamako. PIDRN wasextended for a yearand closed in June2014. PIDRK closedalso in 2014.

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Recommendation 3: Improvementin the management at theprogramme level

Mali WCA CPE 5 CTRY STR RME Improvement in the effectiveness ofproject M&E systems by strengtheningmethodology (particularly for impactstudies) and monitoring of the qualityof activities and their costs (anticipatedand actual) by allocating necessaryhuman and financial resources tonational monitoring capacities incollaboration with other donors.

Collaborationwith otherdonors in thisregard has notbeen easyduring the pastmonths due tothe crisis butefforts are beingdeveloped toimprovecollaborationamong partners.

A new approach(MPAT:MultidimensionalPoverty AssessmentTool) has beentested and sharedwith the nationalDivision in charge ofM&E. The new IFADsupported projectFIER has developedan effective M&Esystem to monitorresults and costs.

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Recommendation 4: Appreciatinglocal context; providing adequateimplementation support.

Nepal APR CPE 1 CTRY OPER PMA The government should engageexternal technical support fromspecialised service providers in theprivate sector and civil society toaddress three problem areas that arecommon in a significant part of theportfolio: (i) implementation driven byquantitative targets rather than beingresponsive to the demand andproblems of beneficiaries; (ii)monitoring systems that do not capturelivelihoods changes and indicators forobjectives; and (iii) sub-standardfinancial management.

Partnershipswere heavilypromoted in theCOSOP, MOUssigned andagreed with theGovernment.Unfortunately,the Governmentdid not retain itscommitment anddiverged fromthe agreement(this was thecase with NGOsto be engaged inboth HVAP andISFP).

While theGovernment ofNepal DevelopmentCooperation Policyrestricts the use ofexternal technicalsupport fromspecialized serviceproviders, the IFADportfolio hasachieved thefollowing: i) Projectsare oriented to theactivities andoutputs within theproject throughcontinuous supportduring

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implementation; ii)M&E systems aretrackingproduction,consumption andsales therebycapturing changesin livelihoods andindicators forobjectives; recentinvestments willalso capture therequired data tomeasure livelihoodchanges and includeindicators forobjectives; and, iii)a major thrust hasbeen placed onhiring financialmanagementconsultants tosupplementGovernment staff inprojects, andaccounting softwareis a priority.

Recommendation 6: Measuring andcommunicating impact

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Nepal APR CPE 2 CTRY OPER RME Two important evaluation techniquesthat deserve wider use in the comingCOSOP cycle are case studies ofoutcomes (encompassing bothsuccesses and failures), and opinionpolling (perhaps the most objectiveway to measure the extent to whichinstitutions are achieving popularlegitimacy).

Outcomesurveys havebeenimplemented bythe LFLP andHVAP projects.Opinion pollinghas not yet beentested.

Substantial effortshave resulted inimproved M&Esystems of projectsin the portfolio. Allprojects areadopting a StandardIFAD Monitoring andEvaluation System(SIMES) from 2014.HVAP hasintroduced a tablet-based datacollection systemwith computerizeddatabase whichmeasuresproduction,consumption, salesand income of eachbeneficiaryhousehold and isbeing rolled out toother new projects,such as ISFP. Thishas helped timelyreporting withresults and isacknowledged bythe central levelministries asamong the bestM&E system. UnderKM, project staffhave been trained inoperating LearningRoute (LR) withsupport from areginal grant toPROCASUR; onenational and oneinternational LRhave beenimplemented withsupport from theregional grant and

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three projects(WUPAP, HVAP andPAF) areimplementing the LRon their own eachyear. Knowledgegenerated fromproject activities areshared throughIFAD Asia asappropriate. APRwill launch theopinion pollingexercise this year, itwas intended to belaunched last yearand then suspendeddue to theearthquake that hitNepal.

Uganda Country Programme Evaluation

Recommendation 2: Support tocommodity value-chaindevelopment

Uganda ESA CPE 1 CTRY STR PRM Building on the success of VODP and itsinnovative public-private partnership,the CPE recommends that IFAD andGoU explore opportunities forpromoting value chain development inspecific sub-sectors in Uganda. Inparticular, it is recommended thatduring the COSOP preparation process,IFAD and GoU undertake a thoroughanalysis to determine which commodityvalue chain should be given priority.

Investmentpriority for the2013-15 PBAcycle has beengiven to ruralfinance (keystrategic thrustof IFAD COSOP)and theNorthern region(seerecommendationabove).Identification ofpossible othersub-sectors forinvestment willbe done in2014-15 toorient the

GoU indicated itspriority for IFADinvestment in 2016-18 in scaling up ofoil palm investmentto other areas of thecountry rather thaninvesting in othersub-sectors/commodities. Thisrecommendationwill not beimplemented as it isnot aligned with theGoU strategicpriorities.

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investment of2016-18 PBAresources (seeACP).

Recommendation 5: Functional andworkload analysis as a basis fordetermining staff requirements anddivision of labour

Uganda ESA CPE 2 IFAD OPER HR The role and responsibilities of theIFAD divisions at headquarters in Romeinvolved in supporting the Ugandacountry programme should also beclarified and defined.

This is an issuethat goesbeyond theUganda countryprogramme andtouches on thefunctionalrelationships ofHQ divisionswith ICOs ingeneral. Overall,the relationshipbetween HQ andcountry offices isbeing clarified atthe corporatelevel: thisincludes toolsbeing developedto assign greaterresponsibilitiesto countryoffices anddifferent modelsbeingimplementedand assessed.

Thisrecommendationrefers to thefunctionalrelationshipsbetween HQdivisions and ICOsin general. IFADManagement willsubmit thecorporatedecentralizationplan to theExecutive Board inDecember 2016, aspart of thecorporate paper onMICs, Fragility,PBAS andDecentralization.The plan will beinformed by boththe IOE evaluationand Management’sown assessment ofIFAD’sexperience.

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Uganda ESA CPE 3 IFAD OPER FLD The CPE recommends that IFADactively consider strengthening theUganda country office, includingoutposting the Uganda CPM.

Outposting ofthe CPM toUganda is beingconsideredwithin thecontext of thedivisionalpriorities. Nostrengthening of

The CPM wasoutposted as ofAugust 2014 andaccredited asCountryRepresentative. AnAdministrativeAssistant wasrecruited as of

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the budget officehas occurreddue to budgetconstraints; butother corporatemeasures arebeingimplemented tosupport ICOs.

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Historic follow up from PRISMA 2013

Brazil Interim Evaluation: Sustainable Development Project for Agrarian ReformSettlements in the Semi-Arid North East

CountryRegion Eval. S N Level Nature Theme R Recommendation 2013 Follow up

2016 Follow UpStatus

Brazil Interim Evaluation: Sustainable Development Project for Agrarian Reform Settlements in the Semi-Arid North EastRecommendation 3: Knowledgegeneration and dissemination

Brazil LAC IE 1 CTRY OPER RME Incorporate a results-oriented M&Esystem that will enable the projectto measure the progress inimplementing the proposed approachand the results achieved at variouslevels (gender, ethnicity, age,households and institutions,empowerment, citizenship,environmental sustainability).

It was agreed withthe Government toprioritize the setting-up of a resultsoriented M&E systemwith differentiatedgender and youthindicators. Thisactivity is underdevelopment as partof the project designprocess.

A results-based M&Ecommon to the entirecountry programme isbeing developed inBrazil, to be fed by all6 ongoing (andfuture) projects andoperated by ICO staffin Salvador, Bahia.The system isexpected to go live bymid-June, when allprojects' key staff andpartners will betrained on itscharacteristics anduse.

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Recommendation 5: Managing forsustainability

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Brazil LAC IE 2 CTRY STR SUS Define at the outset the strategy forengagement with settlements andcommunities, and its duration. Thisincludes the type and length ofsupport and the indicators triggeringthe termination of project support– the exit strategy. The designshould specify the institutionalfeatures and conditions expectedat the time of project completionto ensure the continuation ofbenefits after the end of projectfinancing.

Sustainability is a keyfocus area for thisproject, agreedbetween IFAD andthe Government,both in institutional,organizational andenvironmental terms.Concretemechanisms andoperationaldefinitions are beingbuilt as part of theon-going projectdesign process.

Sustainability is a keyfocus area for thisproject, agreedbetween IFAD and theGovernment, both ininstitutional,organizational andenvironmental terms.Concrete mechanismsand operationaldefinitions have beenbuilt as part of thedesign of the secondphase of the project.

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Ghana Country Programme EvaluationRecommendation 1: Bolsteringthe next COSOP and theprogramme with more analyticalwork

Ghana WCA CPE 1 CTRY OPER DES At the project design level, similarwork (specific studies, action-research or “intelligence-gathering”)should help fill knowledge gaps andinvestigate areas of risk.

This is ongoing underthe design of theGhana Rural GrowthProgramme (seestudies mentionedabove which arebeing carried out andwill contribute to thedesign of subsequentprojects), which is tobe presented to theEB in April 2014.

The GASIPProgramme, nowlaunched, is based onrolling analysis ofmarket opportunitiesand risks; it feeds theknowledge ofgovernment and IFADthrough its policyadvisor. The MTR ofREP included fourthird party studies onrisks andopportunities for theprogramme's impact.

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Recommendation 2: Balancingbetween sectorial andgeographic focus and building amodel for Upper West

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Ghana WCA CPE 2 CTRY STR INF IFAD should concentrate on devisingan intervention model suitable forthe Upper West region. The modelshould concentrate on (i)transportation infrastructure

The Ghana RuralGrowth design istaking thisrecommendation intoconsideration.Discussions areongoing with GoGand AfDB to mobilizeadequate cofinancingfor infrastructureinvestments in theUpper West Region.

GASIP, now launched,distributes resourcesto value chaindevelopment basedon benefit cost ratiovis-à-vis smallholdersacross Ghana.

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Ghana WCA CPE 3 CTRY STR NRM (ii) water management and irrigation(river gardens, water pumping, smalldams where feasible)

The Ghana RuralGrowth design istaking thisrecommendation intoconsideration.Discussions areongoing with GoGand AfDB to mobilizeadequate cofinancingfor infrastructureinvestments in theUpper West Region,including on thetheme of watermanagement andirrigation highlightedin the evaluation.

GASIP, now launched,distributes resourcesto value chaindevelopment basedon benefit cost ratiovis-à-vis smallholdersacross Ghana--thisincludes investmentsin irrigation.

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Ghana WCA CPE 4 CTRY STR TGT (iii) strengthening existing valuechains more suitable for the poor(e.g. tuber cultivation, higherhumidity crops, tree crops, smalllivestock such as guinea fowl, smallruminants).

The Ghana RuralGrowth design istaking thisrecommendation intoconsideration.Discussions areongoing with GoGand AfDB to mobilizeadequate cofinancingfor investments inthis regard in theUpper West Region,including on valuechains, as highlightedin the evaluation.

As immediatelyabove. GASIP is opento any value chainthat meritsinvestment based onthe VC's ability todemonstrate incomegeneration forsmallholders.

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Recommendation 3: Engage morein partnerships with theGovernment and donors forscaling up innovations

Ghana WCA CPE 5 CTRY OPER RFI One priority area is: Matching grantsin rural finance which have importantpotential for policy dialogue onsupport to micro and smallbusinesses without distorting themarket.

Steps have beeninitiated in thisregard. A joint studywith PTA andFAO/TCI on MGs isbeing carried outduring 2013 to betterunderstand theimpact and effects ofthis instrument basedon the pilot activitiescarried out since2008.

A joint study withPTA and FAO/TCI onMGs has being carriedout in 2013 to betterunderstand theimpact and effects ofthis instrument basedon the pilot activitiescarried out since2008. ConsequentlyGASIP, RAFIP, REP,NRGP all currently useboth matching grantsand challenge grantsto crowd in PPParrangements.

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Recommendation 4: Engage inmore fruitful partnerships withthe private sector

Ghana WCA CPE 6 CTRY OPER PRM Successful approaches could then bepiloted in Ghana, using grants ifnecessary, so as to garner real-worldknowledge and resources fromsuccessful private entrepreneurs.

Ghana has a yellowDSF status, thus itcannot receive stand-alone country grants.However, themechanism proposedby GRGP is in linewith therecommendation.

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Recommendation 6: Bring to bearIFAD’s country presence andoutposted CPM

Ghana WCA CPE 7 CTRY STR KM In terms of knowledge management,it should further mobilize expertiseand analytical resources from withinGhana and the region as a whole,both for COSOP preparation andproject design.

Within the context oflimited resources, theICO is building thesecontacts over time asand whenopportunitiesemerge. This includesexpertise mobilisedfor the activities, andexpertise who are

Within the context oflimited resources, theICO is building thesecontacts over time asand whenopportunities emerge.This includesexpertise mobilisedfor the activities, andexpertise who are

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based in the countryand are in regulartouch with the ICO.

based in the countryand are in regulartouch with the ICO.

Rwanda: Country Programme Evaluation

Recommendation 1: Placegreater emphasis on institutionalsupport and non-lendingactivities to promote the scalingup of innovations andharmonized approaches to ruralfinance and cooperativedevelopmentProvide institutional support tolocal governments in the scalingup of agricultural innovationsand in paving the way for theforthcoming agricultural SWAp

Rwanda ESA CPE 1 CTRY STR SCA IFAD will explore opportunities forintegrating its interventions in theforthcoming SWAp in order to ensureits participation in major strategicand policy dialogue initiatives in theagriculture and rural developmentsector. IFAD's participation in theSWAp may also include thedevelopmentof implementation tools andmethodologies that ensuresownership by local governments inup-scaling innovations.

The 2013-2018COSOP plans anincreased IFADparticipation in majorstrategic and policydialogue initiatives inthe agriculture andrural developmentsector. Scaling up ofinnovative andsuccessful pilots willstrongly be pursuedin its secondfinancing cycle of theCOSOP. Morespecifically, thedevelopment ofconcept notes on soiland waterconservation,CommunityInnovation Centres(CCIs) andWatershedManagementPlanning have been

Within theimplementation of the2013-2018 COSOP,IFAD increased itsparticipation instrategy and policydialogue especiallywith regards to smallscale irrigation anddairy development(active participation inrelated sub-workinggroups of theAgriculture SectorWorking Group). IFADhas also promoted thescaling up ofinnovations. Apartfrom the SRI methodin rice cultivation, theIWUOs has beenadopted by the GoRfollowing IFADsupport and TA.

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completed.

Support harmonized thematicprogrammes in rural/microfinance and cooperativedevelopment

Rwanda ESA CPE 2 CTRY OPER DIA Through a modest financialcontribution to harmonized thematicprogrammes, IFAD could establish itspresence in high-level policy dialogueand share its experiences.

This is being exploredin the new COSOPand in theformulation of thenew project PASP(Post-harvestAgribusiness SupportProject). Specificareas of interventionfor policy dialogueare being identified.

IFAD participates inhigh level policydialogue as an activemember of theAgriculture Sector andSWAp workinggroups. Specificareas for policydialogue are dairydevelopment,irrigation, IWUOs andextension services.The RDDP underdesign has acomponent on policyand institutionalsupport in order toincrease IFAD supportin those key areas.

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Rwanda ESA CPE 3 CTRY STR PAR Regarding cooperative development,IFAD should contribute to efforts todevelop a harmonized supportframework. The Rwanda CooperativeAgency reports that it is planning toharmonize the current highlyfragmented support for cooperativedevelopment; it would be appropriatefor IFAD to support this endeavour.If the initiative leads to a harmonizedframework with financial supportfrom government and severaldevelopment partners, IFAD shouldexplore the possibility of making afinancial contribution so as tobecome an active participant

Support tocooperativedevelopment as wellas rural finance willfollow a moreharmonized approachunder its new COSOPand the new projectPASP.

Support tocooperatives hasimproved throughactive collaborationwith the RwandaCooperative Agency.The IFAD portfolio isnow focusing oncooperatives' capacitybuilding in order toimprove theirmanagement, goodgovernance andautonomy. To thiseffect, the SPIU forIFAD-funded projectssigned an MOU withthe RwandaCooperative Agency(it has also providedthe required budget).The possibility of agrant to the RwandaCooperative Agency isalso being explored incollaboration with itsleadership.

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Vietnam: Country Programme Evaluation

Recommendation 5:Strengthening partnerships

Vietnam APR CPE 1 CTRY STR PAR It is recommended that IFAD shouldcontinue to participate in the One UNInitiative, albeit in a selectivemanner, with regard to agenda itemscommensurate with its resources andcomparative advantage.

To the extentpossible the ICOparticipates in theOne UN initiativewhen relevant. If theworking group for theimprovement of thelivelihood for ethnicminorities is re-established the ICOwill seek toparticipate.

The ICO is active inselected policyinitiatives togetherwith key partnersfrom One UN andIFIs. To mention fewexamples, IFAD leadsthe donor group inrevision of theNational TargetProgramme for NewRural Developmentwith 3 billion USDallocation by the

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government; IFADactively participates inthe Mekong Deltadonor coordinationgroup.

Recommendation 6: Increasedcounterpart funding from theGovernment

Vietnam APR CPE 2 CTRY STR PAR It is recommended that, duringformulation of the next COSOP, IFADshould reach agreement with theGovernment on increased levels ofcounterpart funding, especially inview of the country‟s middle-incomecountry status and numbers of poorrural people. The COSOP might alsoinclude broad criteria for determiningthe proportion of such counterpartfunding (e.g. minimum percentage oftotal projects costs) in future IFAD-supported projects in Viet Nam

Increasedcounterpart fundingis beingcontemplated in on-going designshowever these effortsare to some extentmade difficult due tothe declining growthof the Vietnameseeconomy for the pastthree years with theresulting budgetaryconstraints.

Through closerplanning with theprovincialgovernments, thelevel of counterpartfunding has beenincreased for the newprojects. The 2013-14started projects AMDand SRDP had GoVfinancing share of12.3% and 9.4%,while the 2015started CPRP projecthas GoV financingshare of 23.7%.

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Recommendation 8: Astrengthened IFAD country office

Vietnam APR CPE 3 CTRY STR FLD IFAD will need to provide its countryoffice with clear guidelines onprioritizing this agenda, in line withIFAD‟s new business model and anenabling work environment, i.e.appropriate human and financialresources.

Under the newmanagement in APRprocedures are beingdeveloped tooptimize and improvethe workingconditions for ICOs inthe region includingthe office in Vietnam.

Procedural guidelinesfor ICO operationshave been received atthe Vietnam ICO. Anspecific audit was alsocarried out andrecommendations areimplemented. Anadditional person hasbeen recruited for theICO and financialresources have beenadjusted to cope withincreased workload.

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Yemen: Country Programme EvaluationRecommendation 4: Moreprominent consideration ofcountry context challenges infuture strategy.

Yemen NEN CPE 1 CTRY STR SUP [In the context of discussions withthe Government for the next COSOP,IFAD should have an ongoingassessment of its strategic directionin light of the current unstablepolitical situation and the wide rangeof social, economic and securitychallenges facing the country.] Thiswould include various scenariosettings and risk analysis.Consideration should be given interalia to the adequacy of IFAD'soperating model to respond to thesechallenges. For example, it isessential to mobilize experts indesign, supervision andimplementation who are experiencedin peace-building and tribal affairsand accustomed to working inconflict areas.

Expertise is mobilisedin missions anddifferent phases ofthe project cycle. Theintensity ofsupervision is themaximum possiblewithin currentbudgetary constraintsand the securitycontext.

PMD has trieddifferent approachesto ensure mobilizationof the right expertisein the context ofYemen. The designteam for the RGP, forexample, included twoexperts experiencedin post conflictactivities. When thesecurity deterioratedagain and it was notpossible to fieldmissions due to thestrict securityrestrictions, IFADsigned an institutionalcontract with ICARDAand managed tomobilize the rightexpertise, accustomedto working in conflictzones, and who wereable to visit thetargeted projectareas.

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Recommendation 7: Policydialogue

Yemen NEN CPE 2 CTRY OPER DIA [IFAD should take advantage of itsprivileged position as theGovernment of Yemen's maindevelopment partner in rural povertyalleviation, and take a moreprominent role in policy dialogue onkey rural development issues.] Suchdialogue should cover the questionsof subsidized diesel fuel foragriculture (often the biggest driver

IFAD is notpositioned toinfluenceGovernment in areasin which it is notinvesting, such asfuel costs forgroundwaterextraction or spateirrigation. IFAD

The security situationin Yemen hasdeteriorated. Theintention was, and is,to include these policyelements in the newCOSOP but theCOSOP preparation,initially planned for2013, has been

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of water depletion, as it effectivelylowers extraction costs and thereforefarmers have no incentive to savewater), equity improvement in spateirrigation and rural finance. Policydialogue on rural finance might, forexample, involve the Government'spolicy, financial and supervisoryframework to support the growth andsustainability of fledgling SCAs.

participates inrelevant UN-Government forumsdealing with policyaspects, such as theConsultative Groupand the UN countryteam. Theseelements will beconfirmed in thedesign of the newCOSOP in 2013. Onrural finance, the EOFis taking an equityposition in a majorMFI, therebyobtaining a seat onits BoD andinfluencing bankpolicy. It is alsosupporting the othertwo MFIs in Yementhrough TA fordevelopment ofadapted rural financeproducts.

postponed to anunspecified date dueto the situation. IFADsuspended the on-going Yemen portfolioat the end of May2015, by invoking theforce majeure clausein the GeneralConditions due to theintensifying conflictand acute fighting.The ICO is closed andno missions to thecountry are allowed;IFAD participation inrelevant UN-Government forumsdealing with policyaspects has thus beenhalted. Despite thefact that the EOF isholding a seat on theBoD of Al-Amal Bank,its influence on thebank policy has notyet fully materializedand cannot bemonitored/measured.

Recommendation 8: Countryprogramme management

Yemen NEN CPE 3 CTRY OPER FLD The CPE recommends that IFADshould consider strengthening itscountry presence to enable it both toparticipate more actively in policydialogue with the government and tostrengthen its partnerships withdonors.

The recommendedstrengthening of theICO is dependent onbudgetary allocationsand divisional costefficiency analysis.Partnerships andcofinancing are highlydeveloped, asindicated earlier. TheCPM’s role in policydialogue is reflectedin the specificobjectives of the

The recommendedstrengthening of theICO is dependent onbudgetary allocationsand divisional andcorporatedecentralizationplans. For the timebeing any action inthat sense is haltedby the securitysituation and thesuspension of theportfolio. However,

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assignment, and theresults documented.

despite the presenceon the CPM in HQ,partnerships andcofinancing are highlydeveloped, asindicated earlier. TheCPM’s role in policydialogue is reflectedin the specificobjectives of theassignment, and theresults documented.

Ghana Interim Evaluation: Rural Enterprises Project, Phase IIRecommendation 5. Sectordevelopment

Ghana WCA IE 1 CTRY STR DIA Another opportunity to be pursued isthe development of a Ghana MSEpolicy based on learning andknowledge from the implementationof previous REP interventions.

REP is contributingsignificantly toinstitutionaldevelopment at thenational level. Thedevelopment of aGhana MSE policy willbe fully underwayonce theimplementation ofREP III gathers fullmomentum.

As of Midterm, REP IIIhad prepared thirdparty studies on itsactivities todemonstrate keyinvestments togovernment. AfDB issponsoring a policyadvisor for theprogramme. However,the ultimate decisionon whether to have ornot a national MSEpolicy based onlearning andknowledge from theimplementation ofprevious REPinterventions willdepend on theGovernment.

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president’s report on the implementation management ......pro-camelidos integral development...

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