Transcript Document

IFAD Reform towards a better
development effectiveness
How can we all do better?
Mohamed Tounessi
Bamba Zoumana
Virginia Cameroon
Retreat 4-5 November 09
Ouaguadougou BF
Why reforming IFAD?
• 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.
How IFAD was reformed?
• IFAD’s Action Plan to improve its development
effectiveness (2006-2009) is the response to the IEE
recommendations in terms of:
- Furthering the program approach to ensure economies of scale,
reduction of program operating costs, better impact on poverty
reduction, expanding on pro poor policy dialogue, ensure effective
strategic partnership in view of better synergy and complementarity
- enhancing program quality, performance and impact
- improving capacity to innovate and manage the knowledge gained
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
What are the key reforms?
• Strategic Framework 2007-2010: basis for all reform efforts and
guidance including:
• 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 Program design guidelines and processes for quality
enhancement at entry (QE)
- New arms-length quality assurance system (QA)
- Direct Supervision and loan administration
- Enhanced country presence to contribute to the Paris/Accra
agenda on Aid Effectiveness (Burkina Faso included in the first
phase)
Management for Development Results coherent framework
Areas of reform
Measurement, managing
and reporting
Level 1: Country
progress in key
development
outcomes
Strategic objectives:
Action Plan targets;
Strategic Framework 2007-2010
Operational effectiveness:
Improving country programmes and projects
Organizational effectiveness:
Financial, HR management and alignment
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
Corporate Management Results (CMRs): Countrylevel results are critical
• CMR 1: Better Country Programme Management
• CMR 2: Better Program 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
Program Design (Virginia Cameroon)
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
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
Knowledge Sharing (Bamba)
• 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
programs and better implementation”
12
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
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 Sub-saharan
Africa
• Expand knowledge services: project webpages,
facilitating learning initiatives (workshops, e-conf.)…
• Stronger linkages with Rural Poverty Portal
14