WCA IFAD - Reform2009

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Transcript of WCA IFAD - Reform2009

  • IFAD Reform towards a better development effectiveness

    How can we all do better?Mohamed BavoguiDirector, West and Central AfricaJanuary 2009

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

  • How IFAD was reformed?IFADs Action Plan to improve its development effectiveness (2006-2008) is the response to the IEE recommendations in terms of:

    strengthening strategic planning and guidanceenhancing project quality, performance and impactimproving capacity to innovate and manage the knowledge gainedimproving financial and human resource managementbuilding a values-based, enabling corporate culturemonitoring and reporting on development and organizational effectiveness

  • What are the reform goal and targets? Goal to increase IFADs development effectiveness, efficiency and relevance in helping its member countries reduce rural poverty.

    By 2009,RELEVANCE: 100% congruence with country development objectives, strategies and prioritiesEFFECTIVENESS: 80% or more of IFAD projects will achieve their development objectivesEFFICIENCY: 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 innovationHR Reform

  • What are the key reforms? New Strategic Framework 2007-2010: reference for all reform efforts and guidance for allManagement for Development Results - focus on strategic priorities, and monitoring and assessing results.Innovation and Knowledge Management StrategiesNew Operating Model:Working more closely with our country partners and within their poverty reduction strategiesNew 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 EffectivenessCore Values: focus on results, integrity, professionalism and respectReforming HR

  • Management for Development Results coherent framework

    Organizational effectiveness: Financial, HR management and alignmentOperational effectiveness: Improving country programmes and projectsStrategic objectives: Action Plan targets; Strategic Framework 2007-2010 Measurement, managing and reportingAreas of reformReport on IFADs DevelopmentEffectivenessLevel 2: IFAD contribution to development outcomesLevel 3: Progress in enhancing IFADs operational effectivenessLevel 4: Progress in improving IFADs organizational effectivenessLevel 1: Country progress in key development outcomes

  • Corporate Management Results (CMRs): Country-level results are criticalCMR 1: Better Country Programme Management CMR 2: Better Project Design (loans and grants) CMR 3: Better Implementation Support CMR 4. Improved Resource Mobilisation and ManagementCMR 5. Improved Human Resource ManagementCMR 6. Improved Risk ManagementCMR 7. Improved Administrative EfficiencyCMR 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 DeclarationCompositionOwnership: Key Government & partner stakeholders from the host country including core project managementTechnical: Staff in key thematic areas of the project & co-opted membersFiduciary: Legal and Financial personnel from IFAD and/or CIPeers: 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 accountabilityOutputsParameters of a new project; Main areas of investigation and analysis requiredDesign PlanProject development timeline and budgetLife File development & managementCPMT to present the project in fora & committees

  • Objective and approachKnowledge for IFAD is development practiceRationale: to learn systematically and collectively through own programs, from the experience of partners, especially the rural poor people and their organizationsObjective: 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 levelWithin country program cycle to improve development effectiveness:Mainstreamed KM through R-B COSOP M&E as a learning toolImplementation support: supervision, MTR, learning Country presence to foster knowledge sharing and learningIn-country policy dialogue is systematically informed by programme experienceInitiatives to value and stimulate local knowledge Local knowledge with high potential to be scaled up


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


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