WCA IFAD - Reform2009

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West and Central Africa - IFAD Reform towards a better development effectiveness, By Mohamed Beavogui (Douala - january 2009)

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WCA IFAD - Reform2009

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

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