IFAD Reform towards a better development effectiveness How can we all do better?

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

2. 6th 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. Why reforming IFAD?

3. 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 How IFAD was reformed?

4. 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 reform goal and targets?

5. 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 What are the key reforms?

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

7. 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’

8. The New Operating Model

9. Key features of the New Quality-based Project Design

10. 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

11. 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 timelineand budget • “Life File” development & management • CPMT to present the project in fora & committees

12. 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” 12

13. 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 13

14. 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 14

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