For: Information

Document: EB 2014/112/R.5/Add.1

EAgenda: 5Date: 6 August 2014Distribution: PublicOriginal: English

President’s Report on the ImplementationStatus of Evaluation Recommendationsand PRISMA Management Actions

Volume II

Agreement at completion pointRecommendations and follow-up actionstaken by the Programme ManagementDepartment

Addendum

Note to Executive Board representatives

Focal points:

Technical questions: Dispatch of documentation:

Shyam KhadkaSenior Portfolio ManagerProgramme Management DepartmentTel.: +39 06 5459 2388e-mail: s.khadka@ifad.org

Deirdre McGrenraHead, Governing Bodies OfficeTel.: +39 06 5459 2374e-mail: gb_office@ifad.org

Kaushik BaruaPortfolio OfficerTel.: +39 06 5459 2697e-mail: k.barua@ifad.org

Queries relating to the comments of theIndependent Office of Evaluation of IFAD on thisreport should be addressed to:Kees TuinenburgOfficer-in-Charge,Independent Office of Evaluation of IFADtel.: +39 06 5459 2274e-mail: k.tuinenburg@ifad.org

Executive Board — 112th SessionRome, 17-18 September 2014

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Contents

Abbreviations and acronyms iiI. PRISMA 2014: Individual recommendations and actions 1

A. Country Programme Evaluation 1Madagascar - Country Programme Evaluation 1Mali - Country Programme Evaluation 3Nepal - Country Programme Evaluation 5Uganda - Country Programme Evaluation 8

B. Corporate Level EvaluationIFAD’s institutional efficiency and efficiency of IFAD-fundedoperations

11

(from Action Plan) 11II. Follow up on historic recommendations: PRISMA 2008-2012 20

A. Country and project evaluations from PRISMA 2012 21B. Country and project evaluations from PRISMA 2011 32C. Country and project evaluations from PRISMA 2010 40D. Country and project evaluations from PRISMA 2009 53E. Country and project evaluations from PRISMA 2008 57

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Abbreviations and acronyms

ACP Agreement at Completion PointAD2M Projet d’appui au développement du Menabe et du MelakyAGRA Alliance for a Green Revolution in AfricaAPR Asia and the Pacific DivisionAROPA Projet d’appui aux organisations professionnelles et aux services agricolesASAP Adaptation for Smallholders Agriculture ProgrammeAWPB Annual Work Programme and BudgetCAADP Comprehensive Africa Agriculture Development ProgrammeCFS Controller's and Financial Services DivisionCOSOP Country Strategic Opportunities PaperCPE Country Programme EvaluationCPM Country Programme ManagerDSF Debt Sustainability FrameworkECD Environment and Climate DivisionESA East and Southern Africa DivisionGEF Global Environment FacilityHRD Human Resources DirectorHVAP High Value Agriculture Project in Hills and Mountain AreasICO IFAD Country OfficeLAC Latin America and the Caribbean DivisionLFLP Leasehold Forestry and Livestock ProgrammeM&E Monitoring and EvaluationMICs Middle-income countriesMOU Memorandum of UnderstandingNAADS National Agricultural Advisory Services ProgrammeNEN Near East, North Africa and Europe DivisionNRM Natural Resource ManagementPARECAM Programme d’appui à la résilience aux crises alimentaires à MadagascarPBAS Performance-based allocation systemPMD Programme Management DepartmentPPMS Project and Programme Management SystemPPRR Programme de promotion des revenus rurauxPRELNOR Programme for the Restoration of Livelihoods in Northern UgandaPROFIRA Project for Financial Inclusion in Rural AreasPTA Policy and Technical Advisory DivisionQA Quality AssuranceRERP Rural Enterprises and Remittances ProjectTOR Terms of referenceVODP2 Vegetable Oil Development Project-Phase IIWCA West and Central Africa DivisionWUPAP Western Uplands Poverty Alleviation Project

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Categories used for the classification of agreement atcompletion point agreed actions

SN serial number

Type of evaluation

CLE corporate level evaluationCPE country programme evaluation

Level

IFAD IFAD corporate levelREG IFAD regional levelCTRY IFAD country levelGOV government authorities (national, local level and institutions)PROJ project

Nature

PLCY policySTR strategy development, including COSOPs and projectsOPER operational and implementation

Themes

ASR analysis, studies and researchesBEN beneficiaries and stakeholders’ participation and consultationCOS Country Strategic Opportunities Programme (COSOP)DEC decentralizationDES project designDIA policy dialogueEFF efficiencyFLD field presenceGDR gender (including targeting to women)GOV governanceHR 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 administrationRFI rural financeRME results monitoring, evaluationSCA replication and scaling upSTRA strategySUP supervision and implementation supportSUS sustainabilityTCB training, capacity-buildingTGT targeting

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Agreement at completion point recommendations and follow-up action taken by theProgramme Management Department

I. PRISMA 2014: Individual recommendations and actionsA. Country Programme Evaluation

Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Up

Madagascar - Country Programme Evaluation

Recommendation 1. Continuation and fine-tuning of three strategic thrusts: (i) support for devolution and decentralization; (ii) popularization of agricultural techniques; and (iii) value chainapproachesMadagascar CPE 1 CTRY STR DEC In terms of institutional priorities, the new COSOP should

continue to support devolution and decentralization. Thisentails continued support for the regional structuresanticipated by the Agricultural Sector Programme (regionalagricultural development funds, agricultural service centres),the progressive regionalization of project managementstructures, and devolved State technical services. However,it will be equally important to stress the development ofpartnerships with rural communities in order to supportcapacity-building so that they can assume responsibility forthe planning of local development.

Strategic Objective (SO) 3 of the new draft COSOP focusses onthese priorities. This includes the capacity building of public andprivate organisations, strengthening the institutionalenvironment at the local and regional levels, enhancingpartnerships- all initiatives supporting structures that willimplement decentralization.

Madagascar CPE 2 CTRY STR DES With regard to intervention thrusts, it will be important tocontinue support for the popularization of improvedagricultural techniques (especially intensive and improvedrice systems), which is a national priority in view of the lowproductivity of Malagasy agriculture.

Strategic Objective (SO) 1 of the new draft COSOP focusses onpopularization of improved agricultural techniques. Thisincludes strengthening production and diversity in value chains,transformation of production and agricultural businesses,promoting access of youth to services and improvedtechniques.

Madagascar CPE 3 CTRY STR COS Based on the results of certain grants and supplementaryfunds (SCAMPIS, INBAR and PARECAM), grant activitiesshould be better integrated in the country programme, bymobilising a package of specific grants to the country.

The new draft COSOP provides clear strategic directions forgrants, and promotes an approach of integration with thecountry programme.

Madagascar CPE 4 CTRY STR PRM The evaluation recommends continuing agricultural valuechain approaches, avoiding less effective mechanisms (forexample market access centres), laying more stress oncontractualized agriculture and involving traders and privateentrepreneurs more fully from the start (i.e. during theproject formulation phase), so as to boost synergy amongagricultural production, processing and marketing.

SO 2 of the new COSOP focuses entirely on the promotion ofagricultural value chain and a strengthened partnership withprivate sector.

Recommendation 2. Environmental protection and adaptation to climate change as cross-cutting activities in the strategy and in operationsMadagascar CPE 5 CTRY STR NRM These issues should be promoted in strategy and

operations through partnerships, particularly :(i) establishing a strategic partnership with the ministryresponsible for the environment

The IFAD country office (ICO) facilitated the formulation by theMinistry of Agriculture, in collaboration with the Ministry ofEnvironment, a strategy for integrating climate changeadaptation into the portfolio.

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow UpMadagascar CPE 6 CTRY STR NRM (ii) stepping up coordination and the sharing of experience

with the main donors involved in catchment areamanagement (for example the World Bank, the AfricanDevelopment Bank and the French Development Agency) inorder to incorporate this approach into IFAD supportedinterventions.

The design of the new ASAP project is being utilized as anoccasion to develop partnerships and exchange of experienceswith main donors in the area of catchment area management.

Madagascar CPE 7 CTRY OPER NRM Greater coordination between grants and loans would alsohighlight (i) soil and water conservation measures

The new COSOP will adopt a landscape approach asrecommended by the Environmental Strategic Assessment.

Madagascar CPE 8 CTRY OPER NRM (ii) the sustainable development of non-wood products (forexample bamboo and rattan) for craftwork and building,drawing for example on lessons from the experience of theINBAR grant and the grant approved for the Indian OceanCommission.

The new COSOP integrates non-farm value chain developmentlike non-wood products.

Recommendation 3. Setting the long term sustainability of benefits at the heart of the programmeMadagascar CPE 9 CTRY OPER SUS The next COSOP should anticipate a strategy to consolidate

benefits (for example in the case of PPRR and AD2M)through selective support initiatives (i.e. financing follow-uponly for components that show good results) and a morerealistic timeframe for new projects (for example ten ratherthan six years, in view of the difficulties of getting underway).

The new COSOP pays greater attention to the consolidation ofresults which includes the planning of follow-up financingphases. More realistic timeframe will be considered for the newprojects under the next COSOP.

Recommendation 4. Better definition of the respective roles of CAPFIDA and the IFAD office in Madagascar in supporting the portfolio, non-lending activities and monitoring of the COSOPMadagascar CPE 10 CTRY OPER FLD It will be best not to overburden the IFAD office with

administrative duties, but to focus more on its role ofstrategic guidance in non-lending activities and involvementin subregional activities in order to obtain a betterunderstanding of experiences and disseminate informationon them (regional grants, sharing of experience amongcountries).

The roles of CAPFIDA (IFAD Programme Support Unit) and itscoordination mechanism had been updated. It currently allowsgreater complementarity between ICO and CAPFIDA.

Madagascar CPE 11 CTRY OPER DES The experience of CAPFIDA and its financing should beshared and discussed within IFAD‟s Financial OperationsDepartment as an example of an instrument to supportimplementation of the country programme and non-lendingactivities.

The 'Capfida' experience was shared and discussed within ESAin 2013; SKD is preparing a capitalization note on Capfida'ME&KM; a video: Discovering CAPFIDA:http://youtu.be/_NKGX8ChEJY) has been produced.

Madagascar CPE 12 CTRY OPER FLD IFAD should prepare for the out-posting of the CountryProgramme Manager to Antananarivo.

The recruitment of Madagascar CPM is scheduled in 2014.

Madagascar CPE 13 CTRY OPER RME The monitoring of non-lending activities and grants shouldbe incorporated into the monitoring activities of the COSOPand the SEGS/ZARAFIDA system.

The ZARAFIDA system has been updated and includes non-lending activities and grants monitoring.

Recommendation 5. In the short and medium term, special attention to two operations (AROPA, FORMAPROD)Madagascar CPE 14 PROJ OPER TGT In the case of AROPA, the project's approach should be

reconsidered through a clearer definition of the variousobjectives and support mechanisms for (i) farmers'organizations and their umbrella organizations in thepoorest communities

This has been done. The AROPA updated results frameworknow clearly identifies activities that contribute to improvingfarmers' income or to the objective of strengthening theirorganizations.

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow UpMadagascar CPE 15 PROJ OPER TGT (ii) the chamber of agriculture A participatory institutional diagnostic assessment led to a

reprioritization of roles that are clear for each type oforganization: economic role for farmers organizations (valuechain development and income improvement); policy role forthe agricultural chambers (policy dialogue aroundPSAEP/CAADP and coordination of the services deliveredunder the extension services strategy)

Madagascar CPE 16 PROJ OPER TGT (iii) the institutions anticipated by the Agricultural SectorProgramme (regional agricultural development funds andagricultural service centres).

Efforts are ongoing to further clarify the functions of CSA/FRDA;also they have already adopted more flexibility to better meetdemands.

Madagascar CPE 17 PROJ OPER PMA In the case of FORMAPROD, it will be necessary to supportpreparations for implementation and establish a solidmanagement team at the central level (rather thandelegating management to other project teams that are notinvolved with agricultural training).

At the national level, an executive secretariat is currently underestablishment. Meanwhile, an inter - ministerial commissiondedicated to vocational training is developing the methodologiesfor the implementation of FORMAPROD.

Madagascar CPE 18 PROJ OPER PAR It is recommended to continue and step up collaborationwith partners with proven technical experience in agriculturaltraining (for example the French Development Agency, theIsland of Reunion and other partners yet to be identified).

In 2013, FORMAPROD received support from both AgenceFrançaise de Développement (AFD) and UNESCO ininternational technical assistance. The partnership with theReunion Island has been launched in early 2014.

Madagascar CPE 19 PROJ OPER KM It is recommended to carry out a study of successfulinitiatives in the same sphere in Sub- Saharan Africa orelsewhere, and organize exchange visits.

A partnership has been launched with Reunion Island forexchange visits and training of project staff. Experts invocational training from Cameroon will be coming toMadagascar to share their experiences. And an exchange visitto Cote d'Ivoire has been planned.

Mali - Country Programme Evaluation

Recommendation 1: IFAD and the Government should take advantage of this 'forced pause' (referring to the unstable political situation in the north due to which project activities have beenstalled) to define the thrusts of the new COSOP.Mali CPE 1 CTRY OPER COS Given the limited resources allocated to preparing COSOPs,

IFAD could use grants to ensure an adequate level ofexpertise in formulating the COSOP and to ensure aparticipatory preparation process.

A new COSOP is scheduled in 2015. Grant resources will beconsidered to ensure adequate level of expertise and aparticipatory preparation process.

Mali CPE 2 CTRY STR COS The following measures should be taken to correct strategicorientations: (i) a diagnosis in the COSOP of poverty andrural development opportunities and a more thoroughanalysis of conflict-related risks and measures to reducesuch risks.

These two aspects will be considered next year during COSOPpreparation.

Mali CPE 3 CTRY OPER DIA Preparation of a plan for communication and policy dialogueactivities: (i) experience gained in supporting (issues suchas responsibility for local development interventions andnational norms that are ill-suited to conflict fragile zones,weakness in support of ANICT), (ii) lessons learned ininvolving grassroots and umbrella organisations in projectmanagement and policy dialogue, (iii) sustainability ofproductive and environment micro projects.

Within the COSOP preparation, the policy dialogue componentwill be developed. Regarding communication, a plan has beendeveloped with IED support through a divisional grant and aspecific officer has been recruited by the national coordinationof IFAD supported projects and programmes (CNPPF) toimplement the strategy.

Mali CPE 4 CTRY STR TGT There should be more weight given to the south of thecountry in setting geographic priorities and more thematicapproaches should be encouraged.

In 2013, 2 new projects were designed : an ASAP component tobe added to an on-going project (PAPAM) to be implemented inKayes and Sikasso, and a new project on Youth (FIER) to be

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Upimplemented in Sikasso and Koulikoro in a first phase. Both ofthem will be implemented in the southern regions of Mali atleast at the beginning. However, interventions in Northern Maliare not suspended and activities are carried out to support localpopulations who have been targeted by the projects for yearsand who cannot be abandoned in such a critical situation.

Mali CPE 5 CTRY STR COS The portfolio should encompass interventions with athematic or sub-sectoral focus, allowing a greater focus onstructural aspects, reforms and policy dialogue. (as per theevaluation, these subsectors should include rural finance,small-scale irrigation, NRM and rangelands, basicinfrastructure and capacity building for local communities,with a focus on training and integration of young people).

The thematic approach is under implementation since thepreparation of an intermediary note, jointly prepared in 2012 bythe Malian Government and IFAD, to manage the portfolioduring the crisis period. This note presents 3 main thematic tobe developed: Microfinance, Youth and Agri productivity (with afocus on small scale irrigation and climate resilient activities).Consequently two new projects on Youth issues and onAdaptation to Climate Change have been designed in 2013 andwere approved by IFAD's December 2013 Board.

Mali CPE 6 CTRY STR TGT In the case of conflict, this approach would allowreallocation of resources and activities to areas whereoperations can continue in security.

This approach is implemented in FIER: the project will start intwo southern regions and then in a second phase new regionswill be chosen according to the evolution of the situation and thedemand of the Malian Government.

Mali CPE 7 CTRY STR PAR There should be greater involvement of other donors infinancing basic infrastructure and services. (This is borneout by IFAD's last two corporate level strategic frameworksand the joint evaluation of AfDB and IFAD.)

The Canadian Cooperation agreed to give a grant to IFAD toexpand the activities of IFAD supported Rural Microfinanceproject (PMR) at a level of 12.8 M Can Dollars. Newpartnerships will be hopefully developed during the comingmonths with the resuming of activities of many donors.

Mali CPE 8 CTRY STR PRM The evaluation recommends more systematic involvementof private entrepreneurs and professional organisations inprogramme activities, beginning with project design but alsoduring implementation. This includes focusing from the starton economic viability of production activities and closerattention to processing, enhancement and marketing. At thesame time, risks from an environmental and social point ofview (such as mand tenure issues) should be taken intoaccount.

This recommendation has been fully taken on board duringFIER design. Farmer Organisations have been involved in thedesign, with a specific focus on youth and womenorganisations. Their role in implementation phase has definedwith them and specific funds are dedicated to support them.During ASAP design, Farmers Organisations expressed theirinterest to participate in the policy debate related to climatereliant issues and they will be supported for that. Regarding theprivate sector, it will be involved in FIER implementation todefine its demand in terms of capacity to facilitate youthemployment.

Recommendation 2: Definition of an action plan for current operationsMali CPE 9 CTRY STR PMA With regard to operations in south Mali, the plan should

focus on institutional bottlenecks encountered during theimplementation of PAPAM, in order to review IFAD'scontribution to the programme.

PAPAM has benefited from strong attention in 2013 and thesupport will continue in 2014. Last year a joint WB/IFAD missionwas organised to restructure the project. Another mission,organised in early 2014 showed that problems are still beingencountered. A set of decisions have been taken to speed-upthe implementation of the project and a new mission isscheduled in June to measure the progress and take furtherdecisions to really solve the institutional bottle-necks.

Mali CPE 10 CTRY STR PMA For operations in the north (PIDRN and PIDRK), given theconflict and risks of misappropriation of resources, it wouldbe appropriate to plan for a definitive termination of theprojects if the situation does not change within a clearly

It has been decided not to follow this recommendation. The twoprojects have been maintained in order to support localpopulations in a difficult context where many donors have leftthe field. In this context, activities have been positively

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Updefined period. implemented with different partners (AVSF, local NGOs,

WHO...). Regarding supervision missions, meetings withrepresentatives of beneficiaries and local NGOs were organizedwith mission members in Bamako. PIDRN has been extendedfor a year and is closing in June 2014. PIDRK should also closethis year but its extension will be assessed during the nextsupervision mission.

Recommendation 3: Improvement in the management at the programme levelMali CPE 11 CTRY STR RME The evaluation recommends boosting of the management

and monitoring systems at the country level. A commonlogical frame of reference should be developed within whichthe respective contributions of each project could bemeasured and evaluated, and which could be integrated intoa harmonized M&E system.

This is on-going. At CNPPF level, an M&E officer has beenrecruited to support the management and the monitoringsystems in each of the IFAD supported projects and to facilitatethe coordination among the M&E officers. His task is also tocreate a common framework in which all the projects will insertinformation into a harmonised system.

Mali CPE 12 CTRY STR DIA Dedication of greater attention to analysis and capitalization,and to consolidate the experience of IFAD projects, in orderto discuss and share them with development partners andprovide inputs to policy dialogue based on concreteexperience.

The communication officer mentioned above will be in charge ofthat. Moreover, a communication specialist will be recruitedthrough ASAP and will work within the CNPPF to analyse,capitalise and communicate on adaptation aspects.

Mali CPE 13 CTRY STR RME Improvement in the effectiveness of project M&E systemsby strengthening methodology (particularly for impactstudies) and monitoring of the quality of activities and theircosts (anticipated and actual) by allocating necessaryhuman and financial resources to national monitoringcapacities in collaboration with other donors.

Collaboration with other donors in this regard has not been easyduring the past months due to the crisis but efforts are beingdeveloped to improve collaboration among partners.

Mali CPE 14 CTRY OPER FLD The evaluation recommends a better match betweenobjectives and human and financial resources among: theIFAD country office and the National Programme andProject Coordination Unit within the Ministry of Agriculture.

Division of roles and coordination among the CNPPF (NationalProgramme and Project Coordination Unit) and IFAD bureauare good and there is no specific problem or redundancy ofactivities among them. IFAD office is in charge of supervisionand represents IFAD in donor groups and meetings withGovernment. CNPPF is in charge of coordinating the projectteams and improving the linkages between projects and IFAD.There is no competition neither loss of resources in the currentsystem.

Nepal - Country Programme EvaluationRecommendation 1: Develop new partnership paradigm and pipeline based on a two-pronged strategy.Nepal CPE 1 CTRY STR PRM IFAD strategy should take into consideration the

development of business-minded, profitable producers‘groups and cooperatives in key value chains accessible tosmallholders, as well as the development of partnershipswith private service providers, buyers and input supplierswhere they are available (also see full para 4a of the ACP).Further, based on public-private partnerships, public sectoragencies would be engaged in addressing bottlenecks of apublic goods nature (roads, electricity etc.).

The new COSOP developed and approved in 2012, took care ofthese aspects. All new projects and 2 of the existing onesinclude these types of promotion and partnership with privatesector.

Nepal CPE 2 CTRY STR TGT Projects should take advantage of clusters or growth nodesalong the road corridors. A complementary approach should

The corridor approach has been adopted in the new COSOPand developed in new projects, such as the new rural enterprise

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Upbe developed for remote and isolated communities in themountains and on the hill tops, far from the road network,with limited access to water and poor soils and conditionsfor agricultural production (such communities should behelped in increasing their food production and improvingtheir livelihoods).

and remittance project. For remote households, the CIF(community investment fund) implemented by WUPAP is agood solution.

Nepal CPE 3 CTRY STR TGT Sector-based interventions may include may includeleasehold and community forestry, livestock, improvementsin food production, commercial production of high-value-to-weight produce for niche markets, such as medicinal andaromatic plants (MAPs) and vegetable seeds, and access towater and possibly also energy (e.g. solar units).

All of these sectors are now implemented by ongoing projects,as well in new one like ASAP which will include alternativeenergy.

Recommendation 2: Factoring in the conflict dimension and its impact.Nepal CPE 4 CTRY STR COS In framing the next COSOP, IFAD could consider drawing

on an approach which draws on the analytical logic of the2011 WDR and the g7+ New Deal. (such an approach isintended to support processes of strategic thinking bygovernments and takes political instability and institutionalfragility as the principal constraints to socio-economicdevelopment, and draws on the experiences of countriesthat have registered some success in moving away fromrepetitive, ingrained insecurity and violence.)

This has been adopted. The COSOP buildup on reconciliationprocess, policy wise and at grass root level: forging linksbetween communities and civil services. Agriculture and ruraldevelopment is at the core of the activities and will also use theresources of migration remittances.

Nepal CPE 5 CTRY STR COS The core of the approach should include a clear (andcontinuous) diagnosis of the stress factors‘ that animateinstability and fragility – an understanding of which can helpidentify the combination of confidence-building measuresand institutional strengthening programs needed to 'changethe narrative‘ of mistrust in the state.

Each project (existing and upcoming) is working at grassrootslevel, district level and national level, building bridges betweenthe various scale of intervention and ensuring that localexperience are scaled up and turned into policy dialogueopportunities. (LFLP is a perfect example of this approach andWUPAP is slowly building towards this as well). Theseapproaches promote confidence-building across different levelsof government.

Nepal CPE 6 CTRY STR TGT IFAD strategies should take into account factors emergingfrom protracted civil conflict (such as emergence of female-headed households and the increased importance ofremittances in rural areas) in its programs and policydialogue, in cooperation with other development partners.

The RER project under design in 2014 is fully dedicated tomicro enterprise and support to migrant returnees who want toinvest remittances into a new business, including their families.

Recommendation 3: Strengthening the link between policy dialogue agenda in strategy (COSOP) and portfolio (programmes).Nepal CPE 7 CTRY STR COS It is recommended that IFAD and Government jointly identify

relevant policy issues in COSOP and embed them withinproject design and implementation, including necessaryresource allocation. For financing the related work, and tothe extent feasible, IFAD will complement loan with grantresources to support policy development and dialogue.

4 areas of policy dialogue were identified in the new COSOP:i) economic and institutional models for inclusive businesspartnerships, particularly for the provision of support servicesand for marketing (SO1); (ii) optimisation of migrationremittances for productive investment (SO2);(iii) institutionalising leasehold forestry for consolidating poorcommunities resource use rights and building ecosystemresilience, building on a policy-oriented assessment of 18-yearexperience gained through IFAD-supported projects, to bedeveloped with FAO support (SO2); and (iv) adaptation toclimate variability through climate-smart investments and NRMarrangements (SO2). Also, importantly, each new design

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Upincludes a policy dialogue component.

Nepal CPE 8 CTRY STR ASR Though IFAD does not have the comparative advantage forproducing analytical work, it could bridge the gap throughcloser cooperation with international and local think-tanks,research centres, and universities – possibly through bettertargeted grants programme.

Regional grant with APRACA (rural finance), ICIMOD(livelihoods) and FFR (remittances) will help produce high-quality analytical work in the relevant areas.

Recommendation 4: Appreciating local context; providing adequate implementation support.Nepal CPE 9 CTRY STR SUP The evaluation recognises that the allocation for programme

management and implementation support in Nepal is in linewith mid-sized country programmes; but also highlights thatthe semi-fragile and volatile Nepalese context demandsresources above the average. Allowing for local realities isonly in part a project preparation/ appraisal issue, but alsorequires adapting project design to take account of thelessons of experience and to adjust to changing localdynamics. This in turn requires more implementationsupport resources than IFAD has normally provided toNepal.

In terms of implementation support, one supervision and onefollow up mission per project each year has been implementedand is now the norm in the portfolio. The intensification ofmissions has clearly increased the pressure on projects toperform and the quality of implementation has been graduallyimproving. In addition, Sahayatri, the country programmesupport unit will enable closer follow-up and supervision, as thesituation warrants, and enable sustained improvements.

Nepal CPE 10 GOV OPER PMA The government should engage external technical supportfrom specialised service providers in the private sector andcivil society to address three problem areas that arecommon in a significant part of the portfolio:(i) implementation driven by quantitative targets rather thanbeing responsive to the demand and problems ofbeneficiaries; (ii) monitoring systems that do not capturelivelihoods changes and indicators for objectives; and(iii) sub-standard financial management.

Partnerships were heavily promoted in the COSOP, MoUssigned and agreed with the Government. Unfortunately, theGovernment did not retain its commitment and diverged fromthe agreement (this was the case with NGOs to be engaged inboth HVAP and ISFP).

Recommendation 5: Addressing disadvantageNepal CPE 11 CTRY OPER TGT Group formation should be based on a thorough analysis of

prevailing economic and social conditions and on anidentification of the various categories of poor, and projectsupport should be geared towards facilitating inclusion.(considering points raised in the ACP- including the fact thatdifferences in economic status may not always parallelcaste/ ethnicity)

Targeting is entirely based on economic aspects and not onsocial classes or castes as it brings more discrimination. Thedifferences in economic status are the basis for differentiation,including through the different categories of economic well-being/ poverty: poor, ultra poor, well off etc. But a clearmonitoring by caste and indigenous groups and genderdisaggregated data is maintained to ensure equitabledistribution and avoid elite capture. (New mechanisms havebeen tested in the new ASAP and RER projects, as well asWUPAP Community investment fund. Once signed, the top-upwith PAF, funded by the World Bank will help to innovate morein this area.)

Nepal CPE 12 CTRY OPER TGT When supporting value chain and rural enterprisedevelopment, projects may also provide support to othervalue chain stakeholders (such as entrepreneurs and lesspoor farmers) provided this in turn brings increased benefitsto smallholders. Mechanisms to ensure that the poor andsocially excluded households also have access to projectbenefits will also be required.

These mechanisms are in place in rural enterprise andremittances project, with number of beneficiaries targeted forthe various categories of ultra-poor, poor, well off, etc., toensure benefits are delivered to ultra-poor and poor segmentsof the population.

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Recommendation 6: Measuring and communicating impactNepal CPE 13 CTRY OPER RME Two important evaluation techniques that deserve wider use

in the coming COSOP cycle are case studies of outcomes(encompassing both successes and failures), and opinionpolling (perhaps the most objective way to measure theextent to which institutions are achieving popularlegitimacy).

Outcome surveys have been implemented by the LFLP andHVAP projects. Opinion polling has not yet been tested.

Recommendation 7: Aligning COSOP and PBA cycle managementNepal CPE 15 CTRY STR STR It is recommended that IFAD and Government prepare the

COSOP to cover two 3-year performance-based allocations(PBAs) according to IFAD‘s funding cycle. For the first PBAcycle, the COSOP should contain a relatively detailedoutline of the pipeline, based on identification undertaken aspart of the COSOP preparation. Pipeline project(s) shouldbe comprehensively described in a Concept Note agreed toby IFAD and Government, to support project design andapproval during the first two years of the COSOPimplementation period. As for the second PBA, acomprehensive COSOP review combined with projectidentification should be undertaken in COSOP year 3 toallow for design and approval in COSOP year 4 and 5.

The COSOP has been structured as recommended. The first 3year PBAS of the COSOP covers an ASAP project and 1 ruralenterprise and remittances project. The second 3 years PBASincludes a top-up to a successful project in the current portfolio(to be determined in 2016) and a full project under the umbrellaof ADS (which will be strengthened by that time). Two projectshave already been designed, respectively for the Sep 2014Board and April 2015 Board.

Uganda - Country Programme Evaluation

Recommendation 1: Expansion of the geographic coverage of IFAD operations to the northern regionUganda CPE 1 CTRY STR TGT The CPE recommends that, during the COSOP preparation

process, IFAD and GoU identify and discuss theopportunities and constraints of investments in the northernregion. Depending on the outcome of this analysis, as wellas on the evolution of the region's rapidly evolving socio-economic situation over the next few years, this could bedone under the overall coordinating framework of thePeace, Recovery and Development Plan, recently extendedfor another 3 years up to end-2015, as well as throughinvestment project(s) that broadly contribute to furthering thedevelopment of the region, such as the on-going investmentin the oilseeds sub-sector under the Vegetable OilDevelopment Project, Phase 2 (VODP2).

An investment project in the Northern Region of Uganda(Programme for the Restoration of Livelihoods in NorthernUganda - PRELNOR) has been identified and included in thepipeline of the new COSOP (2013-18) for financing in the 2013-15 PBA cycle. Submission to the Executive Board (EB) isplanned for December 2014, design is currently ongoing.

Recommendation 2: Support to commodity value-chain developmentUganda CPE 2 CTRY STR PRM Building on the success of VODP and its innovative public-

private partnership, the CPE recommends that IFAD andGoU explore opportunities for promoting value chaindevelopment in specific sub-sectors in Uganda. In particular,it is recommended that during the COSOP preparationprocess, IFAD and GoU undertake a thorough analysis todetermine which commodity value chain should be givenpriority.

Investment priority for the 2013-15 PBA cycle has been given torural finance (key strategic thrust of IFAD COSOP) and theNorthern region (see recommendation above). Identification ofpossible other sub-sectors for investment will be done in 2014-15 to orient the investment of 2016-18 PBA resources (seeACP).

Uganda CPE 3 CTRY STR PRM The CPE recommends investing efforts in exploring PPPs have a prominent role in the new COSOP (2013-18). An

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Upadditional and alternative forms of public-private sectorpartnerships (PPPs) at different stages in the value chain,including with small and medium enterprises, commercialbanks, as well as with larger private sector entities.

important ongoing initiative in this respect, beside thecontinuous investment in the oil palm and oilseeds commoditychains, is the negotiation with the EU Delegation in Kampala tolaunch the Small and Medium Agribusiness Development Fund(SMADF), an equity fund for investment in small and mediumagribusiness companies.

Recommendation 3: Definition of a realistic and appropriately resourced agenda for policy dialogueUganda CPE 4 CTRY STR DIA The CPE recommends that, during the preparation of the

next COSOP, IFAD and GoU define realistic objectives forpolicy dialogue and specify areas where IFAD will play alead supportive role, in partnership with other developmentpartners, to improve the agriculture-related policyenvironment. The development of a joint policy dialogueagenda should be supported by relevant analyses andshould largely focus on areas where IFAD can contributerelevant experiences from its work in Uganda and othercountries.

Specific areas and realistic objectives have been defined in theCOSOP (2013-18). Identified areas include: (i) the reform ofNAADS for more effective provision of agri-business advisoryservices; (ii) the regulatory framework for Tier IV financialinstitutions (including SACCOs); (iii) the new microfinancepolicy and strategic framework; (iv) the establishment of asustainable institutional framework for oil palm growers'associations; and (v) the support to a sustainable SACCO apexorganization.

Uganda CPE 5 CTRY OPER DIA Specific areas for policy dialogue will be identified as part ofthe COSOP formulation process. As the policy environmentis constantly evolving, additional areas for policy dialoguewill be identified during COSOP implementation, andCOSOP annual reviews will be the opportunity to review andadjust the objectives.

See above.

Recommendation 4: Further strengthening of project resultsUganda CPE 6 CTRY STR STR The CPE identifies specific measures that IFAD and GoU

can implement to ensure the further improvement in projectresults, from moderately satisfactory to satisfactory or highlysatisfactory in the future. This would also contribute toenhancing COSOP level effectiveness. The following fourareas need particular attention to improve the results in thefuture: (i) ensuring due synergies among activities withinand across projects financed by IFAD in Uganda, so thatthey can contribute to even more positively impact on thelives of the rural poor.

The Uganda COSOP Team has been established as theprimary coordination forum to ensure synergies at countryprogramme level. The new COSOP puts particular emphasis ongeographic and thematic focus and consistency to enhanceimpact.

Uganda CPE 7 CTRY STR NRM (ii) increased focus on enhancing results in two impactdomains where the CPE found performance to be overallmoderately unsatisfactory; namely, natural resources andenvironmental management, as well as human and socialcapital and empowerment

The new project in the North (PRELNOR) places particularemphasis on natural resources and climate change adaptation(including ASAP co-financing). Human and social capitalempowerment is a key drive of the new COSOP, with particularreference to strengthening of rural people organizations such asfarmers’ organizations, SACCOs and savings and credit groups.

Uganda CPE 8 CTRY STR SUS (iii) improving the sustainability of project benefits by, inter-alia, preparing exit strategies early on in implementation, aswell as strengthening capacity of key institutions

Being done as part of the design of new projects (see PROFIRAand PRELNOR). PROFIRA stressed importance of appropriatepolicy, regulatory and institutional framework for sustainability ofthe sector (Tier IV regulatory framework; support to asustainable SACCO apex organization; and conducive newpolicy and strategic framework for rural finance). PRELNOR iscurrently under design, but emphasis is put on working with

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Country Evaluation N Level Nature Theme ACP Agreed Action PMD Follow Upexisting institutions and building their capacity.

Uganda CPE 9 CTRY STR SCA (iv) paying more systematic attention to ensuring scaling upof innovations that have been successfully implemented inthe context of IFAD-financed projects

A clear and realistic scaling up agenda has been included in thenew COSOP. VODP2 is scaling up the successful investment inoil palm through public-private partnership (PPP). PROFIRA isscaling up the methodology of savings and credit groups as wellas the capacity building efforts on SACCOs with focus onsustainability of the supported institutions. The householdmentoring approach successfully tested in DLSP will be scaledup in the new project PRELNOR and, more in general,mainstreamed in the Ministry of Local Governmentinterventions.

Recommendation 5: Functional and workload analysis as a basis for determining staff requirements and division of labourUganda CPE 10 CTRY OPER ASR The CPE recommends that IFAD undertake a functional and

workload analysis to determine the administrative resourcesrequired to ensure that the next COSOP objectives areachieved in a timely manner. This entails assessing thehuman and budgetary resources available for managing theUganda country programme, including for financialmanagement and procurement purposes.

The human and budgetary resources for the Uganda countryprogramme are adequate within the overall corporate budgetaryand work force plan limitations.

Uganda CPE 11 REG OPER HR The role and responsibilities of the IFAD divisions atheadquarters in Rome involved in supporting the Ugandacountry programme should also be clarified and defined.

This is an issue that goes beyond the Uganda countryprogramme and touches on the functional relationships of HQdivisions with ICOs in general. Overall, the relationship betweenHQ and country offices is being clarified at the corporate level:this includes tools being developed to assign greaterresponsibilities to country offices and different models beingimplemented and assessed.

Uganda CPE 12 REG OPER FLD The CPE recommends that IFAD actively considerstrengthening the Uganda country office, includingoutposting the Uganda CPM.

Outposting of the CPM to Uganda is being considered withinthe context of the divisional priorities. No strengthening of thebudget office has occurred due to budget constraints; but othercorporate measures are being implemented to support ICOs.

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B. Corporate Level EvaluationCountry Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Up

IFAD’s institutional efficiency and efficiency of IFAD-funded operations (from Action Plan)Recommendation 1: Scaling up of high impact, innovative approaches emerging out of IFAD-supported projects and programmes should become the objectives of IFAD’s business model

Increase strategic selectivityIFAD CLE 1 IFAD POL TGT Prepare a paper outlining various options for country

selectivity for consideration by the Executive Board.The relevant paper is due for the September 2014 Board. IFADmanagement believes that the issue of country selectivity wouldneed to be addressed in the context of the PBAS WorkingGroup and the paper to this effect is planned to be submitted inthe September 2014 session of the Executive Board.

Increase in-house technical expertise and reducedependence on consultants

IFAD CLE 2 IFAD POL EFF Develop a grant programme to enhance strategicpartnerships with FAO and CGIAR to provide technicalassistance to fragile and weakly performing borrowingcountries and to increase the production and managementof knowledge

A programme with the Food and Agriculture Organization of theUnited Nations (FAO) to bolster supervision andimplementation support activities to address issues in poorlyperforming projects, especially ones in fragile institutional andsocial contexts was approved by the Executive Board inSeptember 2013.

IFAD CLE 3 IFAD POL FLD Help build national technical capacity by drawing on thegrowing skilled labour force in borrowing member countries

IFAD is doing this in different ways. It is encouraging greatergovernment participation in all phases of its programme andproject work, and is promoting greater cooperation andcofinancing with local partners. With country presence anddirect supervision, the involvement of locally recruited nationalstaff is on the increase. This will help build, in part, nationalcapacity in the longer run.

IFAD CLE 4 IFAD POL FLD Expand, as warranted, ICOs and strengthen their capacityby recruiting country programme officers and assistants

The Executive Board approved the establishment of 10additional offices in the 2014-2015 period. This brings totalICOs up to 50. The Executive Board was informed that the 10new offices will be staffed by Country Programme Officers.

IFAD CLE 5 IFAD STR HR Rationalize the use of consultants by recruiting additionalspecialist staff in PTA, to increase in-house technicalcapacity for providing field support during project design andsupervision

The creation of new staff positions to strengthen internaltechnical and policy expertise within PTA is underway, includingin areas such as country-level policy dialogue, nutrition,institutions/ programme implementation and rural enterprises/markets.

Balance the workload among CPMsIFAD CLE 6 IFAD STR HR Develop a more robust database with a management

dashboard showing the status of the programme of work asa tool for workload analysis

Reports already available in PPMS showing status ofprogramme of work and CPM responsibilities for investmentprojects. This reporting will be further enhanced after thedeployment of GRIPS II and introduction of reporting from DataWarehouse.

IFAD CLE 7 IFAD STR HR Monitor CPM workloads using multiple factors (design,supervision, policy dialogue, etc.) and redistribute workloadas necessary, through staff recruitment, rotation, countryredistribution, etc.

System reports as above will support this process. Furtherrationalisation of the workload among CPMs has beenundertaken following the conclusion of Efficiency evaluationand this exercise will be undertaken periodically. Over 2013,increased efforts have focused on staff mobility and careerdevelopment (including for CPMs) - overall, over 180 peopletook advantage of some form of mobility, representing about30% of the staff. This has been fully followed up, but needs

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Upregular monitoring in the future, which will be conductedthrough strategic workforce planning measures.

Implement a more differentiated allocation of resourcesand increase customization to country needs

IFAD CLE 8 IFAD POL PMA Focus administrative budget allocations to increase supportto projects facing potential or actual risks (need-baseddifferentiated allocation of resources)

In cases where additional resource allocations help inimproving the performance of potential or actual problemprojects, additional resources have been made available. Asignificant part of the portfolio is not fully responsive to IFAD'sefforts given that these projects are affected by factors beyondIFAD's control (such as projects affected by conflict).

IFAD CLE 9 IFAD POL TGT Develop and implement more responsive instruments forMICs

IFAD’s strategy and instruments for engagement with MICs arebeing reviewed to increase responsiveness to evolvingcircumstances in these countries. Management's proposals willbe discussed in the IFAD10 replenishment consultation within abroader review of IFAD's business model.

Aim for better integration between lending and non-lending activitiesKnowledge management and grants strategy

IFAD CLE 10 IFAD POL KM Implement the knowledge management (KM) framework andplan, including incentives for staff participation

The Knowledge Management Framework prepared in 2013 willenable IFAD to more effectively synthesize and managelessons, experience and knowledge for improved performance.It supports the increasing focus on and linkage betweenimproved M&E, impact evaluation, policy dialogue, partnership-building and scaling up. A process is underway to identify gapsand prioritise learning activities in the form of a targeted KMplan, placing emphasis on learning partnerships and improveduse of the global and regional grant programme as a vitalknowledge instrument. Its implementation will be underpinnedby incentives developed for staff to manage knowledge moreeffectively that were integrated into IFAD's new competencyframework (based on a review of good practice in otherorganizations), and the IFAD-wide KM Coordination Groupwhich promotes a more collaborative and coherent approach toKM.

IFAD CLE 11 IFAD POL RME Conduct, synthesize and report on up to 30 impactevaluations

A RIMS survey inventory analysis was carried out to select the24 projects that will be subject to ex post impact evaluation.The six projects to use randomized control trials (RCTs)methods were identified. Their evaluations will be conducted inthe context of the 3IE Agricultural Innovation Thematic Window(supported with US$10 million from DFID and the B&MGF).These projects have been matched with internationallyrenowned research institutions, including IFPRI, WageningenUniversity and Research Centre, the University of California,etc. which will conduct the impact studies. Support for thedesign of RCTs for ASAP-related projects is also beingprovided.

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow UpIFAD CLE 12 IFAD POL EFF Revise internal guidelines to enhance the strategic

orientation of IFAD’s annual grant work plan for 2014-2015Internal guidelines were revised in January 2014 to improve thestrategic underpinning of the grant allocation process andpipeline development. The Matrix that drove allocations in2014 was fully based on and corresponds with IFAD's Medium-term Plan and Strategic Framework objectives. Therefore, thishas been fully followed up but a possible reorientation will bestructured after the grants evaluation.

IFAD CLE 13 IFAD POL EFF Review and update IFAD’s grants policy, strategy andprocedures

Work on this action is in progress. The on-going CorporateLevel Evaluation on the Grants Policy has triggered discussionon issues relating to policy focus and further streamlining ofprocedures, also as a part of the root and branch review of thegrant programme led by IFAD's Vice-President.

IFAD CLE 14 IFAD POL EFF Upgrade the corporate management information system onprojects (PPMS) to include information on stand-alonegrants

Action completed. The GRIPS (Grants and Investment ProjectsSystem) was deployed in April 2013.

Policy dialogueIFAD CLE 15 IFAD POL DIA Implement the action plan for CLPD prepared by PTA,

including preparation of the first policy brief, active support toCPMs, and preparation of 4-5 country briefs per year

Advances have been made in mainstreaming policyengagement as a core part of IFAD’s business model, though,among others, technical support to country programmemanagement teams (CPMTs), learning events andconsultations, including with policy makers from MemberStates. These initiatives will be continued in 2014 and 2015, notleast as an integral dimension of scaling up processes. Theefforts around country-level policy dialogue are being led by aSenior Policy Advisor (soon to be joined by another PolicyAdvisor).

Results-based country strategic opportunitiesprogrammes

IFAD CLE 16 IFAD POL COS Review and update IFAD’s RB-COSOP guidelines, includingthe criteria for deciding when an RB-COSOP is required,e.g. in small country programmes

The issuance of revised RB-COSOP guidelines is scheduled formid-2014. An inter-departmental team led by the AVP/PMD hasbeen set up, and will produce a concise version of RB-COSOPguidelines and a full RB-COSOP Source Book.

Streamline operational processesQuality enhancement and quality assurance processes

IFAD CLE 17 IFAD POL DES Revise the QE process The QE process has been formally reformed with a view toenhancing the effectiveness and efficiency of PTA's contributionto the quality of IFAD-funded projects. As a result, the bulk ofPTA engagement was shifted from the QE review panel “event”towards greater participation of PTA in the country programmemanagement team (CPMT).

IFAD CLE 18 IFAD POL DES Revise the QA process; early engagement of staff mayinvolve travel

The quality assurance (QA) process has been revised.Following a pilot period in 2013, all project concept notes arenow reviewed before entering into IFAD’s project designpipeline (in addition to the “traditional” QA review held at theend of the project cycle). Moreover, in 2014, the QA Secretariatis also piloting an approach to provide QA input at the QualityEnhancement (QE) review stage.QA Secretariat staff will accompany select supervisionmissions, starting in March 2014, to monitor compliance with

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow UpQA recommendations and better understand commonchallenges and issues encountered during supervision.

Project supervision and financial managementIFAD CLE 19 IFAD POL SUP Issue revised guidelines for project supervision that

incorporate the recommendations made in CLEE and thecorporate-level evaluation of supervision

Draft Joint Implementation Review guidelines have beenprepared and circulated internally for comments before beingformally issued.

IFAD CLE 20 IFAD POL SUP Implement reforms to enhance the quality of financialmanagement in projects, such as introduction of risk-basedmethodologies, increased reliance on country systems andcapacity-building in financial management for project staffand IFAD’s workforce

Gradual introduction of modern Financial Managementpractices is on-going. A range of CFS Guidance Notes havebeen issued on FM risk assessments, selection of projectauditors, financial reporting and documenting results of FMassessments. Staff training was completed on country PFM(public financial management) Assessments. Capacity buildingevents for project staff were conducted for APR and WCA/ESA.

IFAD CLE 21 IFAD POL PMA Replace the LGS with a new, modern web-enabled platform,to create a strong foundation for subsequently developing aborrower self-service portal that supports electronicdisbursements

The legacy loan administration system has been retired and thereplacement Flexcube system (Phase 1) with an integratedData Warehouse was rolled-out in November 2013. Work isongoing to finalise certain reports and functionalities whichwere not ready on go-live. This is expected to be finalised byQ2 2014.

IFAD CLE 22 IFAD STR FLD Scale up the Nairobi disbursement processing unit to aninterregional decentralized hub servicing Western andCentral, Eastern and Southern, and Northeast and NearAfrican countries, by gradually shifting additional loanadministration tasks from Rome to the Nairobi unit

The scaling up of the Nairobi Disbursement Centre isprogressing. The Centre now processes all ESA and 90% ofWCA disbursements. Transfer of NEN disbursements to theCentre is scheduled to commence by mid-2014.

Accounting and financial reportingIFAD CLE 23 IFAD POL FLD Provide an enabling environment to support extension of

decentralized country offices by implementing a financialaccountability framework for decentralized operations inICOs and enabling access to financial systems

This action is being addressed as part of a broader corporateinitiative, the outcome of which will determine IFAD's approachto expenditure monitoring and reporting on IFAD CountryOffices (ICOs).

IFAD CLE 24 IFAD STR EFF Enhance system automation and business processes toachieve both reporting accuracy and resource monitoringeffectiveness, as well as process simplification

Actions completed include: automation of payments vouchergeneration and computations of MICS for processing ofConsultants' Payments; self- approval of low value payments asan initiative of the risk based controls framework; systems autoalerts for Contributions correspondence with Member States.Actions in progress include: Supplementary Funds databaseand reporting automation.Actions starting in 2014 include: Payroll one-off staff paymentsto be processed in Accounts payable; automation of thefinancial statements preparation and review process; paperlessapproval.

Enhance staff skills and productivityIFAD CLE 25 IFAD STR HR Intensify staff training programmes in project supervision,

financial management, etc.Staff training on assessing PFM systems of countries using thePEFA (Public Expenditure and Financial Accountability)methodology was completed in November 2013. An e-learningtool on IFAD's FM policies and procedures has been developedin all official languages and disseminated in early 2014 to IFADworkforce, FM consultants and project FM staff.

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow UpIFAD CLE 26 IFAD STR KM Make relevant knowledge products available to frontline

staff, such as CPMs, in easily accessible formatsKnowledge management process has been strengthened withinIFAD, with a continuous stream of learning and knowledge-sharing events, and improvements to the quality enhancementQE/QA processes. See also progress on action 10 above onKM Framework and Plan.

IFAD CLE 27 IFAD STR HR Intensify staff training programmes for topics such as projectsupervision and financial administration, etc.

Same as 25 above. (repeated in the CLEE Action Plansubmitted to the Board; retained here to retain the originalnumbering up to 50 recommendations)

CLEE recommendation 2: Articulate and implement a clear vision for country presence and how IFAD would operate in a decentralized environmentIFAD CLE 28 IFAD POL HR Prepare and submit for Board approval a review of IFAD’s

Country Presence Policy and StrategyIFAD's Country Presence Strategy for 2014-2015 wassubmitted to the Executive Board in December 2013(EB 2013/110/R.5/Rev.1), then was discussed in an informalsession with the Executive Board in January 2014, andsubsequently was approved. This entails the continued use ofexisting criteria for opening country offices and existing criteriafor selecting various models of country office and the existingexit strategy for country offices, and finally, establishment of upto 10 additional country offices, nine of which are specified.

CLEE recommendation 3: Manage oversight and support units, including critical ICT functions, with a clear focus on increasing service quality and cost-efficiencyImprove business processes

IFAD CLE 29 IFAD STR EFF Develop efficiency indicators and benchmarks for keybusiness processes to facilitate the identification ofopportunities for process streamlining and cost saving

The development of a new suite of internal process efficiencyindicators is in progress to identify pragmatic ways of trackingcosts and performance in a number of key processes; a pilotwill be launched in 2014. Preliminary consultations areunderway with other IFIs about the possibility of establishingcommon process and efficiency measures.

IFAD CLE 30 IFAD STR EFF Delegate procurement authority to division directors forconducting low-value procurement of up to €10,000 andrelated changes in workflow

The new version of the Corporate Procurement Manual hasbeen prepared and the agreed changes will be applied in thefirst half of 2014. This includes the delegation of low valueprocurements to Division Directors. The new manual will beissued with a President’s Bulletin by end Q2 2014. The relatedchanges in PeopleSoft workflow are expected to be released byApril 2014 as a pilot project for 2 divisions. After successfultesting this will be rolled out to other divisions together with anenhanced and user friendly e-procurement interface.

IFAD CLE 31 IFAD STR EFF Further streamline travel processing, including making thenecessary adjustments to the EnterpriseResource Planning (ERP) system

The following adjustments to the PeopleSoft system are to bedelivered by April 2014: (1) allowance of the system toautomatically process a 50% daily subsistence allowance(DSA) for Preferred Hotel Programme ( PHP) location, Rome;(2) implementation of the expense automation process; (3) pre-calculation of terminals on TA; (4) changes to the currentworkflow, allowing Travel Manager to modify the report afterBudget Holder approval, elimination of the need for BudgetHolder approval when the difference between Travel ExpensesReport (TER) and Travel Authorization (TA) is less than 10%,batch approval for TERs with zero changes. To be delivered inQ2 2014: (1) integration with United Nations Department ofSafety and Security (UNDSS) to allow users to pre-populatedata from their TA; (2) review of Business Purposes related to

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Uptravel; (3) control for consultant payments.

IFAD CLE 32 IFAD POL EFF Streamline the Corporate Procurement Guidelines toenhance administrative efficiency by eliminatingtransactional steps for low-value and low-risk purchases

The new version of the Corporate Procurement Manual hasbeen prepared and the agreed changes will be applied in thefirst half of 2014. This includes the delegation of low valueprocurements to Division Directors. The new manual will beissued with a President’s Bulletin by end Q2 2014. The relatedchanges in PeopleSoft workflow are to be released by April2014 as a pilot project for 2 divisions. After successful testingthis will be rolled out to other divisions together with anenhanced and user friendly e-procurement interface.

Increase application of information and communicationstechnology

IFAD CLE 33 IFAD STR ICT Integrate the core IT platforms (Oracle-PeopleSoft ERP,Agile Open Source and Microsoft)

Integration of core IT platforms is more of an approach than aspecific project. For example, the implementation of Flexcubeintegrated Loan/Grants disbursements with PeopleSoftPayments and the Data Warehouse. GRIPS is integrating theLoan and Grants pipeline data for the first time in IFAD history,with further integration to the disbursement system. Otherexamples of projects implementing integrations are: Scriptoria and the MultiCorpora translation system Members interactive Platform and the Governing Bodies

meeting tool The People directory system with PeopleSoft HR PeopleSoft T&E with the UNDSS security system

IFAD CLE 34 IFAD STR ICT Upgrade IFAD’s software systems to enable more effectiveand efficient administrative support of ICOs

New systems GRIPs and Flexcube which are replacing thelegacy PPMS and LGS systems allow ICOs browser basedaccess to IFAD’s core project pipeline and disbursementsystems. This means that ICOs will always have access to thesame version of the software as headquarters and removes theinefficient upgrading of the old client based systems.Analysis of the current business process has started tounderstand the requirements of relevant stakeholders infunctionality such as procurement, local payments and expensereconciliation. Any change to business process will require theagreement across functional areas and may impact the hostingagreements in terms of system use.A project is underway to provide improved connection withICOs specifically in the first instance to improve VideoConferencing.

IFAD CLE 35 IFAD STR ICT Implement Information and Communications Technology(ICT) systems to support IFAD’s operational monitoring andevaluation processes

Systems identified to support M&E that were identified atInformation Technology GovernanceCommittee (ITGC) for 2014/2015 are: Project financial risk indicators Audit report tracking for Grants Extend results and impact monitoring to project levelAt the impact level, new guidelines are being developed in2014. The process will include software for data entry andanalysis, to assist projects and to be developed by PMD in

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Upconsultation with ICT.

IFAD CLE 36 IFAD STR ICT Implement mobile technologies to allow access to IFADsystems on the move via a range of devices including smartphones and tablets

New applications being developed are browser based and socan be accessed from mobile devices. The Members'interactive platform for example was upgraded to allow usefrom mobile devices, resizing the layout of informationdepending on the device being used. Oracle has released anapplication for mobile devices which allows access of IFADbusiness intelligence (BI) applications from mobile deviceswhich is currently being tested.Moving forward, opportunities to leverage mobile technologieswill be analysed in areas such as approval processes.

IFAD CLE 37 IFAD STR ICT Develop business intelligence solutions to provide relevantmanagement information to support business decisions

The new LGS reporting was implemented in Data Warehouseusing BI. Employee BI dashboards for HRD which give adashboard view of employee data held in the differentPeopleSoft HR modules have been delivered for use in HRD.The latter will be rolled out as a self-service functionality for allemployees in 2014.

IFAD CLE 38 IFAD STR ICT Introduce the Grants and Investment Projects System(GRIPS), retire PPMS and reconfigure existing systems thatrely on it

CSD: GRIPS has been implemented for Grants. A project iscurrently underway to bring investment project data into GRIPS,scheduled for go-live in early Q2 2014. This will improvereporting significantly as it will allow financial and other data tobe sourced from multiple applications.

IFAD CLE 39 IFAD STR ICT Upgrade the Operations Dashboard to accommodate newbusiness imperatives, using information from GRIPS andFlexcube

This is envisaged once Data Warehouse has been fullypopulated. Data Warehouse will allow for integration ofinformation from different systems (i.e., PeopleSoft andFlexCube) and within modules of PeopleSoft.

CLEE recommendation 4: Better manage scarce budgetary resources towards high-quality resultsIFAD CLE 40 IFAD POL EFF Augment capacity in the central budget function; a Director

of BOD will be recruited, reporting to the Vice President ofIFAD

Director of BOD has been recruited and joined in April 2014,reporting to the Vice-President.

IFAD CLE 41 IFAD OPER EFF Strengthen the mid-year review and optimize the budgetreallocation process

The mid-year review process in 2014 will benefit greatly fromthe centralization of the funds arising from vacant positions. Arigorous review will be carried out, led by a senior consultant.

IFAD CLE 42 IFAD OPER EFF Study the possibility of automating quarterly budgetmonitoring and sharing

Automation and sharing of quarterly reports is being developedwithin the Oracle BI tool, and will be piloted in due course.

CLEE recommendation 5: Manage strategically the skills composition, cost and performance of the workforceIFAD CLE 43 IFAD STR HR Refine the strategic workforce planning exercise in 2014

(and successive years), to ensure that IFAD has therequisite workforce in terms of headcount, competenciesand skills to enable it to deliver on the key strategicobjectives of IFAD9, 2013-2015

The SWP is firmly established as an annual process thatprovides a staffing complement for each division, which is usedas the basis for the annual budget exercise. The process toagree on the workforce for 2015 begins in March 2014.

IFAD CLE 44 IFAD OPER HR Develop and implement a job titling and job family system forIFAD, as a follow-up to the job audit exercise

Job family and job titling systems were endorsed by the OMC inDecember 2013. Also, the OMC endorsed the introduction ofGeneric Job Profiles in IFAD. These three tools will be officiallylaunched in March 2014.

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow UpIFAD CLE 45 IFAD OPER HR Implement a new rewards and recognition framework, taking

into account best practices for talent and rewardsmanagement that include monetary and non-monetaryrewards

IFAD's first Reward and Recognition Framework includingmonetary and non-monetary rewards will be implemented in2014 based on the 2013 performance cycle. The Frameworkcomplies with ICSC guidelines and is aligned with key UNcommon system priorities in the area of human resourcesmanagement.

IFAD CLE 46 IFAD OPER HR Strengthen the performance management system to providemanagers with the tools to recognize excellent performanceand to motivate staff to achieve continuously stronger results

Following an external assessment, IFAD's performancemanagement process and system have been further enhancedin support of the implementation of the Reward and RecognitionFramework. As part of this process, a new CompetencyFramework was launched in 2013 and will be a central elementof IFAD's HR management as it will be used in strategicworkforce planning, recruitment, performance management and360 degree feedback, reward and recognition, and staffdevelopment.

IFAD CLE 47 IFAD OPER HR Follow up on the 2012 Global Staff Survey to address keystaff concerns

During 2013 a major follow up to the 2012 GSS results wasorganized. Staff was consulted on their major concerns and onrequired actions. Senior Management agreed on 6recommended actions through an extensive consultationprocess. Recommendations and actions that were implementedinclude specific policy changes and supportive arrangements(e.g. indefinite contracts, rotation, online career/ interviewcoaching) behavioural change initiatives (e.g. IMT behaviouralcommitments, management development programme) andimplementation of new ways to engage staff (e.g. info to staffon EB, organisation of first Global Staff Meeting, etc.). InFebruary 2014 OMC was presented with a summary of results.

CLEE recommendation 7: Instil an institutional culture of accountability and performance, and strengthen reporting for resultsIFAD CLE 48 IFAD OPER HR Revise the IFAD accountability framework to incorporate

CLEE recommendationsAn update on IFAD’s accountability framework, including anoutline of the key components, was presented to the ExecutiveBoard in its 110th session. Details and structures of the threecomponents- political covenant with member states, internalcontrols and complaints and response mechanisms- wereoutlined. Further, the CLEE recommendations are beingaddressed by the divisions/ departments concerned forincorporation into IFAD’s accountability framework

IFAD CLE 49 IFAD OPER HR Define delegation of authority to address CLEErecommendations

Management is currently reviewing and modernizing IFAD'sDelegation of Authority Framework. This work will cover a rangeof different areas, all the way from the delegation of authority onfinancial and human resource matters, to devolving greaterauthority to field offices in order to accompany IFAD's new andevolving business model. This work is currently in progress andis being undertaken under the overall guidance of the Office ofthe President and Vice President, in close collaboration with theOffice of the General Counsel. Improvements will be made toareas identified in the CLEE as requiring further attention, inaddition to the concerns reported by IFAD departments throughan information collection process that has been set in motion.A modern electronic platform, that is accessible and user-friendly, is the expected end product.

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow UpIFAD CLE 50 IFAD STR RME Improve the data and information base for IFAD’s Results

Measurement FrameworkM&E and impact evaluation capacity is being strengthened toprovide expert advice to projects at different stages of theprogramme cycle. Impact evaluation guidelines have beendeveloped, placing strong premium on the integration of IFAD-supported project M&E systems within broader national M&Esystems. To support gender mainstreaming throughout IFAD’sprogrammes and projects, IFAD has set up systems to closelymonitor and report on gender indicators. Guidelines for theResults and Impact Measurement System (RIMS) and thepreparation of Project Completion Reports (PCRs) will beupdated in 2014 to ensure that improved M&E and impactassessment methods and practices are fully mainstreamed intoIFAD’s results measurement processes.

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II. Follow up on historic recommendations: PRISMA 2008-2012

Note: All evaluations that were included in the PRISMA between 2008 and 2012 were tracked and followed–up asecond time for the recommendations that were not fully implemented when reviewed for the first time. Two projectevaluations were not covered, however:

- A project evaluation from North Korea in 2010: North Korea is no longer in the pipeline and no project isforeseen in the country, therefore it is not possible to follow up on recommendations, and follow up was notconducted in previous PRISMA cycles; and

- A project evaluation from Burkina Faso in 2009: In this case, the recommendations were addressed to a possiblefollow up project PNGT2 (Community-Based Rural Development Project Phase II). The PNGT 2 project was notdesigned by IFAD. In line with the government’s revised rural sector strategy, IFAD was asked by thegovernment to design follow-up projects to two other projects, namely the PICOFA and PDRD projects. Lessonsand experiences from these projects were incorporated into the Neer/Tamba project that focused on soil andwater conservation and agroforestry, and operated in the same areas. Therefore IFAD was not involved in PNGT2, and the recommendations from the evaluation were no longer relevant for IFAD.

In terms of CLEs, the second round of follow up was done for the private sector evaluation (2012), the innovationevaluation (2011), and the rural finance evaluation (2008). For the following recommendations, follow up on individualrecommendations was not undertaken:

- Evaluation on the regional strategy in the Asia and Pacific from PRISMA2008: The regional strategy was notadopted and the recommendations have been superseded by developments since the evaluation (evaluationconducted before 2008).

- The field presence evaluation from PRISMA 2008: The evaluation and its recommendations have beensuperseded by extensive developments since the evaluation (conducted before 2008). IFAD's Country PresenceStrategy for 2014-2015 was submitted to the Executive Board in December 2013 (EB 2013/110/R.5/Rev.1),then was discussed in an informal session with the Executive Board in January 2014, and subsequently wasapproved.

- Joint Evaluation with the African Development Bank in 2011: This has been followed-up a second time by IOE inclose co-operation with IFAD management.

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year Update in 2014

India - Country programme EvaluationIndia CPE 20 GOV OPER STR State Government should

ensure: (i) smooth flow offunds; ii) timely provision ofcounterpart funds; (iii) theirdirect participation in JointReview Missions; (iv) timelyfollow-up on agreedrecommendations; (v) ensurecompetitive and attractivesalaries and allowances,including their timelyadjustments, so as to recruitand retain highly qualifiedproject staff, including NGOstaff; and (vi) and last but notleast, continuity of tenure ofProject Directors and key-management staff.

There are no current problemswith flow-of-funds. Allsupervision missions areundertaken jointly with StateGovernments - they are calledJoint Review Missions (JRMs).Follow-up on missionrecommendations is excellentin most cases. In 2011, threeprojects moved out of problemstatus. Salary structures rangefrom being very competitive tobeing very uncompetitive.Project Directors continue torotate frequently in some States(for example Tamil Nadu,Madhya Pradesh andMaharasthra). Often, this is dueto state-level political issues.

PA /partial

2012 Some of these issues were leading toproblems in projects. Overall, there hasbeen a reduction in problem projectsfrom 5 in 2010 to 1 in 2014. There areno current problems with flow-of-funds.All supervision missions are stillundertaken jointly with StateGovernments - the Joint ReviewMissions (JRMs). Follow-up on missionrecommendations continues to beconsistent and excellent.

India CPE 22 CTRY OPER COS Given the size of theprogramme, the country andthe number of rural poor, it isrecommended that financinglarger projects should notresult in a commensurate cutin IFAD’s administrativebudget allocated towardscountry programmemanagement.

The 2012 India budgetallocation has seen a verymarginal decline compared tothe 2011 budget execution.

PA 2012 With the approved zero nominal growthover the IFAD 9 period, there is a slightdecrease in admin budget year onyear. Big reductions in unit costs havebeen achieved. Formulation costs arenow as low as US$80 000. Supervisionmission costs are now as low asUS$30 000. This has mostly beenachieved by relying on local expertiseand mission teams comprised ofnational consultants.

India CPE 23 CTRY OPER FLD There is a need to furtherstrengthen the IFAD countryoffice in India, including the outposting of the countryprogramme manager (CPM) toDelhi and appointment of afull-time coordinator. Ingeneral, a strengthenedcountry office is required toenhance project supervisionand implementation support,improve policy dialogue,strengthen cooperation andharmonisation with otherdonors, and further facilitate

This is subject to IFAD'sCountry Presence Policy andStrategy approved by the EB inSept. 2011, which sets out thepolicy for outposting CPMs andopening up sub-regionaloffices. The India CountryOffice has been strengthenedwith the appointment of asenior Country Coordinator inSeptember 2011.

O/ongoing

2012 The India Country Office has beenstrengthened with the appointment of asenior Country Coordinator inSeptember 2011. IFAD has committedto outpost the CPM by the end of 2015.IFAD is waiting for the Host CountryAgreement to be approved by theCabinet. Once approved, and signedby both parties, the CPM can becertified for out-posting.

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follow-up on supervision andmid-term review decisions.

India CPE 25 CTRY OPER FLD In this regard, theopportunities, challenges andbudgetary implications of outposting the India CPM shouldbe examined in order to bringfull decision making andfollow-up actions related toIFAD operations closer to thecountry level.

IFAD has committed to outpostthe CPM by the end of 2015.The budget implications ofoutposting the CPM will beexamined and will be clearwhen the process of outpostingprogresses further areunknown. More active follow-upat the country level has nowbeen enabled through theappointment of the CountryCoordinator in September2011.

O 2012 IFAD is waiting for the hosting countryagreement (HCA) to be approved bythe Cabinet, so that it can be signed,and out-posting can occur. IFAD hascommitted to outpost the CPM by theend of 2015. Decision making andfollow-up are already decentralized tothe country following the appointmentof a Country Coordinator in September2011.

India CPE 29 GOV OPER HR Central Government and StateGovernment shall endeavourto ensure continuity in projectdirectors to the extentpossible.

In some States (for exampleTamil Nadu, Madhya Pradeshand Maharasthra), there is stillvery poor continuity of projectdirectors. In other projects(Uttarakhand, North-East), thecontinuity of project directorshas improved.

PA 2012 There has been a big overallimprovement in the reduction ofrotation across the country programme.However in some States there is stillfrequent rotation of project directors.

India CPE 30 CTRY OPER HR IFAD and the Governmentcould consider alternativesincluding, inter alia, recruitingfrom the open market ordeputing senior level staff formestablished civil societyorganizations.

Alternatives were consideredduring the design of both thenew projects in Uttarakhandand Jharkhand. Usually, thegovernment nominates a civilservices officials. In the case ofJharkand, in order to maintaincontinuity, the incumbentproject director was appointed.In the case of Uttarakhand, thediscussions are ongoing aboutthe recruitment process.

O 2012 Alternatives are being exercised in allthe new projects. The favoured optionat present is a part time IAS (IndianAdministrative Office) officer as the PD,with a full time deputy PD (sometimesrecruited from the open market).

India CPE 33 CTRY OPER RME In close collaboration with theAsia and the Pacific Division,IOE will explore opportunitiesfor supporting the PlanningCommission’s efforts toestablish an independentevaluation outfit in India. Givenits mandate and specialisation,IFAD’s contribution will berestricted to evaluationcapacity development in theagriculture and rural sectors.This will include initiatives to

IOE has updated Managementthat IOE has held numerousdiscussions with the PlanningCommission (Abhijit Sen) andthe Ministry of Finance (severalstaff) on independentevaluation in India. In fact, inearly 2011, the Government ofIndia indeed established anIndependent Evaluation Office,and further discussions are on-going (with the head of theoffice, Abhijit Banerjee) on how

O 2012 For IOE follow up

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further enhance project-levelmonitoring and evaluationsystems, so that they are alsoequipped to effectively collect,analyse and report on resultsand impact in addition to theachievement of physical andfinancial targets.

IOE can support their activitiesand capabilities in the future.

Kenya - Country programme EvaluationKenya CPE 2 CTRY STR COS The COSOP should

specifically analyse, amongother issues, the povertyprofile of the rural poor in aridand semi-arid lands, theprevailing institutionalcapacities and infrastructure tosupport economicdevelopment, as well as theopportunities for partnershipwith other donors who couldprovide essentialcomplementary inputs.

This is reflected in the TOR(Terms of reference) forCOSOP formulation. IFAD hascontributed to the formulation ofthe "Joint Initiative between theGovernment of Kenya (GoK)and Rome-based Agencies onDisaster Risk Reduction (DRR)and Resilience Building in theASALs of Kenya" but IFAD rolein implementation from 2013will be determined by provisionsin the new COSOP. TheCOSOP TOR specificallyhighlights theserecommendations of the CPE:analysis of the poverty profile ofthe rural poor, institutionalanalysis and opportunities forpartnerships.

O 2012 Issue fully addressed. The COSOPapproved in September 2013 providesa poverty profile of arid and semi-aridlands (ASALs) smallholders,institutional capacities and partnershipopportunities as follows Key file 2:Organizations matrix (strengths,weaknesses, opportunities and threats;Key file 3: Complementary donorinitiative/partnership potential; and Keyfile 4: Target group identification,priority issues and potential response.

Kenya CPE 3 CTRY STR COS The COSOP should clearlydefine a narrower set of sub-sectors to prioritise in thefuture, including commodityvalue chain development withgreater engagement of theprivate sector, small-scaleparticipatory irrigationdevelopment especially in thearid and semi-arid lands,livestock development,agriculture technology toenhance productivity and long-term soil fertility, and naturalresources and environmentalmanagement.

This is reflected in the TOR forCOSOP formulation:highlighting that the COSOPshould clearly define a narrowerset of sub-sectors includingcommodity value chaindevelopment.

O 2012 Issue fully addressed. 2. The COSOPapproved in September 2013 isfocused with emphasis onintensification, value addition, marketaccess, and sustainable naturalresource management in theagricultural sector.

Kenya CPE 4 CTRY STR COS The COSOP should explicitlyarticulate thematic areas thatwill not be covered by IFAD

This is reflected in the TOR forCOSOP formulation: clearlystating that the COSOP should

O 2012 Issue fully addressed. New COSOPapproved in September 2013 statesthat - IFAD contribution to improving

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interventions in the future,including domestic watersupply, health and sanitation,as they are not areas whereIFAD has a comparativeadvantage.

articulate thematic areas thatwill not be covered by IFAD inthe future, including domesticwater supply, health andsanitation.

rural incomes and livelihoods wasconstrained by: the highly varied natureof activities; insufficient attention topolicy dialogue and partnerships; andthe exclusive focus on the HMP areasand non-exploitation of the economicpotential in the ASALs. Accordingly thisCOSOP focuses on two priority themes– sustainable natural resourcemanagement (NRM) and intensificationof agricultural production with linkageto markets.

Kenya CPE 9 CTRY STR INN The next COSOP shouldclearly highlight areas whereinnovation will be pursued inthe country programme,following a thoroughassessment of areas wherethe introduction of innovationin agriculture can contribute tobetter results in reducing ruralpoverty.

This is reflected in the TOR forCOSOP formulation (the firstmission to be held in May2012), requiring that clear areasfor innovation should behighlighted. Objectives andscope of work also includeidentifying opportunities forinnovation within each of thestrategic objectives, includingexisting activities/initiatives withpotential to be scaled up.

O 2012 Issue fully addressed. Areas forinnovation are highlighted in COSOPwhich was approved by EB September2013. COSOP highlights opportunitiesfor scaling up of innovations by GoK,IFAD, donor agencies, the privatesector, and south-south cooperation.Under Strategic objective 1 innovationswill cover content of training insustainable NRM and rainwaterharvesting, formulation of community-based plans aimed at improving NRMand rural livelihoods, integration ofclimate change adaptation forenhanced resilience of ecosystemswith livelihoods, mechanisms ofpayment for ecosystem services, lowcarbon technologies for value chaindevelopment and employment creation,improving access to land for cultivationin the forest reserve buffer zone, anduse of mapping and GIS as NRM tools.Under Strategic objective 2, innovationwill focus on holistic extension systemsto ensure that the introducedtechnologies for intensification take intoaccount climate change, mechanismsfor reaching women and youth, efficientand sustainable technologies, andreduction of vulnerability to risks andshocks. Under Strategic objective 3,innovative ways will be needed forstrengthening pastoral groups,reinforcing marketing structures instrategic sites, access to credit, andfostering public-private partnershipsalong the agricultural value chain.

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Kenya CPE 10 CTRY STR SCA The new COSOP shoulddevote emphasis to scaling upfor wider poverty impact. Thiswill however require greaterinvestment in buildingpartnership with multilateraldevelopment banks and otherdonors as well as engage theGovernment in policy dialogue,based on good practiceexamples and lessonsemerging from the field.

This is reflected in the TOR forCOSOP formulation,emphasizing scaling up forwider poverty impact. Specificobjectives also includearticulating a clear link betweenscaling up and the objectivesand indicators in the resultsmatrix and defining the drivers,spaces and pathways forscaling up.

O 2012 Issue fully addressed. New COSOPemphasizes that IFAD will continue tostrengthen partnerships withgovernment agencies, developmentpartners, farmers organizations, theprivate sector and research bodies inits effort to make available thenecessary knowledge and resources toenable poor rural people to overcomepoverty. First programme signed underCOSOP in March 2014 is based onpartnership with the EU, the privatesector and farmer organizations. A 2nd

programme under design is based onpotential partnership with EU, FAO,WFP, private sector and farmerorganizations.

Kenya CPE 11 CTRY STR COS The new COSOP should moreprecisely articulate how thevarious IFAD instruments(loans, regional and countrygrants, policy dialogue,partnership building andknowledge management) willcomplement each other andcontribute towards theachievement of countryprogramme objectives.

This is reflected in the TOR forCOSOP formulation,emphasizing the need forarticulating how the variousinstruments will complementeach other and contributetowards achievement of countryprogram objectives. Thespecific objectives includeexamining the full range ofinstruments including loans,grants, policy dialogue,partnerships, knowledgemanagement, pooled financingarrangements and scaling up.

O 2012 This recommendation is addressed aswe engage the design of new loans,country and regionals grants tostrengthen linkages between IFADvarious instruments.

Kenya CPE 12 CTRY STR COS The non-lending activities willneed to be resourcedadequately, if they are to trulycontribute to strengtheningcoherence within the countryprogramme.

This will be reflected in theformulation of the COSOP andin annual budgeting exercise.The TOR already specifies thatnon-lending activities will needto be adequately resourced. Acloser examination of variousnon-lending activities includingknowledge management, policydialogue and partnerships hasbeen specified in the objectivesand scope of work.

O 2012 Issue addressed. A programme-analystnon-lending officer was assigned toIRON (IFAD Regional Office in Nairobi)in 2013 to strengthen the managementof non-lending activities and linkageswith the country programme.

Kenya CPE 13 CTRY STR DIA In terms of priority for policydialogue, based on theexperience from IFAD-supported projects, the Fund

The formulation of the COSOPwill provide an entry point forthis emphasis; this is reflectedin the TOR. Specifically, under

O 2012 Issue addressed. The COSOPProvides that for policy dialogueoutcome expectations will also focuson strengthened knowledge base in

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could support Government indeveloping new and refiningexisting policies for livestockdevelopment especially in aridand semi-arid areas, watermanagement, and privatesector engagement in smallscale agriculture.

the COSOP, IFAD wouldsupport the formulation ofpolices for the Dairy Industry,Feed and Fertilizer, andHorticulture, and participateactively in policy dialogue withgovernment and other donorsrelated to the ASALs.

climate resilient livelihoods andecosystems as well as communitybased environment and NRM. Basedon the experience in Kenya, IFAD willpursue the following approaches forpolicy dialogue: (a) participation inrelevant sector working groups,identifying key policy issues andpursuing these with the Government ofKenya (GoK), including improvingprivate sector participation in projectimplementation; (b) strengthening thecapacity of GoK agencies to formulatenational policies; (c) supportingorganizations of rural people to enablethem to participate in policy dialogue;(d) operationalizing at the county andproject levels national policies, such asthe new ALFA Act; (e) creatingopportunities for regional or south-south sharing of policy experience andapproaches; and (f) agreeing on policyreforms prior to project implementation.

Kenya CPE 14 CTRY OPER PAR Partnerships with the AfricanDevelopment Bank (AfDB),Food and AgricultureOrganization (FAO), UnitedStates Agency for InternationalDevelopment (USAID) andWorld Bank should bestrengthened, especially inidentifying options for co-financing operations andscaling up, as well asundertaking joint policydialogue with Government onkey agriculture and ruraldevelopment issues.

The formulation of the COSOPwill provide an entry point forthis emphasis. The formulationteam will consult with variouspartners in finalising theCOSOP.

O 2012 Issue addressed. The preparation ofthe COSOP was highly participatoryinvolving stakeholder and high-levelconsultations in the Ministry of Financeand the 10 agricultural sectorministries; United Nations agenciessuch as the Food and AgricultureOrganization, World Food Programme,United Nations DevelopmentProgramme and the United NationsHuman Settlement Programme; theUnited States Agency for InternationalDevelopment, non-governmentalorganizations (NGOs), farmersumbrella organizations and the privatesector. IFAD is part of the UnitedNations Country Team (UNCT), andthe agricultural and rural developmentdonor groups where consultations areconducted between partners.Partnerships are being strengthenedunder the country programme. A newprogramme - Kenya CerealEnhancement Programme (KCEP)signed in March 2013 - was designedwith technical support from FAO and is

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financed in partnership with EuropeanUnion. A new design is underway withpotential partnership with EU, FAO andWFP.

Kenya CPE 17 CTRY OPER TCB IFAD can provide support tocapacity building ofgovernment officials for betterservice delivery at the locallevel, support the Governmentin the implementation of thenational irrigation policy, andcontribute to improving itsfinancial and procurementsystems to ensure more timelyflow of funds and due diligencein use of resources.

Capacity building at the localgovernment level is integral toIFAD projects and Governmentendorsement of small-scaleirrigation will enable support forirrigation policy.

O 2012 Capacity building at the localgovernment level is integral to IFADprojects and Government endorsementof small-scale irrigation will enablesupport for irrigation policy.

Kenya CPE 20 REG STR FLD It is essential that therelationships between theKenya country office and theIFAD regional office in Eastand Southern Africa be rapidlyoutlined and communicated toall concerned in Kenya andthroughout the region.

The relationships will be furtheroutlined following the visit bythe new East and SouthernDivision (ESA) Director and theHuman Resources (HR)Advisor to Nairobi. At theNairobi Office retreat in January2012, it was proposed to makethe Nairobi Office an IFADRegional Office at Nairobi(IRON) since it now has stafffrom ESA, CFS, ECD and partlyPTA. Another idea that wasmooted was to reinforce theexchange of expertise andexperience between ESA andWCA and the inclusion of someWCA countries in the workloadof the Nairobi CFS staff.

O 2012 Issue addressed. Office regionalbusiness model and organogram wasdeveloped in consultation withbusiness partners, HRD, PTA, Fieldsupport Unit, etc. and presented byESA director at Global staff meeting inFebruary/March 2014. Change agendais underway and staffing is addressed:recruitment, transfer, and whereapplicable separation of staff isunderway in line with new businessmodel.

Kenya CPE 21 REG STR FLD The regional office’sorganizational structure shouldbe articulated clearly, includingits relationships withheadquarters and the variouscountry programmes in theregion, the technical expertisethat should be housed there,and its work programme.

The formalization ofrelationships between theregional office andheadquarters, and the countryprogrammes, and the technicalexpertise to be housed inNairobi will be further advancedfollowing the visit of the newESA Director and HR Advisor toNairobi in April 2012. SinceJune 2011, the followingadditional staff has joined theNairobi Office: CPO (03/10/11),

O 2012 Issue addressed. Office regionalbusiness model and organogram wasdeveloped in consultation withbusiness partners, HRD, PTA, Fieldsupport Unit, etc. and presented byESA director at Global staff meeting inFebruary/March 2014. Change agendais underway and staffing is addressed:recruitment, transfer, and whereapplicable separation of staff isunderway in line with new businessmodel.

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RCES-ECD (09/01/12) andfinancial Intern (30/01/12). Theprocess to recruit a RegionalFinance Officer (CFS) isongoing.

Kenya CPE 22 REG OPER FLD It would be advisable todevelop specific indicators thatcan be used to evaluate theperformance and contributionof the regional office at anappropriate time in the future,including indicators that mightshed light on value for moneyof the regional office.

The indicators will be revisitedafter the visit of the ESADirector and HR Advisor. In themeantime, the vision for theNairobi Office defined at theretreat in January is: "Worktogether seamlessly as oneorganization to maximize IFADimpacts in East and SouthernAfrica - so as to be recognizedas an effective partner inalleviating rural poverty"

O 2012 Issue addressed. Audit of officescheduled in 2014 to evaluate IRONperformance. Findings andrecommendations of the audit willdocument value for money.

Kenya CPE 23 REG OPER FLD Similarly, it would be useful forESA to prepare a periodicprogress report on the regionaloffice for the IFAD SeniorManagement, outlining theachievements and challengesof such a decentralisedorganizational arrangement.

The ESA Director will outlinethe reporting framework afterthe visit to Nairobi in April

O 2012 Issue addressed. Office regionalbusiness model and organogram weredeveloped in consultation withbusiness partners, HRD, PTA, Fieldsupport Unit, etc. and presented byESA director at Global staff meeting inFebruary/March 2014. Change agendais underway and ESA director regularlyupdates Senior Management andPresident on progresses.

Niger - Country programme EvaluationNiger CPE 4 CTRY STR PAR IFAD should support the

process of regionalization ofthe rural development strategyfor Maradi, as the Governmentwould like to see, and fullyintegrate IFAD financedinterventions within theregional strategy, which willthen constitute the programmewhich the Government wouldcontrol.

The government's ruraldevelopment strategy (SDR)has now been replaced by anew food security andagricultural developmentstrategy (i3N- Initiative forNigerians Feeding Nigerians).Therefore, this recommendationin its current form is no longerrelevant. In the context of thenew strategy, IFAD's operationsare fully integrated in the newi3N strategy.

NA /notapplicable

2012 IFAD's RB COSOP 2013-18 is fullyaligned with the main strategic thrustsof the 3N Initiative. IFAD's support tothe regionalisation process of the 3N isnow scaled up to three regions(Tahoua, Maradi and Zinder),

Niger CPE 6 CTRY STR PAR The strategic guidelines andprocedures for implementingIFAD’s new COSOP should bedefined jointly with the nationaland regional governments andthe technical and financial

The guidelines and procedureswill be elaborated in 2012. Theconsultations include thegovernment both in the centreand in the provinces- includingMaradi, as well as Tahoua and

O 2012 National and regional partners areactively involved in supervision andimplementation support activities. IFADis playing a lead role at regional levelas the main development operationalpartner with field operation still active.

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partners active in the Maradiregion.

Zinder- and technical andfinancial partners.

Others partners (Swiss, Italy, DanishCooperation (DK Coop,) adoptingIFAD's operational framework tofinance development operations.

Niger CPE 7 CTRY STR COS The new COSOP should makeprovision for non-lendingactivities to assist the localpartners (government and civilsociety) in preparing the ruraldevelopment strategy for theMaradi region, and to supportcoordination of itsimplementation, and itsmonitoring and evaluation.

The rural development strategy(SDR) has been replaced bythe i3N.

NA 2012 Grants component (DSF, FEM, etc.)are financing policy dialogue andinstitutional and capacity building in thethree regions focus on regionalisationand implementation of the 3N.

Niger CPE 8 GOV STR PAR The Maradi letter ofunderstanding and therecently-created coordinationmechanism between theGovernment and the technicaland financial partners in theMaradi region should be re-examined in light of theircontribution to implementingthe regional rural developmentstrategy.

The joint program to be signedin May (which will signify acoordination mechanismbetween UN agencies andgovernment) will contribute tothe i3N.

NA 2012 The joint Programme is no longeractive. The 3N regionalisation and itscoordination mechanism is now underthe Haut Commissariat a l Initiative 3N.

Niger CPE 17 CTRY OPER SUP The length and frequency ofsupervisory missions shouldbe increased and lendingagencies with internationalstanding should be called uponto provide regular technicalassistance commensurate withneeds.

Regular technical assistance isprovided. However increasedlength and frequency ofsupervision missions is alsosubject to budget availability:currently the countryprogramme does not haveenough resources for morethan one supervision missionper year. Also insecurity in theproject area implies thatmissions cannot be very longdue to security reasons. Inparticular, insecurity in theproject areas limits themobilisation of international TA.

PA 2012 Regular technical assistance has beenincreased mainly mobilising nationalconsultants and regional/nationalresearches institutes. Increased TAresources at projects level providedadequate financing and implementationsupport. However, high insecurity in theprogramme area implies severallimitations to field operations includingsupervisions.

Uganda: Vegetable Oil Development Project - Interim EvaluationUganda IE 2 CTRY STR ASR Efforts to identify new areas for

future oil palm production willbe continued through oil palmresearch trials.

The Government iscontinuously collecting dataand other information for oilpalm expansions. The processhas been slowed due to

O 2012 Oil palm has been identified as apriority crop by the National AgriculturalResearch Organisation (NARO). AnMemorandum of Understanding (MOU)has been signed between Vegetable Oil

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understaffing at the Projectmanagement unit (PMU) in thetransition period between thetwo phases of the project,where the focus has been onthe oil palm production alreadytaking place.

Development Project-phase 2 (VODP2)and National Agricultural ResearchOrganisation (NARO) covering oil palmproduction, including research in newareas.

Uganda IE 10 CTRY OPER PRM IFAD and GOU will continue tosupport the development offood standards and codes ofpractice for the vegetable oilssubsector through UgandaNational Bureau of Standards(UNBS).

This is foreseen in the designdocument. The details of thepartnership between VODP2and Uganda National Bureau ofStandards (UNBS) will beworked out during the next yearwhen the PMU will be fullyoperational.

O 2012 The details of a partnership have beenfinalised, and an MOU has been signedbetween VODP2 and UNBS to developwork in the area of food standards andcodes of practice.

Uganda IE 13 CTRY OPER TGT The follow-on project will takeaccount of the need for specialskills in post-conflict work andcoordination with other donorsand NGOs working in thisregion.

A targeting study was carriedout in the whole project area,providing guidance on how bestto implement the project in thevarious hubs, depending ontheir level of integration into thevalue chain. The smallholdersin the Northern area aretypically the least integrated,and a special approach hasbeen developed to target these.Operational partnerships withoperators with necessary skillsin post-conflict work will beworked out as necessary duringproject implementation.

O 2012 This recommendation has been kept inmind; however it has been ascertainedby the project and the government thatthe situation is not currently a post-conflict environment. Therefore, nospecific measures need to beundertaken.

Uganda IE 18 GOV STR PAR Citronella is produced inlimited quantities and remainsa niche crop and it is unlikelyto receive significant publicinvestment. There is need forthe GOU to identify partners,either NGOs or a privatesector operator to carry on theCitronella work.

Work in this respect, which isnot an immediate priority for thetime being, will be done by thePMU when it is fullyoperational.

O 2012 Citronella is not a priority crop for theproject or for the government.Therefore, there are no special effortswith regard to citronella (as statedabove, the priority is on oil palm).

Uganda IE 19 CTRY OPER PAR Once a viable partner isidentified, IFAD will providemodest grant financing tosupport this endeavour.

A modest grant financing will beprovided; this will be donebased on the results of the workmentioned above.

O 2012 See above: citronella is not a priority.

Dominican Republic: South Western Region Small Farmers Project – Phase II - Completion EvaluationDominicanRepublic

CE 10 CTRY OPER BEN Promote competition foraccess to project funds to

The third strategic objective ofthe COSOP explicitly targets

O 2012 Competitive access to project fundshas not occurred thus far. As of April

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carry out community-basedproduction projects,incentivizing participation byyoung people;

rural youth and the promotionof non-farming incomegenerating activities.Competitive mechanisms areforeseen in project designs.

2014, IFAD country programmeimplementation will officially move fromthe Ministry of Agriculture to theMinistry of Economy, Planning andDevelopment, and its implementationstructure in the field entirely revisited,in light of the country programme'sinsertion into a broader policyframework, i.e. as the ruraldevelopment articulation of a NationalDevelopment Strategy.

DominicanRepublic

CE 13 CTRY STR INF If continued support is to beprovided for social works,explicitly define therelationship betweencommunity representation andgrass-roots organizations withrespect to responsibilities formaintenance and possiblefuture expansion of the works;

No further support in this areasis envisaged within the currentcountry programme (COSOP).

NA 2012 The current country programme's entrypoint is the Business Plan - acombination of tools for farmers'associations and producerscooperatives' capacity-building,training, productive investments andconnection to market outlets andinclusive value chains. It is expectedthat a more equitable access tosustainable productive initiatives andinclusion of family famers into morelucrative markets shall result in theimprovement of social well-being ofcommunities involved.

DominicanRepublic

CE 16 CTRY STR DES In terms of food security, aninvestment should be made indesigning a program withprospects for improvementover the medium to long term,rather than the short term, aswell as exploring the possibilityof combining it withgovernment subsidies.

Food security is addressedmostly by the project in thewestern (border) area byfocusing on food staple crops(such as beans, cereals).Possible linkages withConditional Cash Transfer(CCT) programmes are beingexplored.

O 2012 The current re-orientation of IFADcountry programme in DR is centred onits integration in the NationalDevelopment Strategy and the Multi-year Rural Development Plan. Foodsecurity is a key element of this planand IFAD projects are now geared tocontribute directly to its improvementon a national scale.

IFAD's Private Sector Development and Partnership Strategy - Corporate level evaluationIFAD CLE 8 IFAD PLCY PRM A separate private-sector

development financing facilityshould be established.

This was not supported by theExecutive Board. There wereextensive discussions duringthe 104th session (when thestrategy was presented anddiscussed). However, the Boarddid not fully support theproposal for a financing facility;therefore Management decidednot to pursue this option further.

NA 2012 This was not supported by theExecutive Board and therefore there isno real substantive update, sinceManagement cannot pursue this optionfurther.

IFAD CLE 9 IFAD STR HR IFAD should assess thehuman resources and

This was not supported by theExecutive Board. The feasibility

NA 2012 The feasibility study was notconducted, again due to non-approval

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organizational architectureneeded to appropriatelymanage IFAD private sectordevelopment.

study was to be conducted inthe context of the separatefinancing facility. However,there have been otherinitiatives to strengthen staffcapacity towards bettermanaging private sectordevelopment. This includesassigning a Senior TechnicalAdviser on private sectordevelopment, recruiting anothertechnical adviser on ruralmarkets and enterprisedevelopment; strengtheningknowledge managementthrough workshops.

by the Board. However, humanresources in IFAD have been greatlystrengthened. IFAD now has a seniortechnical advisor on private sectordevelopment and a technical advisorworking on rural markets andenterprise development, in theTechnical Advisory division (anotheradvisor to be recruited in 2014). Aprivate sector partnership and resourcemobilization officer has also beenrecruited to broker global partnerships,in the Partnership and ResourceMobilization division. Two AssociateProfessional Officers (one in eachdivision) are also supporting the workaround private sector development andpartnerships.

B. Country and project evaluations from PRISMA 2011Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Up Status PRISMA

year Update in 2014

Argentina - Country programme EvaluationArgentina CPE 3 CTRY STR ASR The increased resource levels

would also be based onconsidering alternativedefinitions of rural populationsto those used in officialstatistics to determine thepercentage of rural population,one of the variables included inPBAS calculations. IFAD, incollaboration with regionalpartners (e.g. the UnitedNations EconomicCommission for Latin Americaand the Caribbean, and theWorld Bank) and nationalpartners (the NationalStatistics Institute [INDEC],Ministry of Agriculture,Livestock and Fisheries(MAGyP) and the NationalAgricultural TechnologyInstitute [INTA]), can contributeto opening a debate onstatistical criteria for identifying

The debate is wide open and arecent World Bank studyestimates that, by using OECDcriteria to classify urban-ruralpopulation, rural population inArgentina would triple. Nationalstatistics are unlikely to changein the short term, for internalreasons; however, scientificevidence that the Argentineanrural population is closer to40% than to the currentlydeclared 11% is alreadyavailable. And even usingcurrent official statistics, overone million Argentinean ruralinhabitants have one or moreunmet basic needs and can beclassified as poor.

O 2011 The debate is wide open and a recentWorld Bank study estimates that, byusing OECD criteria to classify urban-rural population, rural population inArgentina would triple. Nationalstatistics are unlikely to change in theshort term, for internal reasons;however, scientific evidence that theArgentinean rural population is closerto 40% than to the currently declared11% is already available.

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rural population.Argentina CPE 5 CTRY STR PMA IFAD should ensure the

highest quality in technicalsupport during project designand implementation toaccelerate the achievement ofresults and overall portfolioexecution.

Final design will privilege TAselection mechanisms thatreward good performancethrough beneficiaries'participation and cost-sharing

O 2011 Programme implementation nowprivileges TA selection that rewardsgood performance through beneficiaryparticipation and support to farmerorganisations' capacities.

Argentina CPE 7 CTRY STR INN A dialogue should beundertaken with theGovernment and other keyactors in the sub-region toidentify innovations.

The main innovation area thenew programme will face is toset up sustainable ruralfinancial services. Gendermainstreaming and youth willalso be at the center ofPRODERI's (Programa deDesarrollo Rural Inclusivo)development support

O 2011 This has been developed further andkey partners engaged. Closerinteraction for joint learning isunderway with the UCAR (Unidadpara el Cambio Rural) and keypartners (IDB and WB).

Argentina CPE 9 CTRY STR RFI IFAD should intensify itsinteraction with theGovernment of Argentina inconnection with financing forthe small-holder farmingsector, which the Governmentis tackling in terms of accessto resources.

Intense interaction is currentlyunderway with Government ofArgentina in this thematic area.The UCAR has recentlyrecruited a rural financialservices (RFS) expert toundertake a sector study. IFADwill integrate PRODERI's finaldesign mission with at least oneRFS expert.

O 2011 Intense interaction is now underwaywith Government of Argentina in thisthematic area, involving the UCAR'srural financial services (RFS) expertand project specific staff. IFADcontinues the dialogue with the UCARon the quality of the RFS interventionsin the framework of projectsupervision.

Argentina CPE 10 CTRY STR INN Based on work done throughhorizontal cooperation betweenArgentina and Brazil andArgentina and Chile – both withIFAD support – the search forinstitutional innovations insupport for small-holderagriculture could be pursuedfurther.

Government of Argentina (GoA)is aware of the need to achieveinstitutional innovation in thisarea. The REAF MERCOSURhas offered a platform whereproposal for new legislation onRFS have been developed,discussed and approved as arecommendation toMERCOSUR member States'governments, includingArgentina

O 2011 The same efforts are underway. GoAis aware of the need to achieveinstitutional innovation in this area.The REAF MERCOSUR has offered aplatform where proposal for newlegislation on RFS have beendeveloped, discussed and approvedas a recommendation to MERCOSURmember States' governments,including Argentina.

Argentina CPE 12 CTRY STR RFI Two experiences in theArgentina rural context warrantconsideration through adialogue, exploring optionswith the private sector aswell:(b) loans granted toproducers' cooperatives

The final design mission willintensify contacts with theprivate sector to seek newpartnerships that can be testedin the early stages ofprogramme implementation.

O 2011 IFAD is exploring options tocollaborate with the private sector infinding innovations in Argentina,including with UNILEVER. However,RFS are not yet part of these efforts.

Argentina CPE 20 CTRY STR FLD It is recommended that IFADand the Government, in

Although necessary, countrypresence is currently not

PA 2011 This has a similar status as before:since Argentina is not on the list of

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reviewing their long-termrelationship and in the contextof a significant increase in theportfolio, undertake adiscussion on ways ofachieving a country presence.

foreseen, as Argentina is not inthe list of country presencesapproved by the ExecutiveBoard. LAC is currentlystrengthening its country teamthrough the recruitment of aresident fiduciary expert aslong-term consultant.

country presence countries approvedby the Board (but for other efforts, seenote on plans for a regionalpresence). Although necessary,country presence is currently notforeseen. LAC has strengthened itscountry team through the recruitmentof a resident long-term fiduciaryconsultant. Further, IFAD plans toestablish a regional presence from afuture office in Montevideo, Uruguay.

Benin Roots and Tubers Development Programme - Completion EvaluationBenin CE 1 CTRY OPER ASR The evaluation recommended

that thematic studies should beconducted on roots and tubersdevelopment projectscofinanced by IFAD (athematic evaluation of theperformance and impact ofsuch projects in Western andCentral Africa. The evaluationshould pay particular attentionto the impact that recenttechnological, socio-economicand institutional changes in theroot and tuber subsectors havehad on the living conditions ofthe poorest active ruralpopulations and on theenvironment.).

The challenge for Roots andTubers is that those are mainlyproduced by subsistencefarmers. Recent technologicaladvances in Roots and Tubershave had limited impact on thepoor. One hypothesis is that,the demand of improvedvarieties is low because it'sunlikely that farmers will be ableto recover the investment madeto improve production.Furthermore, Roots and Tubersare commodities with very thinmargins. To be attractive,investments in Roots andTubers need to be done on avery large scale. At this time,there seems to be little interestto investigate these issues.

NA 2011 This situation in Benin remainsunchanged with regard to this issue.Few producers are willing to purchasethe improved varieties of Roots andTubers. Because production remainsin the realm of small scale production,there is little interest to make largeinvestment in technologicaladvancements. Efforts are underwayto sensitize producers about theadded value of improved varieties aswell as the benefits of organizing intoa group with the responsibility toprovide cooperative services to itsmembers.

Benin CE 3 CTRY STR INN The evaluation recommendedinnovating on approaches andtechnologies designed infavour of the poorest roots andtubers producers andprocessors, to develop theirpotential for contributing toagricultural and ruraldevelopment, and to play adirect role in improving theirliving conditions. It wasrecommended that theseapproaches should be part ofthe implementation strategy forBenin’s National Policy onRoots and Tubers Promotion.

The MAEP (Ministry ofAgriculture, Livestock andFisheries) is currentlyexamining how to address theneeds of the poorest roots andtuber producers and processorsso they can develop theirpotential for contributing toagricultural and ruraldevelopment to play a directrole in improving their livingconditions. Ways forwardinclude partnerships andthematic studies.

O 2011 The MAEP (Ministry of AgricultureLivestock and Fisheries) has had anumber of changes of leadership andeach came with a different focus. Withthe PADER now closed, Roots andTubers are targeted with the PACER -projet d'appui à la croissanceéconomique et rurale. The focushowever is on professionalization andaccess to market. Many of the samehouseholds targeted with the PDRTare now receiving capacity buildingservices to help them transform theirproducts according to specific normsand sell them on local, national andregional markets.

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Benin CE 4 CTRY STR TGT The evaluation recommendeddeveloping an effectiveapproach to target the poorestroots and tubers producersand processors. It suggestedthat project monitoring andevaluation systems should beused to ensure that the targetgroup is actually beingreached.

Many of the PDRT (Roots andTubers DevelopmentProgramme) activities havebeen incorporated in thePADER (Rural DevelopmentSupport Programme). Thecurrent targeting strategy is tofocus and institutionalize thelearnings with the existingbeneficiaries but not to expandit to new target groups. Thisrecommendation is beingevaluated and will be reviewedduring follow-up missions.

O 2011 Same approach: Many of the PDRT(Roots and Tubers DevelopmentProgramme) activities have beenincorporated in the PADER (RuralDevelopment Support Programme)and subsequently in the PACER(Rural Economic Growth SupportProject) with the closing of thePADER. The current targetingstrategy is to focus and institutionalizethe learnings with the existingbeneficiaries but not to expand it tonew target groups.

Benin CE 5 CTRY OPER TGT The evaluation recommendedactively combining support forproduction and processingwithin each of thedisadvantaged households,which would entail workingsimultaneously with the menand women from the samehousehold.

Many of the PDRT activitieshave been incorporated in theRural Development SupportProgramme (PADER). Thisspecific aspect will be lookedinto during the upcomingsupervision missions. Thisrecommendation is beingevaluated and will be reviewedduring follow-up missions.

O 2011 In targeted households, the relevantproject now works with both men andwomen. Many of the PDRT (Rootsand Tubers DevelopmentProgramme) activities have beenincorporated in the PADER (RuralDevelopment Support Programme)and subsequently in the RuralEconomic Growth Support Project(PACER) with the closing of thePADER.

Benin CE 7 CTRY OPER TGT The evaluation recommendedpromoting private services thatare accessible to the poorestproducers and processors,such as the supply of inputs(plant material, fertilizer etc.)and access to credit, which areessential for intensification ofroots and tubers production

This recommendation is beingevaluated and will be reviewedduring follow-up missions.

O 2011 The PACER has a financing windowto provide financial services to smallholders engaged in any of the 4cultures targeted. The financing is forworking capital, inputs and smallequipment.

Benin CE 8 CTRY OPER TGT It was suggested to establishprocessing workshops fordisadvantaged women, whichwould be collectively ownedbut individually used, andtechnically designed tooptimize labour productivityand respect both womenprocessors’ working conditionsand the environment.

This recommendation is beingevaluated and will be reviewedduring follow-up missions.

O 2011 This recommendation has been fullyfollowed up by trying the approachesrecommended. The PADER hasexperimented with collectively ownedprocessing shops. In most instances,the experience has not yieldsatisfactory results. Because thefacility is collectively owned, inessence it belongs to no one andmaintaining the shop and theequipment has been a challenge.Under the PACER, the project issupporting privately owned processingshops where small holders can

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transform their products in return of asmall fee.

Benin CE 9 CTRY OPER TGT It was recommended tofacilitate market access for thepoorest, for example byorganizing small-scaleproducers and processors intomarketing associationsequipped with storehouses inproximity to markets, supportthe establishment of a (private)demand and price informationnetwork, and developrelationships with the variousactors in roots and tubersvalue chains so that ways oflowering transaction costscould be jointly sought.

Systems will be put in place toensure that the poorest are notleft out.

O 2011 These issues have been addressedwith the PACER. Small holders areencouraged to organize themselves orto join already established groups ororganisations. The PACER providesmarket information and facilitates thedevelopment of networks forsmallholders to facilitate access toinput, improve consumer knowledge,and increase market access.

Benin CE 10 CTRY OPER TGT It was recommended tocombine the data generated bythe market price collection andmonitoring system coordinatedby the National Food SecuritySupport Office with thosecoming from the productionand productivity monitoringsystem piloted by the Rootsand Tubers InformationSystem, in order to carry outprospective analysis onchanges in supply anddemand for roots and tubersproducts. Such analysis shouldthen be used by public-sectortechnical services to adviseroots and tubers producersand processors on marketprospects, not to push themtowards speculation but tosensitize them to trends andrisks relating to changes inmarkets and prices

The recommendation iscurrently under review at theMAEP (Ministry ofAgriculture and Fisheries).Follow-ups will be initiatedduring upcoming supervisionmissions.

O 2011 This recommendation is still underreview. The continuous change inleadership within the Ministry ofAgriculture poses the challenge ofbuy-in and later on accountability.

Benin CE 11 CTRY OPER TGT The evaluation recommendedhelping rural men and womenworking in the subsector toorganize to defend theirinterests, in order to obtainbetter working conditions

This recommendation is beingevaluated and will be reviewedduring follow-up missions.

O 2011 Upon evaluation of therecommendation it was determinedthat if falls outside project activities.

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(proper pay, working hours,safety and hygiene, jobsecurity etc.).

Benin CE 13 CTRY OPER PRM The evaluation recommendedstrengthening and rationalizingthe production chain for plantmaterial of improved varietiesand expanding it to other rootsand tubers.

The recommendation iscurrently under review at theMAEP. Follow-ups will beconducted during upcomingsupervision missions.

O 2011 This aspect is being addressed withthe PACER. The approach ofimproving plan material in the PDRTand later on the PADER has beenreplicated with rice, pineapple andsoybean under the PACER.

Benin CE 14 CTRY OPER SUS The evaluation recommendedcontinuing to disseminatesustainable productiontechnologies for roots andtubers (technical fiches in locallanguages, group training,demonstrations, radiobroadcasts etc.)

This recommendation is beingevaluated. Follow-updiscussions will be conductedduring upcoming supervisionmissions.

O 2011 This aspect is addressed in thePACER through the communicationand knowledge managementprogramme of the project.

Benin CE 15 CTRY OPER PRM The evaluation recommendedimproving quality managementand marketing organization forcassava flour. To this end,greater stress should beplaced on setting up productionunits based on the ALITECHmodel, i.e. small or mediumenterprises equipped withminimum equipment, such as agreater, press and gas dryer orsolar tents.

This recommendation is beingevaluated. Follow-updiscussions will be conductedduring upcoming supervisionmissions.

O 2011 This recommendation was initiallyimplemented in the PADER and lateron pursued in the PACER.Adjustments are being maderegarding the ownership of thesetransformation units as mentionedabove.

Benin CE 16 CTRY OPER PRM The evaluation recommendedcontinuing to work ondeveloping quality standardsfor roots and tubers productsand putting in place a qualitycontrol system and a producttraceability and certificationsystem

This recommendation is beingevaluated. Follow-updiscussions will be conductedduring upcoming supervisionmissions.

O 2011 This recommendation has now beenimplemented with the PACER.

Benin CE 17 CTRY OPER ORG The evaluation recommendedencouraging producer andprocessor groups to evolvetowards service cooperatives,on the basis of their members’objectives (in order to facilitateaccess to inputs, information,credit, markets etc.) orlobbying associations (in orderto strengthen their members’bargaining power vis à-vis

This recommendation is beingevaluated. Follow-updiscussions will be conductedduring upcoming supervisionmissions.

O 2011 This recommendation has now beenimplemented with the PACER.

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public and private serviceproviders). In the long term, ifthe need is felt within thesegrass-roots organizations, theyshould be helped to formfederations.

Benin CE 18 CTRY OPER PMA The evaluation recommendedreplicating the results-basedpayment model for public andprivate service providers in thecontext of other IFAD-financedprojects.

This recommendation is beingevaluated. Follow-updiscussions will be conductedduring upcoming supervisionmissions.

O 2011 This recommendation has now beenimplemented with the PACER.

China West Guanxi Poverty Alleviation Project - Completion EvaluationChina CE 6 CTRY STR DES In settings where food-for-work

(FFW) and food-for-training(FFT) is deemed essential forbroad participation andcoverage, a second generationsolution should be devisedwith the Chinese authorities,for instance by linking donor-funded projects withgovernment programs forinfrastructure and humancapacity building.

After the completion of WGPAP(West Guangxi Poverty-Alleviation Project), thegovernment has continuedfinancing the development ofinfrastructure and training offarmers in rural areas.Therefore, no food-for work andfood-for training is foreseenunder GIADP (GuangxiIntegrated AgriculturalDevelopment Project) to befunded from WFP or otherdonors. GIADP will be co-financed by the government(National and Provincial) andIFAD only.

NA 2011 Food-for-work and food-for-traininghave been discontinued for all IFADprojects in China. Instead the projectswork closely with government andother donor supported projects tomainstream direct support forinfrastructure development andhuman capacity building.

China CE 9 CTRY OPER PAR Partnerships with provincialRural Credit Cooperatives(RCC) networks should be puton a completely new footing,by taking into account theongoing reform and byagreeing on a set ofinformation to be shared that isconducive to a real-timeassessment of loan portfoliosand banking performanceindicators in general.

Rural finance service partneringwith Rural Credit Cooperatives(RCC) is not foreseen in theGIADP, since there is no micro-finance component foreseen.But in future projects in thecountry where rural financialservice provision will beconsidered, the partnership withthe RCC network will bepositively considered, take intoaccount the learning fromIFAD's experience in this sectorduring the 2005-2010 COSOPin China.

NA 2011 The two latest projects (ShiyanSmallholder AgribusinessDevelopment Project - SSADeP-project no.1699 and JiangxiMountainous Area AgribusinessPromotion Project - JiMAAP-projectN. 1701), out of the five that weredeveloped for China since GuangxiIntegrated Agricultural DevelopmentProject (GIADP) under the 2010-2015RB-COSOP, have re-introducedimproved rural financial services forIFAD's target groups as majorcomponents. These have beendeveloped on a completely newfooting that aims at providing carefullytargeted Guarantee Facilities thatseek to leverage substantial credit

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funds from formal financial institutions,including RCCs and the AgriculturalBank of China, which are now knownto have substantial liquidity that theyfind hard to place in the hands of thepoor because of risk averseness. Inaddition, more innovative approachesand best practices are being soughtglobally through several means,including a regional grant facility, forsubsequent piloting and incorporationin these new projects.

Innovation - Corporate level evaluationIFAD CLE 17 IFAD OPER HR Efforts in knowledge

management could beintroduced as an indicator inthe annual performanceevaluation process of IFADand of project staff.

While this has not beenimplemented across staff,knowledge management formsa key part of assessingperformance of staff. As part ofthe restructuring processesincluding performanceassessment, this is under activeconsideration.

PA 2011 In October 2013, IFAD launched anew competency framework thatincludes learning and sharingbehaviours, based on a review of bestpractice in organizations globally. Thenew framework clearly integratesknowledge management as acorporate priority that is expected ofall staff at every level in theorganization. The framework will beused in recruitment, performancemanagement, 360 degree survey,staff development and training, and itis expected to foster the integration ofknowledge management in everyorganizational process.

IFAD CLE 18 IFAD STR INN Resources permitting,Management is committed toconducting a cultural analysisto provide a basis for bringingabout the required changes inIFAD’s innovation objectives,capabilities, processes andorganizational climate.Needless to say, this is not aneasy task and will require time.

This has not yet been done,owing to resource constraints;however a number of initiativeshave been taken to enhancestaff participation in knowledge-sharing and innovation, thisincludes the knowledge eventsmentioned, encouraging stafffrom different divisions toparticipate, initiating staffawards which rewarded (amongother criteria) innovation.

NA 2011 This has not been conducted; due toresource constraints the analysis wasnot conducted. See above fororganizational improvements since2011.

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year Update in 2014

Nigeria - Country Programme EvaluationNigeria CPE 17 CTRY STR ORG The development of robust

farmer associations as part ofa stronger local governanceframework that can lead tobetter empowerment of thepoor would be another area ofinnovation for IFAD andGovernment to pursue in thefuture.

The recently closed Roots andTubers Expansion Programme(RTEP) started working onstrengthening farmerassociations. Unfortunately, thetime was not enough toconsolidate this work. It isexpected that theimplementation of the valuechain programme scheduled tobe designed in the next fewmonths will build on theunfinished RTEP work and useit as an entry point for thedevelopment of commodityvalue chains.

O 2010 The Value Chain DevelopmentProgramme (VCDP) for rice andcassava value chains has entered intoforce. Recruitment process for theprogramme team is ongoing in variousstates. Once this team for the VCDP isin place, the formation andstrengthening of farmers groups andproducer groups will be an importantfirst step of implementation. Thediscussion around governance of theseorganisations will build on the RTEP.

Nigeria CPE 19 CTRY STR FLD IFAD should seek ways andmeans of strengthening itscountry presence, for examplein terms of human andfinancial resources,infrastructure, roles andresponsibility.

IFAD deployed extensive effortsto recruit a well experienceCountry Programme Officer(CPO) who has, to someextent, strengthened thetechnical capacity of theCountry Programme Office.Unfortunately, the financialresources have not beencommensurate with thetechnical capacity. Forinstance, the CountryProgramme Office is notendowed with a vehicle to allowfull mobility of the Office stafffor programme supervision andinteraction with other donors.

PA 2010 Done: The CPO was recruited in 2009while a resident CPM was outposted in2011. Both officers have beenaddressing issues to improve oncountry portfolio. In addition, thecountry office engages short-termconsultants on retainer contracts forprocurement and financial managementto help improve on the quality of servicedelivery by programmes and thegovernment of Nigeria. The issue ofmobility has been addressed by havingone office vehicle.

Nigeria CPE 20 CTRY STR FLD The option of out-posting thecountry programme manager(CPM) should be explored.Such an IFAD countrypresence could eventuallyhave a sub-regionaldimension, which would entailthe CPM covering and basedin Nigeria also assumingresponsibilities for IFADoperations in selectedneighbouring countries.

This option is worthwhile andthe IFAD West and CentralAfrica Division has beenreflecting on it on the basis ofits medium-term plan. In themeantime, the pressing need isto strengthen the CountryProgramme Office throughadditional financial means.

PA 2010 This has been done. Associate CountryProgramme Manager (ACPM) wasoutposted in 2011

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Sudan - Country Programme EvaluationSudan CPE 4 CTRY STR NRM Land tenure, traditional rainfed

cultivation, overgrazing andlivestock should continue to beaddressed. However,consideration should be givento pursuing these in a morefocused and systematicmanner to ensure greaterintegration and synergies inthese areas.

The country team will beproducing a detailed analysis inthe second semester 2010 onthe constrains and lessonslearned from the land tenurereform process and its outcomein the context of the GashSustainable LivelihoodsRegeneration Project (SD-630).With regards the opening ofstock routes and managementof the mobility of pastoral herds,the experience of the WSRMP(loan SD-655) is still in theconsolidation phase and beingmonitored in the context of thedirect supervision missions.

O 2010 Land tenure and Natural resourceManagement (NRM) have beenretained as key priority area for policydialogue in the RB-COSOP for Sudanendorsed in December 2013, toimprove rights of pastoralists andsmallholders. This will includeestablishment of a NRM framework atstate level and enhanced policydialogue at national level. The COSOPhas also reflected the lessons learntregarding land tenure issues drawnfrom the Gash Sustainable LivelihoodRegeneration Project (GSLRP) aspresented in the Completion Report andfrom the ongoing projects such as theWestern Sudan ManagementProgramme and the Butana IntegratedRural Development Project.

Sudan CPE 5 CTRY STR INR Notwithstanding theprogramme’s goodperformance in the areas ofrural finance or institutionalinnovations, the Evaluationrecommends that IFADredouble efforts in promotingpro-poor agriculturalinnovations. These have beenweaker than innovations in theother programme components.A more systematic approach toreplication and scaling up ofagricultural innovations shouldalso be developed.

In collaboration with Mr CheikhSourang, the country team islearning to use the scaling upframework for its on-going andfuture operations. The work isstill under progress.

O 2010 The RB-COSOP has envisaged thescaling-up of three key innovations,concerning rural finance, CBOs andrangeland management under theongoing and pipeline projects. It willalso provide a framework for thescaling-up of a successful World Bankexperience in livestock production andmarketing which is currently underdesign: the Livestock MarketingResilience Project (LRMP).1. Rural finance. The three successfullypiloted delivery models for rural finance(bank-owned microfinance, community-owned apex institutions, and women’ssavings and credit groups), will bescaled up. These models are centredon the formation of women’s savinggroups and therefore present anexcellent opportunity to focus on genderequity and women’s empowerment.2. CBOs (Community-basedorganizations). Scaling up the numberand scope of CBOs has the potential toimprove productivity, resilience toclimate change, good stewardship ofnatural resources and community-based extension, and also to create and

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improve value chains. Piloting hasshown that people are willing to pay forservices and able to democraticallymanage their organizations andconduct business. CBOs provideopportunities to focus on young peopleand women’s empowerment.3. Rangeland management. Goodmanagement of social fencing has beenshown to increase rangeland andanimal productivity, and to bring otherbenefits, e.g. increased social capital,formation of community assets such aswater points and fodder storage,increased employment opportunities,reduced conflict among settled andmobile livestock keepers, and reduceddependence on distant grazing. Theprinciple is that settled communities andagro-pastoralists agree to improve theproductivity of common rangelandsaround their village.Good management of social fencingcontributes to realizing the vision forsustainable management and toimproving the climatic resilience ofnatural resources.In addition, newinnovative approaches will be tried inthe Sudanese context, such asdeveloping public-private partnerships(PPP) in livestock, which is currentlyexplored in the design of the LRMP,and seed production, in the ongoingproject Seed Development Project.Possibilities for further application ofPPPs will be investigated. Collaborationwith research agencies, such as theAgricultural Research Corporation(ARC) will be continued to develop newtechnical innovations to enhanceproductivity and climate changeresilience.

Ethiopia - Country Programme EvaluationEthiopia CPE 8 CTRY OPER PMA Within rural finance, efforts

need to be made in automatingthe manual systems andintroducing proper, real time,management information

The second phase of theongoing Rural FinancialIntermediation Programme,slated for EB presentation in2011, will include specific

O 2010 RUFIP II is now in its second year ofimplementation. The project hasallocated close to US$5 million forcapacity building to upgrade MISsystems for both the MFIs as well as

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systems. investments to strengthen theexisting Micro-IrrigationSystems (MIS) systems ofparticipating Multi FinancialInstitutions (MFIs).

the Savings and Credit Cooperative(SACCO) sub-sector. Yet this amount isstill not adequate for the whole sector.In that regard, the large MFIs haveopted to use their own resources toautomate and have left the capacitybuilding grant for the smaller MFIs touse under the direct guidance andtechnical assistance provided for byAEMFI (The Association of EthiopianMicro Finance Institutions) Coupled withthis, IFAD in partnership withUNCDF/ILO has put together aproposal for an additional USD10million for RUFIP II to push forward thee-banking and mobile money as well asmicro insurance and data collectionusing the FINTRUST Framework andall this under the financial inclusionagenda. The project will also benefitfrom the MIX market methodologyproject currently under PTA and RUFIPII will implement that in its MFI sub-sector

Ethiopia CPE 19 CTRY STR PAR The complexity of diverseprocurement procedures withthe cofinancier (AfDB) andcooperating institution (WorldBank) has not been conduciveto smooth implementation andshould be avoided unless oneset of procedures and rules forprocurement can be agreed.

Noted and appropriatemeasures taken to forestallsuch protracted procedures.However, the complexity ofprocurement procedures is aninevitable cost of co-financing.

PA 2010 After intensive discussions withGovernment and AfDB and the WBduring design and partners, it wasagreed to use one system i.e. the IFADprocurement system. The project is nowdirectly supervised by IFAD. The WB isno longer supervising the project.Hence, this is no longer an issue for thisproject.

Pakistan - Country Programme EvaluationPakistan CPE 7 CTRY STR TCB IFAD should build up the

capacity both of localgovernments (at the district,tehsil and union levels) and ofrepresentatives of electedbodies (e.g. village councils,local legislative assemblies,etc.) that play an important rolein planning and resourceallocation for rural povertyalleviations at the grass-rootslevel and in promotingaccountability andtransparency of local

See 5 above. It should be notedthat currently there are a lot ofuncertainties on the prospect ofdecentralisation and devolution.

PA 2010 IFAD interventions since 2010 havefocused on building the capacity andstrengthening community organizationsand relying on line departments atprovincial and sub-provincial level forthe delivery of services.

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administrations involved inIFAD-supported projects.

Pakistan CPE 9 CTRY STR TGT The CPE recommends that theFund continue to support theGovernment in its engagementin disadvantaged, remote andconflict-ridden areas such asthe NWFP (North West-Frontier Province), AJK (AzadJammu and Kashmir) and theFATAs (FederallyAdministered Tribal Areas).However, this requires a muchmore differentiated approachwhich is flexible and adaptedto such challenging areas,paying careful attention to thespecific social context, cultureand priorities of the ruralpeople living there.

For the PBAS 2010-12 cycle,GOP has requested IFAD tofinance two new projectsrespectively in Punjab andBalochistan. This means thatIFAD won't have new projectsin NWFP, AJK and FATA in thenear future.

NA 2010 Geographical priorities are defined bythe Government, in consultation withIFAD. From latest discussions with theGovernment, it seems that theGovernment favours a balanceddistribution of IFAD resources amongprovinces rather than a geographicalconcentration in few selected areas. Anadditional element to be taken intoconsideration is that Provinces have toexpress willingness to receive IFADfunding: a recent case shows that whilethe Federal Government indicatedpreference for using IFAD finances inNWFP, the NWFP Governmentindicated that it was not interested inborrowing from IFAD. Experience andlessons from the South FATADevelopment Project suggest that IFADdoes not have the instruments tosuccessfully operate in conflict areas,and suggest that IFAD do not engage inoperations in highly insecure or conflictareas.

Pakistan CPE 10 CTRY STR PMA In these areas, it will beessential to mobilize specificexpertise for project design,implementation andsupervision.

Agree, but see 9 above. NA 2010 Not applicable, since as per rationaleabove, IFAD will not work with a specialfocus on the conflict areas.

Pakistan CPE 11 CTRY STR STR The interventions in theseareas should be given moretime in project execution,without having negative impacton country PBAS score.

This is beyond operations. NA 2010 Not applicable, since as per rationaleabove, IFAD will not work with a specialfocus on the conflict areas.

Pakistan CPE 13 CTRY STR INR Promoting innovations will alsocall for greater synergiesbetween, and the wider use of,the mix of instruments (loans,grants, policy dialogue, etc.)available to the Fund as wellas enhanced countryinvolvement in and ownershipof grants.

This remains a challenge,especially in terms of loan /grant linkages and countryownership of grants (particularlyregional ones). However, effortshave been made to enhancethe synergies, e.g., the betterintegration of lessons fromgrant projects into the design ofloan operations (e.g., Punjab).

PA 2010 There has now been progress againstthis recommendation, e.g. in therecently approved LAMP a grantcomponent to support policydevelopment has been included in theproject design (although this has notbeen pursued systematically).

Pakistan CPE 14 CTRY STR INR Innovative approaches areneeded in a number of areas

No major actions yet, due toeither varied operational

PD /pendin

2010 Projects developed since 2010 havetried to include more innovative

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such as remittances (savingsaccounts, investmentopportunities); migration(improving the value oflandless people on theemployment market throughvocational training and helpingthem find employment in smalltowns, urban centres andoverseas); promotion of localgovernance; and the use ofgrants (as opposed to loans) tosupport efforts by largerdevelopment actors in conflictareas such as FATAs.

priorities or limitation ofinstruments.

g approaches in project design, althoughin many cases provision of basicservices rather than innovativesolutions was the main focus of theprojects. Experience and lessons fromthe South FATA Development Projectsuggest that IFAD does not have theinstruments to successfully operate inconflict areas, and suggest that IFADdo not engage in operations in highlyinsecure or conflict areas.

Pakistan CPE 15 CTRY STR FLD IFAD should establish a moreconsolidated and permanentcountry presence in line withExecutive Board approvedpolicies and budget allocation(one option to strengthencountry presence in Pakistanis to outpost the CountryProgramme Manager fromRome).

Pakistan is IFAD's official list ofcountries where the countryoffice will be formallyestablished and be led by anout-posted CPM. IFAD hascommunicated with GOP on thematter.

O 2010 A Country Office has been established,although a formal Host CountryAgreement has not been signed withthe Government - the Country Office isthus not formally accredited. TheCountry Office is led by a CountryProgram Officer (CPO). Although theoption of outposting a CPM in Pakistanhas been considered, at the moment itdoes not seem one of the prioritycountries for outposting.

Guatemala Rural Development Programme for Las Verapaces - Interim EvaluationGuatemala IE 11 PROJ OPER SUS The evaluation recommended

that a review be performed,together with FONAPAZ (theNational Fund for Peace), ofPRODEVER’s (RuralDevelopment Programme forLas Verapaces) currentoperating and financialcapacity, includingGovernment contributions, upto the programme’sconclusion.

This is a recommendation thatoverlooks the country’s financialreality and the consequentbudgetary restrictions. Despitethe current financial constraints,the programme has met itstargets. Government’scontribution is limited in the newprogrammes to taxes andduties.

PA 2010 The recommendation was fullycomplied with, and the project wasclosed in March 2012.

China Qinling Mountain Area Poverty Alleviation Project - Interim EvaluationChina IE 1 CTRY STR DES The continuing pockets of

poverty in the projectprovinces suggest that there isa valid reason for proceedingwith a follow-on project. Afollow-on project should beconsidered with a continuing

PI is in the process of a countryprogram review and an updateof this COSOP for China. Afollow up project has beenconsidered by both China andIFAD, but a final decision wasnot yet taken.

O 2010 A follow up project, Shiyan SmallholderAgribusiness Development Project(SSADeP) (Project No.1699) has beendesigned and approved in December2013 for the same project area inHubei. The key elements from QinlingMountain Area Poverty Alleviation

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focus on areas of poverty. Thedesign process should retainkey elements such as:targeting the pooresthouseholds, participation ofwomen and farmers in villageplanning processes, anintegrated and specificpackage of interventionsaddressed to the needs of thevillagers, and a projectmanagement process thatstrengthens local governance.

Project (QAPRP) have been retained inaddition to refocusing activities onmarket linkages, value chaindevelopment, agribusinessdevelopment, and rural financialservices, in line with the new emphasisunder both government and IFADstrategies.

China IE 2 CTRY STR DES IFAD and the Government ofChina (GOC) should worktogether on identifying whichaspects of project design mustbe compliant for the wholeproject period and whichaspects can be subject tochange in line with projectconditions.

IFAD and GOC work closelyand continuously on theseaspect in ongoing projects inthe sphere of supervision andevaluations.

O 2010 IFAD and GOC now review IFAD'scomparative advantage and the agreedIFAD country strategy, and all newprojects are aligned accordingly withthe appropriate degree of flexibility, asand when necessary, to ensuremaximum impact.

China IE 5 CTRY STR DES A clearer investmentmechanism is required pervillage so that the greatesteconomies of scale andoptimum benefits can beachieved. In project design,guidelines for an investmentquota could be defined basedon area, population, andpotential.

This is under consideration forinfrastructure investments in theoncoming projects.

O 2010 The new SSADeP (project no. 1699)has been designed taking into fullaccount the actual needs of the villagesto be included, through a careful needsassessment by the VillageImplementing Groups, in closeconsultation with the township andcountry project management offices. Allsuch demands have been compiled,consolidated and reviewed by theproject leading groups at all the relevantlevels. And once approved theresources are transferred depending onthe nature of the activities and themanner of their implementation (i.e.community execution by force accountversus competitive bidding for majorcivil works like roads and irrigationrehabilitation).

China IE 9 CTRY STR ASR Further analysis is required interms of the characteristicsand needs of migrant labourand the attitude of householdstowards external employmentopportunities.

This could not be addressedthus far.

PD 2010 Further analysis carried out during thedesign of SSADeP has highlightedsome of the needs of migrant labourers,who have acquired new skills and extraincome from their travels and haveshown renewed interest to return totheir roots and reinvest in micro and

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small enterprises and/or cooperativeswith the small producers back home.On the other hand the same analysishas indicated renewed interest of somepoorer villagers to consolidate theiragricultural lands and subsequentlylease these to more professionalfarmers, and they will become wagelabourers or migrate seasonally insearch of work and more income. In thelatter cases it has been shown that rentof the land constitutes a significantshare of total family income of themigrants. SSADeP was designed toaddress the needs of both these twogroups through, inter-alias: (1) buildingstrong market linkages for theenterprises and cooperatives willing toengage or include the small farmers intheir midst or as equal partners; (2)supporting the on-farmer developmentof this newly consolidated farms forhigher productivity and commercialisedproduction for niche value chains; etc.

Philippines Western Mindanao Community Initiatives Project - Interim EvaluationPhilippines IE 10 CTRY STR SUS Clarity of responsibilities is

also important if the projectcovers parts of AutonomousRegion in Muslim Mindanao(ARMM) as well as Region 9(e.g. in Basilan).

Programme does not coverthese areas

NA 2010 The new FishCORAL undergovernment review covers two bays inARRM. Project management in ARMMuses the region's autonomousstructure. Management accountabilitiesand responsibilities of eachimplementing unit are specified. Thereare clearly terms of references for theproject staff in ARMM as well as forother regions.

Philippines IE 11 CTRY STR PMA Project management in conflictzones: Project execution andsupervision andimplementation supportmechanisms need to beflexible, given the constantlychanging securitycircumstances in the region.

The INREMP is not going tocover the deep conflict affectedareas covered under WMCIP.Nevertheless, the managementof the project is flexible andlargely dependent on the localconditions at any givenprovince or municipality.

NA 2010 The use of ARMM's autonomousstructure gives FishCORAL projectexecution adapted to the region'spolitical situation and admin structure.Project is managed by the Bangsamoropeople and within their systems, thusproviding flexibility and at the level ofsupervision and implementationsupport.

Philippines IE 15 PROJ STR SUS Mindanao conflict andregulation of resource use:Future projects must recognizeand support the dynamics of

If conflict affected areas areincluded under the projectthese recommendations will beexecuted.

NA 2010 FishCORAL has consulted the tri-communities in the target areas duringthe project formulation. The projectdocumented the indigenous peoples in

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tri-communities (Muslim,Christian and IndigenousPeoples) in conflict areas bybringing these partnerstogether to resolve conflictsand manage naturalresources.

the target bays. Project's strategyrespect indigenous ways in the deliveryof Project services in close consultationwith the local communities.

Philippines IE 16 GOV STR NRM Environment: The influx ofmining activities within the fourprovinces poses a clear threatto the sustainability of WMCIPand needs to be kept underreview. If there is no IFADfollow on intervention, as partof the mainstreaming, DAR(Department of AgrarianReform), DENR (Departmentof Environment and NaturalResources), and relevant LGU(Local Government Unit)should be involved in thisreview.

Since IFAD does not have afollow-up project in the exactareas covered under WMCIPthere is no information availableabout the follow-up from DAR,DENR and LGUs on thisrecommendation.

NA 2010 Three provinces under WMCIP arecovered in Project CONVERGE. Theclusters of agrarian reform communitiesthat will undertake value chaindevelopments under ProjectCONVERGE have not reported threatsdue to mining activities in their areas.DAR, DENR and relevant LGUs areinvolved in this review of potentialinterventions in relation to miningactivities.

Philippines IE 23 PROJ OPER RFI Credit: A different creditmodality should be sought withother government entities. Thisshould take into accountlessons learned from theevaluation of the previouslyIFAD-funded Rural Micro-Enterprise Finance Programand the recently launchedRural Micro-EnterprisePromotion Project (RuMEPP).For example, RuMEPP’s effortto use the credit funds as adeposit/guaranty in the SmallBusiness Guaranty andFinance Corporation workingin partnership with MFIs is astep in the right direction.

No credit facility is foreseenunder INREMP. Provision has,however, been made to linkwith existing credit providers inthe areas to be covered.

NA 2010 There are no credit facilities for the twonew projects of FishCORAL Project andProject CONVERGE. Projectbeneficiaries will be linked to existinglocal banks or micro financinginstitutions located in their areas forcredit access.

Philippines IE 24 CTRY STR PAR Environment: If a follow onintervention continues to workin coastal areas, greater efforthas to be made to enhance theinvolvement of the DA(Department of Agriculture) -Regional Field units andBureau of Fisheries and

No coastal areas are coveredunder INREMP as activities willbe concentrated along thecatchments in the upper riverbasins.

NA 2010 FishCORAL is implemented by theDepartment of Agriculture-Bureau ofFisheries and Aquatic Resources(DA/BFAR). There will be four regionalBFAR Field management units for thisproject. In the new project, DA/BFARworking with LGUs will providetechnical assistance and extension

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Aquatic Resources, especiallyin regard to extendingtechnical assistance to thevarious land and waterresource managementtechnologies.

services to the various land and waterresource management technologies.

Philippines IE 25 CTRY STR PAR Department of Environmentand Natural Resources(DENR) complementarity oftwo laws, namely RA 7586 andRA 8550 affecting marine andcoastal resource managementand fisheries in NationalIntegrated Protected AreasSystems (NIPAS), needs to beaddressed. The FisheriesCode (RA8550) is morelocalized and operable at theLocal Government Unit (LGU)level. NIPAS requirescongressional approval acrossa vast stretch of protectedareas.

The cross-sectoral nature ofupper river basin managementcaused the design of INREMPto include the development ofproposals that will resolved theissues of: (a) fragmented andoverlapping policies, legislationand institutional responsibilities;(b) conflicting, contradictory orambiguous regulations andinstitutional roles; (c) insufficientcapacity of concernedstakeholders to ensuresustainable management ofcritical watersheds;(d) ineffective implementationand enforcement of forest andmining laws and regulations;(e) inadequate land tenureclassification; and(g) insufficient funding. TheProject implementation doesnot require that laws or majorpolicies be changedsignificantly, except to ensurethat the policies and regulationsare consistent. Existing lawsand policies are alreadysupportive of INREM approach,except for some inter-sectoralinconsistencies and lack ofimplementation. As a generalstrategy, the Project will seek toempower communities andindigenous peoples and localgovernments, through multi-sectoral bodies and guided byscience-based analysis andeconomic appraisal ofwatershed conditions, to takedecisions on inter-sectoralconflicts (e.g. forests vs. mines,high-value agriculture vs.

NA 2010 The FishCORAL project operates inmunicipal waters under the purview ofLGUs. Municipal water use andmanagement is governed by RA 8550or the “Philippines Fisheries Code" andRA 7160 or the "Local GovernmentCode". The 11 target bays are notunder NIPAS. One of the strategies ofthe project is to establish MarineProtected Areas which is covered byExecutive Order 553 calling for theadoption of Integrated CoastManagement (ICM) as a nationalstrategy to ensure the sustainabledevelopment of the country's coastaland marine resources.

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biodiversity conservation), thatensure sustainability and avoidfurther natural resourcedegradation

Argentina: Rural Development Project for the North-Eastern Provinces - Completion EvaluationArgentina CE 3 CTRY STR PMA Operating regulations –

beyond general guidelines –should be established in thecourse of each specificnegotiation process.

During the Nov. and Dec. 2009training events in Buenos Aires,this requirement wasspecifically discussed and itwas agreed to further detailOperations Manuals, if and asrequired by local and provincialspecificities.

O 2010 No further progress, since operationalmanuals will be developed as and whenrequired by local and provincialauthorities. During the Nov. and Dec.2009 training events in Buenos Aires,this requirement was specificallydiscussed and it was agreed to furtherdetail Operations Manuals, if and asrequired by local and provincialspecificities.

Argentina CE 4 GOV STR ORG Rural development shouldsupport the consolidation ofexisting local and regionalorganizations.

This principle is widelyaccepted by both federal andprovincial authorities.

O 2010 This is part of practice and the principleis widely accepted by both federal andprovincial authorities.

Argentina CE 6 CTRY STR DIA Some processes under waysuch as the policy discussionon rural finance around REAF(Specialized Meeting onFamily Agriculture) initiativesprovide an opportunity fordialogue in this regard. IFAD,in particular, should supportsuch discussion and policy-making processes, identifyingsuccess factors in othercountries and facilitatingexchanges with other projects.In addition, important lessonscan be drawn from successfulexperiences in the country,such as the Social CapitalFund (FONCAP) and theexamples of cooperativesreceiving funding fromPRODERNEA.

There is still much room forimprovement in the RuralFinancial sector in Argentina.Meanwhile, both PRODEARand re-oriented PRODERPAhave no RFS components assuch. As for REAF, the regionalsuccess of this experience,particularly in the MERCOSURarea, has deeply influenced theinternal policy discussions thatled to the institutionalization ofthis sub-sector in 2008, furtherstrengthened in 2009 with theupgrading of family farming to aSecretaría de Estado under theMinistry of Agriculture.

O 2010 Same status: There is still much roomfor improvement in the Rural Financialsector in Argentina. Meanwhile, theregional success of the REAFexperience, particularly in theMERCOSUR area, has deeplyinfluenced the internal policydiscussions that led to theinstitutionalization of this sub-sector in2008, further strengthened in 2009 withthe upgrading of family farming to aSecretaría de Estado under the Ministryof Agriculture.

Argentina CE 12 GOV STR NRM The challenge associated to alarger pressure on naturalresources (water, soil,vegetation) as a consequenceof the expansion of theagricultural frontier, moreintensive production methods,

This area has been neglectedfor a long time, although IFADoperations have had limitedsize to produce important(positive or negative)environmental impacts.Discussions are underway with

O 2010 This area has been neglected for a longtime, although IFAD operations havehad limited size to produce important(positive or negative) environmentalimpacts. Environmental scoping andrisk mitigation was included in theInclusive Rural Development

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and a limited environmentalawareness is a key issue thatneeds to be addressed beyondthe possibilities of individualprojects. This situation calls forpolicy dialogue at local,provincial and national levelsfocusing on sustainability.

GEF unit at IFAD to introducean additional, specificcomponent to the Rural AreasDevelopment Programme(PRODEAR) nationalprogramme with GlobalEnvironment Facility (GEF)funding for environmentalpurposes. The CPE NationalRoundtable Workshop (NRTW)in June 2010 will offer anexcellent opportunity to discussthis further with both theGovernment of Argentina’s(GOA) Ministry of Agricultureand the Secretaría deMedioambiente.

Programme (PRODERI) design, but isnot yet fully applied in implementation.IFAD continues emphasising theimportance in supervision and will alsoreflect it appropriately in the upcomingdesign of the Andean Producers'Project.

Madagascar Upper Mandrare Basin Development Project – Phase II - Completion EvaluationMadagascar CE 3 GOV STR PAR It will be essential that such

partnerships be included bothin the regional developmentprogramme and in communaldevelopment plans, so as toensure coordination ofinterventions, optimal use ofavailable financial and humanresources in the region andcommunes, and, ultimately,ownership of achievements byregional and communalauthorities. The region and itspublic technical services, onthe one hand, and thecommunal developmentcommittees, on the other hand,must play an active role in theformulation and negotiation ofpartnerships, and in thecoordination andimplementation of localdevelopment projects andinterventions of sectoralprogrammes at the regionaland communal levels,respectively.

The budget entry of theseinvestments is made throughdifferent channels. This doesnot facilitate their links.Nevertheless, the region hasmade efforts in the inventory ofthe achievements of differentinterventions.Each IFAD fundedoperations get a regionalsteering committee ensuringparticipation of all majorstakeholders including farmerorganizations.

O 2010 The "commune" and the "region"become the main levels of projectsplanning and activities programming.But partnership promotion and aidcoordination by them remain achallenge because of the diversificationof the investment channels (especiallythrough NGO) due to the last politicalcrisis

Madagascar CE 5 GOV STR STR The development of valuechains, already initiated in theproject area and focused

The strategy adopted by theregions is to focus on a fewvalue chains based on the

PA 2010 The region added 5 more prioritizedvalue chains in order to diversify risksand achieve the various production

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mainly on three irrigated crops(rice, onion and garlic), shouldbe diversified in such a way asto achieve a better balancebetween irrigated crops,rainfed crops and livestock, inorder to reach the maximumnumber of farmer categories,reduce risks related to themarket and the naturalenvironment, and achieve thevarious production objectivesof farmers (food security,income generation, socialstatus, etc.).

regional potentials andopportunities. The value chainsdeveloped by each project(PROSPERER-SupportProgramme for Rural Micro-enterprise Poles and RegionalEconomies, AROPA- Supportto Farmers’ ProfessionalOrganizations and AgriculturalServices Project, PPRR- RuralIncome Promotion Programme)are retained by the region.

objectives of farmers

Madagascar CE 6 GOV STR PRM Better integration must besought both vertically by actingon all the links in the chain,with particular attention to thesupply of agricultural inputsand equipment, andhorizontally by betterintegrating value chains witheach other.

It requires important financialresources and implementationcapacities. It is not feasible forthe entire sector given the lackof means at the disposal of theadministration.The government began toconsider rice (any aspectupstream and downstream ofthe industry for itsdevelopment).

PD 2010 IFAD funded project interventionallowed the region to mobilize othersresources (WB, UE, GIZ, etc.) and todevelop this integration approach. Thisregion now has an updated investmentplan and has become an investmentconcentration area in the country.

Madagascar CE 13 CTRY OPER DES When starting up any project,a summary of projectdocuments in the nationallanguage should be deliveredto representatives of the targetpopulation.

The dissemination of full projectdocument in national languageis not yet feasible given the lackof technical vocabulary of theMalagasy language. Asummary of the project actuallyexist in Malagasy.

PA 2010 The country still faces a lack oftechnical vocabulary of the Malagasylanguage.

Madagascar CE 15 CTRY STR SUS Subsidies to farmer groupscan be justified as a first stepto starting up or intensifying aneconomic activity, but shouldbe gradually replaced byresources mobilized by thepopulation and throughindividual and group credit.

The implementation strategy isbeing developed. This is part ofthe recommendation of thereview of the COSOP in 2008and 2009. Credit is taking amore important part.

O 2010 All IFAD funded projects use onlysubsidies for training need. Farmersgive back the crop inputs they havetaken in the early growing season.

Madagascar CE 17 CTRY OPER SUP It would be beneficial toincrease the number andweight of project reviewsduring the implementationperiod (usually known as ’mid-term reviews’), whichconstitute the most appropriate

The mid-term review of projectsis already done as requested.- The project review just

before the achievement isnot very appropriate for bestfit at the right time.

O 2010 The mid-term reviews of projects aredone as recommended; the prioritiesoutlined are covered.

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occasion to jointly evaluate(Government, project team,IFAD and possibly co-sponsors and the cooperatinginstitution) projectperformance, identify majorconstraints to performance andmake the proper adjustmentsto implementation modalities.

Madagascar CE 24 GOV OPER SUS With support from RMF, theregion should assume fullresponsibility for themaintenance of inter-provincialroads. Roadside dwellers(users’ associations of tracksand roads) should be involvedonly for emergency works(accidental interruptions etc.).

The Region and the Ministry ofPublic Works have worked hardto increase budgets formaintenance. But the needs farexceed available financialresources.

PD 2010 Budget for maintenance was increasedand maintenance was done. TheRegion and the Ministry of Public Worksmobilised funds from the national roadmaintenance fund and from othersprojects.

D. Country and project evaluations from PRISMA 2009Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Up Status PRISMA

year Update in 2014

Brazil - Country Programme EvaluationBrazil CPE 8 CTRY STR TGT In addition to focusing on the

North-east, the Fund shouldconsider the possibility ofexpanding its geographicoutreach to cover the rural poorliving in the Northern areas ofthe country, which also showhigh levels of poverty. IFADshould seek ways and means tosupport indigenous peoples inthe Amazon in consultation withgovernmental agencies forindigenous peoples, such as theNational Foundation for Indians(FUNAI). For this purpose, theLatin America division mightalso consider mobilizingresources from the indigenouspeople grant facility available atIFAD.

After a broad consultationprocess in which participated theFederal Government, StateGovernments and otherinstitutions, it has been agreedduring COSOP preparation tomaintain the geographical focusin the Northeast, although thepossibility to explore otheropportunities in the Amazonianstates is still open.

NA 2009 The agreement with the Governmentof Brazil is IFAD to remain in theNorth-east and not to expand to otherregions. Among the main reasons forthis decision are the high prevalenceof rural poverty in the Northeast andthe limited availability of IFADresources

Brazil CPE 12 CTRY STR RFI IFAD should pay deeperemphasis to strengthening ofrural financial services at the

Brazil counts as a country withbroad rural finance sector withimportant amounts of resources

NA 2009 No additional up-date to what waspreviously mentioned: "Brazil countsas a country with broad rural finance

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grassroots level. Through loans,IFAD could cooperate increating or strengtheningmicrofinance entities capable ofproviding a variety of financialservices, including savings andnon-agricultural loans. Inaddition, there are goodopportunities to expandoutreach to the rural poorthrough retail partnerships.

(PRONAF* and others). In thissituation, IFAD’s directinvolvement in the provision offinancial services is not a priority.

* National Programme for theStrengthening of Family Agriculture

sector with important amounts ofresources (PRONAF and others). Inthis situation, IFAD’s directinvolvement in the provision offinancial services is not a priority."

Albania: Mountain Areas Development Programme - Completion EvaluationAlbania CE 11 CTRY OPER TCB IFAD assistance for the

restructuring of Ministry ofAgriculture, Forestry andFisheries (MAFF) will alsoinclude staff and managementtraining.

The identification of the trainingneeds is ongoing.

O 2009 IFAD support for restructuring hasincluded a number of traininginitiatives:During 2009-2010, 57 FAF-DC personnel attended internationaland national training in subjectcovering: microfinance; Micro andSME(small-medium enterprise)(MSME) financing; customerrelations; procurement and financialmanagement; equity financing andmethodologies, and; anti moneylaundering. A total of 33 staffmembers were trained in-country inFAF-DC operational procedures and30 persons in the newly acquiredbanking softwareDuring 2011, 36FAF-DC personnel attendedinternational and national trainingson: microfinance; Micro and SME(MSME) financing; marketingresearch; equity investment; lendingmethodology and portfolio monitoring.With regards to the new bankingsoftware installed at headquartersand all branches, FAF-DC staff hasbeen trained in loan portfoliomanagement and monitoring;accounting; fixed assetsmanagement; and inventory. During2013, 35 FAF –DC personnelattended international and nationaltrainings on: Full package ofMicrofinance Software trainingprogram required by FAF DC anddeveloped by the Company ASPEKT.The training programs of

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Microfinance Software offered byASPEKT were:a) Functional Usertrainingb) Advance user trainingc)System user trainingd) Production ofRelevant Manuals

Belize: Community-Initiated Agriculture and Resource Management - Completion EvaluationBelize CE 1 CTRY STR STR There should be continued

investment in the southerndistricts of Belize. There are anumber of initiatives developedthrough the project such aslivestock development and beekeeping which still requiresupport to ensure that the fullbenefits from projectinvestments can be realized.

The Government of Belizerequested IFAD to focus on thesustainable and inclusiveexpansion of the access to ruralfinancial services by the ruralpoor population. The provision ofnon-financial services will beensured by the EU-funded BelizeRural Development Project(BRDP). Activities such as thosementioned in the evaluation willbe eligible for both receivingfinancial and non-financialservices.

PA 2009 The Belize Rural Finance Project(BRFP) currently underimplementation supports CreditUnions to provide financial services tocredit-worthy groups, including thosein the southern districts of Belize.

Belize CE 4 PROJ OPER RFI Reflows from the Rural CreditFund need to be quarantined forcontinued support to the twoparticipating credit unions.

The financial sustainability of theCUs have received specificattention during the RFP design:government would continue tosupport the CU needs till theycan access commercial lines ofcredit to meet their needs

PA 2009 As the ultimate goal of the RFP is tosupport the development of asustainable CU movement in Belizeable to provide services with focus onunderserved rural client, the RuralCredit Fund has now started itsoperations. The close collaborationamong PMU, Belize Credit UnionLeague and other partners such asthe Central bank of Belize will allowfor a continuous support to interestedCUs once the RFP will end itsoperations.

Belize CE 14 PROJ OPER DES Future projects should clearlystate their intentions andpotential time frames, andgauge and manage the level ofexpectations generated.

This issue will be carefully takeninto consideration during theimplementation of the RFP.

O 2009 The BRF project currently underimplementation in Belize has realisticobjectives that are expected to bereached within the time frameestablished at design.

Belize CE 16 PROJ OPER ORG The groups to be financed needto either be in existence prior tothe project and/or have specificself-generated objectives and acommon cause. Themethodology of requiringcommunities to form smallgroups specifically to accessfunds is not recommended;

The RFP will increase creditunions' capacity to provide awide range of financial servicesand apply various rural financemethodologies, including grouplending.

PA 2009 The BRFP is strengthening CreditUnions' capacity to provide variousfinancial services, including throughgroup lending. Further, asrecommended, the project is notrepresenting a direct or indirectincentive to create ad-hoc groups inorder to access such services.

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support to individuals may alsobe appropriate.

Belize CE 18 PROJ OPER PMA Project processes need to besufficiently flexible to respond tochanges in project situation,particularly after the mid-termreview (MTR)

IFAD direct supervision willensure flexible and timelyresponse as needed.

O 2009 So far, project processes have beenquite flexible in responding tonecessary changes in projectimplementation. After MTR, the PMUhas managed to respond promptly toall agreed-upon recommendedactions.

Belize CE 23 PROJ STR BEN Policy level review and practicalsupport for decentralization isneeded to assess therepresentation of different ethnicgroups in decision-making fortheir own development.There is a need for communityleaders, both traditional mayorsand local councils to receivemore orientation, training andbasic tools for leadership.

This is not within the scope ofnew IFAD loan-fundedintervention. However, IFAD ispresently financing with a smallcountry grant the National VillageCouncil Association (NAVCO)with the purpose ofstrengthening the Belize incipientdecentralisation process.

PA 2009 The small country grant to NAVCO(through UNDP) helped to sensibilizetargeted local leaders and localcommunities on basic concepts ofrural financial services among otherthings. More attention todecentralization can also be the focusof future IFAD interventions in Belize.

Belize CE 28 GOV STR PAR There is a need for GoB anddonors to consider morepublic/private partnerships inproject management andimplementation.• The mechanism of a Project

Steering Committee (PSC)is a critical partnership forproject implementation andin this regard, issues suchas selection of members,conflict of interest,incentives, etc. must berealistically addressed.

• The GoB should makeelection to PSC/Boardsmore transparent.

The new Rural Finance Policy(RFP) is implemented by theprivate sector through the creditunions.The role and compositionof the RFP Oversight Committeehas been extensively discussedduring the programme designand lessons learnt from previousprojects have been taken intoaccount.

PA 2009 After Mid-term Review (MTR) (2012)credit unions engagement in ruralareas is increasing thanks to theproject. A twinning partnershiparrangement with a reputabletechnical service provider in the fieldof Credit Union (CU) is currentlybeing drafted and is expected toenhance CU sustainability in theprovision of rural finance services.The Programme OversightCommittee (POC) is fully staffed andis having a crucial role in guidingPMU and BCUL (Belize Credit UnionLeague) in their efforts to improveproject performance.

Belize CE 29 GOV STR PMA There is a need to orientate andstrengthen the SteeringCommittee/Board at an earlystage in the project so allmembers understand theculture, responsibilities andrequirements as a member andto make sure that they arecapable of making thenecessary decisions.

This recommendation will beaddressed in the implementationof the RFP.

O 2009 The RFP POC has immediatelystarted guiding the work of the PMUand has a key role in facilitatingproject implementation. The quality ofits performance is outstanding.

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Belize CE 30 GOV STR KM Better communicationmechanisms and practices arerequired at all levels to expeditecritical correspondence,exchange views more regularly,increase mutual understandingof the challenges faced by theproject and lead to more rapididentification of solutions.

This recommendation will beaddressed in the implementationof the RFP.

O 2009 The close collaboration between POCand PMU is a stated fact. The projectis working on the intensification ofknowledge and informationexchanges among C.U.s through theBelize Credit Union League (BCUL).

E. Country and project evaluations from PRISMA 2008Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Up Status PRISMA

year Update in 2014

Morocco - Country Programme EvaluationMorocco CPE 2 CTRY STR STR The new COSOP must take

into account: (i) the changes inthe poverty situation inMorocco, which is now morewell-known thanks to thepoverty map, but also changesin the obstacles to povertyreduction

A poverty assessment will beundertaken during COSOPformulation.

NYD 2008 During COSOP formulation, a povertyassessment (status and evolution) hasbeen carried out on the basis ofavailable data at the national andcommunal level together with povertyreduction strategies. In addition, ananalysis of the economic situation, theNational Initiative for HumanDevelopment and rural developmentstrategy and the newly establishedagricultural development strategy (theGreen Morocco Plan) has beenachieved. Determinants of povertyhave been identified and strategicobjectives have been formulatedaccordingly. A new poverty map hasbeen published in 2010 with updateddata. Targeting in the subsequentprojects has been done based onthese new data.

Morocco CPE 4 CTRY STR PAR (iii) The definition ofpartnerships, includingpartnerships with governmentinstitutions, by broadening thepartnership to take account ofinstitutions that have so farbeen little involved. (…) At thesame time, the definition ofpartnerships with internationalorganizations should be moredetailed, and the role of non-governmental actors and the

A consultation workshop will beheld with other donors andinternational organisationsinvolved in rural development todefine rules of engagementwithin the framework of the newCOSOP.

NYD 2008 The formulation process of the 2009-2014 COSOP included largeparticipatory workshops with severalnational institutions, civil societyorganisations (national and grassrootsassociations and cooperatives) andinternational institutions involved inpoverty reduction and agriculturaldevelopment. The implementation ofongoing projects is based onpartnerships with several nationalinstitutions, associations and

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private sector in theprogramme of cooperationbetween IFAD and theGovernment of Morocco needsto be more clearly defined.

cooperatives. Two projects werecofinanced by international institutions(GEF and OFID) and partnerships areenvisaged with other internationalinstitutions in the new programme forthe development of mountain zones.

Morocco CPE 6 CTRY STR DIA Lastly, the preparation of thenew COSOP should beorganized within theframework of broaderconsultation and coordinationinvolving all public, private andassociational actors, andregular updating andadjustment of the COSOPprogramme should beanticipated, since a strategymust be flexible if it is to adaptto changes in the political,social, economic andinstitutional context.

Broad consultations will be heldduring COSOP formulation, asexplained above. As regardsthe updating and adjustment ofthe COSOP programme, theCOSOP to be prepared willtake this recommendation intoaccount when applicable.

NYD 2008 See above. As regards the updatingand adjustment of the COSOP, themid-term review of the presentCOSOP has concluded to its stillpertinent objectives with regard tothose of the new 15-year Mountaindevelopment programme, and thus,has recommended its prorogation tothe first phase of the programme overa period of 5 years. A mid-term reviewwill be undertaken to make necessaryadjustments if necessary.

Morocco CPE 7 CTRY STR KM Supplementary. In partnershipwith the specialized units ofMinistry of Agriculture andMarine Fisheries (MAPM),adopt a more ambitiouscommunication strategy basedon a wider disseminationamong partners of advancesthat might help to boost policydialogue for the mobilization ofpolicymakers and the ruralpopulation;

The COSOP to be prepared willtake this recommendation intoaccount where applicable andwill adopt a widercommunication mechanism withMAPM.

NYD 2008 In order to ensure knowledgemanagement and communication, theCOSOP stressed the need for synergyand complementarity with provincial,regional and national partners througha data-sharing system based onexperience, results andmultidimensional information. Inaddition, a special central coordinationunit has been set up to ensuredialogue between projects, IFAD,MAPM and MEF and diffusion ofadvances and best practices.Furthermore, policy dialogue andmobilization of policymakers arecarried out continuously that is, at theend of each IFAD mission(implementation support, supervision,mid-term reviews, completion) theresults and recommendations of themissions are widely discussed with theministries involved.

Morocco CPE 9 CTRY STR PRM The issue of marketing and theintegration of agriculturalproducts promoted by IFAD-financed projects intoappropriate commodity chains

The COSOP to be prepared willtake this recommendation intoaccount where applicable to beintroduced in the design of allnew projects.

NYD 2008 The formulation process of the 2009-2014 COSOP was concomitant withthe elaboration of the new agriculturaldevelopment strategy based on valuechain development. The IFAD

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warrants special attention witha view to fostering theeconomic viability of manyinterventions and thesustainability of their impact.Here, it seems necessary toestablish better links amongproductive activities launchedin the target douars, inputmarkets and end-consumers.

Programme took into account this newdevelopment thrust in its StrategicObjective 3 and since, two ongoingprojects targeting small farmers andherders were designed along the newlines which revolve around developingand integrating the three value chainlinks i.e. production, processing andmarketing of agricultural and agro-industrial commodities, in addition toacquisition of seals of quality for theseproducts, particularly in themountainous zones that are a prioritythroughout this country programme. Aforthcoming Programme underpreparation is similarly being designedalong these same lines.

Morocco CPE 10 CTRY STR INR Possible synergies betweenproject activities (based onloans) and technicalassistance grants for researchand development deservemore reflection with regard tostrategy, as well as operationalaspects.

The COSOP to be prepared willtake this recommendation intoaccount when possible.

NYD 2008 The COSOP has stipulated synergiesbetween projects activities (based onloans) and technical assistance grantsin the fields of studies to provide asolid basis for improvingimplementation efficiency anddiscussion with other national andinternational partners and donors witha view to ensuring application on awider scale. In terms ofimplementation, each project of theportfolio comprises besides the loan agrant to promote pilot operations andinnovations linked to the maininterventions of the projects andfacilitating these interventions.

Morocco CPE 11 CTRY STR INR Improvement in theperformance of the partnershipas a whole is important in bothpromoting and replicatinginnovations. There are twopriorities: (i) to anticipate aframework for the systematiccollaboration between grantsand projects (pilotexperiments, analysis andcapitalization, thedissemination of advances)and (ii) to strengthencollaboration betweeninnovating agents (NGOs, theresearch and development

The COSOP to be prepared willstipulate close linkagesbetween grants and projects asrecommended.

NYD 2008 As regards the first priority, theCOSOP took it into account by statingcomplementarity between loans andgrants. This complementarity hasbeen effective in all ongoing projectsand will be strengthened in the newprogramme. As for the second priority,a close collaboration between otherdevelopment programmes, researchinstitutions, NGOs, farmers and IFADhas been instituted in all ongoingprojects.

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system, farmers, otherdevelopment programmes)and IFAD’s programme, whichwill probably entail boostingIFAD’s involvement andintervention.

Morocco CPE 14 CTRY STR PMA Projections in terms of projectplanning, disbursementcapacity and staff availability(especially taking into accountthe voluntary severanceprogramme) have turned out tobe unrealistic, and adiscussion of these proceduresand projections is thereforeneeded to ensure the realavailability of human andfinancial resources as andwhen anticipated. Thisrecommendation applies alsoto the sustainability of resultsand impacts, which is oftenconsidered late in the projectcycle.

The COSOP to be prepared willaddress these issues.Furthermore, a dialogue withthe GOM is ongoing throughthe current projects, as aplatform on streamlining flow offunds and allocation ofcompetent human resources.

NYD 2008 Indeed staff availability has been aconstraint on project implementationperformance and hence had anegative impact on disbursements.Furthermore, coordination betweenthe Ministry of Agriculture(implementing agency) and theMinistry of Finance (in charge ofdisbursements procedure) is weak.Dialogue around these two issues iscontinuous, as it is for providing thenecessary staff through privatetechnical assistance. This solution isnow generalised to all post-COSOPprojects. As regards sustainability ofresults and impacts, the newagricultural development strategy(GMP/PMV) bases all its interventionson pre-established cooperatives, thusensuring ownership and sustainabilityof the achievements. The IFADprojects work along these lines andthe main interventions along thedifferent links of the value chains aresubject, early in the project cycle, tothe formation of beneficiarycooperatives and to their capacitiesbuilding.

Colombia Rural Micro-enterprise Development Programme - Completion EvaluationColombia CE 2 CTRY STR PRM Enhance the availability of

business and marketinformation to support bothRMEs and providers oftechnological services, usingfor that purpose the varioussystems that have beenimplemented by the Ministry ofAgriculture and RuralDevelopment The challenge isto adapt these systems andmake them more accessibleand user–friendly, bearing in

Access to technical, financial ormerchandising services isincreasing, with a major budgetof the Ministry and TerritorialGovernments

O 2008 The technical and financial supportservices to support the MicroempresaRurales (MERs) are now diversifiedand expanded, through: MADR,departmental governments, and, in alesser extent through localgovernments. The MADR hasstructured an investment strategy thatincludes specific solutions to theneeds for entrepreneur technicalsupport for the various segments ofMER, nowadays executed via the“Dirección de Desarrollo de

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mind the knowledge level ofthe micro entrepreneurs

Capacidades y Generación deIngresos” with a budget of aroundUSD 70 million for 2014. In addition,the MARD (Ministerio de Agricultura yDesarrollo Rural) is operating a MicroRural Enterprise Observatory as a toolto organize and disseminate usefulinformation for taking businessdecisions. On the other hand, throughthe “Banca de las Oportunidades”,they have developed specializedservices for the design and scaling offinancial solutions for micro-entrepreneur families, by modifyingthe regulatory framework,experimenting with new products orservices and promoting its adoptionthrough the formal banking,cooperatives and financialintermediaries.

Colombia CE 6 CTRY STR ORG The strategy of organizationalstrengthening requires theinclusion and the initiation bythe project of useful socialactivities that will givemembers of the organizationan increased sense ofownership Some of theorganizations visited by themission have made a majoreffort in this regard Theequation organization =business is generally veryvulnerable, given the potentialfor failure in marketingprocesses, unless theorganization is also carryingout other activities

The spirit of cooperation and tooffer health, educationalservices and other benefits isincreasing, but it all depends ofthe social capital of theorganization

O 2008 Strategies related to associative ruraldevelopment are taking up a newplace on Colombia’s discussionagenda on policies and investmentsfor development. During 2013, theNational Planning Department hasinitiated a process of analysis of thestatus of rural organizations in thecountry, including a review of the legaland tax alternatives in which theeconomic initiatives of the rural poorare framed and managed. Its purposeis to propose potential tax and legalalternatives to improve the institutionalframework in which operate thediversity of rural associations andwhich combine strategies andproductive actions, economic, social,educational and recreational. Inaddition, through IFAD’s newoperation in the country, the MARDand DNP are seeking also to rebuildsocial capital in 100 ruralmunicipalities in areas of post conflict,using an investment strategy thatseeks to rebuild and/or increase thesocial and business capital of the mostvulnerable territories of the country.This is in line with the priority

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expressed by the Government ofColombia (GdC) for the COSOPupdating exercise made in 2008, andwhich emphasizes the role of IFAD inthe provision of support to theformation of social capital in ruralareas.

Colombia CE 7 CTRY STR DEC Continue deepening anddecentralizing activities byincreasing the involvement ofpublic and private entities inthe regions in activities that arecurrently being superviseddirectly by the nationaltechnical coordination unit(NTCU)

Although slowly, thedecentralisation process isongoing.

O 2008 Decentralization has continued slowlyin the spaces that are within thecompetence of the MARD, butrespond more to scattered initiativesthan to strategies and effective toolsfor decentralization. Progress hasbeen made by mobilizing the inclusionof local networks of services andfinancing to the MER that includeuniversities, NGOs and associationsof beneficiaries.

Colombia CE 8 CTRY STR RFI Strengthen financial operatorsin order to enable them todiversify the supply of servicesand begin offering workingcapital and marketing loans,collective loans, savingsaccounts, insurance and fundtransfers Implement aprogramme for thedevelopment or transfer ofmethodologies to diversifyfinancial products, employing amulti–product approach basedon detailed analysis of demandin each region

The rural micro-financial sectoris rapidly increasing with thesupport of second tier bankingand the controllingorganizations

O 2008 In recent years new actors areparticipating in the rural financialsector, diversifying the range ofinstitutions, services and products.The strengthening of these operatorshas been made through training toolsand technical assistance, national andinternational, including importantinvestments carried out by IFADthrough the Oportunidades Ruralesproject and with an active and growingparticipation of the Banca de lasOportunidades, that currently hasavailable funding to subsidize thecosts of marketing new products,incentives for pilot projects that are notinitially profitable, and technicalassistance for the recruitment of aconsultant or institution with wideinternational or local experience inmicrofinance technologies,strengthening cooperatives andNGOs, or studies that allow a betterunderstanding of the needs ofcustomers subject of the policy.

Colombia CE 9 CTRY STR RFI Increase the coverage ofagencies of financial operatorsin remote rural areas that arecurrently not being served by:(i) promoting partnerships

There is a major relation withCooperatives and non-formalentities. At the same time, thepresence of the financingNGOs is increasing, an

O 2008 The access to the financial servicesmarkets have expanded through theinclusion of new regulated and non-regulated public and privateinstitutions, that today are developing

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among financial operators andconsolidated ARMEs thatoperate self–managed creditfunds These associations haveexperience in theadministration of loan fundsand they can partner withfinancial operators in pre–selecting loan applications,linking collections of loanpayments to deliveries ofproducts and consolidatingpayments in bank accounts ofthe financial operator; and (ii)promoting partnershipsthrough non–bankrepresentative offices

example being the RuralWomen Bank (Banco de laMujer Rural)

new services and products for therural poor, including the provision ofsaving services through electronicbanking, new remote and on-sitefinancial education tools, access tolow-cost life insurance for theprotection of physical assets of theMER, etc.Regarding the self-managedfunds owned by the beneficiaries,progress have been made on actionsto look for articulation mechanismswith financial operators, but in generalremain as a local funding tool,especially for the small and remoteMERs.Also, through an agreementsigned by the Proyecto deMicroempresa Rural/MADR andFINAGRO, it has been included in theGeneral Agriculture and RuralDevelopment Law (its eventualapproval is subject to the peaceagreements which are currentlydiscussed in La Habana) the creationof a Fund of rural microfinance (FMR)administered by the Fund for thefinancing of the Agricultural Sector, asa separate patrimony in order tofinance, support and develop ruralmicrofinance in the country. This FMRwould be made up of the NationalGovernment and the funds contributedby the Project through the MARD.Aspecific challenge is the structuring ofassociated financing mechanisms tothe MERs through the formal market,to sustain their growth andconsolidation strategies. Until todaythere are no relevant instruments thatallow the MER access to financing aslegally constituted companies (and notas the sum of the individual credits ofits associates).Finally, initiatives of e-banking are occupying an importantplace on the national agenda and thatcan benefit especially to rural areas,combining policy settings to implementseveral initiatives (consultancysupport, international workshops, pilotprojects to validate new products and

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the co-financing financial institutions)to promote financial inclusion projectsthrough mobile-banking projects.

Colombia CE 10 CTRY STR RFI Stimulate the participation ofsavings and loan cooperativesin rural microcredit, sincethese institutions have a strongregional identity and enjoy agreat deal of trust among thepublic

Some progress has been madein a specific project, but not ingeneral terms.

PA 2008 There has been a limited step forwardin broadening the participation of thecooperative sector in the provision offinancial services to the ruralpopulation. Except for new specificcases (Barichara Cooperative,Cooperative Housing Foundation, etc.)generally, a systematic strategy tomobilize the cooperative sector haslacked. By the end of 2013 there are972 points of services or contact thecooperative sector, and only 395 arelocated in rural areas. The presence ofthe cooperative sector is still the lessrelevant in terms of points of attentionand coverage of rural users dominatedtoday by the banking sector (about8 000 contact points), and then themicrofinance NGOs sector (with 1 023points of attention).

Georgia Agricultural Development Project - Completion EvaluationGeorgia CE 2 CTRY STR RME Impact indicators relevant to

the Fund's concern formarginalized groups should beincluded in the design ofprogrammes

This is being addressed in thedesign of the forthcomingLivestock DevelopmentProgramme

O 2008 Impact indicators relevant to theFund's concern were added to thedesign of the Agriculture SupportProject (ASP)and they will be takeninto consideration in the ongoingdesign for the new project in Georgia

Georgia CE 4 CTRY STR TGT At the project design phase,IFAD should clearly identify thetarget groups that canrealistically be assisted, andthe strategies and projectcomponents to be adopted toreach them, in line with IFAD’stargeting policy andgovernment priorities

This was being addressed inthe design of the LivestockDevelopment Programme. Aschanges in the political situationand priorities in the countrychanged, project design iscurrently frozen. Thisrecommendation will be takeninto account when operations inthe country start again

O 2008 Recommendation on targeting hasbeen taken into account in the designfor the ASP and its supplementaryfunding. Also, special attention will bepaid to targeting issue, whiledesigning the new project in Georgiain 2014.

Georgia CE 5 CTRY STR TGT In the case of householdsunable to take advantage ofinterventions aimed atagricultural commercialisation,IFAD should draw theGovernment’s attention to therisks of marginalising poor

This was being addressed inthe design of the LivestockDevelopment Programme. Aschanges in the political situationand priorities in the countrychanged, project design iscurrently frozen. This

O 2008 After the political change in 2012, theGoG started to pay great attention tothe agricultural sector in general andto rural poor/marginalized people inparticular. It is expected that thisapproach will continue for the comingyears and it will be mainstreamed in

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households and communitiesin rural areas so that specificplans and measures to supportthem could be jointlydeveloped within its overallgrowth-oriented strategies andpolicies

recommendation will be takeninto account when operations inthe country start again.

the new design process for Georgia in2014.

Mongolia Arhangai and Huvsgul Rural Poverty Alleviation Project - Completion EvaluationMongolia CE 4 IFAD STR SUP To ensure compliance with the

project design and withrecommendations ofsupervision missions, IFADand its Cooperating Institutionneed to clearly define thesupervision arrangements toallow for continuity and follow-up. In particular, it isrecommended that: a) theCooperating Institutionresponsibilities be more clearlydefined in final agreements;

The supervision responsibility istaken over by IFAD.

NA 2008 IFAD took over the supervision andloan administration of the portfoliosince beginning of 2008. Thesupervision is undertaken according tothe IFAD supervision andimplementation support policy andprocedures. This has been classifiedas followed up,

Mongolia CE 5 IFAD STR SUP b) clear performance indicatorsfor the Cooperating Institutionbe developed and theCooperating Institution be heldaccountable for them

The supervision responsibility istaken over by IFAD.

NA 2008 IFAD took over the supervision andloan administration of the portfoliosince beginning of 2008. Thesupervision is undertaken according tothe IFAD supervision andimplementation support policy andprocedures. This has been classifiedas followed up,

Mongolia CE 6 IFAD STR RME c) IFAD provides the neededguidance to the CooperatingInstitution in supporting theproject to establish a goodsystem to monitor and assessproject impact.

The supervision responsibility istaken over by IFAD.

NA 2008 IFAD took over the supervision andloan administration of the portfoliosince beginning of 2008. Thesupervision is undertaken according tothe IFAD supervision andimplementation support policy andprocedures. This has been classifiedas followed up,

Mongolia CE 9 GOV STR ASR For the provision of extensionservices, the GOM shouldcarry out a needs analysisamong beneficiaries to betterunderstand what type ofinformation they require andon what specific issues. (…)The GOM agrees thatextension is critical and needsto be strengthened. The

This recommendation will betaken into consideration in thecontext of future interventions inthis area.

NYD 2008 Needs assessments are undertakenby the PMPMD project before decidingwhat investment would be made to theherders' groups and women's groupssupported by PMPMD, includingextension services, provision oftraining. Under PMPMD, trainingefficiently is also regularly monitoredand evaluated as part of the M&Esystem. Under PMPMD, no specific

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proposals would stretch from abetter, participatory-basedidentification of training needsmechanism to monitor andevaluate training efficiently andthe role of media and otherInformation andCommunication Technologytools. Yet, a decision on howto implement and financeproposals on thisrecommendation will requiresome time of reflection by theGOM. This should be doneprior to future IFAD-fundedinterventions in the country.

investment included for media andother Information and CommunicationTechnology tools.

Rural finance - Corporate level evaluationIFAD CLE 1 IFAD POL RFI IFAD Management decides to

make Rural Finance an area ofexcellence and define astrategy to do so, through thedevelopment of effectivepartnerships with rural financecentres of excellence, fieldpractitioners and donors IFADis committed to making thenecessary investments toimprove the RFP, in-housecapacity, and instruments (asdetailed below) to ensure theFund lives up to its ambition.

IFAD has made arrangementsfor grant supportedpartnerships: i) a grantagreement closing in 2010 hasbeen signed with theConsultative Groups to Assistthe Poor (CGAP), a consortiumof 33 public and privatedevelopment agencies whowork in the field ofmicrofinance; ii) similarly, agrant agreement has beensigned with the Micro FinanceCentre (MFC), a network ofmicrofinance service providers,who also provide servicesthrough the Micro InsuranceCentre (MIC).

O 2008 IFAD has been continuously workingto enhance its effectiveness in ruralfinance. An Action Plan was defined in2006, updated in 2009 and 2013.Interventions have been focusing on:1.Strengthening formal partnershipswith several regional centres ofexcellence (e.g. UNCDF; PAMIGA;APRACA; Knowledge ManagementPartnership; CGAP regional hubs;MIX)2. Enhancing IFAD role in theinternational arena and globaldiscussion on financial inclusion (G-20;G-8; MFW4A; CGAP; MicroInsurance Network)4.Develop in-house training plan forIFAD staff in collaboration withregional divisions5.Provide early technical supportduring project design and throughoutimplementation6.Review Performance Monitoring andinstitute requirement for systematicuse of performance-based contractsIn 2013 the SmartAid exercise - anindependent external evaluation ofIFAD systems, policies, andprocedures and incentives affectingthe Fund work in rural finance - was

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conducted. IFAD received 61 out of100 points, meaning that overall it has“good” systems in place to supportrural finance. IFAD increased its scoreby eight points since its participation inSmartAid 2009.

IFAD CLE 3 IFAD POL RFI PMD will also ensure that frommid-2007 onwards, all projectswith a rural finance componenthave adequate continuousrural finance expertiseavailable during the projectidentification and designprocess This will be achievedthrough continuouslyimproving IFAD’s in-housecapacity and through regionalpartnerships for rural finance,which IFAD has started to formas part of the RF Action PlanThe development of technicalpartnerships with regional RFcenters of excellence willtherefore be pursued andexpanded (in particular in LatinAmerica and Asia, where theyare still to be defined).

The western and Central AfricaDivision (PA) has provided agrant to UNCDF to ensuretechnical support to partnercountries in the design andimplementation of projects withrural finance components. Agrant has been provided alsoby the Eastern and SouthernAfrica Division (PF) to theKnowledge ManagementPartnership (KMP), which isnow approaching its secondphase, for similar purposes inthis regional area. In Asia, theonly relevant activity is carriedout by MIC. No initiatives havebeen taken so far in LatinAmerica.

O 2008 In 2012, PMD, in an effort to ensurethat technical inputs come earlyenough in project cycle so that theycan better contribute to the definitionof country-strategies and the design ofprojects/programmes, conducted athorough review of the QE process. A'new' QE system was proposed to andapproved by the IFAD Seniormanagement in 2013.Under the newprocess, the bulk of PTA support hasbeen shifted towards greaterparticipation of Technical Advisorsearlier in project design and in theimplementation support stage as partof a continuous process of qualityenhancement. Technical Advisors’direct participation in the CountryProgramme Management Teamscontribute to project design when it ismost important i.e. in the early stagesof COSOP/project design. IFAD hasalso strengthened the partnershipswith trusted reliable TSPs andglobal/regional centres of excellencein rural finance (e.g. UNCDF;PAMIGA; APRACA; AFRACAKnowledge Management Partnership;CGAP regional hubs). IFAD partnershave been regularly involved in thequality enhancement process of IFADsupported Rural Finance projects,including in in-country operations.These regional technical partners arethe cornerstone of enhancing IFAD’scapacity in the field, given their abilityto support the Fund in elaboratingregional RF strategies, projectformulation, and performancemonitoring.

IFAD CLE 5 IFAD OPER TCB PMD commits itself to developin 2007/2008 (and provide therequired funding to do so) a

An in-house training course hasnot been developed yet. Theongoing Rural Finance

O 2008 A comprehensive internal capacitybuilding plan in rural finance has beendeveloped and implemented.1. Basic

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short 2-3 days basic course onrural finance, as part of theRural Finance Action Plan.

Thematic Group works to shareinformation and trends on ruralfinance issues. The Group isalso a vehicle for enhancingand facilitating participation intraining activities organised byother organisations. FourteenIFAD staff participated in the2007 and 2008 World Bank in-country study tours, which takeplace in different countries,whereby participants take stockof WB projects’ experience inrural finance. This year as inprevious years the Groupdisseminated information on theannual Boulder MicrofinanceTraining course and the twoIFAD scholarships from CGAPfor which field and HQ staff areeligible. Several IFAD staffhave participated in the last 3courses. In addition, CGAPorganizes training courses inmicrofinance for donors 3-4times a year. The group hasalso disseminated informationon the microfinance trainingcourses offered by the FrankfurtSchool for Finance andManagement.

survey of regional divisions’ mainpriorities for capacity building in RF;2.Detailed assessment of regionaldivisions’ demand by PTA andCGAP;3. Development of a capacitybuilding plan – foreseeing thedevelopment and delivery of learningevents/training as well as technicalguidance notes on key topics;4. Ruralfinance training/learning eventscarried out at HQ in 2010, 2011, 2012,2013 (foreseen to continue in 2014and beyond). Several technicalguidance notes (‘How to’ notes) basedon IFAD experiences and goodpractices in rural finance have beendeveloped• E-learning modules on performance

monitoring and analysis have beendeveloped to reach out to COs andPMUs. More than 100 IFAD staffhave so far participated in thistraining and received a recognizedMIX certificate.

IFAD CLE 6 IFAD OPER HR IFAD commits to ensure thatthe position of the seniortechnical advisor for ruralfinance will be selected assoon as possible, preferably byApril 2007 and that allnecessary steps will be takento move the two current RFpositions from temporarystatus to more stable contracttypes and funding sources, toensure continuity of essentialexpertise.

The position for senior technicaladvisor was filled in November2007. In regard to the other twoRF positions, the Terms ofReference for a P3 and a P4position were developed in April2008. It is expected that theseTORs will be approved,guaranteeing some continuity.

O 2008 All RF positions (1 P5; 1 P4; 1 P3)have been filled in.

IFAD CLE 8 IFAD POL RFI IFAD Management willorganize opportunities forinteraction with its EB on bestpractice for rural finance andthe implications that IFAD

There are some ongoinginitiatives in relation to theoptimisation of IFAD fundinginstruments. Under theauspices of the Vice President,

O 2008 IFAD has been exploring ways tooptimize the use of fundinginstruments, including for increasedprovision of technical assistance.IFAD has supported several types of

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Country Evaluation S N Level Nature Theme ACP Agreed Action PMD Follow Up Status PRISMAyear Update in 2014

faces when aiming to meetthem, as well as practicalchange processes required to(i) optimize the use of IFADfunding instruments, includingfor increased provision oftechnical assistance and(ii) improve projectimplementation mechanismsthrough testing alternativemodalities to the standard“project management unit”approach.

a “new financial instruments”initiative is under development.PT and ED are also studyingthe possibility of a public-privatepartnership, so far limited toItalian private companies, forthe development of a “solidaritycard” to be developed inpartnership with IFAD as analternative means forfundraising for microfinanceprojects.

innovative funding mechanisms for theagricultural sector: (i) Equityinvestments in the agricultural sector,(ii) Public-Private Partnerships (PPPs)along commodity value chains,(iii) Financing Facility for Remittances(FFR), (iv) Weather Risk ManagementFacility, (v) Platform for AgricultureRisk ManagementIn close cooperationwith the two Regional Divisions forAfrica. IFAD also initiated discussionswith CIDR to appraise IFAD’s potentialparticipation to a Regional Facility thatwill promote Participatory MicrofinanceApproaches in Africa (PAMIGA). Thisfacility will support MFIs that developoperations in remote rural areas anduse innovative participatorygovernance systems to minimize costsand facilitate sustainability.

IFAD CLE 9 IFAD POL DES To shorten the project cycle(including from approval toeffectiveness), IFAD will pilot,as part of the implementationof its corporate Action Plan, ashortened project cycle thatwill also concern a selectednumber of rural financeproject. The pilot will aim toreduce the total time frominception to start-up to lessthan 24 months and to reduceproject design documentationto 50 pages in total. Details ofthe pilot process will bedetermined in 2007 andimplemented over two years.

So far piloting is beingundertaken in theimplementation of a project inMongolia. The CPM has in factrequested funding from theInnovation MainstreamingInitiative (IMI) to pilot the projectbefore it goes into fullimplementation. At the moment,the project has just undergonethe QE process. After 12months of implementing thepilot project, the appraisalprocess of the loan project willtake place and if neededadjustments will be madebefore it goes to QA and thento final Board approval. Thisphased approach will alsoenable the Asian DevelopmentBank, which will co-fund thisproject, to be fully ready forimplementation when it takesplace.

O 2008 This exercise is part of the IFAD widereffort to enhance its effectiveness.The project documentation has beenbrought to 50 pages in total andproject design simplified. The designof rural finance projects has beenstreamlined, with a strong focus onimplementation modalities, which haveto be clearly spelled out in the PIM.This has contributed to reducing thetotal time from inception to start-up(e.g.; PRODECOR RUFEP; PROFIT).More needs to be done in this area.