IFAD Reform towards a better development effectiveness How can we all do better? Mohamed Béavogui Director, West and Central Africa January 2009

Why reforming IFAD? 6 th Replenishment, 2002: members requested Independent External Evaluation of IFAD In 2005, the Independent External Evaluation (IEE) measured IFAD’s performance in terms of relevance, efficiency and effectiveness, and made recommendations. IEE report found: IFAD’s low performance: “ only a little over half of the sampled projects showed a satisfactory overall impact on poverty ” To meet challenges, deep, far-reaching changes needed.

6 th Replenishment, 2002: members requested Independent External Evaluation of IFAD

In 2005, the Independent External Evaluation (IEE) measured IFAD’s performance in terms of relevance, efficiency and effectiveness, and made recommendations. IEE report found:

IFAD’s low performance: “ only a little over half of the sampled projects showed a satisfactory overall impact on poverty ”

To meet challenges, deep, far-reaching changes needed.

How IFAD was reformed? IFAD’s Action Plan to improve its development effectiveness (2006-2008) is the response to the IEE recommendations in terms of: strengthening strategic planning and guidance enhancing project quality, performance and impact improving capacity to innovate and manage the knowledge gained improving financial and human resource management building a values-based, enabling corporate culture monitoring and reporting on development and organizational effectiveness

IFAD’s Action Plan to improve its development effectiveness (2006-2008) is the response to the IEE recommendations in terms of:

strengthening strategic planning and guidance

enhancing project quality, performance and impact

improving capacity to innovate and manage the knowledge gained

improving financial and human resource management

building a values-based, enabling corporate culture

monitoring and reporting on development and organizational effectiveness

What are the reform goal and targets? Goal to increase IFAD’s development effectiveness, efficiency and relevance in helping its member countries reduce rural poverty. By 2009, RELEVANCE: 100% congruence with country development objectives, strategies and priorities EFFECTIVENESS: 80% or more of IFAD projects will achieve their development objectives EFFICIENCY: 60% or more of IFAD projects will have a high or substantial level of efficiency Over 40 deliverables defined in areas of: strategic planning and guidance; project quality and impact; and knowledge management and innovation HR Reform

Goal to increase IFAD’s development effectiveness, efficiency and relevance in helping its member countries reduce rural poverty.

By 2009,

RELEVANCE: 100% congruence with country development objectives, strategies and priorities

EFFECTIVENESS: 80% or more of IFAD projects will achieve their development objectives

EFFICIENCY: 60% or more of IFAD projects will have a high or substantial level of efficiency

Over 40 deliverables defined in areas of:

strategic planning and guidance;

project quality and impact; and

knowledge management and innovation

HR Reform

What are the key reforms? New Strategic Framework 2007-2010: reference for all reform efforts and guidance for all Management for Development Results - focus on strategic priorities, and monitoring and assessing results. Innovation and Knowledge Management Strategies New Operating Model: Working more closely with our country partners and within their poverty reduction strategies New project design guidelines and processes for quality enhancement at entry (QE) New arms-length quality assurance system (QA) Direct Supervision (and new policy) Enhanced country presence to contribute to the Paris/Accra agenda on Aid Effectiveness Core Values: focus on results, integrity, professionalism and respect Reforming HR

New Strategic Framework 2007-2010: reference for all reform efforts and guidance for all

Management for Development Results - focus on strategic priorities, and monitoring and assessing results.

Innovation and Knowledge Management Strategies

New Operating Model:

Working more closely with our country partners and within their poverty reduction strategies

New project design guidelines and processes for quality enhancement at entry (QE)

New arms-length quality assurance system (QA)

Direct Supervision (and new policy)

Enhanced country presence to contribute to the Paris/Accra agenda on Aid Effectiveness

Core Values: focus on results, integrity, professionalism and respect

Reforming HR

Management for Development Results coherent framework Organizational effectiveness: Financial, HR management and alignment Operational effectiveness: Improving country programmes and projects Strategic objectives: Action Plan targets; Strategic Framework 2007-2010 Measurement, managing and reporting Areas of reform Report on IFAD’s Development Effectiveness Level 2: IFAD contribution to development outcomes Level 3: Progress in enhancing IFAD’s operational effectiveness Level 4: Progress in improving IFAD’s organizational effectiveness Level 1: Country progress in key development outcomes

Corporate Management Results (CMRs): Country-level results are critical CMR 1: Better Country Programme Management CMR 2: Better Project Design (loans and grants) CMR 3: Better Implementation Support CMR 4. Improved Resource Mobilisation and Management CMR 5. Improved Human Resource Management CMR 6. Improved Risk Management CMR 7. Improved Administrative Efficiency CMR 8: Strengthened International Advocacy’

CMR 1: Better Country Programme Management

CMR 2: Better Project Design (loans and grants)

CMR 3: Better Implementation Support

CMR 4. Improved Resource Mobilisation and Management

CMR 5. Improved Human Resource Management

CMR 6. Improved Risk Management

CMR 7. Improved Administrative Efficiency

CMR 8: Strengthened International Advocacy’

The New Operating Model

Key features of the New Quality-based Project Design

Country Programme Teams (CPMT): A Collaborative Tool to Operationalise the Paris/Accra Declaration Composition Ownership : Key Government & partner stakeholders from the host country including core project management Technical : Staff in key thematic areas of the project & co-opted members Fiduciary : Legal and Financial personnel from IFAD and/or CI Peers : Other CPMs (including from other divisions) with relevant expertise, Regional Economists, Field Presence, Specialists and personnel from other rural development agencies/donors in host country

Composition

Ownership : Key Government & partner stakeholders from the host country including core project management

Technical : Staff in key thematic areas of the project & co-opted members

Fiduciary : Legal and Financial personnel from IFAD and/or CI

Peers : Other CPMs (including from other divisions) with relevant expertise, Regional Economists, Field Presence, Specialists and personnel from other rural development agencies/donors in host country

CPMT Role The end result is the Quality of Design and Implementation Proposals (internal quality enhancement) Collective responsibility and accountability Outputs Parameters of a new project; Main areas of investigation and analysis required Design Plan Project development timeline and budget “ Life File ” development & management CPMT to present the project in fora & committees

The end result is the Quality of Design and Implementation Proposals (internal quality enhancement)

Collective responsibility and accountability

Outputs

Parameters of a new project;

Main areas of investigation and analysis required

Design Plan

Project development timeline and budget

“ Life File ” development & management

CPMT to present the project in fora & committees

Objective and approach Knowledge for IFAD is development practice Rationale: to learn systematically and collectively through own programs, from the experience of partners, especially the rural poor people and their organizations Objective: to “improve knowledge sharing and learning and translate these into better projects, better programs and better implementation”

Knowledge for IFAD is development practice

Rationale: to learn systematically and collectively through own programs, from the experience of partners, especially the rural poor people and their organizations

Objective: to “improve knowledge sharing and learning and translate these into better projects, better programs and better implementation”

Strengthening knowledge sharing and learning processes at country level Within country program cycle to improve development effectiveness: Mainstreamed KM through R-B COSOP M&E as a learning tool Implementation support: supervision, MTR, learning Country presence to foster knowledge sharing and learning In-country policy dialogue is systematically informed by programme experience Initiatives to value and stimulate local knowledge Local knowledge with high potential to be scaled up

Within country program cycle to improve development effectiveness:

Mainstreamed KM through R-B COSOP

M&E as a learning tool

Implementation support: supervision, MTR, learning

Country presence to foster knowledge sharing and learning

In-country policy dialogue is systematically informed by programme experience

Initiatives to value and stimulate local knowledge

Local knowledge with high potential to be scaled up

Strengthening knowledge sharing and learning networks and processes Strengthening a few thematic networks ( e.g. Rural finance, cassava, rice, CDD…) Further expand FIDAfrique to cover Subsaharan Africa Expand knowledge services: information repository, project webpages, facilitating learning initiatives (workshops, e-conf.)… Stronger linkages with Rural Poverty Portal Two types of services: self-services, facilitated services

Strengthening a few thematic networks ( e.g. Rural finance, cassava, rice, CDD…)

Further expand FIDAfrique to cover Subsaharan Africa

Expand knowledge services: information repository, project webpages, facilitating learning initiatives (workshops, e-conf.)…

Stronger linkages with Rural Poverty Portal

Two types of services: self-services, facilitated services

Operational (project) performance against IEE baseline and Action Plan targets