2018 President’s Report on the (PRISMA) · 2018-08-09 · Livelihood (India) OPEX Operational...

Note to Executive Board representatives

Focal points:

Technical questions: Dispatch of documentation:

Lisandro MartinDirector, West and Central Africa DivisionDirector, Operational Policy and Results Division, a.i.Programme Management DepartmentTel.: +39 06 5459 2388e-mail: [email protected]

Raniya KhanResults SpecialistOperational Policy and Results DivisionTel.: +39 06 5459 2954e-mail: [email protected]

Deirdre McGrenraChiefGoverning BodiesTel.: +39 06 5459 2374e-mail: [email protected]

Queries with respect to the response of the IndependentOffice of Evaluation of IFAD to the report should beaddressed to:Oscar A. GarciaDirector, Independent Office of Evaluation of IFADTel.: +39 06 5459 2274e-mail: [email protected]

Executive Board — 124th SessionRome, 11-13 September 2018

For: Review

Document: EB 2018/124/R.14/Add.2

EAgenda: 6

Date: 9 August 2018

Distribution: Public

Original: English

2018 President’s Report on theImplementation Status of EvaluationRecommendations and Management Actions(PRISMA)

Volume II

Recommendations and follow-up actionstaken by Management

Addendum

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Contents

Abbreviations and acronyms iiCategories used for the classification of actions/ recommendations viiCorporate Level Evaluations (CLEs) 1

CLE: IFAD's Decentralization Experience 1Evaluation Synthesis Reports (ESRs) 7

ESR: Smallholder Access to Markets 7ESR: What works for gender equality and women's empowerment

- a review of practices and results 10ESR: IFAD’s Support to Scaling Up of Results 15ESR: IFAD’s Country-level Policy Dialogue 18

Country Strategy and Project Evaluations (CSPEs) 21CSPE: Ethiopia 21CSPE: Federal Republic of Nigeria 25CSPE: Islamic Republic of Gambia 34CSPE: Republic of India 41CSPE: République démocratique du Congo 49CSPE: Republic of the Philippines 57CSPE: Nicaragua 61

Project Performance Evaluations (PPEs) 65PPE: Philippines: Rural Microenterprise Promotion Programme 65PPE: République démocratique du Congo - The Agricultural

Rehabilitation Programme in Orientale Province in theDemocratic Republic of the Congo 69

PPE: Nicaragua - National Agricultural Technology and TrainingProgramme: Technical Assistance Fund 73

PPE: Arab Republic of Egypt - West Noubaria Rural DevelopmentProject 76

PPE: Malawi - Rural Livelihoods Support Programme 79PPE: Maldives - Post-Tsunami Agricultural and Fisheries

Rehabilitation Programme 82PPE: Sri Lanka - Post-Tsunami Coastal Rehabilitation and

Resource Management Programme 87PPE: Guatemala - National Rural Development Programme –

Phase I: Western Region 89Impact Evaluations (IEs) 90

IE: Mozambique - Sofala Bank Artisanal Fisheries Project -ImpactEvaluation 92

Historic Follow up from 2017 96CPE: Brazil - Country Programme Evaluation 96CPE: Bangladesh - Country Programme Evaluation 99CPE: Turkey - Country Programme Evaluation 107

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Abbreviations and acronyms

4P Public-Private-Producers PartnershipAFD Agence Francaise de DeveloppementAfDB African Development BankAI Ad InterimAMIP Agriculture Marketing Improvement Programme (Ethiopia)APARCA Asia-Pacific Rural and Agricultural Credit AssociationAPDMP Andhra Pradesh Drought Mitigation Project (India)APR Asia and the Pacific DivisionAR4D Agricultural Research For DevelopmentARRI Annual Report on Results and Impact of IFAD OperationsASAP Adaptation for Smallholders Agriculture ProgrammeAsDB Asian Development BankAWPB Annual Work Programme and BudgetBDS Business Development ServiceBNDES National Development BankCAADP Comprehensive African Agriculture Development ProgrammeCADA Commodity Apex Development AssociationCAF Commodity Alliance ForumCAF Development Bank of Latin AmericaCAIM Convergence of Agricultural Interventions in MaharashtraCASP Climate Change Adaptation and Agribusiness Support Programme

(Nigeria)CBINReMP Community-Based Integrated Natural Resources Management

Project (Ethiopia)CCRIP Coastal Climate Resilient Infrastructure Project (Bangladesh)CD Country DirectorCDA Community Development AssociationsCDD Community-driven developmentCDSP Char Development and Settlement Project (Bangladesh)CFS Controller's and Financial Services DivisionCGAP Consultative Group to Assist the PoorCGIAR Consultative Group for International Agricultural ResearchCHARM Cordillera Highland Agricultural Resource Management

(Philippines)CIAT International Centre for Tropical AgricultureCLEAR Center for Learning on Evaluation and ResultsCOSOP Country Strategic Opportunities PaperCPE Country Programme EvaluationCPF Country Programme FrameworkCPM Country programme managerCPMT Country Programme Management TeamCPO Country Programme OfficerCRCD Promoting Resilience of Vulnerable through Access to

Infrastructure, Improved Skills and Information (Bangladesh)CSPE Country Strategy and Programme EvaluationCSR Corporate Social ResponsibilityDP Development ProjectDRC Democratic Republic of CongoEB Executive BoardEC Evaluation CommitteeECG Environment, Climate, Gender and Social Inclusion DivisionEMBRAPA Brazilian Agricultural Research Corporation

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ERASP Enhancing the Resilience of Agro-ecological Systems Project(Malawi)

ESA East and Southern Africa DivisionEU European UnionFAO Food and Agriculture Organization of the United NationsFARMSE Financial Access for Rural Smallholders and Enterprise (Malawi)FAT Technical Assistance Fund (Nicaragua)FishCORAL Fisheries, Coastal Resources and Livelihood Project (Philippines)FMARD Federal Ministry of Agriculture and Rural Development (Nigeria)FMD Financial Management Services DivisionFMF Federal Ministry of FinanceFMPE Fund for the Promotion of Women EntrepreneursFOCUS Fostering Climate Resilient Upland Farming Systems in the

Northeast (India)FONER National Roads Maintenance Fund (DRC)PHL Post-Harvest LossesGCF Green Climate FundGDF General Directorate of Forestry (Turkey)GEWE Gender Equality and Women EmpowermentGIZ Deutsche Gesellschaft für Internationale ZusammenarbeitGJP Generic Job ProfileGNAIP The Gambia National Agricultural Investment ProgrammeGoB Government of BangladeshGoT Government of TurkeyHILIP Hoar Infrastructure and Livelihood Improvement Project

(Bangladesh)IAI Impact Assessment InitiativeICAR Indian Council of Agricultural ResearchICO IFAD Country OfficeICRAF Ailene Florece of the World Agroforestry CenterICT Information and communication technologyIDB Inter-American Development BankIDEPA Institute for Fisheries and Aquaculture Development

(Mozambique)IDPs Irrigation Development ProjectsIFAD11 IFAD's Eleventh ReplenishmentIFAD8 IFAD's Eight ReplenishmentMEDEP Mariculture Enterprise Development Project (Maldives)IGA Income Generating ActivitiesIICA Inter-American Institute for Cooperation on AgricultureILSP Integrated Livelihoods Support project (India)IOE Independent office of evaluation of IFADIP Indigenous PeopleIPS Inter Press Service AgencyIRPEP Integrated Rice Production Enhancement Project (Philippines)IT Information TechnologyJICA Japan International Cooperation AgencyKM Knowledge ManagementKPI Key Performance IndicatorLAC Latin America and Caribbean DivisionLGA Local Government AuthoritiesLGED Local Government Engineering DepartmentLGU Local Government UnitLHDP Livestock and Horticulture Development Project (The Gambia)LIFE-ND Livelihood Improvement Family Enterprises Project in the Niger

Delta of NigeriaM&E Monitoring and Evaluation

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MAGA Ministry of Agriculture, Livestock and Food (Guatemala)MALR Ministry of Agriculture and Land Reclamation (Egypt)MDS Ministry of Social Development (Brazil)MEFCCA Ministry of Family, Peasant and Cooperative Economy

(Nicaragua)MIIC Ministry of Investment and International Cooperation (Egypt)MIMAIP Ministry of Sea, Inland Waters and Fisheries (Mozambique)MIS Management Information SystemsMMA Ministry of Environment (Brazil)MOANR Ministry of Agriculture and Natural Resources (Ethiopia)MPOWER Mitigating Poverty in Western Rajasthan (India)MRE Ministry of Foreign Affairs (Brazil)MRWRP Murat River Watershed Rehabilitation Project (Turkey)MSE Micro and Small EnterprisesMSME Micro, small and medium enterprisesMSP Multi-stakeholder platformsMTR Mid-term reviewNATP2 National Agricultural Technology Program Phase 2 (Bangladesh)NDDC Niger Delta Development CommissionNEDA National Economic Development Authority (Philippines)NEMA National Agricultural Land And Water Management Development

Project (Gambia)NEN Near East, North Africa and Europe divisionNERCORMP North Eastern Region Community Resource Management Project

(India)NGO Non-governmental OrganisationNICADAPTA Adapting to Markets and Climate Change Project (Nicaragua)NICARIBE Agricultural, Fishery and Forestry Productive Systems

Development Programme (Nicaragua)NICAVIDA Nicaraguan Dry Corridor Rural Family Sustainable Development

Project (Nicaragua)NOA National Professional Officer (P1 level)NOB National Professional Officer (P2 level)NOC National Professional Officer (P3 level)NOD National Professional Officer (P4 level)NRM Natural Resource ManagementOPELIP Odisha Particularly Vulnerable Tribal Groups Empowerment and

Livelihood (India)OPEX Operational Excellence for ResultsOPR Operational Policy and Results DivisionORMS Operational Results Management SystemPACE Promoting Agricultural Commercialization and Enterprises Project

(Bangladesh)PAPAKIN Kinshasa Food Supply Centre Support Programme (DRC)PASA-NK North Kivu Agriculture Sector Support ProjectPASIDP Participatory Small-scale Irrigation Development Programme

(Ethiopia)PBAS Performance-Based Allocation SystemPCDP Pastoral Community Development Project (Ethiopia)PCMU Programme Coordination and Management UnitPCR Project Completion ReportPCU Project Coordination UnitPDR Project Design ReportPESPA Strategic Plan for Artisanal Fisheries Sector (Mozambique)PIRAM Integrated Program for the Recovery of Agriculture in Maniema

(DRC)PIU Programme Implementation Unit

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PKSF Palli Karma-Sahayak FoundationPMI Sustainable Production, Markets and Institutions DivisionPMU Programme Management UnitPO Professional OfficerPPE Project Performance EvaluationPRAPE Agricultural Revival Programme in Equateur ProvincePRAPO Agricultural Rehabilitation Programme in Orientale Province

(DRC)PRI Grassroots Local Self-Government InstitutionsPRIDE Programme for Rural Irrigation Development (Malawi)PRIDE Promoting Resilience in Desert Environments Project (Egypt)PRiME Programme in Rural M&EPROAQUA Project for the Promotion of Small0scale Aquaculture

(Mozambique)PROCAVA Inclusive Agri-food Value-chains Development Programme

(Mozambique)PROCAVAL Small-Scale Producers in Value Chains and Market Access Project

(Nicaragua)PRODENORTE Sustainable Rural Development Programme for the Northern

Region (Guatemala)PRODESEC Programme for the Economic Development of the Dry Region

(Nicaragua)ProPESCA Artisanal Fisheries Promotion Project (Mozambique)PROSUL Pro-poor Value Chain Development in the Maputo and Limpopo

Corridors (Mozambique)PSC Project Steering CommitteePSSWRSP Participatory Small-scale Water Resources Sector Project

(Bangladesh)PTA IFAD Technical Advisory DivisionQA Quality AssuranceQE Quality EnhancementRAPID Rural Agro-enterprise Partnership for Inclusive DevelopmentRBA Rome-Based AgencyRB-COSOP Results-Based Country Strategic Opportunities PaperREFP Rural Enterprise and Financing Programme (Mozambique)RIA Research and Impact Assessment DivisionRIDE Report on IFAD's Development EffectivenessRIMS Results and impact management systemRLEEP Rural Livelihoods and Economic Enhancement Programme

(Malawi)RMF Results measurement frameworkRUFIP Rural Financial Intermediation Programme (Ethiopia)RuMEPP Rural Microenterprise Promotion Programme (Philippines)SACP Smallholders Agriculture Competitiveness Programme

(Bangladesh)SAIL Sustainable Investments and Livelihoods Project (Egypt)SAM Smallholder Access to MarketsSAPP Sustainable Agricultural Production Programme (Malawi)SBAFP Sofala Bank Artisanal Fisheries Project (Mozambique)SDG Sustainable Development GoalSEAD Special Secretariat of Family Agriculture (Brazil)SECAP Social, Environmental and Climate Assessment ProceduresSHG Self-Help GroupsSKD Strategy and Knowledge DepartmentSLMP Sustainable Land Management Programme (Ethiopia)SMART Specific, Measurable, Achievable, Relevant and Time-boundSME Small And Medium Enterprise

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SSAPP Small-Scale Aquaculture Promotion Project (Mozambique)SSI Small-Scale IrrigationSSTC South-South and Triangular CooperationTA Technical AssistanceTIKA Turkish Cooperation and Coordination AgencyTOC Theory of ChangeUN United NationsUNCT United Nations Country TeamUNDP United Nations Development ProgrammeUNDSS United Nations Department of Safety and SecurityUNIDO United Nations Industrial Development OrganizationURDP Uplands Rural Development Programme (Turkey)V-APEX Village-Based Savings And Credit Association apex (Gambia)VC Value ChainVCDP Value Chain Development Project (Nigeria)VISACA Village-Based Savings And Credit Association (Gambia)VSLA Village Saving and Credit AssociationsWB World BankWCA West and Central Africa divisionWEAI Women's Empowerment in Agriculture IndexWFP World Food ProgrammeWNRDP West Noubaria Rural Development Project (Egypt)WOCAN Women Organizing for Change in Agriculture and Natural

Resource Management (Maldives)WUA Water User Associations

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Categories used for the classification of actions/recommendationsSN Serial Number

Type of evaluationCLE Corporate Level EvaluationCSPE Country Strategy and Programme EvaluationESR Evaluation SynthesisPPE Project Performance EvaluationIE Interim Evaluation

LevelIFAD IFAD Corporate LevelREG IFAD Regional LevelCTRY IFAD Country LevelGOV Government Authorities (national, local level and institutions)PROJ Project

NaturePLCY PolicySTR Strategy Development, including COSOPs and ProjectsOPER Operational and Implementation

ThemesBEN Beneficiaries and stakeholders’ participation and consultationCOS Country Strategic Opportunities Programme (COSOP), also including country

strategyDEC DecentralizationDES Project designENG Policy EngagementFRG Fragility and conflictGDR Gender (including targeting to women)GOV GovernanceGRT Grants/ grants financing policyHR Human resources (management, recruitment)ICT Information and communication technologyINF Infrastructure (construction, contracting, management, supervision)INN InnovationKM Knowledge managementMVC Markets and value chainsNLA Non-Lending ActivitiesNRM Natural resource management and environmentPAR PartnershipPMA Project management and administration (incl. financial management)PVT Private sectorRFI Rural financeRME Results monitoring, evaluationSCA Replication and scaling upSOU South-south and triangular cooperationSUP Supervision and implementation supportSUS SustainabilityTCB Training, capacity-buildingTGT TargetingYTH Youth

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F Fully followed-upNA Not applicableNAG Not agreed uponNYD Not yet dueO OngoingPA Partially followed upPD Pending

Criteria:

full follow-up: recommendations fully incorporated into the newphase/design of activities, operations or programmes, and the relevantpolicies or guidelines;

ongoing: actions initiated in the direction recommended; partial: recommendations followed up partially, with actions consistent

with the rationale of the recommendation; not yet due: recommendations that will be incorporated into projects,

country programmes or country strategic opportunities programmes(COSOPs) or policies still to be designed and completed;

not applicable: recommendations that have not been complied withbecause of changing circumstances in country development or IFADcorporate governance contexts, or for other reasons;

pending: recommendations that could not be followed up; and not agreed upon: recommendations that were not agreed to by

Management or the respective country team or government.

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Corporate Level Evaluation: IFAD's Decentralization ExperienceIFAD's Decentralization Experience

Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusRecommendation 1. StrengthenIFAD’s country presence whilepursuing options to enhance costefficiency. This priority wasalready identified by the 2013CLE on IFAD's InstitutionalEfficiency. After conducting afunctional analysis exercise,IFAD should strengthen itscountry/sub-regional presenceand capacity in the field bybuilding “critical mass” andconcentrating rather thandispersing human and financialresources. In a parallel effort toenhance effectiveness andefficiency, it should reduce staffat headquarters and increasestaff in country offices, closer tothe country programmes, andparticularly where programmesare relatively large. Themodelling exercise of this CLEexemplifies possible approaches(see Efficiency and annex VII).

CLE 1 IFAD STR DEC 1.a Re-organize country presencearound a selected number of sub-regional hubs, supporting othercountry offices (CPO- or CPM-led).Establishing hubs should be guidedby functional analysis, taking intoaccount, inter alia, size of theportfolio, planned non-lendingactivities, country characteristics(e.g. accessibility via internationaltravels, ICT connectivity, security)and opportunities to support otheroffices. Hubs could be grown outof existing ICOs and reducepressure to establish new ones.Conversely, IFAD should be readyto downsize or close countryoffices when portfolio size or othercriteria do not justify theirrecurrent costs.

IFAD's decentralization map wasdeveloped using a metrics-basedapproach based on business needs(portfolio size, number of countries), aswell as connectivity, opportunities forstrategic partnerships. IFAD will have aconsolidated field presence with 40offices, including 12 Hubs, 3SSTC/Knowledge Centers and 25 ICOs.

F

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IFAD's Decentralization Experience

Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusCLE 2 IFAD STR DEC 1.b Based on a functional analysis

exercise, identify options torebalance staffing levels(professional and GS) fromheadquarters to regional hubs andcountry offices, in particular thosewhich could perform somefunctions now performed byheadquarters regional divisions.Headquarters divisions will need toretain focused but functionalsupport teams, including seniorprofessionals, which would alsoallow some rotation betweencountry-based CPMs andheadquarters. While this changeprocess may entail initialinvestment costs, it should bedevised so as to generate savingsin recurrent costs at PMD level.

In line with IFAD11 commitments,IFAD’s firing capacity in the field will beincreased with the proportion of IFADstaff in the field increasing from 18% to30% in 2018, including additionalCD/CPMs, POs and national staff, as wellas technical staff with dual reporting(PMI, ECG and FMD. With a significantproportion of professional staff movingto the field, the number of G-staff at HQwill be reduced and their functionsrevised, with a concomitant increase inG-staff and national junior professionalstaff (NOA level) recruited in the field.

F

CLE 3 IFAD STR DEC 1.c Consider furtherdecentralization of other functions(such as financial management,based on the positive experiencein Nairobi) to the regions,especially LAC and APR, whichhave time zone issues and hightravel costs from Rome.Consultants and national staffcould also be managed sub-regionally for support in suchareas as procurement and financialmanagement.

IFAD's organizational decentralizationincludes decentralization of 25 stafffrom the technical divisions (PMI, ECGand FMD). This means 47%, 43% and52% of PMI, ECG and FMD staffrespectively will be in the field (plannedto take place by the end of 2018)."

F

Recommendation 2. In order toachieve stronger developmentresults, better support to non-lending activities throughdecentralization is needed.Benefiting from greaterproximity with nationalstakeholders, in its countrystrategies IFAD should prepare arealistic agenda for non-lendingactivities with specific resourcesallocated.

CLE 4 IFAD STR COS 2.a Introduce, in countrystrategies, greater selectivity inthe agenda for non-lending

These recommendations will be includedtogether with the overall IFAD11commitment to revise the procedures

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Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusactivities, based on consultationwith governments, participation incoordination groups with otherorganization and interaction withnon-government actors.Differentiate the non-lendingagenda and the expectations bytype of country office (e.g. CPO-led, CPM-led, hubs) and accordingto its resources. As shown by therecent CLE on the Performance-based Allocation System, theannual rural-sector performanceassessment can be a tool forarticulating non-lending activities.

for country strategies, with particularfocus on country level engagement andpartnerships for non-lending activities.Regarding the “annual rural-sectorperformance assessment” as part of theapproved PBAS reform, this will now beundertaken every three years

CLE 5 IFAD STR DEC 2.b Estimate the requiredresources (staff, type of expertise,financial) for nonlending activitiesand establish a dedicated budgetline for the same in country officesand sub-regional hubs. Enhancecollaboration and synergy betweenPTA, SKD and country offices.Linkages should also bestrengthened between countryprogrammes and the grantprogramme. Allocating a largershare of the grants to countryprogrammes, as alreadyrecommended by the CLE on theIFAD Grant Policy (2014), wouldbe an important step forward.

Collaboration between the technical (i.e.ECG, PMI) and regional divisions isexpected to increase with theestablishment of the Hubs, includingjoint work on non-lending activities.Country Directors/Country ProgrammeManagers are also expected to dedicatemore time on non-lending activities, asthey will be supported by additionaltechnical and country program staff foroperational work.With greater numbers of outpostedstaff, the expectation is that countrydirectors will be in a position to performmore nonlending activities. The recentlyrevised "results pillar" budget structurealready includes a budget line fornonlending activities. The extent thisline will be used by ICO staff will bereviewed as greater decentralization isimplemented.

O

CLE 6 IFAD OPER DEC 2.c Include skills and professionalexperience in non-lendingactivities as criteria for staffrecruitment in country offices, andmonitor progress andachievements as part of thecountry office and staffperformance evaluation process.Provide opportunities for trainingas well as exchanges ofexperiences in non-lendingactivities.

The Generic Job Profiles (GJPs) for staffin country offices (eg. CountryDirectors/Country ProgrammeManagers) have been revised to includeskills and professional experience innon-lending activities. These GJPs willbe used for future staff recruitmentsIn addition, existing staff will beprovided training within the OperationsAcademy training programme which willencompass the new role of countrydirectors and CPMs which focuses on the

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Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusimportance of both lending and non-lending activities.

Recommendation 3. Enhance theefficiency of decentralizeddecision making in countryoffices and sub-regional hubsthrough stronger delegation ofauthority. Within a strengtheneddecentralization setting, therewill be scope and need forfurther delegation of authority,notably for budget holding(supported by sound internalfinancial control) andcommunication.

CLE 7 IFAD OPER DEC 3.a Based on an assessment of thepilot in Viet Nam, prepare a plan(including provisions for trainingand internal financial control) fordelegating further budget holdingauthority to country directors,particularly when they are alsoheads of sub-regional hubs, as thisentails a higher volume oftransactions to be approved.

The Delegation of Authority foroperational and non-operational aspectsis currently being revised and isexpected to be approved in September2018. While this more comprehensiveexercise is taking place, a process isunderway to identify the immediate highpriority needs required by hubs andICOs. These immediate needs will focuson areas like budget authority,recruitment of consultants, low-valueprocurement. The experience of the pilotin Vietnam will be taken into accountduring implementation.

O

CLE 8 IFAD OPER DEC 3.b Define a framework for furtherdelegation of authority to countrydirectors and heads of sub-regional hubs as it concernscommunication, as well as forestablishing a platform to facilitateaccess to analytical and knowledgeproducts prepared by countryoffices and project teams,including material prepared in locallanguages, which should be easilytracked and retrieved.

The Delegation of Authority foroperational and non-operational aspectsis currently being revised and isexpected to be approved in September2018. This will include issues related tocommunication and knowledgeconsiderations.

O

Recommendation 4. Enhancestaff incentives and capacity tooperate in a decentralizedenvironment. IFAD needs tocreate an enabling environmentfor decentralization by

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Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusaddressing incentives, skills andcompetencies of national andinternational staff.

CLE 9 IFAD OPER HR 4.a Strengthen incentives foroutposted staff (e.g. monetaryincentives, opportunities for careeradvancement, other benefits),notably for those in countries withfragility situations where frequentstaff moves have the mostdisruptive effects.

A revised incentive scheme foroutposted staff has been approved,including special measures for staffposted in countries with fragilitysituations.

F

CLE 10 IFAD OPER HR 4.b Expand and better structurethe orientation and mentoringprogramme, particularly for newstaff (national and international)who have little previous exposureto IFAD. While training wouldnaturally include the mandate,strategies and policies of IFAD,there is also a special need to traincountry office staff on thefunctionality of IT systems,security, internal procurement andrequirements for procurementsunder loans and grants where “noobjection” from IFAD is required.

The Operations Academy has beenlaunched to provide comprehensivetraining to staff. It includes dedicatedsessions focused on work in the countryoffices. The first Academy offering washeld in April for country programmestaff

F

CLE 11 IFAD OPER HR 4.c Given the demonstratedimportance of the function ofCPOs, IFAD Management shoulddevelop a plan to better recognizeand empower CPOs, particularlythose heading country offices. Thismay involve developing bettercareer management and providingmore training to develop the skillsets needed by CPOs, revisitingthe generic job profiles for NOA,NOB, NOC and NOD157 to ensurethat the levels are clearly defined,and more explicitly recognizingand rewarding the work of CPOs.

CPOs can access the corporate trainingprogrammes at HQ, regional hubs, andonline. In specific, the OperationsAcademy targets staff in the regionaldivisions including CPOs aimed atenhancing their technical knowledge andorganisational skills capacity. HRD isdeveloping with OPR targetedinterventions in the context ofdecentralisation and revised roles.From career developmentperspective, IFAD has established a"Developmental AssignmentProgramme" for CPOs through whichthey can experience working at theheadquarters or any other duty stationon temporary assignments up to sixmonths. The Generic Job Profiles (GJPs)for national officers (NOA, NOB, NOCs)are currently being revised to reflectIFAD's new organizational structure andfunctions.

F

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Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusRecommendation 5. Improve thequality of data, monitoring andself assessment. IFAD needs togenerate and report data thatallow Management and theExecutive Board to providestrategic guidance ondecentralization, based onassessment of performance andcost efficiency of differentoptions.

CLE 12 IFAD OPER DEC 5.a Adjust the IFAD accountingsystem so as to monitor morecomprehensively the cost ofcountry programme managementunder different ICO configurations,which to date has been presentedin a fragmented manner (e.g.separately for country staff costs,administrative costs, supervisioncosts) and report on them clearlyin the official documentation.

The reporting for the recently approveddecentralized map is currently beingreviewed. The aim is ensure that staffand non-staff costs are identifiedseparately within hubs and standaloneoffices administered by hubs. Similarly,the aim is also to indicateseparately administrative andoperational costs (i.e. design,supervision costs).

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CLE 13 IFAD OPER RME 5.b Reduce the number ofindicators for ICO monitoring,revise the definition of selectedindicators (e.g. table 2, chapterIII) and integrate them into IFAD-wide management informationsystems and Report on IFAD’sDevelopment Effectiveness (RIDE)reporting.

A particular set of indicators has beenincluded in the RMF for IFAD11 underdecentralization. These will bemonitored and tracked through IFADcorporate databases and will bereported on in the RIDE

F

CLE 14 IFAD OPER DEC 5.c Allow for a periodic revision ofthe IFAD CorporateDecentralization Plan and reportback to the Executive Board forfurther guidance.

Periodic updates on the IFADDecentralization Plan are provided to theExecutive Board.

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Evaluation Synthesis Report: Smallholder Access to MarketsEvaluation Synthesis Report: Smallholder Access to MarketsEval. SN Level Nature Theme R Recommendation 2018 Follow Up Status

Recommendation 1:Invest in improving SAMprogramme design withdue attention to marketdynamics.

ESR 1 IFAD OPER MVC

Successful interventions would require solidprogramme building blocks that not onlyidentify and address market access barriers butalso incorporate sound understanding of marketdynamics and market trends, market-knowledgeable partners, and market responsiveprogramme management. IFAD should ensurethat programmes that it finances are – both indesign and implementation – based on market-oriented approaches and that its principal publicsector partner(s) take on a role to facilitate asound regulatory regime and operatingenvironment to promote fair and equitablemarket participation of different actors,including smallholders and the private sector.

This issue is systematicallyscrutinized as part of the projectdesign review performed by the PMIteam also due to the growing numberof projects which adopt a value chainapproach. Starting from marketdemand is indeed a rule of thumb fora VC project which also requireslooking at the enabling environmentand identifying suitable partners toeffectively implement market-drivenprojects. The PMI toolkit "SustainableInclusion of smallholders inagricultural value chains" providesguidance to the design teams.

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ESR 2 IFAD OPER MVC

Careful consideration is needed forappropriately sequencing programme inputsand activities and their timely and effectiveimplementation. IFAD should also pay dueattention to incorporating flexibility inprogrammes to be able to respond to marketconditions and opportunities as they evolveover time. As IFAD-financed programmes couldtake more than a year or two from concept tostart up, provision should be made for timelymarket analysis.

In most cases, project designincludes a pre-identification ofpotential products and value chains inresponse to market opportunitiesidentified at that time. This is used tocalculate the economic and financialanalysis of the project. Nevertheless,most of the projects include a budgetprovision to regularly update marketanalysis and enable project targetgroups to identify new marketopportunities.

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ESR 3 IFAD OPER NRM

As a cross-cutting area, considerations fornatural resource management and theenvironment should be more systematicallyintegrated in programme designs, beyond a "dono harm" approach. In fact, programmes with amore proactive approach to NRM provideopportunities for broad development andstakeholder welfare impact, and they can betterincorporate specific programme inputs withmeasurable outcomes and impacts.

It is important to note thatenvironmental aspects are keycomponents of product qualitystandards required to access anyrelatively formal market bothdomestic or export. Helping ourtarget group to meet those standardsis a key part of market accessstrategy in most of the projects. Inany case all projects go through arigorous environmental and climatechange assessment during the design

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phase with the application of IFAD'sSECAP standards and procedures.

Recommendation 2:Develop programmeactivities tailored to theneeds of specific groups,taking into considerationrisks they face.

ESR 4 IFAD STR TGT Tailoring interventions to specific groups –whether they are defined by micro-regions,commodities, or commonly as smallholders'needs - requires in-depth assessment of specificstakeholder needs and, critically, their risk andexpectation for returns from marketparticipation. This makes "localized" programmeinput flexibility a must, for as smallholdersintegrate into markets and new opportunities orchallenges inevitably arise, so too will theirneeds.

The starting point of any IFAD-fundedproject design is a solidunderstanding and characterisation ofthe target groups livelihood strategiesand needs. Very often projects applydifferent tailored strategies to reachout and benefit different targetgroups. For those who are unable tobe included in value chains asproducers, other income-generatingopportunities are explored (e.g. wageemployment or self-employmentthrough entrepreneurial activities).

F

ESR 5 IFAD OPER GDR In programme design and implementation,gender specific constraints and opportunitiesshould also be duly taken into consideration.Specific barriers to access markets faced bywomen in different contexts should be identifiedand measures to address them should beincorporated.

This is systematically scrutinised atdesign stage as part of a broaderanalysis and characterisation of thetarget groups. Women comparativeadvantage is also a criterion used topre-select products and value chainsto be supported by the project.

F

Recommendation 3:Ensure programmemonitoring andevaluation systems havewell-defined andoperational foodsecurity, nutrition andmarket accessindicators.

ESR 6 IFAD OPER RME

SAM programmes have a number of particularmonitoring and evaluation needs. For example,considering that SAM programmes often involverisks for smallholders in the context of rapidlyevolving food markets, effective and timelymonitoring of SAM activities, outputs andoutcomes is critical to maintain programmes'relevance and maximize stakeholder welfares.This is particularly important whenstakeholders, in particular smallholders, areinvesting their capital (land, labour and financialresources) into activities associated withprojects/programmes.

All projects include SMART indicatorsto monitor their performance againstthese key dimensions: incomegeneration and market access, foodsecurity and nutrition. The recently-revised RIMS indicators are thestarting point for this purpose.Moreover support is being provided toproject level staff on M&E through thetraining and certification frameworkunder the Program for Rural M&E(PRiME)

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ESR 7 IFAD OPER RME

Equally important is the need to have clearoutcome and impact targets and indicators. Thisaspect has not been sufficiently addressed withregard to food security and nutrition. Suchindicators should distinguish between sources offood security and nutritional improvements(e.g. sources of income and food, nutritionalvalues) as a means to establish programmeeffectiveness and impact.

RIMS was revised and the new coreindicators include indicators on theseaspects. Moreover, through the RIAled impact assessments at the tier 1of the RMF for IFAD11, nutrition hasbeen included as an indicator. Thiswill be tracked and reported on usingthe IAI in the RIDE

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ESR 8 IFAD OPER RME

Also, the gender perspective should beincorporated in monitoring and evaluation tools,for example, in terms of men and womenparticipation in different economic activities,formal and informal markets, contractualrelations, access to different financial services.

IFAD's targeting guidelines are beingrevised to ensure differentiatedapproaches for both young men andwomen. Additionally, furtherelaboration with regards to M&E ongender activities is included under therecommendations on the ESR ongender equality

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Evaluation Synthesis Report: What works for gender equality and women'sempowerment - a review of practices and results

Evaluation Synthesis Report: What works for gender equality and women's empowerment - a reviewof practices and results

Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusRecommendation 1.Conceptualize andintegrate the gendertransformative approachfor use throughout theorganization for IFAD10.

ESR 1 IFAD PLCY GDR IFAD has set itself ambitious targets on gendertransformative interventions under IFAD10. Itis therefore important to develop a sharedunderstanding of the concept throughout theorganization if gender transformative practicesare to be promoted and monitored in aconsistent manner. The shared understandingof the concept will also underpin the highlysatisfactory (6) transformative ratings atproject design and closure that will feed intoreporting under IFAD10. Harmonization ofratings approaches should also involve IOE.

A number of sharing and learningevents have been organized tostimulate discussion and learningaround gender transformation. Inaddition, an informal position paper(inclusive of a four-page executivesummary) on IFAD’s gendertransformative approach has beenprepared by the Gender and SocialInclusion Desk for easierdissemination anduptake. Corporate initiatives willbe organized during 2018 tosupport the implementation of itsdriving principles in line with thenew mainstreaming agenda. (e.g.Household methodologies learningdays, training sessions forconsultants, etc.). While underIFAD11 the target of 15 percentagewas set for gender transformativeprojects, this benchmark wasraised to 25 percentage incommitments made in 2018 forIFAD11. In addition, the newlycreated Environment, Climate,Gender and Social InclusionDivision (ECG) has initiated thedevelopment process of aframework for implementingtransformational approaches forIFAD’s four mainstreaming themes,including attention to horizontalintegration and interlinkages.

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Recommendation 2.Develop explicit theories ofchange to underpintargeting strategies fordifferent groups of women,together with indicators tomonitor them at the pointof design, and offer tailoredinterventions based onavailable good practices(see chapter VII).

ESR 2 IFAD STR GDR Theories of change are critical to linkingdesign, implementation and monitoring ofgendered targeting strategies. Specifictargeting strategies are required to address theneeds of different groups of women, such asvery poor women, landless women, singlewomen, female-headed households, indigenouswomen and young women, together with goodcontextual analysis. Relying on a participatoryapproach will not be sufficient, rather explicitstrategies have to be integrated into designand followed through during implementation,based on good gender analysis. Theeffectiveness of targeting will require furtherdisaggregation of beneficiary data formonitoring purposes.

Theories of change are moresystematically developed in thedesign of new projects. Initialsupport has been provided todesign team members, includingtechnical experts and consultantsin collaboration with IOE (e.g.workshop and brochure). During aLearning Day on Targetingorganized in 2017, at the officiallaunch of the Gender and TargetingToolkit for project design andimplementation, the effectivenessof the targeting was also discussed.Through the PRiME initiative thecapacity of IFAD staff, project staffand others in developing countriesis being strengthened in theapplication of theories of changefor better gender and other resultson the ground. Support to expertsand consultants on the Theory ofChange approach will be reinforcedthrough specific sharing andlearning sessions during 2018.IFAD has also started revising itsoperational guidelines on targetingand social inclusion. This willprovide an opportunity to improvethe effectiveness of IFAD'stargeting strategies andapproaches.

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Recommendation 3.Establish systematic M&Eof disaggregatedbenefits and GEWEoutcomes at corporate andproject levels

ESR 3 IFAD OPER RME The revision of the RIMS framework provides IFAD refined its Results and Impact F

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an opportunity to improve gender-disaggregated performance indicatorsat output and outcome level. While some keyperformance indicators should be set atcorporate level (e.g. indigenous women, youngwomen), the main effort will be to improvegranularity (and quality) of indicators and dataat project level. At the same time projectsshould improve the documentation of GEWEresults, in particular GEWE outcomes andimpacts, using appropriate methodologies formeasuring gender transformative changeswithin a given context, such as case studiesand participatory and qualitative research tocomplement standard M&E data.

Management System (RIMS),whichincludes strengthening genderindicators that are regularlymonitored at the project level andreported for enhanced resultsmanagement and learning.Similarly, key elements of theWomen's Empowerment inAgriculture Index (WEAI), whichmeasures the empowerment,agency and inclusion of women inagriculture dimensions, are beingcarefully built into the design ofproject impact assessments beingdone as part of the IFAD10initiative on impact assessments,to better attribute the results toIFAD operations. An increasingnumber of projects are carrying outannual outcome surveys, oftenlooking at GEWE results. Projectsare currently retrofitting theirlogical frameworks to ensure theinclusion of new RIMS coreindicators. In addition, the WEAI isbeing fine-tuned in accordance tothe specific needs of IFAD-supported projects. Finally, IFADhas started the development ofgrant initiative on assessing thegendered impact of ruraldevelopment projects.

Recommendation 4. Reportconsistently on GEWEoutcomes and impacts inGEWE evaluations andinclude sound contextualanalysis to explain results(IOE).

ESR 4 IFAD OPER GDR Evaluation methods should place moreemphasis on capturing GEWE results beyondbeneficiary numbers and outputs, and shouldallow space for sufficient analysis of thecontextual factors that have shaped thoseresults. The adoption of a theory of changeapproach in IOE evaluations providesopportunities to integrate gendered results andassumptions. Beyond this, good gender orsocial analysis in evaluation also means that

The recommendation is addressedto IOE, but as mentioned above,IFAD is also stepping up its effortsto improve reporting on GEWEoutcomes and impacts: (i) theWEAI is being fine-tuned inaccordance to the specific needs ofIFAD-supported projects; (ii) IFADhas started the development ofgrant initiative on assessing the

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the required expertise must be available inevery evaluation team.

gendered impact of ruraldevelopment projects; and (iii) anincreasing number of projects arecarrying out annual outcomesurveys, often looking at GEWEresults.

Recommendation 5:Replicate good practicescovering the three GEWEpolicy objectives andstrengthen working withmen.

ESR 5 IFAD STR GDR The synthesis has identified a number ofpractices that are relevant for promoting GEWEobjectives. The report showed that somepractices are more common than others; somepractices have shown good results while othersneed to be improved to become effective. Thecritical review and validation of practices, atcorporate and project level, is part of theprocess of replication and scaling up. Theprocess of reviewing both success and failurewill have to continue beyond this report. Basedon this synthesis, we offer the following guidingprinciples for replicating practices:

(a) Practices that worked well, but are not yetcommon, should be promoted (e.g. valuechains, marketing, off-farm employment).(b) Labour-saving technologies and workingwith men are not common practices yet, butthe available evidence suggests that they canbe highly effective. Practices to influence menand traditional leaders and practices toaddress women’s time poverty should bewidely integrated into IFAD’s interventions.(c) Practices that are common, but so far haveyielded mixed results, should be improvedbased on the available international practices.IFAD should critically review some commonlyheld beliefs and assumptions about genderedbenefitsand promote services that are better tailored tothe strategic needs of women (e.g. inclusiverural finance, infrastructure, functional skillstraining).(d) Some practices are highly relevant, but notyet effective or common (e.g. promotion ofIGAs, land rights), often because they aremeeting contextual limitations (social and

As a CPMT member, IFAD’s Genderand Social Inclusion Desk monitorsand reviews project-relateddocuments and provides technicalsupport during design, start-up andsupervision missions.Innovations and good practices areregularly identified, monitored,documented and shared, e.g.through the IFAD Gender andSocial Inclusion Network,exchanges with ICOs and ProjectGender Focal Points, and duringvarious events (e.g. genderbreakfasts). In addition, IFAD’sinnovative householdmethodologies will be scaled upthrough a new Grant with OxfamNovib/Hivos over the next years.

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cultural values, institutional and legalframeworks). For those, the assumptions andinfluencing factors (in their theories of change)that have been limiting their effectiveness andwider application need to be carefully reviewed.The wider application of those practices needsto be accompanied with adequate strategies toaddress the systemic issues that may limittheir effectiveness.(e) Policy engagement and scaling upsuccessful GEWE practices are key to enablingtransformative change. There are some goodpractices already, but they need to be morewidely understood and applied within IFAD.(f) Finally, it is the combination of practicesthat brings about transformative change.Therefore IFAD interventions should beencouraged to use a range of differentpractices that more comprehensively addressthe complexity of issues and factors affectingGEWE.

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Evaluation Synthesis Report: IFAD’s Support to Scaling Up of Results

Evaluation Synthesis Report: IFAD’s Support to Scaling Up of ResultsEval. SN Level Nature Theme R Recommendation 2018 Follow Up Status

Recommendation 1.Strengthen the countryprogramme and project cycleto enhance scalability. Thisrequires attention in thepreparation ofcountry strategies (COSOP),at project design, duringimplementation and afterproject completion.

ESR 1 IFAD STR SCA Elaborate a scalability assessment and apathway to scaling up in countryprogramme strategies (COSOPs) as wellas project designs. Until there arefurther insights into scalability andevidence of sustained benefits, IFADshould be selective, prioritizing areaswhere the prospects for success andsustainability are considered high andwhich are aligned with IFAD’s strengthsand comparative advantages (based onprevious experience). The abovescaling-up pathway will require, interalia, emphasis on sustainability and, tothe extent possible, economic viability,minimizing subsidies anddependence on project support in thelong term.

The Operational Framework on ScalingUp as well as the new guidelines onCOSOP address this recommendation. i)Ensure that scalability pathwayscontinue to be included in the design ofCOSOP and projects and that theQuality Assurance process continues toassess its viability. ii) Scaling up to bespecifically included in the new PDRtemplate that will be issued with thenew guidelines for Project Design.

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ESR 2 IFAD STR SCA Assess scalability conditions duringimplementation (including potentialconstraints deriving from the projectdesign and implementation as well aspublic policies) and share findings andknowledge with potential champions inthe government and with other partners(e.g. donors, private entities,community organizations and theirfederations).

Scaling up is assessed duringsupervision and rated and trackedthrough the Operational ResultsManagement System. Additionally,other interlinked aspects are alsoincluded such as sustainability, exitstrategy, partnerships etc.

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ESR 3 IFAD STR SCA When there are promising scaling-upopportunities, continue IFADengagement beyond project completion,

During project completion reporting,scaling up is systematically rated andassessed. The completion report is

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through further financing phases,partnership and policy dialogue, so asto strengthen ownership by thegovernment and other developmentpartners, and facilitate the adoptionof proven approaches by largerprogrammes, public strategies andpolicies.

jointly produced with the Governmentand these discussions are held at thecountry level.

Recommendation 2. Buildstronger consensus andincentives in-house to supportscaling up.

ESR 4 IFAD OPER SCA

In order to “demystify” and clarify theconcept of scaling up and motivatestaff, IFAD should promote exchangesbetween operational staff and exposureto concrete scaling-up experiences (e.g.through country visits).

The scaling up strategies haveimproved in new designs as shown inthe QA RMF ratings on scaling up. An e-learning will be ready by mid-2018available to all staff and scaling upshould be included in the roll out of theOperations Academy and other learningevents that allow to showcase andanalyze successes and challenges ofscaling up. O

Recommendation 3. Settargets based onachievements and evidence onscaling-up pathwaypreparation rather thangeneric “potential”.

ESR 5 IFAD STR SCA

It will be important to make theassessment more objective. At theproject completion stage, theassessment needs to focus more on theconcrete steps (e.g. analysing evidence,sharing lessons, networking) that havebeen taken to encourage developmentpartners’ interest and commitment toscaling up, as well as on theagreements made with the partners andtimeframe to implement them.

The Operational Framework in thesection “Self-evaluation and scaling up”proposes a set of questions that focuson concrete assessments rather than“potential”. Furthermore the rigorousassessment of PCRs will also contributeto identifying concrete steps.

ORecommendation 4. In thefuture, IOE should rateinnovation and scalingup separately.

ESR 6 IFAD PLCY SCA

So far, evaluation reports haveassessed innovation and scaling up butprovided a single rating for the two, inconformity with the past when IFADmerged the two notions. However, as

This has been addressed to IOE andhas been done as part of theharmonization agreement

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noted in the 2010 Brookings Reviewand in the 2015 OperationalFramework, the two concepts arerelated but do not coincide. For betterconceptual clarity and in order toenhance comparability betweenselfassessment and independentevaluations, there should be separateratings for innovation and for scalingup.

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Evaluation Synthesis Report: IFAD’s Country-level Policy Dialogue

Evaluation Synthesis Report: IFAD’s Country-level Policy DialogueEval. SN Level Nature Theme R Recommendation 2018 Follow Up Status

Recommendation 1: Strengthenattention to policy dialogue inthe COSOP.

ESR 1 IFAD STR ENG A policy dialogue strategy need tobe clearly identified in the COSOP,designed within the framework amore programmatic approach, andhave clearly identifiable objectives.COSOPs should identifydeliverables corresponding to policydialogue activities at the countrylevel (e.g. outputs such as “policydialogue country notes”, papers onissues to inform policy dialogue),and allocate funds for theseactivities. Indicators for policydialogue (at the outputs,intermediate outcomes andoutcome levels) should be includedin COSOPs and countryprogrammes. Policy dialogue needsto be ultimately seen as anopportunity to broaden the impactof IFAD's programme andoperations in the countries. A moreprogrammatic approach, includingmore systematic donorcoordination, and the developmentof strategies at the country level,with a clear agenda, would enablestronger partnerships to beestablished at the strategic level aswell as better policy dialogue andcofinancing.

Attention to policy engagement in theCOSOPs has been strengthened. AllCOSOPs articulate a strategy for policyengagement – within the current tightword limit for COSOPs; and all COSOPsare reviewed by the Policy Desk, nowlocated in the Front Office of theAssociate VP, PMD. All COSOPs indicatethe thematic priorities for policyengagement, and the expectedapproach for engagement; though asstated in the IFAD managementresponse to the ESR the intrinsic natureof nationally owned policy processesmakes it difficult – and not alwaysappropriate – to commit to specificdeliverables. IFAD does not currentlyhave a dedicated budget for policyengagement, though in 2017 PTA madeavailable to the regional divisionslimited funding for policy studies, and10 such studies were part financed fromthis fund.A review of the COSOP procedures andoutline is to be carried out in 2018, andthis will provide an opportunity toreflect on how best to strengthen thefocus on policy engagement, andwhether a more explicitly articulatedpolicy strategy with related outcome /output indicators and dedicated budgetcan and should be included.

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Recommendation 2: Strengthenthe capacity of CPMs and CPOs inconnection with policy dialogue.

ESR 2 IFAD OPER ENG CPMs and CPOs should be providedwith sufficient information andtraining on how to conduct and

Efforts are being made to strengthenthe capacity and incentives of staff onpolicy engagement. In December 2017

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document policy dialogue at thecountry level, complemented withadequate resourcing to engage inpolicy dialogue, including betteruse of country grants Theforthcoming IFAD guide book forcountry-level policy engagementprepared by PTA is a valuableresource that could be used toinform and train CPMs and CPOs. Infact, this Evaluation Synthesis,complemented with the guide book,may be used to promote learningand cross-fertilization ofexperiences across CPMs, regionaldivisions and countries. Theinvolvement of CPMs and CPOs inpolicy dialogue at the country levelshould be taken into account in theassessment of their performance.

a training session on policy engagementfor CPMs, CPOs and other operationalstaff was conducted as part of theOperations Academy (Module 2, onCOSOPs), and can be offered again inforthcoming sessions of the OperationsAcademy. In addition, following thepublication of the guidebook on policyengagement in mid-2017, theguidebook was distributed tooperational staff and its use promotedin COSOP and project design. In thecontext of the ongoing IFADdecentralisation exercise, the jobdescriptions of Country Directors/CPMshave been modified, and they nowinclude an explicit section on policyleadership (or contribution to policyleadership). This will provide a basis fortheir performance in policy engagementto be taken into account in theirperformance assessment.

Recommendation 3: Strengthenthe monitoring and reporting ofpolicydialogue activities.

ESR 3 IFAD OPER RME Policy dialogue that takes placeduring supervision andimplementation support, as well asin the design process, needs to bedocumented in brief notes,indicating the activity/activities thattook place, participants,agreements reached (if any) and/orother results. This will make visiblethe country-level policy dialogueand engagement and would ensureits preservation in IFAD’sinstitutional memory. Furthermore,it would provide evidence of thepolicydialogue that took place.

A series of steps have been taken toimprove monitoring and reporting, witha view to providing evidence of policyactivities conducted and contributing toIFAD's institutional knowledge andmemory. First, in IFAD's newOperational Results ManagementSystem (ORMS – the replacement forRIMS) three output-level indicatorsassociated with policy-related activitieshave been included (and will bemeasured from mid-term reviewonwards in projects with an explicitfocus on policy activities). Second, anon-line tool to enable bothCD/CPMs/ICO staff and projectmanagers to monitor policy-relatedactivities in real time, has beendeveloped, undergone preliminarytesting, and is about to be rolled out.And third, through an study to assessthe impact of policy activities in four

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countries in Asia, a methodology forundertaking rapid assessments ofIFAD's policy impact has beendeveloped. In addition, in 2018 there isa plan to redesign the IFAD clientsurvey: a focus on strengthening theorganization's ability to understand theperception of governments and othercountry-level partners as to IFAD'spolicy role and impact will be animportant dimension of the redesign.

Recommendation 4: Revisit andstrengthen the evaluationapproach to assessing policydialogue at the country level.

ESR 4 IFAD PLCY ENG In independent evaluations, theassessment of policy dialogueshould refer to those activities thatarecomplementary to the lendingportfolio, as well as to those policyanalysis and advisory initiativesthat are supported through projectfunding (particularly for thoseprojects that include a policydialogue component). Furthermore,it would be important to considerthe links between ‘policyengagement’ and ‘impact oninstitutions and policies’

This recommendation has been made toIOE

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Country Strategy and Project Evaluations (CSPEs)

Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Status

Ethiopia - Country Strategy and Programme EvaluationRecommendation 1: Focus onfewerthematic areasand enhancethe quality ofprogrammes

Ethiopia ESA CSPE 1 CTRY OPER TGT This recommendation on fewerthematic areas repeats what wasalready a major recommendation ofthe 2008 CPE. Despite being asignificant partner for Ethiopia, theIFAD programme, even if furtherfinancially augmented in the nextCOSOP cycle because of goodcountry performance, is relativelysmall in the context of significantoverall support from multiple donors.IFAD should use its limited resourcesto focus on those areas where it hasa comparative advantage and whereit has already established, or has thepotential to establish, a leadershipposition. This CPE agrees with theprevious CPE that PCDP, SSI andrural finance should be the areas forcontinued IFAD support. Thisportfolio also enables IFAD tomaintain a focus on the poor and onfood-deficit areas.

The new COSOP, which has beenpresented to the EB in December2016, outlines only two strategicobjectives. In close consultation withthe Borrower, IFAD has decided tofocus on (i) Agricultural Developmentin the highlands, supporting small-scale irrigation development withgreater attention to Natural resourceManagement and climate changeadaptation in the adjacentwatersheds, as well as the necessaryattention to strengthening thecapacity of the target group toaccess markets and finance; and (ii)Pastoral Community andDevelopment with a greater focus onRange Management and livelihoodsresilience.

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Ethiopia ESA CSPE 2 IFAD OPER DEC The CPE suggest that the issue ofadequacy of human resources for theICO be reviewed but in the context ofthe need to focus on fewer tasks.Staff turnover of is an opportunity tolook at the skills mix of the ICO as awhole and consider thepossibility of increasing staff.

Within the context of OPEX andDecentralization, the scope andcoverage of the ICO has beenexpanded with the provision of 1 P3and 1 NOA.

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Ethiopia ESA CSPE 3 CTRY OPER NRM The valuable experiences ofCBINReMP and the SLMP onsustainable land and watermanagement and climate changeshould be mainstreamed into PCDPand PASIDP (see paragraph 297,

This has been included in the PASIDPII design and is being implementedwith additional resources from ASAP.There is further consensus that NRMaspects will receive greaterprominence in the new design for the

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusfourth bullet). The CPE welcomes therenewed emphasis on environmentaland social aspects in PCDP III andalso the expansion of SLMP to thesemi-arid areas of Ethiopia andrecommends the close collaborationwith SLMP and inclusion of theseconsiderations in PCDP III and thenew PASIDP II project.

pastoral areas, given PCDP's limitedfocus on range and livelihood relatedactivities overall.

Ethiopia ESA CSPE 4 CTRY OPER PMA More specifically, IFAD could enhancethe quality of programmes throughthe following: The issue of mobility toensure the option of pursuingpastoralist livelihoods is to beaddressed by PCDP (paragraph 297second bullet).IFAD does not need to support thenext phase of CBINReMP since whatwas covered in this project hasalready been incorporated by theGovernment into a much larger,multi-donor-supported SLMP(paragraph 297 last bullet).There are proposals being made byMOANR to include a marketingcomponent in the next phase ofPASIDP. The CPE recommendsagainst it as it would once againdivert the focus of both PASIDP anddisperse IFAD’s limited humanresources. After a difficult and lessthan satisfactory start-up, PASIDPPCMU has only now been able tocome to speed in its core functions ofdeveloping SSI and supportingservices, improving coordinateddelivery and cooperating withmarketing initiatives of otherpartners. Marketing is clearlyimportant but interventions in thisarea need to be based on a well-considered strategy that is yet to bedeveloped, and IFAD should not tryto do everything by itself.

PCDP has made some effort inexamining the benefits of offeringmobile services, such as conducting astudy on mobile education. However,the inclusive, demand-led CDDapproach continued to prioritizesmall public infrastructure that areaccessible to both, sedentary andtranshumant livelihood groups.Meanwhile, WB and IFAD conducteda joint study on development trendsin the Ethiopian Pastoral Areas,which broadened the recognition forthe viability of mobile pastoralsystems in Ethiopia, and which willform the basis for the new design ofa Pastoral Livelihoods ResilienceProgramme.Management concurs that theCBINReMP practices and lessonswere incorporated in SLMP andPASIDP II.Based on the lessons from PASIDP,the second phase includes acomponent that strengthens theagribusiness skills of farmers andfacilitates their linkage to markets,finance and other relevant servicesto engage in viable agriculture andsustain the irrigation schemes.However, it was agreed to adopt asimplified and basic approach:Scheme feasibility studies includemarket information and identifypotential linkages along the valuechains, which the project facilitatesin implementation.

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Recommendati

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuson 2: Use alonger-termprogrammaticapproach tolending.

Ethiopia ESA CSPE 5 CTRY STR COS Except for PCDP, where IFAD hasfollowed the programmatic lendingby the World Bank, all other IFADprojects have been conceived andimplemented as discrete projectphases. This often has meant ahiatus between phases (as isoccurring in PASIDP), or one-offefforts that are missed opportunitiesfor broader policy and institutionaldevelopment (as in CBINReMP andAMIP), or missed opportunities for amore proactive role in policy andinstitutional development (RUFIP-Iand II). In addition, most projectsare designed for long gestation (eightor more years), with actualimplementation often taking up toten years. A succession of projectphases is often a more effective wayto introducing continuingimprovements in institutions andpolicies over the longterm. Goingforward, the CPE recommends thatthe new projects be conceived asa part of a long-term programme inthe particular theme/sub-sector. ThePCDP series of project phasesprovides a model in this regard.In contrast with many othercountries, IFAD has a realopportunity to move towardsprogrammatic lending in Ethiopia andbe a catalyst for reforms, given itsstrong partnership with the country.

This has been addressed in the newCOSOP as well as in the design ofPASIDP II. It is likely that the newdesign for the pastoral areas will alsohave this feature, given that it will beconceived as a flagship programme.

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Recommendation 3: Focusmore clearlyon non-lendingservices.

Ethiopia ESA CSPE 6 CTRY STR NLA With its strong partnership with theGovernment and unique experiencein small-scale irrigation, rural finance

A more systematic and visibleengagement in policy continued to bea challenge for the country team,

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusand pastoral communitydevelopment, IFAD is well placed toplay a much stronger role in being asource of advice on policy and sectordevelopment. It has done a good jobin financing important projects buthas not been as proactive in usingthe projects to move the policy andinstitutional agenda. There are fewIFAD knowledge products or policypapers that would normally form thebasis for policy discussions with theGovernment. There is potential toincreasingly partner with the CGIAR(Consultative Group for InternationalAgricultural Research) centres forevaluations and to sharedevelopment results throughpublications. The CPE notes that justbecause there were no formaldocuments prepared by IFAD doesnot necessarily mean that policydialogue did not take place. What isneeded, however, is to ensure thatthe policy dialogue agenda defined inthe COSOP is realistic and thenbacked by a clear agenda forimplementation that is appropriatelydocumented. A positive aspect of thecurrent COSOP is that the policydialogue agenda was closely linked toIFAD projects, an approach thatshould be maintained in the nextCOSOP.

given its limited human resources.However, a continued effort is beingmade to engage based on theinvestment streams in knowledgeand policy initiatives. Examplesinclude several research articles onNRM (CBINREMP), an initiative onlesson-based improvements ofIrrigation Water Users' AssociationsRegional Proclamations, conducted inclose collaboration with IMWI(PASIDP II); a joint study with WBon Pastoralism (PCDP III);engagement with CGAP to enhanceimpact evaluation (RUFIP II), andengagement with various regionaland global grants with CG centresand others. In addition, the ICOengages closely with the Universitypartnership grant and has facilitatedresearch initiatives in each of theprojects.

Ethiopia ESA CSPE 7 CTRY STR NLA In part, enhancing non-lendingservices is an issue of adequacy ofresources. A narrower focus on fewerareas as recommended above shouldhelp in this regard. But in part it isalso due to the COSOP not definingthe mechanisms or resources neededto carry out the knowledgemanagement and policy agendas thatit had laid out. The CPE recommendsthat the next COSOP take care indefining a logical causality chain (ora Theory of Change) with outputs,outcomes and objectives at the

The new COSOP defines the policyagenda as follows: "IFAD’s agendafor policy engagement seeks tocontribute to achievement of thestrategic objectives, and tocomplement, support and draw onthe investment projects. Areas forpolicy engagement will thus belimited to issues of relevance forsmall-scale irrigation, rural financeand pastoral communitydevelopment. IFAD will engage withthe Government to use itsinvestment projects as an

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusstrategic level, and few but well-chosen indicators. Collaboration witha centre of excellence would be anadvantage to improve the wholesystem (e.g. International FoodPolicy Research Institute, whichalready collaborates with PCDP III onM&E and with MOANR on StrategicAnalysis and Knowledge support).The Strategic Guidance of IFADManagement for grants in 2016, inwhich one of the four priorities is'Better results measurement throughimproved M&E systems' is anopportunity to be seized. The COSOPshould also lay out a clear andactionable agenda for knowledgemanagement and policy dialogue,backed with a specific allocation ofresources. It should also set outspecific products that IFAD wouldproduce to carry out the agenda.

opportunity to: (a) test newapproaches and technologies,identify successes and share relevantlessons; and (b) support governmentefforts to review and analyse thedegree of implementation andeffectiveness of its policies. Thelessons learned in pursuing theseapproaches will inform government-led dialogue on national policies."

Ethiopia ESA CSPE 8 CTRY OPER PAR Based on the good work of PASIDPand RUFIP, IFAD should considerfurther deepening and expanding itsresults by attracting partners withadditional financial means (similar toits partnership with the World Bankfor PCDP). In the case of PASIDP,IFAD should seek and engage withan appropriate partner/donor thatwould address marketing constraints.

Attempts have been made to attractadditional partners, particularly theAfrican Development Bank, tocofinance PASIDP II. However, theBorrower had shown little interest tofacilitate a formal cofinancingpartnership. Meanwhile, there is ajoint commitment to link PASIDPsupported farmers' groups andirrigation schemes to the Agro-Industrial Parks that are beingestablished in all regions of thecountry, with substantial supportfrom the AfDB, FAO, UNIDO, EU, theItalian Cooperation and otherdevelopment partners.

O

Federal Republic of Nigeria - Country Strategy and Programme EvaluationRecommendation 1. Addressissues of statecommitmentthroughincreasedgeographicfocus,transformedstate-level

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuspartnershipsand realisticlevels ofcounterpartfunding.

Nigeria WCA

CSPE 1 CTRY OPER TGT The CPE recommends that theCOSOP should explore the followingstrategies to strengthen statecommitment: (a) adoption of atransparent mechanism for selectionof states through clear selectioncriteria that consider poverty andgovernance-related indicators basedon a robust analysis; (b) properassessment of state governance andpublic finances as an input into theselection process;

The COSOP 2017-2022 developed in2016 defined the criteria for stateselection in future designs. In linewith the CPE recommendation, thefollowing identification of states willconsider the following (i) poverty; (ii)tangible commitment and politicalwill to support a joint programme;(iii) clear focus on communitydevelopment and smallholderagriculture; (iv) strong track recordof public accountability and financialmanagement; and (v) willingness towork with the private sector. Withinstates, targeting will be based onreliable poverty data. The objectiveis to have fewer but betterperforming states and increasedallocation of project funding perstate. Focused geographic targetingwill increase efficiency in both Projectmanagement and IFADsupervision/implementation supportDuring the design of LIFE-ND. Withthe support of the ICO, FMARD leadthe state selection process, applyingthe agreed criteria. Six states of ninewere selectedOngoing projects reward 2 highestperforming States allowing at MTRto include additional LGAs andaccess additional project funds.State and federal governments aresystematically included the projectdesign processes. FMARD, stategovernors and NDDC participated100% in the LIFE-NDDesign. Community basedorganizations (CDAs/CADAs)continue to play an important part inproject implementation with a directrole in planning and management ofinvestments in communities.During the design of LIFE-ND. With

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusthe support of the ICO, FMARD leadthe state selection process, applyingthe agreed criteria. Six states wereselected , namely Abia, Bayelsa,Cross River, Delta, Edo and Ondostates

Nigeria WCA

CSPE 2 CTRY STR ENG(c) strategies to raise attention andsustain commitment from stategovernors; (d) strategies tostrengthen local ownership; and (e)increased policy engagement at statelevel.

As noted, above, the COSOP and therecent LIFE-ND design focus IFAD'sinvestments in fewer states based onperformance criteria in line with theCSPE. States which are highperforming are and will be rewardedwith support to additional LGAswithin those states--this createspositive incentives for qualitydisbursement, counterpart funding,and accountability at state level.The latest design, for the LIFE-NDprogramme, started with an initialdesign baseline that was actuallypaid for by the FMARD and aligned tothe development priorities--youthand specific value chainopportunities--for the participatingstates. The initial design mission(and only full design mission)included the full participation of allstate administrations and theFMARD.Community based organizations(CDAs/CADAs) continue to play animportant part in projectimplementation with a direct role inplanning and management ofinvestments in communities. CDAs inCASP are the 'vehicle' for projectinvestment in village infrastructureand are fully responsible foroperation and maintenance. InclusiveParticipatory land use andinvestment planning approachesfoster ownership andsustainability. VCDP follows asimilar strategy with Value ChainAction Plans and Value Chainsteering Committees. LIFE-ND'sdesign relies on communityorganizations to nominate and vetproject beneficiaries who will repay

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusthese organizations for the serviceand thus sustain the process postproject.IFAD has also worked with OXFAM,FAO and JICA on standaloneinterventions to support livelihoodrestoration with CASP. VCDP ishighly engaged in durable, privatesector linkages connected to ValueChain Steering Committees. In allcases, policy dialogue at local level isprogressing through theserelationships

Recommendation 2. Increaseleverage andpresence inoperations.

Nigeria WCA

CSPE 3 CTRY STR GRT There is scope to improve operationaleffectiveness and efficiency throughthe way IFAD delivers itsimplementation support. Given thescale of the country programme andthe complexity of the federal system,stronger engagement at state leveland improved implementationsupport will ultimately requirecapacities to be added to the countryoffice. The CPE recommends thatIFAD should: (a) improve linkagesbetween programmes and betweenprogrammes and grants where theywork on similar issues or in the samestates;

Beginning with the COSOP, followingto the design of LIFE-ND and nowincluded in the forthcoming memofor VCDP Additional Financing are thethemes of (i) partnership--state levelpartners (private, parastatal andpublic) are actively pursued andactively supporting IFADinvestments--actual financialcommitments for LIFE-ND valued atUS$ 30m was received from theNiger Delta DevelopmentCorporation, US$ 300k was pledgedby Mitsubishi to supportmechanization under VCDP, andmultiple private sector playersinteract directly with IFAD projectbeneficiaries under contractualrelationships; and (ii) leveraginggrants to achieve therecommendation, for example, (a)for progressively shared systems forM&E and KM currently there is aneffort--through the drafting of acountry level grant to be submittedin 2018--to create a national levelrepresentation of all IFADinvestments (loans and grants) withthe purpose of maintaining proactiveinformation flow among states andbetween states the Federal

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusGovernment, and ultimately, if thefuture, to share other functionsincluding large procurements; and(b) there is an ASAP grant currentlystarting to protect prices ofsmallholder rice in the case ofclimate and price events (throughhedging on international markets)that will immunize producers of theseproducts in the two IFADinvestments that focus on rice.

Nigeria WCA

CSPE 4 CTRY OPER SUP (b) ensure continuity in supervisionfor improved consistency ofrecommendations and progressivelearning;

A Programme Officer joined NigeriaIFAD Country Office in November2016. IFADs FMD department hashandles all project financialmanagement aspects. To the extentpossible missions are using the samegroup of consultants to keep therecommendations from IFADconsistent. Implementation supportis being delivered in a more flexiblemanner, allowing the ICO to respondpunctually to issues as the arise. TheICO supported FMARD in theestablishment of a single ProgrammeCoordination Unit to promote crossportfolio learning, reduce redundancyand improve consistency across all(IFAD and non IFAD) investment inthe Agricultural Sector. The WCALead Regional Economist has beenthe AI CPM for 16 months. The newCPM for the country is expected totake charge in the near future.Despite staffing limitations, directdialogue with FMARD, FMF and theprogrammes is a daily and routineoccurrence.

F

Nigeria WCA

CSPE 5 CTRY OPER DEC (c) dedicate technical capacity forengagement with key states, forexample through decentralizedposting of IFAD staff;

This has not been a feasible optionfor the past 19 months. The ICO hasbeen understaffed consistently sinceDecember 2016. With thedecentralization process, IFAD wide,the staffing level of the ICO will, onceagain, be complete and thisrecommendation can be considered.

O

Nigeria WCA

CSPE 6 CTRY OPER ENG (d) engage with incomingGovernment leaders in a timely

2019 is an election year. The ICOwill follow up appropriately

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusmanner; and

Nigeria WCA

CSPE 7 CTRY OPER ENG (e) create opportunities for high-levelpolicy engagement, e.g.Performance-based allocation system(PBAS) discussions.

Discussions with the Federal Ministryof Finance Director of InternationalEconomic Relations and the FederalMinister of Agriculture and RuralDevelopment in respect of the PBAS,allocation of resources amongprojects and states, targeting highperformance and supporting IFAD'sreplenishment have been active,energetic and ongoing.

O

Recommendation 3. Dedicateresources toimportantcross-cuttingissues outsideday-to-dayimplementation that requirefurtheranalysis andfocus for ajoint-upengagementandsustainableprogrammeresults.

Nigeria WCA

CSPE 8 CTRY STR YTH Because of the complexity anddifficulty of the context, theunderstanding of crosscutting issuesrequires more and deeper analysis.The analysis should be built upthrough studies and lessons-learningwithin programmes and grants. Itshould aim at identifyingopportunities for more effectiveengagement on cross-cutting issuesoutside day-to-day implementation.Important cross-cutting issuesinclude: (a) Youth - Valuableinitiatives have been started, e.g. inCBNRMP, which should be built on.The initiatives themselves need to besustained. Also the experiencesshould be documented and shared.

The country programme has a strongfocus on youth, and supportsemployment creation for youth in allprojects. ICO has supportedprogrammes to develop andstrengthen their gendermainstreaming strategies. Projectshave allocated funds for engagementof TA to support on Youth andgender mainstreaming

F

Nigeria WCA

CSPE 9 CTRY OPER GDR (b) Gender – Adopt culturallyappropriate gender strategies:

Projects have allocated funds forengagement of TA to support on

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusAddress gender roles and issueswithin the local context (e.g.trafficking, social constraints onpublic roles, land ownership) and in away that is tailored to existingcapacities.

Youth and gender mainstreaming.

Nigeria WCA

CSPE 10 CTRY OPER FRG (c) Conflict – Integrate conflictanalysis into the programme designand progress reporting, both atoperational and COSOP levels.

CASP works in both Borno and Yobestates, both heavily affected byongoing conflict and insurgency . Thehigh level of insecurity in many LGAsand frequent clashes and incidentslimits the extent to which long termdevelopment interventions can besustained. CASP has been supportinginternally displaced people withinputs and fertilizers, capacitybuilding and social capitalstrengthening. Ongoing discussionwith FAO is exploring potentialpartnership with CASP to supportaquaculture development for IDPs.As noted above, IFAD has alsoworked with OXFAM, FAO and JICAon standalone interventions tosupport livelihood restoration. Thehave been travel limitations due tothe lack of security clearance totravel to Borno and Yobe

O

Nigeria WCA

CSPE 11 CTRY OPER TGT (d) Pastoralism –Pastoralists areamong the poorest and mostvulnerable groups in Nigeria, andIFAD should explore ways to addressfarmer-pastoralist issues andintegrate pastoralists intoprogramme delivery.

The Farmer-Pastoralist conflictscontinue and worsen in Nigeria.Using the grant facility toPROCUSUR, IFAD Staff, VCDP andCASP programme managementattended a learning route in Tanzaniaand Kenya addressing exactly thistopic. Nonetheless, the nature ofthis conflict has become more of apolitical issue facing the nation ofNigeria while impacting rural people,that include IFAD's beneficiaries.IFAD remains engaged in discussionswith government (state and federal);and IFAD continues to address therisks of conflict with project designand implementation.

O

Nigeria WCA

CSPE 12 CTRY OPER NRM (e) NRM/environment - bring morededicated analysis and identify moresubstantial and explicit investmentsin this field through ASAP.

Across the portfolio, IFAD is currentlyworking on mobilizing GCF funds forNigeria under a regional grantproposal.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusRecommendation 4. Expandexisting anddevelop newpartnershipsparticularlyoutside ofGovernment.

Nigeria WCA

CSPE 13 CTRY STR PAR IFAD should link with civil societyactors to widen opportunities forachieving on-the-groundsustainability and empowerment(e.g. Young farmers in CBNRMP;rural finance associations in theNorth). Building more strategicpartnerships with civil societyorganizations, rather than only forservice provision, would encouragesustainability and extend theirengagement beyond a programme’sduration.

Civil society, particularly NGOs andCGIAR efforts supporting youth, aresystematically included insupervision, were included in theCOSOP and were included in theLIFE-ND design. During the LIFE-NDdesign, an actual cofinancingpartnership with the Niger DeltaDevelopment Cooperation wasrealized (see above). Furthermore,complementarity with other DPinvestments--USAID for the rice,cassava value chains; EU for youthemployment creation, ENABLE Youthby AFDB have all been fostered andawait implementation to begin.

F

Nigeria WCA

CSPE 14 CTRY OPER PVT IFAD needs to facilitate the privatesector in agriculture much moreeffectively. This requires measuressuch as hiring from the private sectoras well as from Government forprogramme implementation, andusing private sector advisors asmentors for existing Governmentstaff. It also requires implementingtripartite agreements between theprivate sector, farmers and IFAD inprogrammes such as VCDP andCASP, so that IFAD funds are used tocrowd-in private investors, asenvisaged by IFAD’s technicalguidance note on matching grants.Finally, IFAD needs to seek co-funding arrangements with its majorpartners (World Bank, United StatesAgency for InternationalDevelopment, Department forInternational Development, etc.) inorder to improve leverage, especiallyaround policy dialogue, counterpartfunding, and increasing levels of

The private sector is enthusiastic toengage in agriculture. VCDPmatching grant facility is leveragingprivate sector investment insmallholder agriculture. Throughcommodity alliance platforms, VCDPfosters linkages among farmers andthe private sector. Projects willdeepen these linkages to enablebeneficiaries to access privatefinance, technology and markets .Although CASP does not have amatching grant component, projectinvestment in productive communityinfrastructure and capacitystrengthening is expected to crowd inprivate sector investors. CASP willreplicate VCDPs successful CAFmodel to facilitate interactionbetween market actors and fosterlinkages and business transactions.IFAD is continuously seekingopportunities for co-financing withmultilateral and bilateral financialinstitutions. Potential opportunities

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusdelivery in IFAD’s priority sectors. have been identified with AFD and

EC.Recommendation 5. Continueto build onIFAD’sknowledgemanagementstrategy byimproving thequality ofevidence fromthe field.

Nigeria WCA

CSPE 15 CTRY STR RME This first requires improvingevaluability during design -developing clear and logical theoriesof change, and designing practicalM&E frameworks matching staffcapacity, while minimizing RIMSindicators. It then requires greatereffort and rigour for evaluation. IFADshould support use of improvedtechnology (such as computerassisted personal interviewing, andthe use of mobile phones and webtools), and also participatorymethods. It should ensure rigoroussurvey design and analysis for majorbaseline or impact studies, and alsofollow up on the commissioning ofthematic studies to ensure they areconducted in a way that revealsunderlying factors as to how and whyimpact occurs, and how these affectparticular vulnerable groups.

ICO has worked with projects tostrengthen M&E. Reviewing log-frames to optimize indicator use anddeveloping tools for data collectionanalysis and reporting. Both CASPand VCDP engaged an experiencedM&E specialist to develop an MISsystem for M&E, which is nowoperation in both projects. BothProjects are participating in theCLEAR initiative to build M& capacityof staff.

As noted above, LIFE-ND's designstarted with a statistician designedbaseline to identify priorities andtargets. This baseline will providethe basis for M&E moving forward

F

Nigeria WCA

CSPE 16 CTRY OPER RME To strengthen country M&E systemswithin the overall move to improveddevelopment effectiveness, IFADshould consider providing support tobuilding institutional mechanismsand capacities within FMARD.

The PCU now exists and the processfor establishing a national PMU isadvanced. These measures shouldreduce duplication, bring efficiency,promote learning and identifysuccesses for replication.In December 2016, The ICOaccessed funds from the sub regionalgrant funded initiative to supportFMARD’s effort to develop anagricultural sector M&E system. ICOengaged a team of consultants tosupport FMARD to develop a M&Estrategy and system for tracking

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusperformance against the AgriculturePromotion Policy (2016 – 2020) andto enhance the efficient production ofmetrics in line with the identifiedPolicy levers. The consultants alsoworked with FMARD to collectQuantifiable baseline values andtargets for the specific, measurable,assignable, reliable and time-relatedKPIs for Nigeria’s agricultural sector.The consultants A sector widetemplate for collating lessons learntand best practices in terms ofagriculture service delivery

Islamic Republic of Gambia - Country Strategy and Programme EvaluationRecommendation 1: Developa new countrystrategy,clearlyreflecting onIFAD's nicheandcomparativeadvantage.

Gambia WCA

CSPE 1 CTRY OPER COS IFAD and the Government of TheGambia should develop a newcountry strategy involving broad-ranging consultations withGovernment officials, potentialbeneficiaries and other keystakeholders prior to furtherfinancing, building on the CPE’srecommendations and lessons frompast activities. The strategy shouldbe designed based on an in-depthneeds and situation analysis,outlining short, medium and long-term needs and opportunities, takinginto account the strategies andinterventions of other developmentpartners, and should be aligned withthe policies and strategies of thegovernment (including the newGNAIP, which is under development).

In March 2018, IFAD undertook, withthe Government of The Gambia, theformulation of a new COSOP for theperiod 2019-2024. A broadconsultation of the key actors of thedevelopment was realized in thecountry. The new COSOP will bealigned with the nationaldevelopment policy, especially thenew GNAIP and will take into accountthe views and contributions ofbeneficiaries, civil society and otherdonors.

O

Gambia WCA

CSPE 2 CTRY STR TGT The new country strategy should,among others, present a broadtargeting strategy, with due attentionto women and youth, as a basis for

The new COSOP will be developedtaking into account the keyrecommendations of the CSPE,notably by: (i) clearly targeting

O

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusfuture interventions, and shouldindicate how partnerships withvarious actors will be enhanced. Thecountry strategy should also discussopportunities for IFAD to supportmuch needed reforms in theagricultural sector, in partnershipwith other key stakeholders anddevelopment partners, with theoverall aim to improve theinvestment and delivery in the sectorfor sustainable results and impact forthe rural poor.

youth and women, with a view forIFAD support to contribute to jobcreation in the rural areas (ii)support to rural transformationthrough modernization of agricultureand strengthening the role andcapacities of farmers' organizations,(iii) strengthening political dialoguewith Government and otherdevelopment partners forcoordinated action in support of ruraltransformation at country level.

Recommendation 2:Strengthenprojectmanagementperformanceand oversightfor effectiveand efficientdeliverymechanism intheGovernment for sustainableresults andimpact.

Gambia WCA

CSPE 3 GOV OPER PMA In order to ensure the quality andcontinuity of project staff as one ofthe key elements for improvedproject management andimplementation, it is recommendedthat Government clearly establish atransparent procedure for staffrecruitment/assignment, as well asfor their performance management inclose consultation with IFAD. Anychanges of staff assigned to IFAD-supported projects should beundertaken following the requiredconsultation between theGovernment and IFAD, and based onproof of misconduct or unsuitabilityof the staff member in question,when necessary. This provisionshould be included in the loanfinancing agreements of IFAD

The new Government of The Gambiais in full agreement with thisrecommendation which will be fullytaken into account during the designof the new project in 2019, includingadequate provision in the FinancingAgreement. In addition, following therecent mid-term review of theongoing NEMA, an annual staffperformance evaluation system isbeing introduced that will conditionstaff contract renewal.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusoperations in the country and IFADshould consider suspension of loansshould this provision not becomplied.

Gambia WCA

CSPE 4 CTRY OPER PMA The role of Project SteeringCommittees (PSCs), as an oversightmechanism, is critical for effectivelyguiding project implementation. Inthis regard, IFAD and theGovernment should ensure that thePSC with appropriate representation(in terms of calibre/levels andinstitutions, including variousrelevant partners and not only thegovernment agencies) effectivelyfulfil its mandate and maintain thequality advisory guidance on bothstrategic and policy related mattersof these projects/programmes. IFAD,in close collaboration with theGovernment, should monitor thefunctioning and performance of thePSC and should provide guidancewhere necessary.

This recommendation will be appliedin the new project NEMA Phase II)to be designed in 2019.

O

Gambia WCA

CSPE 5 CTRY OPER RME IFAD should further supportstrengthening the capacity of theMinistry of Agriculture in the long-term. In particular, the agriculturalmonitoring and evaluation (M&E)framework and systems need to befurther developed and fullyimplemented, and the M&E systemsin IFAD-supported operations shouldbe aligned. Data collection andanalysis should not only be confinedto outputs, but also be extended tooutcomes and impact. In this regard,the Ministry should make availablesufficient staff and financialresources for M&E activities, both atinstitutional and project levels.Furthermore, adjustments to projectdesign and implementation should beproactively made based on the M&Efindings, and M&E systems shouldcollect, analyse and report data in agender-disaggregated manner

This recommendation will be fullytaken into account during the designof the new project in 2019.Furthermore, the corporate levelreforms on strengthening resultsmanagement and data collection andreporting are likely to improve M&E.

O

Recommendati

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuson 3: Establishstrong andcomprehensivepartnerships.

Gambia WCA

CSPE 6 CTRY STR PAR In particular, IFAD should extend itspartnership to more and variedinstitutions including otherdevelopment partners, NGOs andcivil society organizations, theprivate sector, relevant governmentdepartments/agencies and UNagencies.

The joint IFAD-Government of TheGambia formulation of the newCOSOP for the period 2019-2024 waslaunched in March 2018. A broadconsultation of key stakeholders,including other developmentpartners, civil society and the privatesector, was carried out in country.The new COSOP will be fully alignedwith the national developmentstrategies and policies, and the newGambia National AgriculturalInvestment Plan. It will clearlyidentify promising potentialpartnerships with key stakeholderswith whom to build alliance andsynergies to further ruraltransformation.

O

Gambia WCA

CSPE 7 CTRY STR ENG In addition to the Ministry ofAgriculture and the Ministry ofFinance and Economic Affairs, IFADshould expand its cooperation withother concerned Ministries such asthe Ministry of Youth, the Ministry ofEnvironment Climate Change Waterand Wildlife, the Ministry of Women’sAffairs, the Ministry of LocalGovernment and the Ministry ofTrade. They all play critical roles inthe development of the country’sagriculture and rural sector, in linewith their respective mandates andcomparative advantage.

The country situation rapidlydeteriorated following the CSPE.Following the presidential election ofDecember 2016, the Head of Statefled out of the country which was leftbattered. It is only now that thenewly elected Government is slowlystarting to be in a position to beginworking properly. However, therebuilding of the country, includinginstitutional capacity, will take timeand require substantial support towhich IFAD will contribute. The newCOSOP being formulated will takeinto account the CSPErecommendation.

O

Gambia WCA

CSPE 8 CTRY OPER PAR The regular occurrence of droughtsand floods and related consequencesstill at times warrant the involvementof the international developmentactors together with NGOs and thegovernment to address theemergency needs of the rural poor.In general, it is important that IFADbuilds up strong ties withinternational development partners

See above. The recommendation isbeing fully taken into account in thenew COSOP formulation processwhich is proactively involving keystakeholders in the country to ensurethat the necessary partnerships arebuilt in the future towards betterresults and sustainable impact ofIFAD support.

O

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statussuch as UN agencies including Rome-Based Agencies, NGOs and civilsociety organizations. The latter arespecifically instrumental in ensuringbetter community engagement andownership of activities for bettersustainability of benefits

Gambia WCA

CSPE 9 CTRY STR PVT In order to establish a sustainablepathway to long-term development,not only is policy and strategydevelopment by governmentimportant, but also the input of theprivate sector by investing in andstimulating of production, valuechain development and marketaccess. The private sector plays animportant role in this process andIFAD can also play a pivotal role inlinking up to them. Since IFADalready has a good partnership withseveral public agencies, developing astrong partnership with privatesector would be useful.

See above. The role of the privatesector will be clearly highlighted inthe new COSOP and future design.

O

Recommendation 4: Improvesustainabilityof benefitsgeneratedfrominvestments.

Gambia WCA

CSPE 10 CTRY OPER SUS In The Gambia, IFAD has beensupporting the construction ofagriculture- related infrastructure fora long time and on a large scale.These infrastructures have beeninstrumental in improving productionand productivity and increasingincomes of the poor, but it appearsto have suffered from too shortduration and limited ownership ofcommunities. Ownership buildingshould therefore become an intrinsicpart of all IFAD-supported activities.Target villages/groups need to be inagreement with infrastructuredevelopment priorities and thecorrect sequencing of activitiespursued, to ensure empowermentand ownership for better

This recommendation will be fullyincorporated in the new design. Forthe time being, it was decided at themidterm review of the ongoing NEMAto put a stop to any new majorinfrastructure investments at thisstage. The remaining resources willbe used and efforts of the projectteam will concentrate on thevalorization of the existinginfrastructures and building theirbeneficiaries ownership withappropriate participatory approaches

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statussustainability of benefits.

Gambia WCA

CSPE 11 CTRY OPER SUS Beneficiaries need to be made awarethat they need to plan andimplement oversight, replacement,repair and maintenance, and ensurethat the cost thereof is incorporatedinto price setting and financialcalculations. An appropriate locallybased agent (e.g. Extension staff,NGOs, civil society organizations)should be identified to ensure thesemessages are internalized.

See above. O

Gambia WCA

CSPE 12 GOV OPER SUS In the case of more complex andcostly infrastructure, the governmentshould clearly define the operationaland maintenance arrangements.Nema has addressed the issue ofsustainability by using machineryand introducing sophisticatedtechnical requirements to constructdikes, bunds and otherinfrastructure. Whilst suchinfrastructure generally has arelatively longer life, it will be difficultfor communities to maintain them ontheir own. Therefore, governmentneeds to take responsibility for andacknowledge such infrastructure aspublic goods to ensure theirsustainability, in order to ensuretheir continued benefits to the ruralpoor.

This recommendation will beincorporated in the new COSOP asone key area of policy dialogue.

O

Gambia WCA

CSPE 13 CTRY OPER MVC Value chain approach has beenintroduced in recent projects (e.g.LHDP, Nema), but a more structuredapproach is required to enhance thesustainability prospects. Value chainsupport needs to be adapted to thelocal context, based on a thoroughanalysis of market potential,production situation and needs of thevillages. Moreover, the availability ofinclusive rural financial serviceswould be crucial to increase andsustain benefits that could berealized from value chain support.This aspect should be given dueconsideration in future interventions,including opportunities to revisit and

The COSOP under formulation hasclearly identified the development ofvalue chains as a strategic objectiveas per the CSPE recommendationand the future project to be designedin 2019 will focus on value chainsdevelopment. The crucial question ofaccess to inclusive rural financialservices will be given dueconsideration in partnership with theother stakeholders of the sector.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusstrengthen IFAD's long-standingsupport to VISACAs and V-APEX toimprove their professional servicedelivery and sustainability.

Gambia WCA

CSPE 14 CTRY STR PAR Furthermore, a stakeholder andpartner assessment should beconducted to identify the rightpartners in each of the areas ofsupport and intervention. Thepartners may come from variousbackgrounds, such as government,private sector, other donors, UNagencies and NGOs, and theircooperation should be formalized androles and tasks should bedocumented, so that objectives andgoals can be identified and shared,progress tracked and performanceconsistently assessed.

In the context of the formulation ofthe new COSOP, potential partnersare being identified and a thoroughassessed of their comparativeadvantage and capacity is beingperformed. by analyzing theirstrengths and weaknesses. Theprocess to formalize collaborationand monitor performance will need tobe well thought through building onthe experience elsewhere in IFAD.

O

Recommendation 5:Strengthengenderequality andwomen’s andyoungpeople'sempowerment

Gambia WCA

CSPE 15 IFAD STR GDR An in-depth gender and youthanalysis should underlie each newIFAD-supported project and be aninextricable part of project design.The analysis should look into, but notbe confined to power imbalances;especially when related to themarginalized population, access toand control over resources includingland rights, gender-based violenceand division of labour based ongender, and tailor its activities to thefindings so as to achieve optimalresults.

This recommendation will be fullytaken into account during the designof the new project in 2019.Moreover, as part of corporate levelefforts on mainstreaming gender atdesign and better monitoring throughimplementation, these issues areexpected to be adequately follow upon in the new portfolio.

O

Gambia WCA

CSPE 16 IFAD OPER TGT In the design stage, it should beensured gender budgeting is be doneand that indicators are gender andyouth sensitive to facilitatemonitoring.

This recommendation will be fullytaken into account during the designof the new project in 2019. Thetargeting guidelines are beingupdates to ensure that at designappropriate and differentiatedapproaches are included for youth

O

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusand women.

Gambia WCA

CSPE 17 IFAD STR TGT A tailored way should be developedto specifically support to female-headed households. Moreover,creative ways need to be found toincrease the involvement of men insupport to gender equality andincrease the role of men in householdrelated work. Finally, gender andyouth mainstreaming should bepursued at all levels, includingamong project staff. IFAD may needto advocate with partners to ensurethat they recruit sufficient femalestaff. Only if gender issues areproperly addressed (including thesensitization of men) and economicempowerment of women is longterm, it may be ensured that thegains made in decision making atvarious levels will continue to exist.

As mentioned above, thisrecommendation will be fully takeninto account during the design of thenew project in 2019.

O

Republic of India - Country Strategy and Programme EvaluationRecommendation 1. Keeppriority todisadvantagedareas andgroups butexploredifferentiatedapproaches.

India APR CSPE 1 CTRY STR TGT Disadvantaged areas will continue tobe a priority in the national ruraldevelopment context and IFAD hasrecognized comparative advantagesin disadvantaged areas in India.IFAD-funded interventions shouldcontinue to target disadvantagedareas, particularly in states withlarge rainfed areas, where they canestablish effective and innovativeapproaches for future replication andscaling up of results.

The draft country strategy for Indiacontinues to focus on disadvantagedareas under rain fed agriculture withhigher incidence of rural poverty andvulnerability to climate change.Scaling up of improved agriculturalpractices tested in rain fed areas ison-going : for example,rationalization of the use of chemicalinputs in cotton cultivation inMaharashtra; nutrition sensitiveagriculture based on millets andpulses in Madhya Pradesh.

F

India APR CSPE 2 CTRY STR TGT At the national level, it will beimportant to avoid excessivegeographic spread-out of theportfolio. Given the human resourcesavailable in the IFAD country office,

The size of the portfolio in India willreach 6-7 projects in IFAD 11 whichwill facilitate a more effectivemanagement of the portfolio. Theprinciple of saturation at district and

F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusthere is a limit to the number ofstates and projects that can beeffectively supervised. Keyrecommendations of the previousCPE continue to be well-groundedsuch as the general principle of “onestate one loan” and the “saturation”approach (maximizing coverage of ablock/district before moving to thenext one)

block levels will be retained. Withregards one loan multiple states, thiswill be considered on an exceptionalbasis and building on the successfulexperiences of NERCORMP II whichoperated in 3 states; and the recentdesign of the FOCUS project in thetwo states of Mizoram and Nagaland- this project is funded through 2financing instruments and has veryrobust knowledge management forcross-fertilization of learning andpractices across the 2 States.

India APR CSPE 3 CTRY OPER TGT Differentiating the approachesaccording to the target groups.The future programme shouldcontinue to target disadvantagedcommunities and groups, with specialattention to women and ScheduledTribes. Attention to building andstrengthening social capital shouldcontinue. However, in different agro-ecological and socio-economiccontexts, IFAD will face differentchallenges. The design approach,component-mix and level ofspecialization will need to beadapted.

The draft country strategy retainsthe targeting of small and marginalsmallholder farmers and the rurallandless. Many of these will be drawnfrom scheduled tribes, schedulescastes and other vulnerable groups.The programme will maintain itsstrong focus om gender and it plansto partner with youth as changeagents and innovators.Strengthening social capital andbuilding representative andfunctional member basedorganizations will continue atthe core of on-going and futureinvestments. Differentiatedapproaches to rural povertyalleviation will be designed on thebasis of preparatory studies coveringpoverty, gender and value chaindevelopment. Such studies wereused to propose moreadapted project design for APDMP(2016) and FOCUS (2017).

F

India APR CSPE 4 CTRY OPER BEN The traditional self-help groupparadigm will continue to be relevantfor areas and groups where basicneeds, building of grass-rootsorganizations and subsistenceagriculture are still the priority.These are interventions requiringseveral years of investments,starting from low economic base andhuman development conditions.Instead, in areas where communitiesare already organized and there is

Implemented as part of thedifferentiated pathways to ruralpoverty alleviation and alreadyincorporated in the design of the 2most recent projects, APDMP in 2016and FOCUS in 2017.

F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuspotential for marketing of surplusproduction, project designs, inaddition to SHGs, should continue toexplore additional approaches tocommunity and group building withfocus on collectively linking tomarkets and commercialization (e.g.producers’ groups, mutually-aidedcooperative societies and producers’companies).

Recommendation 2. Projects’agriculturaldevelopmentcomponentsneed to focusmoreprominentlyon technicalsolutions forrainfedagriculture,especially inlight of theclimatechange,collaboratemore withlocal andnationalappliedresearch andextension, andcommercialization ofsmallholderagriculture.

India APR CSPE 5 CTRY STR NRM From a technical perspective,interventions need more directemphasis on reducing the large intra-district yield differentials, betteranalyse constraints, risks andopportunities of farming systems.

The project design presents moredetailed package of practices foragriculture and allied sector , asillustrated in APDMP and in FOCUS,which adopt a farming systemapproach. During supervision,specialists in agronomy, animalhusbandry and fisheries aremobilized to provide technicalguidance with regards theimplementation of improved packageof practices. Since 2017, and in

F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuscollaboration with the AR4D team inIFAD, the portfolio of grants isreviewed for its relevance andpotential scaling up in the investmentprojects and this review is conductedjointly with the Indian Council ofAgricultural Research. Collaborationwith ICAR has now extendedto screening innovations developedby research centres in order todemonstrate and scale them upthrough the loan fundedprojects. These efforts are inaddition to the on-going projects'support to applied research. Thisshould lead to more sustainableincrease in agricultural productivityand eventually bridging the inter-district yield differentials.

India APR CSPE 6 CTRY STR PAR There is also a need for moresystematic programme-basedpartnerships with state and localpublic research and extensionorganizations (e.g. district-levelKrishi Vigyan Kendras and higherresearch organizations) on technicalpackages to improve productivity ofcrops, fodder, fruit trees andlivestock and mitigate weather-related losses.

As explained above, collaborationwith ICAR and its network ofresearch centres is in place. ICARreview the portfolio of IFAD fundedgrants in India. Moreover, ICAR andIFAD are currently screening existinginnovations developed by theresearch centres for demonstrationand scaling-up in the loan fundedprojects.

F

India APR CSPE 7 CTRY STR MVC Investments in agriculture need to becrafted more strategically aroundterritorial and commodity clusters, tobetter coordinate interventions andconcentrate on a critical mass andstreams of initiatives. This will alsoput projects in a better position tosupport linkages to markets andopportunities for value addition.

All projects in the portfolio whichaim to promote market linkages andvalue chain development adopt acluster approach.

F

India APR CSPE 8 CTRY OPER ICT To improve farmers’ access toinformation on markets and reducerisks, attention needs to be paid toexpose them to informationtechnology and insurance products.

IT based advisory services are beingpiloted in 3 projects and results willinform subsequent replication inremaining projects of the portfolio aswell as scaling up at state level. Withregards insurance, the Governmentof India has launched a cropinsurance scheme and enrolment offarmers in the scheme is progressingwell. Contribution of IFAD portfolio is

F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusin area of insurance for livestock,insurance of fishers' assets (boat andengine), and expanding access of therural poor to a wide array ofinsurance products such as health,accident, social security.

India APR CSPE 9 CTRY STR MVC Emphasis on market access andvalue chains also implies: (i) bettermarket access and value chaindiagnostics upfront to identify thebarriers that smallholder farmersface; (ii) clearer identification of theenvisaged role of a project (e.g.enhancing access to marketinformation; facilitating access towholesale markets; investing onimproved processing capacity); and(iii) exploring the interest of privatesector operators at the design stage.Recent legislation on reinvesting apercentage of corporate profits oncorporate social responsibilityprovides new opportunities.

Value chain studies are undertakenas part of the design andimplementation of projects to informthe investments in infrastructure,social capital/ organizationalcapabilities of producers and othermarket players, as well as financialand business developmentassistance. Community associationsand producers' groups are supportedto tap the CSR financing.

F

Recommendation 3.Complementaryinterventionsin non-agriculturalactivities areimportant

India APR CSPE 10 CTRY OPER MVC not only as a measure to diversifyrural incomes (primary productionwill absorb only a part of theburgeoning youth labour supply inrural areas) but, equally important,to develop processing and valueaddition in agricultural commoditysupply chain. In particular, there isscope to better connect theseactivities with projects’ agriculturalinvestments (e.g. in the areas ofprocessing and packaging ofproducts, agricultural tool repairshops, marketing of agriculturalinputs, eco-tourism).

More recent projects are promotingagriculture processing and valueaddition and anecdotal evidencesuggests that where farming isbecoming more remunerative as aresult of project interventions, youthare returning to occupations in thefarm and off-farm sectors. Thisneeds to be better documented andmonitoring system is being updated.

O

Recommendation 4. Portfolio

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusimplementation efficiencyneeds to beaddressedaggressively.

India APR CSPE 11 CTRY OPER DES A first area of thrust is to simplifyproject design. This may entail moreconservative plans for projectcoverage (e.g. fewer blocks ordistricts, following a saturationapproach).

Recent project design and review ofprojects at mid term, strive tosimplify project investments andfocus on the impactful ones.

F

India APR CSPE 12 CTRY OPER DES In addition, in particularlydisadvantaged communities (e.g.Scheduled Tribes), projects couldfollow a modular approach: ratherthan concentrate numerouscomponents and sub-components ina single project, the interventioncould be sequenced in a modularfashion. For example, a first loancould focus on human and socialcapital building, support to foodselfsufficiency and sustainablelivelihood approach. A follow-up loancould then emphasize marketlinkages and support and scaling upin collaboration with publicprogrammes and local governments(PRIs).

In line with simplification of designand in view of complexity ofdevelopment challenges indisadvantaged areas, IFAD isproposing shorter projects (6 years,down from 8-9 years), withsubsequent phases and along amodular approach as proposed byCPE. A case in point is the recentdesign of FOCUS.

O

India APR CSPE 13 CTRY OPER PMA The central government, stategovernments and IFAD should reviewissues that cause delays in recruitingthe project team, staff turn-over andlengthy procurement, affecting thepace of implementation, for example:(i) project personnel recruitmentprocedures, particularly for seniorstaff, given the difficulty to hire staffon deputation from state agenciesand programmes; (ii) procurementprocedures and contractualarrangements that have proven to benon-conducive (e.g. the output-based payment schemes for NGOs);(iii) compensation packages forproject staff, to ensure equaltreatment with other publicprogrammes; (iv) concurrent chargesof project directors that compete for

IFAD is working closely with theDepartment of Economic Affairs ofMinistry of Finance and concernedStates on these aspects and progressis recorded in building the capacity ofthe projects in financial managementand procurement, and more timelyrelease of funds by the States as perthe projects' annual budgets. Majorarea of current focus is themanagement of the projects' humanresources.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statustheir time and focus. IFAD couldfurther support by preparingguidelines based on previousimplementation experience andtraining modules on financialmanagement, procurement and otherfiduciary aspects.

Recommendation 5.Strengthenpartnershipsand non-lendingactivities atfour levels:stategovernment,centralgovernment,private actorsand the ruralfinance sub-sector andSouth-Southcooperation.There are fourmain levels ofaction, eachrequiringslightlydifferentpartners andskills.

India APR CSPE 14 CTRY OPER NLA First, at the state level, projectpartnerships and experiences couldbe supported by analytical work toprovide inputs into policy design andrevision and pave the way forbenefits to reach a larger number ofpeople.

State Governments are nowcommissioning independentassessments of the project withprecisely the purpose of analyzingproject results and using these forpolicy design. The more recentdesign of APDMP and FOCUS haveanalytical studies embedded in thedesign as part of knowledgemanagement on policyimplementation.

F

India APR CSPE 15 CTRY OPER PAR Second, at the central level, buildingon previous state-level experiences,lessons of processes and experiencescould be distilled at a higher leveland shared with central-level

Major topics covered to date areagricultural and rural transformationwith learning from the experience ofIndia, policies and investments fordeveloping a vibrant goat sector, and

F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusauthorities and internationaldevelopment partners, includingRomebased agencies andInternational Financial Institutions ina number of fora.

policies enabling value chaindevelopment in Hill and NorthEastern States of India(forthcoming). IFAD also supportsthe pan India annual conference onState of Rural Finance and theregional summit on SustainableLivelihoods. Both events featureexperiences and learning from theIFAD portfolio.

India APR CSPE 16 CTRY OPER PVT Third, Private sector needs to beinvolved prominently at the time ofthe new COSOP preparation andproject design. Pilot experiences ofCAIM and ILSP with private operatorsneed to be analysed more in detail toextract lessons and approaches. Therural finance sub-sector needs moreattention given the so far limitedresponsiveness in financing villagegroups. In addition to working with80 private microfinance entities, theexperience of MPOWER with publicly-owned banks deservesdissemination.

Private sector agencies are nowmore actively involved in projectdesign as well as in the formulationof the country strategy. MPOWERexperience with bank linkages will bedocumented in the projectcompletion report.

F

India APR CSPE 17 IFAD OPER SOU Fourth, experiences need to beshared with other countries in thesub-region (and beyond). The sub-regional mandate of the IFADcountry office in India creates fertileground for South-South knowledgeexchanges. Beyond the sub-region,there should be central-level effortsfrom IFAD headquarters to facilitatestrategic initiatives of South-Southcooperation from a globalperspective.

Knowledge sharing is taking place athub level around M&E , value chaindevelopment, 4P, etc... and aconcept note is under preparation forSouth South Technical Cooperationprogramme with India in theagricultural and rural sectors.

F

Recommendation 6. Enhancecapacity andresources fornon-lendingactivities.

India APR CSPE 18 IFAD OPER NLA At present, non-lending activities areconstrained by limited in-housetechnical expertise and budget.Within the current resource profile,some improvements could be madeby exploring the following options: (i)

As recommended by CPE, knowledgemanagement and policy dialogue arenow embedded, on a need basis andfollowing consultation withthe Government, in projectcomponents as illustrated by the

F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusembedding knowledge managementand policy dialogue components inindividual loan project financing; (ii)using the already existingopportunity of periodic tripartitemeetings to discuss selectedsectoral/thematic issues andfacilitate knowledge transfer acrossprojects; (iii) mobilising additionalfunding from external sources (e.g.national, international foundations).

design of APDMP and FOCUS. Thereare also a number of existing policyfora that IFAD contributes to such asthe State of Rural Finance,Sustainable Livelihoods, and Climateresilient agriculture.

India APR CSPE 19 IFAD OPER NLA IFAD also needs to demonstratecapacity of strategic thinking and tobring specialized technical skills tothe table. Partnerships with reputednational and international high-calibre specialists and think tankswould enhance quality and credibilityof policy analysis. IFAD couldconsider creating an engagementforum comprising ofresearchers/scholars andpractitioners, commission thinkpieces on issues of priority andconvene with the government anannual or bi-annual high profileevent. This would require IFADHeadquarter engagement andsupport including a moderateallocation of additional resources.

High profile events were organized in2016 around the launch of the RDRin the Asia and Pacific region; in2017 around the reviewof agriculture R&D which was co-chaired with ICAR, as well as on thefuture prospects of shiftingcultivation in North East region; in2018 on the vibrant goat sectororganized with Ministry of Agricultureand Farmers' Welfare and the Billand Melinda Gates Foundation, andon nutrition sensitive agricultureorganized by the Government ofMadhya Pradesh. Opportunities nowexist within the hub to undertakesuch high profile events twice a year,building on diversity of hubexperiences and policy insights.

F

République démocratique du Congo - Country Strategy and Programme EvaluationRecommendation 1. Adjustandstrengthen theinstitutionalset-up of thecountryprogramme bystrengtheningthe PMUs andthe IFADcountry office,scaling backthe liaisonoffice, movingfinancialsupervisionresponsibilitie

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuss to theMinistry ofFinance, andincreasing theinvolvement ofdecentralizedanddeconcentrated publicservices.

Républiquedémocratique duCongo

WCA

CSPE 1 GOV OPER PMA Project management units. TheGovernment should re-centre allproject management functions in thePMUs, including results-basedmanagement of personnel,procurement, communication andknowledge management. TheGovernment and IFAD should makeadditional joint efforts to ensurehighly qualified personnel in key PMUpositions.

The DRC country portfolio has beenunder suspension since November2016 due to recurrent and increasingineligible expenses related togovernance issues. Besides therepayment of ineligible expenses, aseries of conditions have been set byIFAD to resume disbursements, inline with theevaluation recommendation 1. Although all conditions have notyet been met to resume activities,some of the key requests are in linewith CPE recommendation have beenfulfilled by Government: (i) theliaison office has been dismantledand key project managementfunctions are back to PMU level, (ii)IFAD supported the Government torecruit an international specialisedhuman resources company to leadthe selection process of qualifiedstaff for vacant/missing posts(including PMU coordinator, Antennascoordinators, Monitoring &Evaluation, Financial andAdministrative Officers, Accountants,Procurement, Intern Control, andCommunication & KnowledgeManagement). However, the selectedstaff have not yet been recruited dueto the suspension; (iii)The Minister of Finance has agreed totake on the financial supervisionresponsibilities.

PD

Républiquedémocratique du

WCA

CSPE 2 CTRY OPER PMA It is also recommended that aprocurement specialist be hired foreach PMU to manage local andnational procurement, while

See above. A Procurements specialisthave been selected for both ongoingproject (PIRAM and PAPAKIN).

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusCongo procurement for large international

contracts should be managed by anindependent specialized agency.

Further reflection on an independentspecialized agency to manage largeinternational contracts wasconducted and discussed during theportfolio review mentioned underrecommendation 15


WCA

CSPE 3 GOV OPER PMA The Government should accept thatPMUs receive long-term technicalassistants in results-basedmanagement (planning, fiduciarymanagement, M&E) and in theessential technical areas.

The Government has been madesystematically aware by IFAD aboutthis recommendation which will bestressed during the upcomingPortfolio review.

O


WCA

CSPE 4 GOV OPER PMA Liaison office. In line with thepreceding sub-recommendation, andconsidering the evolution of the IFADcountry office and progress made ininformation and communicationtechnology, the Government shouldscale down as much as possible therole of the liaison office and put itsreduced staff under the authority ofthe project coordinators. The liaisonoffice should no longer be involved infiduciary and human resourcesmanagement. The Governmentshould revise its decrees and ordersaccordingly, and also, with IFAD'sconcurrence, the project financingagreements.

The Liaison Office was closed byorder of the Minister on 09/02/2017The handover and the inventory ofits heritage were made on July 19,2017. The premises of the LiaisonOffice have now been allocated andoccupied by PAPAKIN PMU.

F


WCA

CSPE 5 IFAD STR DEC IFAD country office. IFAD shouldstrengthen its country office in termsof fiduciary managementcompetencies, to better supportPMUs with procurement and thepreparation of withdrawalapplications, among others. The Fundshould also provide its country officewith adequate resources to operate,commensurate with country realities.

Due to the portfolio suspension andthe ongoing decentralisation process,full implementation of thisrecommendation has beendelayed. As per the decentralisationplan, a CPM will be out posted backto Kinshasa in Q3 2018 which willfacilitate policy dialogue in view ofthe lifting of suspension andthereafter to provide proximitysupport to the portfolio. The ICO willthen review needs and continueusing external specialists to supportthe financial management andprocurement needs. No recruitmentof additional technical staff isforeseen in the decentralisation planfor the ICO-Kinshasa at the presenttime.

PD

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusRépubliquedémocratique duCongo

WCA

CSPE 6 GOV OPER SUP Financial supervision. To ensure thefirewall between technical andfinancial supervision of the projectportfolio, the Government shouldplace financial supervision with theMinistry of Finance, which ismandated for this responsibility. Thiswould include management of projectstart-up funds and signature ofwithdrawal applications.

On December 2017, IFAD and theGovernment agreed on (i) thefiduciary supervision to be led by theMinistry of Finance, (ii) thenomination of two civil servants fromthe Ministry of Finance to signupon project start-up funds,withdrawal applications and revisethe audit reports before transmissionto IFAD. The Ministry of Finance hasnominated the two civil servants forfiduciary supervision in March 2018.

F


WCA

CSPE 7 GOV STR DEC Decentralized and deconcentratedpublic services. The Governmentshould strengthen the involvement ofprovincial agriculture and ruraldevelopment ministries andinspectorates in portfolio steering,monitoring and strategic decision-making, in line with decentralization.

See below response torecommendation 15 on joint portfolioreview. This will be fully integratedin the next COSOP planned to beformulated in 2018, conditional uponthe lifting of suspension.

PD


WCA

CSPE 8 CTRY STR PMA Projects should involvedeconcentrated public services morein project implementation, and buildtheir technical and managementcapacities.

See above. A plan for Institutionalcapacity building of Decentralizedand deconcentrated public serviceswill be elaborated once all conditionsare met for resuming disbursements.

PD


WCA

CSPE 9 IFAD OPER TCB The Government and IFAD shouldprovide for an adequate budget ineach project for strengtheningcapacity of public partners.

See above. PD

Recommendation 2.Strengthenstrategicrelevance andimpact of thecountrystrategy andprogramme byimproving thefragilitycontextanalysis andgeographicand socialtargeting ofinterventions.

République

WCA

CSPE 10 IFAD OPER FRG Fragility context analysis. IFADshould foresee adequate time and

Deeper fragility context analysis willbe conducted prior to the next

O

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resources and make use of the in-depth work done by otherdevelopment partners, to strengthenits analysis of the causes of ruralpoverty and how these are linked tofragility in their political, institutional,social and economic dimensions. TheFund should then use this betterunderstanding of the fragility contextin formulating the new COSOP andprojects. Land tenure, which is a keyfactor in poverty and conflict, shouldreceive special attention.

COSOP drafting in 2018-2019. IFADand Land Policy Initiative aresupporting a programme thatmainstreams land governance in theimplementation of CAADP(Comprehensive African AgricultureDevelopment Programme). The ICOattended the validation meeting inFebruary 2018 and will still beinvolved and supportive for theupcoming events. This will result inbetter understanding of land tenureissues and their inclusion in the nextCOSOP and projects.


WCA

CSPE 11 CTRY STR TGT Geographical targeting. TheGovernment and IFAD shouldconcentrate all projects and grantson a limited number of provinceswith high poverty rates but a stablesecurity situation, and remain therefor a sufficient length of time – 10 to20 years of effective work. Theyshould limit the geographicalcoverage of individual projects to asingle province, but at the same timepromote exchanges with otherprovinces when supportingagricultural value chains that crossprovincial borders, to allow scalingup.

This was discussed during thePortfolio review and will beaddressed during the COSOPformulation process.

PD


WCA

CSPE 12 CTRY STR TGT Social targeting. The Governmentand IFAD should ensure that projectshave a specific targeting strategy toreach the most vulnerable people,based on a sound vulnerabilityanalysis, and leading to differentiatedsupport according to the needs ofvulnerable groups – women andyouth in particular.

This was discussed during thePortfolio review and addressedduring the COSOP formulationprocess.Pending the lifting of suspension forongoing projects.

PD


WCA

CSPE 13 CTRY OPER BEN Projects should conduct participatorymonitoring of conditions of povertyand vulnerability in the projectvillages, and endeavour to betterunderstand the mechanisms ofpossible elite capture and exclusionwithin farmer organizations to ensurethat vulnerable groups benefit fromsupport. Projects should also ensurethat apex organizations pay attention

This was discussed during thePortfolio review and addressedduring the COSOP formulationprocess.Pending the lifting of suspension forongoing projects.

PD

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusto the needs of the most vulnerablemembers of the farmer organizationsthey represent.

Recommendation 3. Make theprojectportfolio moreeffective andefficient, withprojects bettersuited tocontext, anannual, jointportfolioreview, and anappropriateoutsourcingapproach.


WCA

CSPE 14 CTRY OPER DES Project design. The Government andIFAD should design simple andsufficiently supple projects, allowingfor swift adjustments according tothe evolving socio-economic contextat the national and provincial levels.IFAD should, in performingidentification studies, include arigorous analysis of risks in thetargeted areas, in order to develop arisk management strategy and adaptthe design and scope of projects tothe context. IFAD should foresee arealistic timeframe for projectpreparation and launch, to maximizetime for effective projectimplementation.

The essence of this recommendationwill be taken in account during thenext project design using the IFAD11 Country's PBAS allocation.

The ICO is conducting an in depthrisk analysis of the PASA NKgeographical area in view of theproject start up to identifyareas/villages less at risk where tostart implementation.

O


WCA

CSPE 15 CTRY OPER SUP Annual joint portfolio review. TheGovernment and IFAD should set upa framework for a regular (at leastannual) joint portfolio review, to takestock of project implementation andagree on any necessary correctivemeasures or reorientations, which iscurrent practice in numerous othercountries.

A joint IFAD-Government Review ofDRC portfolio took place on 15-31May 2018. The findings of theportfolio review were shared anddiscussed with stakeholders during arestitution workshop held on 29 Mayin Kinshasa and chaired by theMinister of Agriculture with theparticipation of more than 100people (Government, partners,Farmers Organisations and CivilSociety). WCA and FMD representedIFAD. On the basis of the findings of

O

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusthe portfolio review, IFAD and theGovernment of DRC agreed toproactively relaunch the IFADsupported DRC programme as soonas the last conditions are fulfilled andsuspension is lifted. The two partiesagreed on the road map, action planand priority activities to beimplemented.

To improve portfolio performance inDRC, IFAD and the Governmentfurther agreed on the necessity toensure close follow up of theprogramme implementation through(i) a yearly joint portfolio review asrecommended by IOE, (ii) regularjoint follow-up missions with activeparticipation of provincialstakeholders and (iii) systematiccontrol by the Ministry of Finance ofWithdrawal Applications before theirtransmission to IFAD for payment.These recommendations togetherwith those of the Agreement atCompletion will formalized in the newCOSOP planned for 2019.


WCA

CSPE 16 CTRY OPER TCB Outsourcing. For capacity-buildingcomponents, projects should foreseeproject-long collaborationagreements with execution partners,with periodically renewableperformance-based contracts.

Will be addressed during the COSOPformulation process; Pending thelifting of suspension for ongoingprojects.

PD


WCA

CSPE 17 CTRY OPER INF For rural infrastructure components,the role of project owner should bedelegated entirely to agencies thathave solid collaboration with IFADand experience working in DRC,selected on a competitive basis.

Will be addressed during the COSOPformulation process; Pending thelifting of suspension for ongoingprojects.

The PIRAM PMU has identified anAgency to assist in the recruitmentand supervision of local SME forroads works.

PD

Recommendation 4. Improverelevance andeffectivenessof non-lendingactivities.

Républiq WC CSPE 18 IFAD OPER GRT Integrating interventions. IFAD Will be addressed during the COSOP PD

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A should improve the integration ofprojects and non-project grants toensure complementarity, in particularon crosscutting issues that call forspecialized technical support such asgender, environmental management(including land tenure and adaptationto climate change), rural finance andsmall rural enterprise development,taking interventions by otherdevelopment partners into account.

formulation process.Pending the lifting of suspension forongoing projects.


WCA

CSPE 19 GOV STR NLA The Government, with IFAD'ssupport, should actively seek otherdevelopment partners to take care ofimproving social services in projectintervention areas, in order tocomplement the support to ruralproductive sectors financed by IFAD.It should also ensure that IFAD-funded projects are integrated inprovincial agricultural investmentplans.

Will be addressed during the COSOPformulation process. Pending thelifting of suspension for ongoingprojects.

PD


WCA

CSPE 20 CTRY OPER KM Capitalizing on experiences. IFAD, incollaboration with the Governmentand project teams, should identifystrengths and weaknesses, anddocument project approaches relatedto farmer organization, agriculturalextension (community radios andfarmer field schools, among others),improved seed multiplication, andrehabilitation and maintenance ofagricultural access roads, to promotelesson-sharing between projects andcountries.

Will be a key element for the newstaff to be recruited to assumeresponsibility for capitalisation,communication and knowledgemanagement.

PD


WCA

CSPE 21 CTRY OPER ENG Policy dialogue. The above themesshould also provide the basis forpolicy dialogue, targeting theprovincial level as a priority. Anotherimportant topic for dialogue is theadaptation of the nationalagricultural investment plan to theprovincial level, making sure that fullbenefit is drawn from smallholderagriculture. To increase its voice atthe political level, the countryprogramme should strengthen itspartnerships with other influentialdonors that have experience in DRC,

Extensive dialogue on this was doneduring the aforementioned portfolioreview that took place in the country.To be taken in account during theCOSOP formulation. Pending thelifting of suspension for ongoingprojects.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statussuch as the African DevelopmentBank, Belgian technical cooperation,FAO and World Bank.

Republic of the Philippines - Country Strategy and Programme EvaluationRecommendation 1: Carefullyreflect onIFAD'scomparativeadvantagerelative to thecountry'sneeds in thenew countrystrategy.

Philippines

APR CSPE 1 CTRY STR COS The new country strategy shouldreflect IFAD's specificity andcomparative advantage, in terms ofthe target group (e.g. indigenouspeoples, fishers) and/or thematicareas with a clear pro-poororientation, with a view to generatingknowledge and lessons to informinvestments by the Government andother partners for scaling up.

The new COSOP has specified thattargeting will be geographic,selecting the poorest provinces,municipalities and sub-districts(barangays) where incidence ofpoverty is highest.Further, poverty targeting will focuson small-scale rural producers andentrepreneurs, agrarian reformbeneficiaries, vulnerable indigenouscommunities and small-scale fishersoperating in municipal waters.Regarding thematic areas with clearpro-poor orientation and generatinglessons to inform investments forscaling up, the COSOP goal has beenspecified to "provide the Governmentwith innovative and scalablepathways for rural povertyreduction".

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Philippines

APR CSPE 2 CTRY OPER TGT Engagement with indigenous peoplesin a proactive manner is one of theareas where IFAD has accumulatedexperience and comparativeadvantage, in the Philippines and atcorporate level. Taking intoconsideration earlier achievementsand prevailing institutionalchallenges, there is an opportunity torevisit and strategically reflect onfuture support.

The IFAD-funded CHARM projects,which have accomplished mostscalable breakthroughs in IP issues,has undertaken a detail case studywith lessons learned to feed intofuture investments.

Commodities to be supported by therecently approved Rural Agroenterprise Partnership for InclusiveDevelopment and Growth (or RAPIDGrowth) project are those cultivated

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusby the poorest farmers, particularlyIndigenous People (IPs) in uplands(coffee, but also cacao and inMindanao also coconut are in IPareas). IPs are among the poorestcommunities in the country.

Philippines

APR CSPE 3 CTRY STR COS Land tenure remains a potentialsource of conflict and a key issue forthe rural poor, and the new countrystrategy needs to consider ways toupgrade IFAD's support in this area.

As part of COSOP preparations IFADundertook a detailed landassessment as well as reigniteddialogue with the international landcoalition and with GIZ, to explorepossibilities for joint support to landdispute resolution and other landtenure challenges.

F

Philippines

APR CSPE 4 CTRY OPER FRG Furthermore, given the exposure ofthe country and the rural poor tonatural disasters, the countrystrategy should include avulnerability and risk assessment anda disaster preparedness countrybrief.

The COSOP has included a detailedSECAP, capturing main vulnerabilitiesand options to mitigate risks orrecover in their aftermath.

F

Philippines

APR CSPE 5 CTRY STR KM Learning from project results andusing information to supportgovernment policy should be anexplicit element of the strategy. Thestrategy should discuss theopportunities for diverse types ofsupport apart from investmentfinancing, such as reimbursabletechnical assistance and knowledge-sharing with other countries.

IFAD has funded and supported adetailed impact study for RuMEPPand a rigorous evaluation forthe Integrated Rice ProductionEnhancement Project (IRPEP). Thesestudies have generated detailedquantitative evidence for learningpurposes.

F

Recommendation 2: Enhancediagnosticanalysis of thepotentialtarget groupand targeting.

Philippines

APR CSPE 6 CTRY OPER TGT Within the target locations ofinvestment projects, there is scopeto improve the identification ofpotential beneficiaries and how toreach them. First, there should begood-quality analysis of the differentgroups within the potential targetpopulation, a differentiated approachto reach them, and monitoring of theoutreach, beneficiary profiles and the

The recently approved loan appliesthe following poverty targeting:•geographic, selecting the poorest 6regions in the country [there are 17regions in total] are in Mindanao andEastern Visayas, and are targeted•Poorest provinces – 45% povertycompared with 22% national average•349 municipalities in the 20participating provinces have poverty

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statustargeting performance. Issues offood security and inclusivenessshould be more strongly built intotargeting.

rates of over 40%.•Coffee areas have 54% povertyincidence, cacao has 56%.•Investments will prioritiseenterprises that maximise contractswith small farmers and job creation

Philippines

APR CSPE 7 CTRY STR TGT Second, a more strategic approachto increase intensity of investment(either under a specific project or bycreating synergies between projects)in targeted locations should bepursued where possible, to enhancethe likelihoods of palpable impact.The latter might involve anagreement on a geographical focus inconfined areas (building onexperience in Mindanao, Visayas andCordillera).

Under the Fisheries and CoastalResources Livelihoods Project, theMTR has agreed with Government tofocus investments on few selectedmunicipalities and sub-districts toensure economies of scale andpalpable income from concentratedinvestments that help to sustainablyfulfil market demand. Theprioritization and selection ofinvestments will be underpinned bycommodity market and value chainstudies.Overall the portfolio will henceforthfocus investments on Mindanao,which is considered the poorestregion in the Philippines, and is usinggeographic targeting to select thepoorest regions for investment.

F

Recommendation 3:Strengthenleverage forpolicyengagementby improvingthe quality ofknowledgeand evidence.

Philippines

APR CSPE 8 CTRY STR NLA Building on generally goodperformance in knowledgemanagement, an implementationstrategy should be developed toimprove the quality of evidence frommonitoring and evaluation (M&E)across the portfolio. This couldinclude working more closely withNEDA and the Department of BudgetManagement in support of thenational results-based M&E initiative,and supporting M&E by theimplementing line departments as

IFAD COSOP and projects haveidentified the Philippine Institute forDevelopment Studies, a Govt policythink tank, as the appropriatepartner for an umbrella frameworkapproach to evidence generation andevidence-based policy making withGovernment partners.In the meantime IFAD's SKD hasundertaken two detailed and rigorousstudies generating importantinsights, e.g. on the strong efficacyof water management investments

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statuswell as LGUs and local stakeholders.Project designs should beaccompanied by theories of changeand should plan for analytical workand self-assessments. Considerationcould be given to identifying andworking with an organization tomanage M&E and learning across theportfolio and bring consistency andrigour to evaluation design.

and institutional strengthening inimproving incomes in irrigatedareas. APRACA is similarly collectingevidence on efficacy of rural financeinnovations such as value chainfinance.The recently approved RAPID Growthproject has a clearly articulated TOCto support project learning and policydialogue.

Philippines

APR CSPE 9 IFAD STR KM The established knowledgemanagement platforms andprocesses should bring in otherdevelopment partners andcommission a comparative analysisbeyond IFAD-supported projects. Inaddition, the IFAD Country Officeshould be resourced to increasesupport to national policy andstrategy issues.

In 2018 the Knowledge Market Placeand Rural Development PolicyPlatform was help with ADB, FAO andWFP in ADB's own premises.

IFAD and FAO are currentlydeveloping a joint initiative for use ofICTs to support smallholderagriculture in the Philippines.

The RAPID Growth Project envisagespartnership with the WorldAgroforestry center to optimise treecrop value chains, soil and waterconservation and agro-forestrytechniques.

F

Recommendation 4.Strengthenpartnershipswith otherdevelopmentpartners tosupport thenewGovernment.

Philippines

APR CSPE 10 CTRY STR PAR Good performance to date in workingwith government agencies, researchorganizations and civil society shouldbe expanded to other developmentpartners. Relationships with grantrecipients with clear potential forvalue addition and linkages should bemainstreamed in the countrystrategy.

Ongoing with ADB, ICRAF, FAO (seeabove).Partnerships are also being soughtwith bilateral partners and regularconsultations held with other UNagencies

O

Philippines

APR CSPE 11 CTRY STR PAR IFAD should work more closely withother multilateral and bilateraldevelopment partners in the ruralsector to strengthen the exchange of

See above 2 responses. O

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusinformation with the Government.There are opportunities for IFAD towork with other Rome-based UnitedNations agencies to provide adviceon issues such as food productionand food security, gender equalityand women's empowerment inagriculture and rural development,and disaster risk reduction.

Philippines

APR CSPE 12 CTRY OPER PVT Opportunities should be sought forprivate sector partnerships thatsupport value chain investments byfarmers.

The recently approved RAPID Growthworks precisely towards thisobjective: strengthening value chainperformance and poverty reducingoutcomes through linkages andpartnerships with private sector.

F

Nicaragua - Country Programme EvaluationRecommendation 1:Consolidate aterritorialapproach inthe countryprogramme.

Nicaragua

LAC CSPE 1 CTRY STR COS Since the implementation of IFAD-supported projects plays a pivotalrole in the implementation of thecountry’s rural development policies,it is crucial that the strategy becomemore integrated with thedevelopment processes taking placein the regions and territories whereinterventions are carried out. Thismeans paying greater attention toharmonized application of nationalpolicies with the conditions,constraints, opportunities andparticipation of actors and theirorganizations in the territories wherethe programme is beingimplemented, identifying uniquecharacteristics and differences thatwill eventually be reflected inregional and territorial developmentplans.

1) The operations of the IFADportfolio during 2018 (Nicavida,Nicadapta and Nicaribe) are alignedto the territorial priorities in the DryCorridor and the Caribbean Coast,regions prioritized in the projects.The alignment with the territorialstrategies is explicit, and isexpressed in the strategy of theprogrammes and their AWP&B; 2)the active participation of theDepartmental Delegations of theMinistry of Family, Peasant andCooperative Economy (MEFCCA),significantly reinforces the territorialfocus of the Country Programmeoperations, generating territorialsynergies with other public andprivate investments; 3) it is stillpending to systematize theinteraction of operations andinvestments at the territorial level inorder to identify actions thatreinforce sectoral-territorial links.

O

Recommendation 2:

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusStrengthentheprogramme’seffectivenessand efficiencythroughavenues ofwork whereIFAD hasacquiredexperienceandcomparativeadvantages.

Nicaragua

LAC CSPE 2 CTRY OPER TGT In line with the COSOP targetingstrategy, continue to pursue effortsto improve efficiency andeffectiveness in the geographicalareas where family farming andindigenous peoples are concentratedwithin the dry zones of the country’scentre-north, south Pacific andnorthwest regions, and make use ofacquired experiences and theopportunity to continue improvingbased on successful experiences withimplementing previous projects.

1) The Nicavida project focuses onthe Dry Corridor aligned withnational priorities, specially the DryCorridor Development Strategy,covering defined action municipalitiesand applying a more detailedtargeting strategy that allowsefficient and effective work with ruralpeople dedicated to family farming;2) Lessons learned from previousprojects such as PRODESEC andPROCAVAL are being implemented inthis line; 3) The NIcadapta Projecthas made relevant progress in itsactivities in remote geographicalareas where cocoa producers live,applying inclusion criteria to expandequitably access to investmentresources; 3) Since the COSOP wasextended, and a new operation willbe designed for approval in 2019,this recommendation will be taken asa priority during the design process.

O

Nicaragua

LAC CSPE 3 CTRY OPER TGT In cases where it is necessary toaddress government priorities inother areas where there are pocketsof rural poverty or in response toinnovation spaces, it isrecommended that the same criteriabe followed to ensure theprogramme’s effectiveness andefficiency, including acting in tandemwith other cooperation agencieshaving specialized in the

MEFCCA is leading a verycomprehensive targeting andprioritization strategy at territoriallevel. IFAD is continuously followingup the government strategy throughthe implementation support andsupervision missions.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statusmanagement of differentecosystems.

Recommendation 3:Strengthenactions toprovidemarket accessto familyfarmers andindigenouspeoples.

Nicaragua

LAC CSPE 4 CTRY STR MVC To ensure the inclusion of ruralfamilies and indigenous peoples, andto facilitate access to markets, carryout income generating activities andincrease job opportunities, theevaluation recommends thefollowing, while continuing to workwith rural organizations: (i)strengthen measures to promotevertical integration to add value toprimary production; and (ii) expandhorizontal integration measures toenable producers to access moreformal markets. This would require,inter alia, establishing commercialpartnerships with other ruralorganizations and agriculturalenterprises that process commoditieson a larger scale or have access toexternal markets.

1) In the AW&B 2017 and 2018 ofNicadapta, capacity building activitiesof productive organizations wereincorporated to access to coffee andcocoa markets and value chains. Thisis a key axis that is specified in theInvestment Plans that are directlymanaged by the organizations; 2) inthe Investment Plans financed byNicadapta, some progress has beenmade in establishing clearly thetransformation actions of coffee andcocoa production and thedevelopment of commercial allianceswith the private exporting andmarketing sector; 3) peoplededicated to the production andmarketing of coffee and cocoa havereceived support to improve theirmarketing mechanisms, branddevelopment, and obtainingcertifications; 4) In Nicaribe, accessto stable markets of theorganizations participating in theproject has been reinforced (speciallythe indigenous and Afro-descendantpopulation), however it is still aprocess that has not yet beenconsolidated, where the follow upwould be a responsibility of MEFCCA.

O

Recommendation 4:StrengthenIFAD supportfor the

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up StatusGovernment’sclimatechangeadaptationefforts.

Nicaragua

LAC CSPE 5 CTRY OPER NRM To help mitigate the adverse impactof climate change on the livelihoodsof rural families, care must be takento ensure that the programmeincorporates the Government’spolicies and strategies on adaptationto climate change. From the point ofview of production, priority areas ofsupport include water availability andmanagement, changes in productiontechnologies (such as integrated soilfertility management), theintroduction of new species, businessstrategies, health issues and movinginto new markets.

1) The training and technicalassistance activities have beenfocused on beneficiariesorganizations in terms of adaptationto climate change, as well as thedevelopment of a specialized trainingfor 2018 with academic andcooperation institutions specialized inthe subject; 2) ASAP funds inNicadapta are constituting the mainline of the Country Programme inpromoting practices of adaptation toclimate change; 3) In the frameworkof the COSOP (extended up to 2020),the cross-cutting line of environmentand climate change with adaptationpractices and resilience activities isbecoming more relevant, and this willbe reflected in the next designs ofinvestment programs.

O

Recommendation 5:Strengthenand improvetheprogramme’sM&E system.

Nicaragua

LAC CSPE 6 CTRY OPER RME As a means of periodically adjustingthe country strategy to allow forchanging national circumstances,policy implementation andachievement of COSOP strategicobjectives, as well as to optimizeproject execution, it is recommendedthat the programme have an M&Esystem for IFAD-supported initiativesin Nicaragua and the achievement ofstrategic objectives, and establishongoing systematization of processesfor learning and knowledgegeneration.

1) Based on the extension of theRB-COSOP validity period (up to2020), progress and challenges todevelop about the M&E system arerecognized, and the issue has beenprioritized, along with theimplementation of the system ORMSin IFAD, where the logical frameworkof NICADAPTA and NICAVIDA havebeen updated; 2) Nicadapta carriedout its baseline survey, and Nicavidais planning to do it during 2018; 3)The M&E system is being installed inNicadapta, in compliance with therecommendations of the MTR of 2017and those of the CSPE. Likewise, thedesign/adaptation of the M&E

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Country Reg Eval. SN Level Nature Theme R Recommendation 2018 Follow Up Statussystem in Nicavida in 2018 isplanned.

Nicaragua

LAC CSPE 7 CTRY OPER RME The M&E system should be alignedwith the national monitoring systemand coordinated jointly with theresponsible government entities. Thesystem should be highly reliable andgenerate information on indicatorsand achievement of objectives,together with an analysis ofprocesses to help understand lesspositive results.

The Financing Agreement of Nicavidaestablished the creation of aSpecialized Unit in Planning and M&Efor the entire IFADportfolio. Regarding to this, aroadmap was agreed with theMEFCCA for its prioritization. Thisunit would guarantee the alignmentwith the national monitoring system.

F

Nicaragua

LAC CSPE 8 CTRY OPER KM In addition, it is necessary toestablish and operationalize clear,comprehensible knowledgemanagement mechanisms thatsupport the technical capacities ofimplementation teams.

In relation to knowledgemanagement activities, they arebeing carried out according to theirnormal planning in Nicadapta andhave been documented in theNicaribe Project Completion Report(PCR). At this moment, LACis designing a KM strategy,which will guide the IFAD requirements at country level.

F

Project Performance Evaluations (PPEs)

Philippines: Rural Microenterprise Promotion Programme - Project Performance EvaluationRecommendation 1. Be clearon the targetgroup,includingdifferentcategorieswithin thegroup, theirneeds, andhow they willbe reachedand benefit

Philippines

APR PPE 1 CTRY STR TGT Clarity is needed on the target groupto whom project support will bedirected, the intended beneficiariesand how they will be reached. It isimportant to have a critical reflectionon possible impact pathways topromote inclusive ruraltransformation and on the role of

In April 2018, IFAD approved theRural Agro enterprise Partnership forInclusive Development and Growth(RAPID Growth) Project . Theproject focusses its support toenterprises operating in specificvalue chains (cocoa, coffee, coconutsand processed fruits and nuts) that

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microenterprise and/or MSE sectortherein.

were selected because theycompetitive, reflect comparativeadvantages, exhibit market growthpotential, and where tangiblebenefits to IFAD target groups aredemonstrated. Differentiation oftargeted enterprises will beundertaken with Governmentpartners, and outreach and outcomesfor different categories shall bemonitored accordingly.

Philippines

APR PPE 2 CTRY OPER TGT Linked but tailored and differentiatedstrategy might be required accordingto different potential andcharacteristics of the target group,for example, possibly differentpathways for creating jobs

In agreement with therecommendations of IFAD's mid-termreview, the IFAD-funded FishCORALproject shall commission specificmarket-oriented strategies fordifferent bays and target groups,aiming to optimise income pathways.Under the IFAD-funded Convergeproject, the 11 supported AgrarianReform Beneficiaries Organizationshave developed detailed commodityplans with market demand for whichIFAD target group benefits fromcomparative advantages.

Similarly, value chain studies underRAPID Growth shall determinelocalized strategies and pathways forincreasing rural household incomesthrough higher agricultural sales andincreases in job opportunities.

F

Recommendation 2. Developdiversified andstructuredapproaches toimprovefinancialservices.

Philippines

APR PPE 3 CTRY STR RFI The focus should shift from mereunspecific credit lines to facilitatecritical reflection and learning on howto finance micro and smallenterprises and how to enhance theutilization of the available liquidity inthe system for financingdevelopment. The injection of creditlines should be directed at where

A small country grant was approvedto support studies and analysis forextending bank lending guaranteesand debt insurance for perennialcrops grown by the rural poor(particular indigenous women andmen) in upland areas.

The recently approved RAPID

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there is a shortage of liquidity, if any.Structured dialogue with the financialsector could be an important entrypoint, instead of credit lines. Suchdialogue must be specific for the typeof financial institution72 and gearedat helping them understand specificrequirements of different types ofMSEs and opportunities to developproducts to meet the needs.

Growth Project shall introduce ValueChain Finance and equityinstruments to support MSMEs,including bank guarantees forinnovative products and debtinsurance to MSMEs.

Philippines

APR PPE 4 CTRY OPER TCBCapacity building of financial

institutions with potential to expandthe outreach should be carefullyconsidered, which may includetraining of loan officers, productdevelopment, and standardized andgeneral appraisal methods for MSElending.

Through the IFAD-funded regionalgrant, the Asia and Pacific RuralAgricultural Credit Association issupporting the piloting of value chainfinancing and sharing lessons fromAsia regarding cash-flow basedlending.

F

Recommendation 3. Devisemeasures toenhance therelevance andquality of non-financialservices.

Philippines

APR PPE 5 CTRY STR RFI BDS should be designed according toneeds of different types/maturitylevels micro and small enterprises.The support services should betargeted and consistent. Ways tocharge at least part of BDS costs (setat realistic level depending on thelevel of enterprise development)should be considered for confirminginterest and commitments andenhancing sustainability.

Through the RAPID Growth project,IFAD will assist the Government inintroducing innovative approachesthat improve outreach of financialservices to rural SMEs withappropriate lending terms. RAPIDGrowth seeks to demonstrate variousSME support models (includingfinancing and business managementsolutions) for profitable ruralenterprise growth, wherein SMEs canbecome attractive destinations forterm loans, equity investment andother financing products.

F

Philippines

APR PPE 6 CTRY OPER NRM Furthermore, attention to theenvironment and natural resourcemanagement should besystematically incorporated in non-financial services tomicroenterprises. This could be interms of monitoring and managingany potential negative impact on theenvironment, as well as encouraging

In 2018, IFAD approved the RAPIDGrowth project, whose designextends and tailors a number of BDSprogrammes that havepredominantly urban outreach (e.g.the SME Mentoring programme,Shared Service Facilities), to ruralenterprises and agribusiness.

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microenterprises engaged to beefficient in resource use.

IFAD also approved signed a smallcountry grant to the Dept of Tradeand Industry developsimplementation methodologies andprocedures for delivering linkagesamong business service providersand Government support to MSMEsand farmer groups.

Recommendation 4. Ensuresufficientinvestmentand supportfor M&E,analyticalstudies anddocumentation.

Philippines

APR PPE 7 CTRY OPER RME Capacity development, and researchand development geared at practicalissues are indispensable elements ofa successful MSE support strategy.These should go beyond the numberof beneficiaries or volume ofborrowing, but should cover othervarious aspects such as enterpriseprofitability under differenteconomic/social and organizationalparameters. There should besufficient allocation of financial andhuman resources accordingly, toenable essential studies and surveysto be conducted, the need for whichemerges as a result of proper datacapturing and analysis of fieldpractice, and to use M&E data andsuch survey results as a basis forproject implementation and policydevelopment.

The design of RAPID Growth specifiesa strategy and budget for resultsmeasurement, localized value chainstudies, innovation and learning, anddocumentation and communication.

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République démocratique du Congo - The Agricultural Rehabilitation Programme in Orientale Provincein the Democratic Republic of the Congo – Project Performance Evaluation

Recommendation 1. Thedesign offuture projectsshould betterreflect thevery difficultcountrycontext byhaving morerealisticobjectives andgeographicalcoverage,more closelyadaptedduration andphasing, afunctionalM&E systembased oncontextualrisks, and up-front technicalassistancedeclining overtime.


WCA

PPE 1 CTRY STR DES Future projects should take intoaccount the difficulties inherent inimplementation in the field by havinga simpler design focusing on alimited number of objectives andthemes, and a realistic number oftargeted results and actions in thefield. In view of the vast size anddiversity of the country’s territoryand the volume of funding allocatedto IFAD projects, it is also importantto better focus interventionsgeographically.

To be taken in account during thenext COSOP and new project designusing the new country's PBASallocation once the portfoliosuspension has been lifted

PD


WCA

PPE 2 CTRY OPER PAR At the same time it is essential toseek coordination with nationalinstitutional partners operating inother sectors and maximizesynergies with other projects locally,other technical and financialpartners, and the government

IFAD country office is more and morepresent in the Donors and the UNAgency Coordination meetings.Constructive meetings are conductedwith similar projects funded by theWorld Bank, AfDB, the BelgianCooperation, and so on.

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agencies operating in the area.Républiquedémocratique duCongo

WCA

PPE 3 CTRY OPER PMA Considering the limited absorptioncapacity of the project managementstructures and local serviceproviders, longer implementationperiods need to be planned,preferably with a series of phasesinitiated by triggers. Annual workplans and budgets should be lessambitious for the first few years,becoming gradually more complex asthe PMU and project serviceproviders gain experience. Increasingthe duration of implementation andphasing projects will also allow for agradual expansion in project areas.

Longer implementation periods havebeen planned for PIRAM (9 years),PAPAKIN (10 years) and PASA NK (9years). But according to new IFADdirection, forthcoming projects wouldstand for a maximum of 6 years.Relaunching and consolidation ofactivities in formers PRAPO andPRAPE's areas would be among theissues to be discussed during theCOSOP preparation.

PD


WCA

PPE 4 IFAD OPER RME The projects should have M&Esystems that are functional inoperational, human and budgetaryterms and that pay special attentionto risks. In this way, the projects willbe able to anticipate risks andquickly take action to makeadjustments, remedy errors andmitigate adverse impacts on projecteffectiveness and efficiency.Collaboration between the M&Esystem and other PMU members andkey project partners should beexpanded.

M&E teams are being strengthenedby the hiring of new staffs andtraining of the teams. The M&Especialists of the ongoing projectswill be involved in the new IFAD-CLEAR trainings.

O


WCA

PPE 5 CTRY OPER SUP Technical assistance that makes useof national as well as regional andinternational competencies should beprovided for as soon as project startup, in particular to supportpreliminary studies, preparation ofthe first few annual work plans andbudgets, and initial procurementexercises. Technical assistanceshould be employed to train PMUmembers to gradually take overduring the implementation period.

The issue of technical assistance hasbeen under discussion and agreed upby the Government. It was discussedduring the Portfolio review and willbe taken into account during theCOSOP formulation.

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Recommendation 2. Toensure projectsustainability,it isimperative tobuildcapacities

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among localprivate andpublic actors,in particularcommunity-basedorganizationsanddeconcentrated governmentservices.


WCA

PPE 6 CTRY OPER TCB The sustainability of achievementssuch as the local seed multiplicationsystem or rehabilitated roads andsocial infrastructure is contingentupon the management capacity oflocal actors, the resources availableto them and the local availability ofsound technical knowledge andappropriate tools and inputs. Futureprojects should pay more attentionto capacity-building for local actorsto protect results and make themsustainable over the long term.

The capacity building was one of thekey issues discussed during theportfolio Review and the new COSOP.Possible to dedicate specific projectsor specific budgets to that in thefuture.

PD


WCA

PPE 7 CTRY OPER SUS To enable producers’ organizationsand their unions to take overresponsibility from the project, theyneed to become professionalorganizations in order to thenbecome true actors of localdevelopment as well as permanentstructures. Hence the need tosupport them for a long enoughperiod of time to allow for sufficientempowerment and gradualintegration with marketmechanisms.

A separate workshop on theinstitutional capacities of farmer'sorganisation and other community-based organisations is planned bythe ICO, to take place aftersuspension lifting and before theCOSOP formulation.

PD


WCA

PPE 8 CTRY OPER INF Management committees for socio-economic infrastructure – aguarantee of sustainable investments– must be trained and provided withsufficient resources to enable themto perform management andmaintenance. Options for self-financing operations and maintaininginfrastructure should also be givengreater consideration.

A separate workshop on theinstitutional capacities of farmer'sorganisation and other community-based organisations is planned bythe ICO, to take place aftersuspension lifting and before theCOSOP formulation.

In the road sector, PIRAM Maniemahas innovated by drafting acomprehensive training for localmanagement committees granting

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them small funds for incomegenerating activitiesContracting with the FONER (nationalRoads maintenance Fund)for complementary subsidies form=road maintenance.


WCA

PPE 9 GOV OPER SUS It is necessary for the Government tocontinue to be involved after projectcompletion, through agriculturesector support structures such as theNational Institute of AgriculturalResearch and the National SeedService for seed certification.However, government servicesshould not supply services and inputsto producers when they could besupplied by the private sector.

To be discussed during the COSOPformulation

PD

Recommendation 3. It iscrucial thatfuture projectsgive greaterconsiderationtoenvironmentalissues andaccess tomarkets, inorder todiminish risksrelating tooverproduction,environmentaldegradationand climatechange.


WCA

PPE 10 CTRY OPER NRM In close collaboration with producers’organizations and their unions,storage and processing capacitiesshould be improved in the projectareas.

ICO is involved in the RBA project onReducing Post-Harvest Losses byimproving storage and conservationcapacities of small farmers and theirorganizations. PHL will constitute oneof the main axis for the upcomingchai values projects. To beconsidered in the future designs

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Républiquedémocratique du

WCA

PPE 11 CTRY OPER ICT In addition, group transportationand sales should be encouraged toplace producers in a betternegotiating position. To this end, one

To be considered in the futuredesigns once suspension is lifted

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Congo or more information systems onprices for agricultural products invarious markets should also bepromoted.


WCA

PPE 12 CTRY OPER NRM Considerations relating to sustainablenatural resources managementshould be included in the design ofall future projects by encouragingsustainable and environmentallyfriendly farming practices.


PD


WCA

PPE 13 CTRY OPER TCB Similarly, populations should beprovided with capacity-building ingood fishing practices to avoiddestroying spawning grounds andoverfishing.


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WCA

PPE 14 CTRY OPER NRM Measures to adapt to the effects ofclimate change – such as greaterseasonal variability and heavierrainfall – should be included in allprojects. In the PRAPO area,consideration should be given todeveloping valley bottoms withsimple hydraulic improvements tocheck deforestation and reducefarmers’ dependence on rainfall.


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Nicaragua - National Agricultural Technology and Training Programme: Technical Assistance Fund –Project Performance Evaluation

Recommendation 1:Integratedand adaptedtechnicalassistanceservices.

Nicaragua

LAC PPE 1 CTRY OPER DES Development projects geared toproviding technical assistanceservices to poor rural producersshould spend more time at thedesign stage on characterizing andlearning about the different types ofproducers within the targetpopulation, along with theirproduction systems, their constraintsand potential, and the inputs andprocesses required to improve theirparticipation in value chain links, aswell as their market positioning.Better knowledge of all these aspectsis a crucial input to adjust or define

To increase the coverage andimprove the quality of technicalassistance, IFAD-funded projects inNicaragua are promoting far-reachingtypes of technical assistance through“rural promotion” and business planswith consolidated associations andcooperatives. In this way, economiesof scale are fully exploited. Moreover,being targeted to the demand,technical assistance is more focusedand specialized, and its effectivenessand efficiency are improved. Astrategy focusing on rural promotionand technical assistance through

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approaches and strategies that aremore fully integrated and adapted tothe specificities of each type or groupof producers – such as herders,breeders and basic crop farmers – sothat the technical assistance serviceshave greater impact on producers inparticular circumstances, e.g. thosewho are landless or living in extremepoverty.

business plans has been used in themost recent IFAD-financed projects(PROCAVAL, NICARIBE andNICADAPTA). The lessons learnedare been included in theimplementation of NICAVIDA.

Recommendation 2:Technologymarket

Nicaragua

LAC PPE 2 CTRY OPER ICT Developing a sustainable market fortechnology, in addition to ensuringsupply and demand, calls for policyinstruments in the form of incentivesto activate the technology market.IOE recommends that IFAD, togetherwith the Government, consider suchincentives as follows: (i) fortechnology providers (enterprises,non-governmental organizations,universities and individualprofessionals), entrepreneurial andtechnical capacity-building, supportin terms of facilities and access tofinancial services; and (ii) forproducers on the demand side,technical and financial incentives tofacilitate access to technologyproducts, and capacity-building sothat they can apply the technologiessustainably.

FAT’s experience recognizes – inaddition to providing differentiatedincentives – the need to strengthenorganizations and associations byproviding systematic support in areasthat are relevant to the sector sothat they function as technologyproviders. IFAD is promoting theneed to strengthen capacities inproviding specialized technicalservices to public institutions, it isappropriate to promote theircollaboration with centres specializedin agricultural, financial, market andmanagement technologies, etc. Thiswould create a space andopportunities for dialogue with theGovernment to promote knowledgemanagement. For example, IFAD ispromoting the knowledge exchangewith theInternational Centre for TropicalAgriculture (CIAT).

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Recommendation 3:Environmentand naturalresourcesmanagement,and climatechangeadaptation.

Nicaragua

LAC PPE 3 CTRY OPER NRM Rural development projectsimplemented in drytropical areasneed to combine strategies to buildresilience into family livelihoods and

Although the FAT design did notinclude a broad climate changestrategy, the programme includednatural resources management

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reduce vulnerability to climatechange: technologies appropriate tothe surroundings, implementingclimate-smart farming practices,diversified and appropriate use ofwater resources, rational soil use,eco-efficient agricultural valuechains, access to competitivemarkets, and others. Thesestrategies should be aligned withnational, municipal and communalpolicies and strategies.

strategies, especially in terms of soilmanagement and conservation. Asthe climate change problemintensified and public-sector decisionmakers became more sensitized to it,the concept of vulnerability toclimate change and focus on buildingresilience were incorporated in theongoing portfolio. With NICADAPTA,IFAD is promoting a new dialogueand investment spaces aligned withnational climate change strategies,with the participation ofmunicipalities and communities.

The recently approved IFAD-fundedproject, NICAVIDA, was designedbased on the experience gained inprior projects. Given that the projectarea is characterized byenvironmental vulnerability, and thatthe effects of climate change aremost pronounced in this area,actions are focused on building theresilience of families and theircommunities and territories.NICAVIDA links thegeneration and diversification ofincome sources with naturalresources management andimproving families’ nutrition so thatthey are more resilient to climatechange.

This approach was highlighted duringthe start-up workshop in March2018.

Recommendation 4:Evaluationmethods.

Nicaragua

LAC PPE 4 CTRY OPER RME It is recommended that IFAD preparea detailed evaluation plan from thedesign stage or during the firstmonths of implementation. The planshould specify indicators, evaluationquestions and sources, the type ofevaluation being applied, the type ofdesign and its constituent elements,methods for gathering information,

In NICADAPTA’s case, a baselinesurvey was conducted before theproject was launched, and thefoundation was laid to establish theM&E system on factual data.Similarly, a baseline survey will bedeveloped for NICAVIDA, and theplanning, monitoring, evaluation andknowledge management system will

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and the timing of each one of thesefactors.

be designed during 2018. Evidence ofthe progress, achievements anddifficulties in project implementationare highly relevant to improveproject management, performanceevaluations and, thus, theeffectiveness and efficiency ofinvestments. It will be linked to thenew system ORMS in IFAD-HQ.

Arab Republic of Egypt - West Noubaria Rural Development Project – Project Performance EvaluationRecommendation 1.Institutionalize the role ofcommunityorganizationsandassociations.

Egypt NEN PPE 1 CTRY STR SUS In order for the community drivendevelopment approach to be morethan merely a transitional instrumentfor service delivery, future projectsmust identify strategies to ensurethat community-level organizationsare linked to formal publicadministration structures beyond theproject’s lifetime.

The CDAs are by definition non-governmental institutions with noformal links to formal publicadministration structures (thereforethe Management Response hadhighlighted that the recommendationwas not fully applicable sincecomplete official linkages to publicadministrative structures mightrequire legal and institutionalchanges that are beyond IFAD’sremit). But IFAD financed projectshave now provided extensivelinkages between these organizationsand public structures and Ministries,ensuring sustainability beyond theproject’s lifetime. Under theSustainable Investments andLivelihoods project (SAIL), allinfrastructure and services deliveredthrough community developmentassociations (CDA) have been donewith protocol agreements with therelevant Ministry (usually, theMinistry of Education or Health). TheMinistries are providing operatingcosts and personnel for the CDAcentres, and will continue afterproject completion. This has alsobeen specifically incorporated in thenewly designed Promoting Resilience

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in Desert Environments (PRIDE)project.

Recommendation 2.Undertake afinancialsectorassessment.

Egypt NEN PPE 2 CTRY OPER RFI IFAD should conduct a financialsector assessment to inform thedevelopment of future projects inEgypt and provide clear technicaladvice for ongoing projects. Thepurpose of the study should be toidentify policy constraints, ruralfinance opportunities, and potentialinstitutional partners and to providestrategic guidance to the IFADcountry office with regards toengagement in the rural financesector. This study would also help toposition IFAD as a key partner at thepolicy level and contribute todialogue with regulators, otherpartners working with rural financialservices and financial institutions

The financial sector assessmentcovering constraints andopportunities for the IFADprogramme was finalized in 2017.The assessment covered: a.assessing and identifying relevantcontextual, policy and regulatoryissues that affect the development ofsmallholder farmers' financeactivities in the country; b.identifying the main actors and theiractivities in the rural finance sector,c. providing an assessment of currentchallenges facing smallholders withregard to rural finance, d. providingstrategic guidance to the role of IFADoperations in the country. Theassessment was shared with theMinistry of Investment andInternational Cooperation (MIIC), theMinistry of Agriculture and LandReclamation (MALR) and projectpartners and has fed into MIICstudies and the current COSOPdevelopment.

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Recommendation 3. Devoteadequateattention togender issuesthroughoutthe projectcycle.

Egypt NEN PPE 3 CTRY OPER GDR Future projects should devote moreattention to gender issues and adopta more proactive role in monitoringwomen’s participation in projectactivities. This should be done byensuring that: (i) dedicated andqualified staff are part of the PMUand supervision missions; (ii)

This has been fully integrated in thecurrently ongoing SustainableInvestments and Livelihoods project(SAIL) and the new projectPromoting Resilience in DesertEnvironments (PRIDE). SAIL hasrecruited gender specialists as part ofthe PMU; PRIDE design also has

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resources are allocated to genderactivities; (iii) specific gender targetsare formulated; and (vi) M&Esystems track and report on impacton women's empowerment andgender equality using the Women'sEmpowerment Index and otherrelevant indicators.

budgeted provisions for genderspecialists, outreach, and behaviourchange activities (a specific objectiveof PRIDE is to address nutritionthrough behaviour change andenhanced women's livelihoods). Allactivities related to gender andwomen's empowerment have beenbudgeted and resources allocated,specific targets have beenestablished, and reflected in the M&Esystems.

Recommendation 4. Ensurethatenvironmentalimpactassessmentsareundertaken.

Egypt NEN PPE 4 CTRY OPER NRMFor ongoing projects, such as SAIL,rigorous environmental impactassessments should be carried out,as recommended during theimplementation of WNRDP. Such anassessment should focus on the long-term sustainability of water supply.

With regard to SAIL, a study on thesustainability and suitability of watersupply has been discussed withMALR, who will conduct such anassessment. The PRIDE design hasalready incorporated studies on thelong-term usage of ground-water andsustainability of water networks.IFAD has also coordinated with theAfrican Development Bank on a studycovering the use of water andresources across the new lands. Asper discussions and planning, thestudy will be shared with IFAD toensure enhanced environmentalsustainability of IFAD operations.

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Recommendation 5. Provideappropriateguidance onM&E.

Egypt NEN PPE 5 CTRY OPER RME IFAD should consider providingadditional support to the governmentby addressing project managementcompetencies in all processes relatedto M&E (data collection and quality,analysis, reporting, etc.). In addition,in projects with an emphasis oncommunity development, a

IFAD country team has provided in-depth support to project partners,including on (i) upgrading of systemsthrough the ORMS which is nowbeing used by all ongoing projects;(ii) improvement of key tools tomeasure and manage for results,including updated logical frameworks

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participatory approach to M&E atcommunity level should beconsidered. Sampling methods for allstudies should be carefully selectedand consistently adopted in follow-upstudies.

under the ORMS initiative. ProjectM&E officers have been nominated tothe PRIME training curriculum toupgrade their skills. Systematictraining and certification of projectstaff is ongoing across IFAD'sportfolio. The PRIDE designincorporates specific participatoryapproaches to be implemented inpartnership with communities. Allbaseline studies (including for SAILand PRIDE) have incorporated bestpractices in terms of sampling.

Malawi - Rural Livelihoods Support Programme –Project Performance EvaluationRecommendation 1. Projectsto beimplementedin the ongoingcontext oflocalgovernancereformsshould bebased onthoroughdiagnostics ofthe capacity ofnational andlocalgovernmentinstitutionssuch as VDCs,AreaDevelopmentCouncils andDistrictCouncils.

Malawi ESA PPE 1 CTRY OPER GOV This will help introduce more realisticproject design expectations andinterventions that support thedevelopment of capacity of localgovernment organizations andefficiently deliver benefits to targetgroups.

The design of Programme forRural Irrigation Development(PRIDE) and Financial Access forRural Smallholders and Enterprise(FARMSE)have included athrough assessment of national andlocal government capacity and haveintegratedcapacity building interventions in theproject designs.

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Recommendati

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on 2. IFADshouldsupport andbuild oncollectiveinstitutions oftargetbeneficiariessuch ascooperativesand farmers’organizationsand supportdelivery ofservices suchas extension,microfinance,bulking,qualitycontrol,packing,transportationthrough theseinstitutions, inorder topromote better prospects forthesustainabilityof results.

Malawi ESA PPE 2 CTRY OPER SUS Such institutions would help create amore market-driven economicsystem and reduce dependence onthe public sector.

Rural Livelihoods and EconomicEnhancement Programme(RLEEP) supported cooperatives andfarmer groups for collective access tomarkets and agricultural inputs. Atotal of13 cooperatives and 2 farmerassociations were formed andregistered and provided with storagefacilities (warehouses). Moreover,the capacity of 2 pre-existingcooperatives and 2 associations werestrengthened. A total of 2,146market groups wereformed/strengthened and reached47,270 people belonging to thesegroups. The project also supported atotal of 640 Village Saving andcredit Associations (VSLAs)benefitting 9,424 farmers to enhance

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access to finance. The New ProjectFARMSE will scale-up the supportVSLAs building on lessons learnedfrom RLEEP. PRIDE will supportestablishment of Water userassociations (WUAs) in more than 15irrigation schemes and link them tomarket and finance. The project willalso support establishment of naturalresource management committees inthe respective catchment areas ofirrigation schemes for collective NRMactions.

Recommendation 3. IFAD’sprojects inMalawi shouldaim atenhancing,resilience andclimatechangeadaptability ofsmallholdersand marginalfarmingsystems bypursuing ahigher level ofintegration ofactivities in asingle farmingunit (e.g.crops, trees,forages, smalllivestock, soiland watermanagement).

Malawi ESA PPE 3 CTRY OPER NRM Better integration at the farm levelwould not only refer to the presenceof multiple elements but also to theircoherent and cohesive functioning toenhance the economic value of afarm’s output. A focus on improvingthe diversity in smallholder farmingsystems will also help enhance thenutritional well-being of IFAD’s targetgroups.

All the ongoing projects in Malawiinclude interventions to mitigateclimate changes as a result ofrecurring droughts in thecountry. This has been throughGood Agricultural Practices, such assoil and moisture conservation, treeplanting through the SustainableAgricultural Production Programme(SAPP) and RLEEP and irrigationdevelopment through PRIDE. IFAD

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also secured funding from the GlobalEnvironmental Fund (GEF) as a co-financing investment to PRIDE for aproject called Enhancing theResilience of Agro-ecological SystemsProject (ERASP) to enhance theprovision of ecosystem services andimprove the productivity andresilience of agricultural Systems ofvulnerable rural poor.

Recommendation 4. Toensuresustainabledevelopmentand securelivelihoods forthesmallholderfarmers, thereis need forincreasedattention toaccess tomarkets (bothfor inputs andforagricultural orlivestockproduction).

Malawi ESA PPE 4 CTRY OPER MVC This entails a two-pronged strategy:(i) developing partnerships withrelevant private sector actors; and(ii) supporting the capacity of grass-roots organizations of farmers toengage with such private sectoractors.

RLEEP has supported a 4Ps model forbeef, sunflower and honey valuechains. The smallholder farmerswere mobilized and supported tobuild commercial partnership withprivate companies (processors) ofthe three commodities throughcontract farming brokered by thedistrict councils.

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Maldives - Post-Tsunami Agricultural and Fisheries Rehabilitation Programme – Project PerformanceEvaluation

Recommendation 1. In post-disastersituations,IFAD shouldnot focus onimmediatedisaster relief,

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but rather on“initiativesthat helpbridge the gapbetweenemergencyrelief and therestoration ofthedevelopmentprocess”

Maldives APR PPE 1 IFAD STR FRG IFAD's internal structure andfinancial instrument is not gearedtowards rapid response and/or post-disaster operations. The danger isthat relief considerations mayoutweigh developmentally orientedactivities to the detriment of thelatter. A stress on speed of reactioncan lead to poorly designed projectsor programmes, thus the ex-antequality assurance procedures withinIFAD should not be waived.Additionally, the loan format isprobably not suited to quickresponses in emergency situationsbut rather to later phases in therecovery process. Countries in post-disaster context tend to have lowerabsorptive capacities for financesfrom various international players,and a later engagement could alsoensure the counterparts have betterabsorptive capacities.

Management concurs with thefindings of the PPE for IFAD to focusits interventions on its comparativeadvantage. In these contexts,Management also takes note of theneed to have simpler and flexibledesigns and implementationmodalities. Through the newlyestablished ECG division, and thenew climate change strategy, IFADwill help support countries becomemore resilient to climate relatedshocks and disasters. IFAD'sinterventions will continue to supportcountries for longer term goals ratherthan short term early disasterrecovery, where other developmentpartners are better equipped.

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Recommendation 2. In therecoveryprocess, thedesign shouldaddress long-term goalsrather thanshort-termneeds, with ademand-drivenparticipatoryapproach andtechnical

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assessment topreventunderuse andinefficientinvestments.

Maldives APR PPE 2 IFAD STR DES This requires an analytical approachfocusing on the processes which giverise to constraints and issuespreventing sustainable agriculturaland fishery development. These areessential as the basis for an effectiveand relevant theory of change. Whathas to be avoided is an approachwhich is dependent on thepreconceived ideas of both donorsand recipients without properconsideration of local needs andcommunity context.

It should be further noted that therehave been no new project designssince IFAD8; the last projectapproved for the Maldives is MEDEP,which seeks to support longer-termsustainable development of themariculture industry/ sector in theMaldives.

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Recommendation 3. Atargetingstrategy mustbe developedandimplementedin asystematicway based onsoundtechnicaljustifications.

Maldives APR PPE 3 IFAD STR TGT This requires both a clear impactpathway (i.e. theory of change) andsolid baseline information to identifythe intended beneficiarygroups/geographic areas atprogramme design stage. Theinformation could be obtained eitherfrom a baseline survey or fromsecondary data sourcesdisaggregated at loweradministrative units. A poverty indexand a specific need index could becombined for such a targetingstrategy to ensure that programmeinvestment is utilized wisely

Targeting strategy in the Maldivescontext is challenging due to thesmall island context, the relativelysmall population size, especially inthe islandcommunities. Transportation andlogistics also need to be considered.Today, the targeting approach isessentially an island geographicapproach; project interventions areopen to the island population andthere is no specific or systematiccriteria-based selection beneficiaries,aside from a priority given to low-income households within an islandcommunity.For ongoing projects, supervisionmissions have already identifiedthat there is need for a broader

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assessment to better understand thespecific Maldives context related topoverty and targeting of the ‘poorer’segments of the population. The PIUhas been encouraged to consolidateexisting data and analysis frompublic sector agencies anddevelopment partners on issuesaround poverty, food and nutritionsecurity. Once islands orcommunities have been selected, aneeds assessment would alsogenerate a menu of options thatcould be more targeted to thosehouseholds with ‘lower’ socio-economic standing.

Maldives APR PPE 4 IFAD STR INF Additionally, any construction workshould also take into account itscatchment effect and utilization ratefor the intended beneficiaries.

Environmental assessments andapproval from the Ministry ofEnvironment is a condition, prior tocommencing or implementingactivities.Environmental clearance has beenobtained prior to start of maricultureactivity and the construction of theNational Quarantine Facility (underMEDEP). Project beneficiariesundertaking mariculture activities aresensitized on environmental rulesand regulations enforced in theMaldives and obtain a DecisionStatement on environmentalclearance from the EPA.

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Maldives APR PPE 5 IFAD STR TGT An outreach and awareness-raisingstrategy should also be considered toreach the marginalized beneficiaries,rather than a passive approach ofwaiting for them to join.

The PIU responsible for IFAD-supported projects actively pursuesoutreach and awareness-raisingactivities at island-level.

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Recommendation 4. Theremust besufficientinvestmentand support tocapacity-building toensureeffective M&Esystems,analyticalstudies and

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documentation.

Maldives APR PPE 6 IFAD OPER TCB As far as M&E is concerned, the focusshould be on the outcome andimpact levels as well as the input andoutput levels. Similarly, there shouldbe sufficient financial and humanresources to support essentialstudies and surveys as needed.These data and the material availablefrom effective M&E are an essentialbasis for project implementation andpolicy development.

Provision is made for training of PIUstaff (M&E courses and participationin IFAD's PRIME course); projectbeneficiaries have also receivedtraining on improving their auto-monitoring.

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Recommendation 5. Genderequality andwomen'sempowermentshould besupportedwith a moresystematicapproach.

Maldives APR PPE 7 CTRY OPER GDR This approach should not be confinedonly to collecting gender-disaggregated data; a gender-sensitive poverty and livelihoodsanalysis should be conducted. This isessential for fishery programmes, inwhich men tend to be the primarybeneficiaries while women's roles arelimited to fish processing.

On-going projects have sourced aconsultant from the WomenOrganizing for Change in Agricultureand Natural Resource Management(WOCAN) who has helped to amendthe logframes to be gender-sensitive; the project logframesaddresses its gender focus atoutcome and output levels and theindicators cover gender equality. Todate, the gender strategy and actionplan has been finalised, though notimplemented in full; for example, theproject intends to provide leadershiptraining specifically for women toenhance their entrepreneurship skillsand develop leadership skills(MEDEP).

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Maldives APR PPE 8 CTRY OPER GDR In order to mainstream women'sparticipation, the design needs toinclude supports to fish processingand other activities, in which womenalso participate.

MEDEP has been designed to supportprocessing and other activities thatare geared towards increasedwomen's participation. In addition,women represent 57% of the loanbeneficiaries, utilising loans tofacilitate their income earningactivities.

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Maldives APR PPE 9 CTRY OPER GDR Training should also be customized The gender strategy and action plan O

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to the special needs of women, withregard to location, timing andmanner of delivery.

makes provision for customisedtraining for women. Implementationof the action plan is ongoing.

Sri Lanka - Post-Tsunami Coastal Rehabilitation and Resource Management Programme – ProjectPerformance Evaluation

Recommendation 1: Within apost-emergencycontext, firstand foremost,recognize thecapacityconstraints ofthegovernment.

SriLanka

APR PPE 1 IFAD STR FRG A government faces challenges onseveral fronts in dealing with such asituation, with its human resourcecapacities over-stretched. As such,designing and implementing IFADprogrammes, with their typicalrequirements of dedicated projectunits, after the emergency measuresare in place is a more suitableapproach.

Management agrees and IFAD willcontinue to provide longer termsupport to countries in postdisaster situations while allowedother partners to remain involved inimmediate disaster relief.

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SriLanka

APR PPE 2 IFAD STR FRG Two, focus only on activities in whichIFAD has a clear comparativeadvantage. This is a related pointand argues that IFAD’s main strengthlies in building the capacity,productivity and market participationof rural people and this should be themain focus of IFAD's programmes inpost-crisis situations as well. Asoutlined in the IFAD Policy on CrisisPrevention and Recovery, IFAD’sgeneral policy is to focus on its owncore competencies and promotecomplementary engagement withother agencies in other necessaryactivities falling outside IFAD’smandate.

Management concurs with thefindings of the PPE for IFAD to focusits interventions on its comparativeadvantage. In these contexts,Management also takes note of theneed to have simpler and flexibledesigns and implementationmodalities. Through the newlyestablished ECG division, and thenew climate change strategy, IFADwill help support countries becomemore resilient to climate relatedshocks and disasters. IFAD'sinterventions will continue to supportcountries for longer term goals ratherthan short term early disasterrecovery, where other developmentpartners are better equipped.

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SriLanka

APR PPE 3 IFAD STR DES Three, weave increased flexibilityinto operational processes, includingsimplified design and procedures thatrecognize the challenges of suchcontexts. Flexibility in design and

Under the OPEX reforms, a simplifiedand flexible design process is beingdeveloped. Under the new process,projects will be categorized based ondifferent categorizations including

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operational procedures is a soundapproach in such situations. Thisflexibility, however, should bealigned with the programme's overalltheory of change.

their vulnerability and risks. Differentprojects will then follow differenttracks for design allowing for greaterflexibility in operational processes.

Recommendation 2: Aim for atargetingstrategy thatminimizesbenefitleakages.

SriLanka

APR PPE 4 IFAD STR TGT Effective targeting in the case ofnatural disaster situations, whereentire areas may have been affected,poses the issue of reaching out topersons who are not IFAD's coretarget group. In such cases, it isrecommended that programmesactively analyse the trade-offbetween benefits and the resultingcosts – both monetary costs ofincluding non-core target group andcosts associated with excluding thetarget group. Whilst some leakagesmay be unavoidable in the largerinterests of development objectives,when these signify a large part of theproject costs, it is recommended thateither the targeting strategy or theintervention be reconsidered.

The current portfolio does notcomprise any post-disaster projectsper se. Furthermore, all new projectsinclude well-defined targetingstrategies, validated by IFAD QE andQA reviews.

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SriLanka

APR PPE 5 IFAD OPER GDR Related to targeting, developcapacity of the programme unit tocarry out gender-sensitive povertyand livelihood analyses within theparticular context of the project–supported areas. A one-size-fits-allgender strategy that treats an entirecountry as one homogeneous unitwill not be effective to achieveobjectives in the field of genderrelations.

Project staff have received specificgender training in order to supporttheir capacity to analyze andimplement gender-sensitiveinterventions.

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Recommendation 3: Buildmonitoringand evaluationsystems thatare agile andflexible.

Sri APR PPE 6 IFAD OPER RME This is typical of a post-emergency Extensive M&E support has been O

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Lanka situation where it is difficult toestablish detailed objectives andindicators, and where the originallyplanned activities may change. M&Esystem should be proactive and ableto keep abreast of the pace anddirection of changes in activities in atimely manner relying on activecoordination with projectmanagement and with fieldoperations. Similarly, unlikeconventional project monitoringwhich is based largely oneconomic/social indicators, M&E incase of such programmes shouldadequately capture disaster relatedindicators such as adaptive capacity,resilience, etc.

provided to ongoing and newprojects. In addition to PRIMEtraining, and sub-regional (hub) M&Einitiative to build capacity of the PMUstaff and improve M&E systems isongoing.

SriLanka

APR PPE 6 IFAD OPER RME In addition, reporting should be morefrequent, monthly or even weekly, inorder to aid in quick decision-making.

These recommendations relate to apost-emergency situation specifically.However, supervision missions forongoing projects have identifiedwhen there is a need for moreintensive monitoring and reporting;the programme management unitsare responsive to therecommendations provided bysupervision missions.

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Guatemala - National Rural Development Programme – Phase I: Western Region - Project PerformanceEvaluation

Recommendation 1.Geographicallyandthematicallybetter-focusedproject designto ensure thatmeaningfuldevelopmentobjectives areachieved.

Guatemala

LAC PPE 1 CTRY OPER DES The design of future loans should beless complex and ambitious andbased on a concept note that can beupdated to reflect any changes innational priorities.

The recommendation is beingconsidered for the design of newoperations under IFAD11.

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Recommendation 2. Clear

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socialtargetingstrategy forbeneficiaryandinterventionmechanismselection.

Guatemala

LAC PPE 2 CTRY OPER TGT The structural problems underlyingrural poverty in Guatemala call fordifferentiated interventionmechanisms and particular attentionto indigenous peoples and vulnerablegroups such as women, young peopleand people with disabilities. The PPErecommends further analysis todetermine which groups trulybenefited from the two loans inimplementation in relation to theirinitial targeting strategies and theimplementation mechanisms used.

The PRODENORTE Programme (inexecution to date, and recentlyextended up to 2020) has met thetargeting criteria established in itsdesign. The programme isimplemented in rural areas of 19municipalities with high levels ofpoverty and extreme poverty,inhabited mostly by indigenouspeoples (Achí, Q'eqchí andPocomchí). The total populationserved by the PRODENORTE isaround of 42,021 indigenous personsliving in poverty and distributedapproximately 56% of women and44% of men. Likewise, theprogramme is aligned in terms oftargeting with the COSOP and theUNDAF.

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Recommendation 3.Improvementsin theoperationalcapacity ofnationalagencies.

Guatemala

LAC PPE 3 CTRY OPER TCB 1) the financial and audit systems atMAGA show some improvements,linked to the supervision missionrecommendations; 2) the high levelfollow up has allowed IFAD portfolioimprove its effectiveness, efficiencyand accountability; 3) during thispre-elections year some risks needmore attention, regarding staffturnover and the targeting andproject's development objectiveapproach.

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Recommendation 4.Participatory

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monitoringand socialauditing.

Guatemala

LAC PPE 4 CTRY STR BEN Programmes should establishstrategies for the participation of allstakeholders in the various phases ofdesign and implementation, includingmechanisms for social auditing(oversight committees) with broadparticipation by social and economicorganizations to strengthen localimplementation capacities and thesustainability of activities

1) The PRODENORTE Programmehas designed its interventions jointlywith the organizations and localgovernance spaces (COCODES,COMUDES and Municipalities); 2) Inthe case of business plans, theprocess is carried out in two phases:i) organizational identification anddiagnosis; ii) participatorypreparation of business plans. Afterthe design of the investment actions,they obtain a clearance from atechnical committee within whicheach organization submits itsbusiness plan for approval, aninstance where it is discussed andapproved by programme technicians,MAGA representatives and theorganization's executive board. Inthis instance the organizations -jointly with the MAGA- approve theinvestments, request changes orreject it; 3) During the execution ofthe business plans each organizationis responsible for the managementand accountability of its funds, andthe MAGA monitors the financialexecution, giving dueaccompaniment to the strengtheningof administrative, financial, legal andbusiness capacities.

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Recommendation 5.Environmentalsafeguardmeasures.

Guatemala

LAC PPE 5 CTRY OPER NRM The high environmental and climaticvulnerability of Guatemala and itsrural population require theincorporation at the design phase ofmeasures to mitigate the impact ofinvestments, and the inclusion ofspecific interventions to generateenvironmental benefits to build theresilience of rural people’slivelihoods.

All interventions of thePRODENORTE Programme includesafeguards to environmentalvulnerability, which depend on theclassification of the Ministry ofEnvironment and Natural Resources.This includes environmental impactstudies and recommendations formitigating impacts. In addition tothis, in the case of 217 investment

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plans, the Programme supported1,964 people (940 women and 1,024men) for the application of improvedpractices for the recovery andconservation of natural resources intheir plots (81 hectares), andimplemented 15 forest nurseries in15 municipalities for the recovery of400 hectares in coordination with themunicipalities for their sustainability.The environmental vulnerabilityissue will be prioritized in thefollowing project designs at countrylevel.

Mozambique - Sofala Bank Artisanal Fisheries Project -Impact EvaluationRecommendation 1: IFADshould work inclosepartnershipwith theGovernment ofMozambiqueand the WorldBank in orderto ensure thatartisanalfishers’ accessto marketsand financeare dulyconsidered inthe revisedsectoral policyframework.

Mozambique

ESA IE 1 CTRY STR PAR IFAD should be involved in therenewal process of PESPA, build onits experience and identifyopportunities for further partnershipand policy dialogue with the WorldBank and the Government ofMozambique. The updated sectoralstrategy should generate policieswhich facilitate artisanal fishers’access to formal financial institutions(in particular formal financialinstitutions) and markets.

IFAD is coordinating with the WorldBank and other partners that aresupporting the fisheries sector, tostrengthening the new NationalInstitute for Fisheries andAquaculture Development (IDEPA).Access to formal financial institutionsand markets is currently beingaddressed under the ProPESCAproject and will be scaled up andstrengthened through new SSAPP(small scale aquaculture promotionproject currently under design). IFADhas also developed a policy paperbased on over 20 years

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engagement of IFAD with thefisheries sector and the paper isbeing used as a reference materialby the new in particular inthe development of the newPolicy and Strategy on Seas of thenew Ministry of Sea, Inland Watersand Fisheries (MIMAIP),. IFAD isinvolved with the Government andother partners to develop a newPESPA.

Recommendation 2: There isneed for widerprivate sectorengagement

Mozambique

ESA IE 2 CTRY STR PVT The private sector has an increasingrole in general in Mozambique, andtheir contribution is fundamental forpromoting prosperity amongartisanal fisheries communities. Inparticular, IFAD and the Governmentshould ensure that the role of theprivate sector is clearly articulated askey partners in fisheriesdevelopment, both in upstream anddownstream activities, ranging fromthe provision of fishing inputs andfinancial services, to processing,storage, transportation and valueaddition of fish produce.

The involvement of private sectoractors in artisanal fisheries in thefisheries sector is beingstrengthened through PROPESCA andwill be further enhanced through thenew project (SSAPP) The provision ofservices ranging from fishinginputs to financial services iscurrently provided through theongoing projects ProPESCA andProject for Promotion of Small-scaleAquaculture (PROAQUA), with agrowing involvement of the privatesector especially in inlandfisheries and mariculture

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Recommendation 3: Projectdesign shouldinclude dueattention togendermainstreaming, and specificactivitiesshould becarried out toempowerwomen andensure theycan be moreprominentlyinvolved inproductiveactivities

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Mozambique

ESA IE 3 CTRY OPER GDR This will require attention to buildingcooperatives or federation ofwomen’s savings and credit groupsand linking them to formal financialservices.

Projects designed after SBAFP, suchas ProPESCA and (Pro-poor ValueChain Development in the Maputoand Limpopo Corridors (PROSUL),have already mainstreamed genderin their value chains methodology.For instance, ProPESCA has a genderstrategy on how to mainstreamgender in the fisheries value chainand is implementing concreteactivities that are gender sensitive,aiming, amongst others, to increasewomen’s capacity to fish, transformand add value to fisheries products,as well as to increase their access tofinance services and products,including the Fund for the Promotionof Women Entrepreneurs (FPME)and Saving and Credit groups. TheM&E systems are set up to report sexdisaggregated data, as well asprogress on gender related outputsand outcomes

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Mozambique

ESA IE 4 CTRY OPER GDR Artisanal fisheries projects inMozambique should includededicated activities to train women,especially in value addition andmarketing for better returns. Specifictraining sessions should beconducted for fishermen, as a meansfor promoting gender equality, sothey can better recognise thevaluable role women can play infisheries development.

As indicated under recommendation3 above, the latest (April2018) supervision report rated thegender mainstreaming for PROPSCAas 5 (satisfactory) mainly due toconcerted training of women andespecially on nutrition education andmarketing as well asfinancial literacy.

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Mozambique

ESA IE 5 CTRY OPER GDR For all this to happen, future projectdesign should clearly include agender mainstreaming strategy.

PROPESCA already includes a veryclear gender strategy. The newproject (SSAPP) will certainly includea clear gender strategy and alsoother IFAD supported projects inthe country. In particular PROSULREFP and PROCAVA

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Recommendations 4: M&Eneeds to bebetterleveraged forpromotinggreaterdevelopment

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effectivenessMozambique

ESA IE 6 IFAD OPER RME This includes ensuring that logicalframeworks are constructed in aparticipatory manner with the mainstakeholders and include a theory ofchange, with simple and clearlymeasurable indicators and targets.

All logframes have been revised toalign them with the new ORMSsystem. Training has been providedfor M&E officers on the newsystem. Key stakeholders have beeninvolved through out the design andrevision of logframes processes

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Mozambique

ESA IE 7 IFAD OPER RME The hypothesis and assumptions forconverting inputs to outputs, andoutputs to outcomes and impactsshould be spelt out. Moreover, thelogical frameworks should be alignedwith project design, as captured inproject design documents. Finally,greater attention is needed toensuring M&E systems collect,analyse and report on results beyondthe output level, and indicators in thesystem should also ensure the RIMSare embedded therein.

All logrames are based on a wellthought-out Theory of Change and aspart of the design of the project.Every supervision mission focuses onthese key elements and werenecessary they are revised andupdated. The roll out of the ORMShas strengthened the use of thelogframe and now ensures that theseare updated. Furthermore, guidanceon theories of change is providedthrough the operations academy.

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Historic Follow up from 2017Country Strategy and Programme Evaluations

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Brazil - Country Strategy and Programme EvaluationBrazil LA

CCPE 12 IFAD STR DEC Recommend

ation 3:Furtheradjustmentsto IFAD’soperatingmodel forgreaterdevelopmenteffectiveness

Attentionneeds to bedevoted toconsolidatingactivitiesrelated to thesix on-goingoperations toensure desiredresults, whichwill requiredcontinuedfocus andsupport by theIFAD countryteam workingon Brazil.Moreover,there is needfor a betterbalancebetweenlending andnon-lendingactivitiesincludingenhancednational policydialogue withfederalagencies forscaling upimpact andknowledgesharing.In order toeffectivelyrealize theabove, theCPErecommends

Efforts have been made towardsthe consolidation of the sixongoing projects in Brazil bywhich disbursement levels haveincreased considerably andimplementation advanced. Thiswas possible mainly becauseconstant contact with statepartners, implementation supportand supervision missions. Withthe substantial investmentportfolio reaching beneficiaries inthe field, the major challengenow is to supervise and follow-upinvestments and activities insuch vast area. The fact thatprojects started to bear fruitsand generate results, has alsocontributed in elevating IFAD roleand status as a reliable partner.As a result, IFAD had a pivotalrole in the establishment of theForum of State Secretaries ofNortheast States and MinasGerais, which has become themost important policy dialogueplatform on issues related tofamily agriculture in northeastBrazil and has become animportant vehicle for KM andscaling-up impact.

The six on-going projects inBrazil have been consolidatedand overall disbursement levelhas surpassed the 50% mark. Asa result, four state projects haverequested additional financingwhile IFAD has alreadyresponded to two of them bydesigning two new top-upfinancing documents. Thechallenge remains overseeing theoperations in such a vast areawhile always maintaining thequality of interventions andresponding to the increasingdemand for more IFAD funding.The IFAD country team based inSalvador has remained focusedand dedicated to the projectoperations so as to enhanceimpact andresults. Implementation supportand supervision missions aremore thorough considering anestimated number of about 1,000productive investmentsprojects under implementation.Non-lending activities have beenstrengthened mainly through:i) the KM Semear Internationalgrant, which has bolstered areassuch as south-south andtriangular cooperation with bothIFAD and non-IFAD operations inSouth America and Africa;ii) monitoring and evaluation(M&A), with the furtherdevelopment of anIFAD management and bestpractices system; iii) policydialogue, either thorough the

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the out-posting of theIFAD countryprogrammemanager toBrazil. Therecommendation of out-posting thecountryprogrammemanager isprimarilyaimed atenhancing thebroaderimpact of theimportantIFAD-Brazilpartnership inpromotingbetter rurallivelihoods,recognizingthe possiblecostimplicationsthis mighthave for theFund.

Forum of State Secretaries ofNortheast States and MinasGerais but also with increasedcooperation with partners suchas IICA and EMBRAPA. KM hasalso become critical, providingstrong linkages between non-lending activities with IFADoperations with exchange visitsand the establishment of projectstaff thematic groups on M&Eand gender. M&E has become apriority: the online country-based online M&E system isbeing further expanded with apanel of figures and bestpractices being consolidated andupdated on a frequent basis.Gender, youth and traditionalcommunities have beenmainstreamed in projectoperations.Partnerships have beenexpanded such as with NationalDevelopment Bank (BNDES),which has been engaged in co-financing at least one new stateproject, while it has also becomea partner in activities of on-goingprojects through thematic co-financing, in particular insheep/goat breeding with thehelp of EMBRAPA and wateraccess. Significant joint activitieshave been developed with UNDP,IICA, World Bank, CAF and IDB .Civil society organizationscontinue to be strong partnersand this has been furtherconsolidated by theirinvolvement in IFAD operationsthrough technical assistanceservice provision, as well as IFADsupport tothe Northeastern Networkof Territorial Collegiates. Stategovernments in Northeast Brazilremain strong partners andsupporters of IFAD, while at

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the federal level new cooperationhas been established with theMinistry of Social Development(MDS), Ministry of Environment(MMA), Ministry of Foreign Affairs(MRE) and the Ministry ofFinance. Regular contacts withtraditional federal partners suchas Ministry of Planning andthe Special Secretariatof Family Agriculture (SEAD)have been maintained.The CPE recommendation for theoutposting of the CPM is atan advance stage ofimplementation. IFAD office inBrasilia has been established atthe UN House in Brasilia throughan agreement with UNDP and theselection of the Country Directorwho will be based in Brasilia hasbeen completed in March 2018.The ouposting will take placeover the coming months. It isexpected that the Brasilia Officewill greatly enhance policydialogue with the federalgovernment and otherinternational agencies in thefederal capital while alsoenhancing the prospects for co-financing. The HQ Agreementis at an advance stage ofnegotiation.The Salvador ICO office willremain dedicated to projectoperations, supervision, designand implementation as well asdialogue with subnationalgovernment and civil societygroups.

Brazil LAC

CPE 15 IFAD OPER DEC The out-posting of theCPM wouldrequire aprofessional-level staffmember at

As agreed with the federalgovernment, the CPM hasenhanced his presence in Brasiliaduring frequent field missions.This arrangement is working welland also guarantees thenecessary CPM-level interface

A professional-level consultanthas been assisting the CPM at HQto support day-to-day operationswith corporate matters. At theOffice in Brasilia a professionalstaff is expected to be recruitedalso to assist the Country

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headquartersto be assignedon a part-timebasis to theBrazilprogramme tofollow-up onday-to-dayoperationalmattersrequiringattention atheadquarters.

related to Brazil at HQ which hasincreased with the relevance ofnon-lending activities, especiallyBrazil role in major corporatediscussions and South South andTriangular cooperation.

Director with requests from HQ.

Bangladesh - Country Programme EvaluationBangladesh

APR

CPE 1 CTRY STR COS Recommendation 1:Strongerfocus onagriculture.

In futureCOSOPs, IFADshouldconsider amore clear-cutfocus onagriculture(includingfisheries andlivestock) andrelated issues.To supportgovernmentobjective ofachieving farreachingreduction inrural poverty,IFAD shouldfocus on someimportantaspects ofagriculturee.g.strengtheninginvestment inextension andresearch,supply chaindevelopment,intensification,diversification,livestock, andparticularly

Each ongoing project has anagriculture component with othercomplementary activities. End of2016 with adoption of newpipeline, the design of adedicated project to Ministry ofAgriculture was launched: theSACP (Smallholders AgricultureCompetitiveness Programme) willbe presented to EB Dec 2017 orApril 2018.

SACP project (USD 64 millionloan) was negotiated in March2018 and approved by IFAD EBin April 2018.

This project focuses on linkingfarmers to markets and includespartnerships with the privatesector through multi stakeholderplatforms.

Several components are alsoencompassing research,extension services, etc... byvarious departments of MoA. Faowill ensure the technicalassistance part.

NATP2 with world bank isdeveloping its new activities andjoint follow up by world bank andIFAD is done through supervisionmissions.

Next pipeline will be developedunder extended COSOP with afocus on rural micro enterprisesfor one project and nutrition forthe other project.

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inlandfisheries whichis a major andgrowingexportcommodity.

Bangladesh

APR

CPE 2 CTRY STR RFI Recommendation 2:Access tocredit shouldremain apriority forthe IFADportfolio inBangladesh.

Despitesignificantadvancementover the lasttwo decades,there are stillgaps in themicrofinancesector thatIFAD, with itsknowledgeand resourcesis well-placedto support.Theunevenness ofmicrocreditmarketsaturation andthe remainingrisks, gapsandopportunitieswithin thesector offerimperativesfor furtherIFADinvolvement.If newprojects aredesigned tolink with theexistingportfolio withexport ledvalue chains,more specificmechanismsand furthercapacitydevelopment

Results are being collected fromthe project dedicated to RuralFinance, i.e. PACE with PKSFinstitution. On this basis.knowledge will be analysed anddisseminated. Rural Finance isalready a very strong sector inBangladesh and IFAD objective ismore to link to existing nationalinitiatives. In addition, new LGEDproject under design (CRCD) willhave linkages with PKSF.

PACE/PKSF results areincreasingly impressive. Thanksto partner organisations in thefield thousands of micro-enterprises are getting organisedin clusters and around valuechains using micro credit fromPKSF.This growing success being nowscaled up with other donors(world bank) encouraging IFADand the Government to continuein that direction. A new conceptnote is being established for thenext pipeline to expand PSKFsupport and encompasses e-commerce as well as productiveuse of remittances.

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of thefunctionariesas well asspecializedcreditproducts andservices isrequired ine.g. debtmanagement,technology,business andmarketingcapacitydevelopmentand this mayrequireidentificationof newpartners.

Bangladesh

APR

CPE 3 CTRY STR NRM Recommendation 3:Environmental protectionas a priorityin the face ofemergingchallenges.

In addition tomaintainingits currenteffort inclimatechangeadaptation thefutureprogrammewill have tocarefullybalance twocompetingpriorities ofenvironmentalprotection andpovertyreduction inthe context oftwoconfrontingrealities ofincreasingagriculturalintensity andpopulationpressure. Theprogram will

These aspects are being coveredunder current 2 designs, withenvironmental scoping, SECAP aswell as Economic and FinancialAnalysis. Results will be closelymonitored and used in the nextupcoming COSOP to be designedin 2018 for the period 2019-2025.

The Bangladesh portfolio ishighly successful in climatechange mitigation andenvironment protection.Several projects areimplementing appropriateinfrastructure and agriculturepractices to this effect.To name a few: CCRIP with newroads and HILIP with villageprotection and CDSP with cycloneshelters and embankments.The new Provatiiiproject (approved in December2017) will also addressinfrastructure needs in the norththrough markets and villageprotection.As for environment protectionmajor success to be noted arethe HILIP and PSSWRSP systemsfor Bheel communitymanagement, which allow poorfamilies to manage thesesubmersible area in a productiveway, and number of hectares areincreasing on this aspect.Finally new methods will be

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require carefulassessment ofthe potentialsand risks andhave to trackthe extent towhich theshort termgains arebeingachieved forthecommunitiesat a cost oflonger termresourcedepletion.

included in SACP especially forthe south and the mitigation ofsalinity impact.

Bangladesh

APR

CPE 4 CTRY OPER NRM All ProjectImplementation Plans shouldincludeenvironmentalassessmentprocesses andput in placeactivities toensure thatenvironmentalobjectives areachieved andrisks aremitigated.

This is covered in ongoing AWPBgenerally and more specifically inassessment and impacts studies.

This is covered in ongoing AWPBand assessed through periodicevaluations.

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Bangladesh

APR

CPE 5 CTRY STR ENG Recommendation 4:Broadeningpolicy andinstitutionalsupport fortheprogramme.

To push formore lastingand longerterm reform inpolicies andlegislation,IFAD needs toengage moreproactivelywith theMinistries atthe centrallevel (e.gministries ofAgriculture,Fisheries and

Ongoing projects are alreadypartnering with these concernedministries, some withoutstanding results like CDSP IV.In addition, the new SACP designwith MoA will contain elements ofpolicy dialogue. Finally, annualportfolio review will be revivedtogether with in country CPMTand IFAD participation into sectordevelopment groups, all thesefacilitating the scaling up of ouroperations.

Thanks to the new country team(CPM, PO, CPO) many activitiesare ongoing on these aspects.Thematic documents and KMstudies are being published andused in public events in Dhakaand Rome.CPO participates to more andmore country events and UNCTas well and gets well recognisedby authorities.Thanks to the Executive Boardvisit, a high level dialogue wasestablished end 2017 and IFADinvolvement in SDG widelydiscussed.

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Livestock,Food, WaterResources,Land) toleverage theirexpertise andexperience tofocus on someof theimportantareas ofintervention.Theseagencies alsoplay animportant rolein nationalpolicyformulation,legislation,coordinationas well as indesigning andfinancingimportantnationalprogrammes,a broad basedpartnershipwith Ministrieswould offerIFAD anopportunity tobe a partnerin widernational policyprocesses andcontributetowardsshaping them.

New events will be planned withSouth Asia Hub and the new CPMonce OPEX/Decentralisation willbe operational.

Bangladesh

APR

CPE 6 REG OPER KM Recommendation 5:Furtherinvestmentinknowledgemanagement.

The countryoffice and theAsia and thePacificDivisionshoulddevelop aclear and

A first Knowledge workshop wasorganised in December 2016 withIPS (Inter Press Service Agencyfrom Rome) to all projects tohelp them in producing KMactivities and work plan. Asecond workshop is being calledon 10-11 April to refine these

The KM strategy was highlysuccessful in 2017 with anexcellent coordination amongprojects (monthly meetings) agood organisation andreorientation of knowledge andcommunication aspects as follow:- higher visibility of IFAD projects

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thoroughknowledgemanagementstrategy alongwith a plan forgeneratingspecificknowledgeproducts,sponsoringknowledgesharingevents,developingplatform forperiodicfacilitatedinteractivediscussions onemergingagricultureand ruraldevelopmentissues amongprojectprofessionals,researchorganizationsand theacademia.Experience ofother UnitedNationsagencies inBangladeshcould betapped orpartnershipsecured indevelopingsuch astrategy. Adynamicknowledgemanagementeffort requiresactiveinteractionwith national

plans and incorporate them intonew AWPBs of each project. Allprojects are now committed topublish regularly press articles,case studies and organize KMevents (K fair, etc...). With theupcoming EB visit end 2017,documents will be elaboratedcovering the 40 yearspartnership between IFAD andGoB. The newly reinforcedcountry office (CPO+KMconsultant) is supporting thisoverall effort and ensuringlinkages with developmentpartners and UN agencies.

at national level through pressarticles (more than 50) andinternational networks (IPS,facebook, etc...)- case studies on paper andvideos were elaborated anddisseminated,- with the EB visit many newdocuments published anddistributed during workshopsincluding "40 years" book, thefirst one in IFAD.Efforts on KM will be continuedamong project teams and passedon to the new country team.

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researchorganizations,think tanksand academia,whichcurrentlyseems to bevery weak ornon-existent.Such an effortcould beintroduced ina phased waywith dueallocation oftime,resources andaccountabilityfrom theheadquartersand the CPO.

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Bangladesh

APR

CPE 7 IFAD OPER DEC Recommendation 6:EnhancingIFADpresenceand capacityin thecountryincludingoutpostingtheBangladeshCPM.

The recentappointmentof the CPO isa welcomestep instrengtheningIFAD’s in-countrypresence androle. Butconsideringthe size of theBangladeshprogramme(the thirdlargest IFADprogramme)and thevolume of in-countryinteractionsbetween andamong thedevelopmentpartners andthegovernment,there is aneed tofurtherstrengthenIFAD’s in-country profilein Bangladesh.In particular,the CPErecommendsthat theBangladeshCPM beoutpostedfrom Rome toDhaka as soonas possible.The high levelpublic officialsand otherdevelopmentpartners metduring theCPE allexpressedsimilar views.More effectiveparticipation

Since CPE in 2015, BangladeshCPO was recruited by IFAD andleft Dhaka in June 2016 leavingthe office unoccupied. Aknowledge consultant supportedthe country program in countryup to December when the newCPO was recruited in January2017. A new interim CPM as wellas part time Program Officerwere designated in Septemberand handled pipeline mission inOctober and initiated 2 designs inearly 2017. Recruitment for CPMwas launched in October but didnot resulted in new recruitment.Status quo will remain for a whilewith no out posting foreseen inthe near future. Efforts are beingmade on recovering from 2016delays in terms of designs andstrengthening the country office.New partnerships and enhancedCPMTs are being setup. It shouldbe noted that Bangladesh is ahighly performing portfolio andthe first one in IFAD in terms ofdisbursements (USD 60 million in2016).

As part of IFAD's decentralizationand OPEX initiative, a CountryDirector led office is beingestablished in Bangladesh. Thiswill contribute to the closerengagement with theGovernment on non lendingactivities. The CD outposted toBangladesh will be solelyresponsible for Bangladesh whichwill allow for dedicated time onthe country programme.

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Turkey - Country Programme EvaluationTurkey NE

NCPE 8 CTRY STR KM Second,

strengthenknowledgemanagement.A keydimension ofIFAD's valueadded inTurkey will belinked to itscapacity tofurtherstrengthen thegenerationand sharing oflessons fromtheprogramme inorder toimproveperformanceand to supportscaling up.IFAD needs toenhanceknowledgemanagementin Turkey,partaking itsinternationaland countryexperience, itstechnicalexpertise andits knowledgein involvingthe rural poorin design andimplementation of ruralinvestmentprojects, M&E,targeting andtechnicalsolutions inruraldevelopment.

In line with the actionshighlighted above as for thestrengthening of the linkagesbetween the lending and non-lending activities, the SSTC willfeature strongly in the newprogrammes. The establishmentof Turkey's Country Office and itsrole as a regional hub andknowledge broker, will furtherstrengthen this agenda.Stakeholder workshops andconsultation meetings aremainstreamed in the design andoperations of the new projects/programmes.

IFAD is making efforts instrengthening KM function withinthe two ongoing projects. Inaddition, Knowledgemanagement was given a centralrole in the URDP programme.IFAD’s provided a EUR 0.9 milliongrant funding specificallydedicated to knowledgemanagement and south-southcooperation activities. URDP hasthe potential to bring immensefield experience into the policydiscourse on clustering, ruralyouth and women agribusinessdevelopment in Turkey. BothIFAD and GoT perceive the URDPas considerable investment inlearning about how to counterincreasing isolation, depopulationand inequality between rural andurban areas. The learnings andknowledge generated by thisprogramme will consequentlycontribute significantly to thedesign and implementation ofyouth empowering agriculturalinterventions within theagriculture sector as a whole withsupport from the GoT.

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IFAD needs tomake use ofits capacity asknowledgebroker, to beable torespond todemand onstate of theart knowledgeproducts andservices, andprove globalreach tomobilizerequiredexpertise. Adynamicknowledgemanagementeffort requiresactiveinteractionwith nationalresearchorganizations,think tanksand academia,whichcurrentlyseems to belimited.

Turkey NEN

CPE 9 REG STR SOU Third, IFADneeds tofacilitateexchange ofknowledgeandexperiencebetweenTurkey andother IFADcountries,furtheringcurrent effortswithin theframework ofSSTC

Under the RB-COSOP for Turkey,two knowledge products will bedeveloped. Drawing fromexperiences from IFAD-supportedprojects in Morocco and Turkey,the first of the KM products willbe a thematic study onsustainable development andpoverty alleviation inmountainous ecosystems. Thesecond knowledge productinvolves IFAD aiding theGovernment in generating aknowledge product on the impactof matching grants andsubsidies.

IFAD closely collaborates withthe Government and TIKA onexchange of Turkish experienceswith other countries. Forexamples, together with theMinistry of Forestry and TIKA,the IFAD funded MRWRP projectis organizing in July 2018 atraining program for Africa,Central Asia and Balkancountries. The training willinvolve 42 experts from about 20countries to share the Turkishexperience in CombatingDesertification.

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initiatives asan integralpart of theIFAD-Turkeypartnership.This transferof successfulideas fromone country toanother canlead toconsiderabledevelopmentimpact. As abroker, IFADcan engageTurkishgovernmentorganizations(e.g. GeneralDirectorate ofAgrarianReform, GDF)andappropriateresearch andprivate sectorentities infacilitatingtransfer ofknowledgeand technicalexpertise toIFADoperations inothercountries inthe region(Central Asia,the Balkans,North Africaand the MiddleEast), in areasin whichTurkey hasparticularstrengths,such as e.g.food

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processingand foodsafety.

Turkey NEN

CPE 15 CTRY STR INN There is aneed toexplore, inaddition tobetter accessto newmarkets,alternativesources ofinvestmentcapital such asIslamicfinancingmodels and tobuildcoordinatedsupportservices andlocal businessservices withinthe projectareas that willprovide bothimproved localeconomiesand establishstrongplatforms forfuture growth.There aresomepromisingexamples ofsmall womenproducergroups andfarmer-ledinitiativessuch as familyfarmconsolidationand jointmarketingthat could bestudied and

Even though the introduction ofIslamic financing products is notfeasible in the Turkish context,different modulations of financingare being explored.

The new URDP project willintroduce the innovativeapproach of engaging all mainactors of the selected valuechains: producers, brokers,traders, processors, inputsuppliers, transporters andretailors in a Multi-stakeholderplatforms (MSPs). Theseplatforms will identify new ideas,discuss constrains and businesspartnerships. Youth, women andwhen present, the pastoralistgroups, will be represented onthe MSPs.

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furtherdeveloped.This would beof benefit inthe Turkeyprogrammeand alsosupportSouth-Southand TriangularCooperationinitiatives.

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