President’s Report on the Implementation Status of ......EB 2015/115/R.5/Add.1 iv PRS Poverty Reduction Strategy PRO-CAMELIDOS Integral Development Programme of the Bolivian Altiplano

Document: EB 2015/115/R.5/Add.1

EAgenda: 5

Date: 4 August 2015

Distribution: Public

Original: English

President’s Report on the ImplementationStatus of Evaluation Recommendations andPRISMA Management Actions

Volume II

Agreement at completion pointRecommendations and follow-up actionstaken by the Programme ManagementDepartmentAddendum

Note to Executive Board representatives

Focal points:

Technical questions: Dispatch of documentation:

Lisandro MartinSenior Portfolio ManagerProgramme Management Departmenttel.: +39 06 5459 2388e-mail: [email protected]

Kaushik BaruaPortfolio OfficerProgramme Management Departmenttel.: +39 06 5459 2697e-mail: [email protected]

Alessandra Zusi BergésOfficer-in-ChargeGoverning Bodies OfficeTel.: +39 06 5459 2092e-mail: [email protected]

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

Executive Board —115th SessionRome, 15 – 16 September 2015

For: Information

EB 2015/115/R.5/Add.1

ii

Contents

Abbreviations and acronyms iiiCategories used for the classification of actions/ recommendations v

Corporate Level EvaluationsCLE: Grant Financing 1CLE: Supervision and Implementation Support 7

Country Programme EvaluationsCPE Ecuador 10CPE Indonesia 14CPE Moldova 17CPE Jordan 20CPE Senegal 26

Project Performance AssessmentsPPA Mongolia: Rural Poverty Reduction Programme 28PPA Cambodia: Rural Poverty Reduction Project in Prey Veng and Svay Rieng 29PPA Azerbaijan: North East Development Project 29PPA Uruguay: Uruguay Rural 30PPA India: National Microfinance Support Programme 31PPA China: Rural Finance Support Programme 31PPA Georgia: Rural Development Project 33PPA Georgia: Rural Development Programme for Mountainous / Highland Areas 34PPA Bangladesh: Microfinance for Marginal and Small Farmers Project- Project 34PPA Bolivia: Management of Natural Resources in the Chaco and High ValleyRegions Project 35PPA Bhutan: Agriculture, Marketing and Enterprise Promotion Programme 36

Historic recommendation follow upCLE Efficiency Historic recommendations 43

EB 2015/115/R.5/Add.1

iii

Abbreviations and acronyms

ACCECOS Economic Inclusion Programme for Families and RuralCommunities (Bolivia)

ACP Agreement at Completion PointAPR Asia and the Pacific DivisionAMMAR Agriculture Modernization, Market Access and Modernization,

Market Access and Resilience (Georgia)ARRI Annual Report on Results and Impact of IFAD OperationsASAP Adaptation for Smallholders Agriculture ProgrammeAWPB Annual Work Programme and BudgetBOD Budget and Organizational Development UnitCARLEP Commercial Agriculture and Resilient Livelihood Enhancement

Programme (Bhutan)CFS Controller's and Financial Services DivisionCOSOP Country Strategic Opportunities PaperCPE Country Programme EvaluationCPM Country programme managerCPMT Country Programme Management TeamEB Executive BoardECD Environment and Climate DivisionESA East and Southern Africa DivisionFAO Food and Agriculture Organization of the United NationsFSU Field support unitGCR Grant completion reportGLF Grant life fileGRIPS Grants and Investment Projects SystemGSR Grant supervision reportHRD Human Resources DivisionICO IFAD Country OfficeICT Information and communication technologyICSC International Civil Service CommissionIRECR Inclusive Rural Economic and Climate Resilience project (Moldova)IMT IFAD Management TeamJSIR Joint Supervision and Implementation ReviewKM Knowledge ManagementLAC Latin America and Caribbean divisionLGS Loan and grant systemMAGIP Market Access and Growth Intensification Project (Bhutan)M&E Monitoring and EvaluationMERCOSUR Southern Cone Common MarketMIC Middle income countriesMSME Micro, small and medium enterprisesNCARE National Center for Agricultural Research and ExtensionNCFM National Commission for Financial Markets (Moldova)NEN Near East, North Africa and Europe divisionOSC Operational strategy and policy guidance committeeOMC Operations management committeePBAS Performance based allocation systemPCR Project Completion ReportPLF Project life filePMD Programme Management DepartmentPPRI Pilot Project for Rural Inclusion (Uruguay)PRM Resource Mobilization and Partnership Office

EB 2015/115/R.5/Add.1

iv

PRS Poverty Reduction StrategyPRO-CAMELIDOS Integral Development Programme of the Bolivian AltiplanoPSR Project Status ReportPTA IFAD Technical Advisory DivisionQA Quality AssuranceQE Quality enhancementQUASAR Quality Assurance Archiving SystemRDPNW Rural Development Project for the North-West (Azerbaijan)REGEP Rural Economic Growth and Employment Project (Jordan)RIMS Results and impact management systemRMF Results measurement frameworkRPRP Rural Poverty Reduction Programme (Mongolia)SCA Saving and Credit AssociationsSIS Supervision and implementation supportSK Strategy and Knowledge DepartmentUSAID United States Agency for International DevelopmentWCA West and Central Africa division

EB 2015/115/R.5/Add.1

v

Categories used for the classification of actions/recommendationsSN Serial Number

Type of evaluationCLE Corporate Level EvaluationCPE Country Programme EvaluationPPA Project Performance Assessment

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

ThemesASR Analysis, Studies and ResearchesBEN Beneficiaries and Stakeholders’ Participation and ConsultationCOS Country Strategic Opportunities Programme (COSOP), also including

Country Strategy and Country selectivityDEC DecentralizationDES Project DesignDIA Policy EngagementEFF EfficiencyFLD Field PresenceGMS Gender mainstreaming (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 ManagementNRM Natural Resource Management and EnvironmentORG Organizations, Groups, Institutions and Collective approachesPAR PartnershipPMA Project Management and AdministrationPME Private Sector, Market and Enterprise Development, Value ChainsRFI Rural FinanceRME Results Monitoring, EvaluationSCA Replication and Scaling upSTRA StrategySIS Supervision and Implementation SupportSUS SustainabilityTCB Training, Capacity-BuildingTGT Targeting

1

EB2015/115/R

.5/Add.1

Country Evaluation S N Level Nature Theme R Agreed Action/ Recommendation PMD Follow Up

Corporate Level Evaluation: IFAD Policy on Grant FinancingManagement commitments taken from the Management Response, specifically from the sections onRecommendations, Management Agreement, and Remaining Differences.

IFAD CLE 1 IFAD PLCY GRT Management agrees with the recommendation that anew policy for grants be prepared afresh, instead ofrevising the 2009 Policy on Grant Financing.

This has been completed. In order to address perceivedshortcomings in the 2009 Grant Policy, IFADManagement (following consultations and internalreviews and in line with this recommendation)concluded that a new policy and revised procedureswere needed. The policy is being presented to the April2015 Executive Board.This new policy aims to revamp the use andmanagement of grants, with a view to makingsignificant progress on four fronts:(i) Improving the relevance and focus of grant-fundedoperations by introducing more robust strategicguidance, a clearer set of selection criteria and strongerintegration and synergy with country or thematicprogrammes;(ii) Increasing the effectiveness and impact of grant-funded projects with more rigorous quality enhancementand quality assurance reviews, more systematicsupervision and greater accountability;(iii) Achieving greater efficiency by streamlining theplanning, design and approval processes, reducingtransaction costs and containing the number of grant-funded operations; and(iv) Enhancing the contribution of grant-funded projectsto knowledge generation and dissemination internallyand among IFAD’s partners.

IFAD CLE 2 IFAD PLCY GRT Management agrees with the recommendation thatno separate allocation should be made for regionalgrants (appendix, para. 277). However, these grantswill continue to be used as a financing instrument,since they are highly valuable in supporting regionalentities and initiatives. In light of this, Managementwill provide budget for this instrument under thenon-country-specific allocation window, which is nowknown as the global grants window.

This has been implemented. There is no separatebudget for regional grants, but this category of grants isincluded within the global grants window.

2

EB2015/115/R

.5/Add.1


IFAD CLE 3 IFAD STR GRT With regard to investing in grant managementinformation systems (appendix, paras. 296 and 297),Management generally agrees with therecommendation and reiterates that with the transferto the new Grants and Investment Projects System(GRIPS), and following its initial phase ofimplementation, it expects to significantly improveavailability of information on grants. Similarly, asimplementation of the Project Life File systemdeepens along with the implementation of GRIPS,access to documents is expected to improve. Finally,Management will expand IFAD’s QUASAR platform –an online tool currently used to manage the qualityassurance review process for IFAD’s lending portfolio– to support IFAD’s grant review process, therebyproviding a single platform for managing the Fund’squality assurance workflows, and capture anddisseminate information from the review process.

GRIPS has been developed and rolled out to includeinformation on all grant-related projects and allinvestment projects. This has significantly increased theinformation on all operations, and ensured improvedreporting on grants and investment projects from acommon source/ repository.

In 2014 the QUASAR (Quality Assurance ArchivingSystem) project received additional corporatesponsorship to further expanding the platform in 2015by refining KM features of quality assurance (QA) ofLoans Reviews; and supporting additional workflows forother IFAD review processes: Concept Note and RB-COSOP reviews; Quality Enhancement reviews. This willalso be extended to grants and additional sources offunding to develop the grants quality enhancement (QE)and QA workflows are currently being identified.

Following the implementation of GRIPS, planning for theinclusion of all grant documents to the Project/Grant LifeFile (PLF/GLF - IFAD’s standard for the upload andclassification of operations documents) begun in 2014and is expected to be implemented in 2015. This willimprove access to grant documents as well as theiravailability to integrated workflows such as documentdisclosure; and ultimately facilitate the retrieval of alldocuments related to IFAD’s portfolio. Funding for thisimplementation is currently being identified.

IFAD CLE 4 IFAD PLCY GRT Management notes that the need for “some flexibilitymay be needed in the definition of implementationprocesses” has been acknowledged in the finalreport. Consequently, Management will duly considerthe recommendations for adoption or otherwise whilefinalizing the new grants policy and revising thegrants procedures. The recommendations that fallinto this particular category are: (i) the overarchingobjective of country-specific and global grants,specifying the scope of country specific and globalgrants (appendix, paras. 275 and 276), and (ii) somekey stipulations and eligibility (para. 281).

Clear objectives for grants have been outlined in thepolicy: to significantly broaden and add value to thesupport provided to smallholder farming and ruraltransformation, thereby contributing to rural povertyeradication, sustainable agricultural development, andglobal food security and nutrition. In order to achievethese goals, IFAD grants should adhere to three basicprinciples: (i) make a significant contribution to a global,regional or national public good related to IFAD'smandate; (ii) focus on interventions where grantfinancing has clear added value and a comparativeadvantage over regular loans; and (iii) not be used as asubstitute for resources from IFAD’s administrativebudget.

These principles (including the key principle of notsubstituting for administrative budgets) address therecommendation, and have been highlightedconsistently during the development of the grant policy.

3

EB2015/115/R

.5/Add.1


The principles for both country-specific and global (non-country) grants have been outlined in para 10.

Clear eligibility and criteria have also been establishedin para 16 of the policy for both country-specific andnon-country specific grants.

'IFAD grants must clearly aim at getting the best valuefor money in terms of impact on, and for, the rural poor.In this context, the preferred approach for selectinggrantees is via efficient competitive processes, includingthrough calls for interest in thematic constituencies. Anyexception must be fully explained and justified in thegrant submission. The Policy recognizes ex-ante thethree following exemptions:

a. For country-specific grants which are part of loan-funded investment projects, it is expected that the grantwill be structured and delivered by the partners alreadyidentified for the project.

b. For global & regional grants to global institutions ofwhich IFAD is a member and that are recognized byIFAD as strategic partners, a direct attribution will takeplace. The number of such strategic partners isexpected to remain extremely limited . The cumulativecriteria to reach the status of recognized IFAD strategicpartner for grant financing are the following:i. Internationally-recognized institutions founded byIFAD or that IFAD joined as member in an area ofstrategic relevance and importance for the mandate ofthe Fund;ii. Established network and competence for globaladvocacy or policy influence in which IFAD engages witha medium-term perspective and high visibility;iii. Institutions in which IFAD's influence at governancelevel requires demonstrated ownership and financialcontribution, including for leveraging co-financiers;iv. High potential for collaboration and synergies withIFAD, and for global impact.'

4

EB2015/115/R

.5/Add.1


IFAD CLE 5 IFAD STR GRT With regard to the recommendation to make anannual grant status report or equivalent instrument arequirement for all grants and to simplify grantmanagement processes (paras. 290 and 291),Management understands the rationale of theproposal and agrees in principle.

Grant status reports (GSRs) will be rolled out to allgrants, In February 2015, the PMD Management team,PDMT agreed that GSRs will be produced for both smalland large grants. Should changes be required to thecurrent GSR template to: i) adjust them to the need ofboth small and large grants; and/or ii) comply withreporting requirements in light of the implementationprocedures of the grants policy, these will be discussedwithin the portfolio review group. Also, GrantCompletion Reports (GCRs) will continue to be producedfor all grants as per current practice. The portfolioreview group will establish a review process (selectioncriteria, content requirements, review etc.) to facilitateperformance reporting.

With regard to simplification of processes, theimplementing procedures for the grant policy havedeveloped one clear, consistent, harmonised andtransparent process applicable to all IFAD grants.

They also allow for agility and flexibility through:i) clearly defined “fast tracking” possibilities;ii) options for differentiated support documentation; andiii) streamlined and lighter quality review for smallgrants.

IFAD CLE 6 IFAD STR GRT Management also agrees in principle to strengthenthe monitoring and tracking tools for all grants andimprove reporting to the Executive Board (paragraph292). Management will update the portfolio reviewprocess and expand the Report on IFAD’sDevelopment Effectiveness accordingly.

This has been implemented and incorporated in thepolicy. The portfolio review group will establish a reviewprocess (selection criteria, content requirements, reviewetc.) to facilitate performance reporting. Based onAnnex III (results framework and performanceindicators in the policy), Management has alreadydeveloped a living tracking tool: listing the results,indicators, source of information and the reportingresponsibility in the organisation. The indicators andresults being tracked relate to improved relevance,increased effectiveness, greater efficiency and enhancedKM generation/ dissemination. These will be reportedthrough RIDE.

IFAD CLE 7 IFAD STR GRT Management would like to put on record that therecommendation for possible third-party evaluationsof grants (appendix, para. 292) is not rooted in anyin-depth analyses or argumentation and as such isimpractical in terms of the costs involved andadministrative resources available to IFAD.

No action is needed on this recommendation.Management did not agree with the recommendation.

5

EB2015/115/R

.5/Add.1


IFAD CLE 8 IFAD STR GRT Management sees merit in promoting a morecompetitive allocation process, in particular for globaland regional grants. On the other hand, it has strongreservations about competitive allocation forcountry-specific grants as recommended in thereport (appendix, para. 287); first, because of theimplied fundamental shift from the current alignmentof the grant allocation with the performance-basedallocation system (PBAS); and second, because theproposed fully competitive approach will notcontribute to building long-term institutionalpartnerships – something that was identified as adesirable objective of the grant programme.


(However, Management has initiated some actions tomake grant allocation more competitive within theorganisation. More competitive processes have been setin place, with divisions now competing for grantresources. All divisions/ departments submit proposalsfor use of grant resources and these undergo a selectionprocess at PMD/ OSC levels.)

IFAD CLE 9 IFAD STR GRT Management has serious reservations about therecommendation that loan component grants shouldbe discontinued (appendix, para. 286). Thisrecommendation goes against the recent emphasison strengthening non-lending activities such aspartnership-building, policy dialogue and knowledgemanagement, particularly in middle-incomecountries, which significantly overlap with the“green” countries. This emphasis is also supportedstrongly by IOE (see recent Annual Reports onResults and Impact of IFAD Operations [ARRIs]).Management agrees, however, that there is a needto further “ring-fence” such grants, through morefocused use of these grants for non-lendingactivities, greater clarity on the expected added-value of the grants, and stricter monitoring/reportingon the specific results and outcomes.


(Grants will not be used to subsidize loan activities, andwill be ring-fenced as committed, with these thisprinciple being one of the criteria during approval.)

IFAD CLE 10 IFAD STR GRT Management notes the recommendation thateligibility should be extended beyond green countries(para. 282) is already effective and, moreover, thatcountries classified as red/yellow under the DSF arealready eligible to receive country specific grants.Management recognises the need to provide all itsborrowing Member States (low- and middle-income)access to a grant instrument aimed at strengtheningpro-poor capacity development, policy dialogue andknowledge management, independent of theirnational debt status. Therefore, when the ExecutiveBoard approved the ‘Proposed arrangements forimplementation of a debt sustainability framework atIFAD’ in April 2007 it also approved the ‘IFAD Policyfor Grant Financing in relation to the debtsustainability framework’.

No further action needed, since eligibility beyond 'green'countries is already effective. This is already in practice,and therefore no further action is needed as noted inthe Management Response.

6

EB2015/115/R

.5/Add.1


IFAD CLE 11 IFAD STR GRT In light of the experience it has gained over time,Management considers the PBAS, in conjunction withthe grants policy, to be a fair and transparentsystem for allocating both grant and loan resourcesto all member countries and does not endorse therecommendation that requires IFAD to abandon thissystem for grant allocation. Likewise, Managementconsiders the current ratio between country-specificgrants and global and regional grants as generallyappropriate; therefore, it does not agree with therecommendation that the “country-specific grantsreceive a significantly larger allocation from the totalresources” (appendix, para. 285).


IFAD CLE 12 IFAD STR GRT With respect to the recommendation to removecountry-specific grants from the PBAS, managementwould reiterate that it considers the PBAS, inconjunction with the grants policy, to be a fair andtransparent system for allocating both grant to allMember States and would restate that all countries,regardless of DSF status, remain eligible to receivecountry-specific grants within their PBAS allocations.


IFAD CLE 13 IFAD PLCY GRT Management will formulate a new grants policy,building upon the findings of this CLE andincorporating the recommendations already agreedupon. In doing so, it will review and considerincorporating the following recommendations takinginto account their coherence with the overall policythrusts:(a) The overarching objective of the country-specificand global grants (appendix, paras. 275 and 276);(b) Further “ring-fencing” of loan component grants,by ensuring more focused use of these grants fornon-lending activities (para. 17 above);(c) Strengthening of the grant allocation and internalreview process by mainstreaming it into the loanallocation and review process (appendix, paras. 288and 289);(d) Further simplification of grant management(appendix, paras. 290 and 291);(e) Increased duration of grants (appendix, para.283); and(f) Some (minor) changes in the allocation ratiobetween country grants and global grants (appendix,para. 285).

The new grants policy has been drafted for the April EBsession, building on learning from the CLE, experienceswith grants in IFAD and extensive consultations withinthe organisation.

(a) The objectives of the country-specific and globalgrants have been specified in the policy, as stated (para8 of policy).(b) The design of country-specific grants in the policyand implementing procedures allow for adequate ring-fencing. From para 10 of the policy, ' Country-specificgrants can finance a component of a loan-fundedinvestment project. In these cases, grant concept andquality reviews will be part of the overall investmentproject review and will be processed along the lines ofthe regular loan project cycle. The expected contributionand results of the grant component must be explicit inthe project document. Whenever country- specificgrants are designed as stand-alone operations, theirprocessing from concept note to approval will be in linewith the regular grant review process.'(c) The mainstreaming of the grant allocation andinternal review process has been done. The GrantsSecretariat will be coordinating the review and reportingon the indicators through the RIDE.(d) With regard to simplification of processes, the

7

EB2015/115/R

.5/Add.1


implementing procedures for the grant policy havedeveloped one clear, consistent, harmonised andtransparent process applicable to all IFAD grants. Theyalso allow for agility and flexibility through: i. clearlydefined “fast tracking” possibilities; ii. options fordifferentiated support documentation; and iii.streamlined and lighter quality review for small grants.(Also reporting procedures have become moresimplified, including GSRs for all grants, and GCRs for alllarge grants.)(e) With regard to duration, maximum implementationperiod is three years for small grants and five years forlarge grants.(f) This was proposed in the working/ reference groupconstituted to develop the policy, but there was noconsensus. Overall, global grants have become morecompetitive, so will also address urgent developmentpriorities of countries that require grants.

Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyManagement was in broad agreement with all eight recommendations in the Management Response. Therefore, all eightrecommendations from the evaluation are listed below. Some constraints identified in the response (and acknowledged inthe evaluation) are: a. IFAD has started building capacity for policy engagement (including dialogue), but there areresource constraints, b. M&E problems at the project level plague all development interventions. Also, under the currentfinancing envelope and project cycle, most baseline surveys will be undertaken after project approval.

IFAD CLE 1 IFAD PLCY SIS SIS activities should be a joint responsibility betweenIFAD and the Government. IFAD management shouldprepare an accountability framework with cleardistinction of roles and responsibilities. IFAD shouldretain a leading role in the review of fiduciary issueswhile the Government/PMUs could lead the processof identifying issues and solutions; The terms“Supervision” and “Recommendations” could bereplaced by “Joint Implementation Review” and“Agreed Actions”.

The current supervision guidelines are being updated toreflect these objectives. They will have a clear focus onjoint accountabilities and responsibilities. The terms willbe updated to reflect the principles outlined in theevaluation.

IFAD will retain a leading role in fiduciary issues, withreviews of withdrawal applications, procurement plans(and with development of improved systems andprocesses underway in the organisation to implementthese reviews even more effectively), while the processof identifying issues and solutions will be a joint one.

8

EB2015/115/R

.5/Add.1


IFAD CLE 2 IFAD PLCY SIS IFAD should make strategic use of its grantinstrument and/or mobilize additional resources (i.e.ad-hoc multi-donor trust funds) to enhance projectreadiness and support SIS activities. This wouldrequire the establishment of project preparationfacilities.

This has been done, with the FAO Grant designedspecifically to support persistent problem projects. Theupdate on this grant is also provided in the section onefficiency recommendations: ' The grant programme oncapacity development of weakly performing projects andcountry programmes is implemented by FAO in 8countries with fragile and/or weak institutional settingsin Africa, the Middle East and Asia. The Initiativeprovides capacity development to 18 on-going projectson about 7 main topics. IFAD has been soliciting andtracking regular updates on the progress of the grantand results achieved.'

Based on the results of this initiative, further facilitiescould be designed.

IFAD CLE 3 IFAD PLCY SCA Scaling-up opportunities of successful interventionsshould be reviewed during the course of SISactivities, with the effective engagement of local andnational authorities, in order to build ownership andprovide political mileage for the achievements made.

Scaling up will receive due attention in the updatedguidelines. This will build on work already done in theorganisation, including the assessments done by theBrookings Institution.

IFAD CLE 4 IFAD OPER SIS SIS arrangements, including budgetary allocations,need to be flexible.At the same time, IFAD management shouldmainstream the QA of SIS activities.

The issue of flexible budgets has been addressed byManagement. Regional divisions have the flexibility todecide on budget allocation and flexibility, keeping inmind organisational and regional priorities and projectcontext including performance and fragility.Management believes this is the appropriate level todetermine flexibility and priorities in the supervisedportfolio. Such flexibility will also be retained in the SISguidelines. Different country programmes in IFAD arealready adapting to the environment of flat or decliningbudgets, including by greater use of in-house staff, andin-country expertise.

The issue of quality assurance/ enhancement ofsupervision and implementation support is underway inthe organisation, including specifically at the divisionallevel. While there is some diversity in the methodsadopted by different divisions, there is also a commonportfolio review conducted across all divisions at thePMD level. Each region produces an Annual Review ofRegional Portfolio Performance (ARPP) report, whicheffectively identifies cross-cutting issues, contributes tolearning across projects in the region, and suggestsmeasures to improve project outcomes with a focus onproblem and risky projects.

9

EB2015/115/R

.5/Add.1


At the Divisional level, different approaches have beenadopted to enhance quality and to monitor progress ofthe JSIR work. APR and NEN regularly assess JSIRreports with the help of an independent reviewer toimprove standards based on an integrated view ofperformance across key strategic, operational andfiduciary areas. In addition, feedback is also obtainedfrom project implementers as to the usefulness ofsupport provided by the JSIR missions. West andCentral Africa Division carries out post-mission reviewswith the full IFAD level CPMT and has engaged servicesof an organizational development specialist, whoprovides hands on support to staff and regularly trainsstaff on principle and practices of good JSIR approaches.ESA has set up a portfolio review team (PRT),comprising the regional economist, financialmanagement and knowledge management officers, andthe programme assistant. The PRT reviews thecoherence of PSR ratings and addresses major fiduciaryand technical issues arising from the JSIR processduring the annual portfolio review process.

IFAD CLE 5 IFAD OPER SIS SIS reports’ formats and contents should be adjustedto the needs of Project Management. SIS’s “agreedactions” should focus on the key measures that havethe highest impact on project performance. Aide-Memoires can be shorter and data requirements canbe reduced to avoid burdening PMUs.

A key priority of the updated guidelines will beaddressing the needs and priorities of projectmanagement, streamlining supervision reporting. Otherself-evaluation processes will also be enhanced andrefined to focus more on learning and contribution toimproved performance, as opposed to only datacollection. With regard to data requirements, as pointedout in Volume I, management recognises that borrowersand donors operate with shrinking budgets, andinternational standards for M&E are increasinglyrevisited towards nimbleness, cost-efficiency, andtimeliness, while maintaining the necessary rigour.

IFAD CLE 6 IFAD OPER SIS While it is acknowledged that all IFIs are strugglingwith this challenge, IFAD should further strengthenits efforts to ensure that a functioning M&E system isin place before project implementation starts.

The quality of M&E results is often a function of projects’capacity for coherent, regular data collection andanalysis through M&E systems. This is a problem thatextends beyond IFAD-financed projects to the majorityof development and government financed programmesand projects. IFAD provides support to M&E processesoverall, most specifically by developing guidelines andhandbooks as support tools for projects. In the lastyear, IFAD has updated its RIMS Handbook for annualreporting (with changes, including integration ofenvironment and climate change related indicators).Further guidelines are under development including

10

EB2015/115/R

.5/Add.1


updated PCR guidelines. In addition, IFAD is increasinglyadvocating conducting baseline surveys at the beginningof project implementation and including crucial M&Eadvice during start-up workshops. The objective is tohave M&E systems in place as soon as possible in theproject life cycle, but considerations such as financingsources and recruitment (subject to nationallegislations) also influence progress in this regard.

IFAD CLE 7 IFAD OPER SIS IFAD management should invest more on KMactivities linked to SIS and strengthen policydialogue opportunities by using its middlemanagement (regional directors) to bring systemicissues to the attention of the national authorities.Grant resources can be also used to finance KMactivities and research studies to support anevidence based policy dialogue.

There will be a focus on KM in the guidelines. Ingeneral, self-evaluation processes will increase theattention on learning towards improved portfolioperformance. Besides the JSIR guidelines, IFAD hasbeen using methods to enhance its engagement in KMand policy dialogue. This includes a review of policydialogue activities and results across regions beingundertaken by the PTA technical specialists.

Bringing systemic issues to the attention of nationalauthorities will be done through a range ofcomprehensive and systemic measures, includingdiscussions and follow up with national authoritiesfollowing missions and policy engagement activities atthe country level, not merely through individualparticipation of middle management.

As suggested in Volume I, Management also looksforward to IOE's contribution in terms of showing howevaluation lessons are learned and used to improve thedesign of the portfolio.

IFAD CLE 8 IFAD OPER SIS In view of a likely flat budget in the coming years,SIS efficiency could be enhanced by savingsgenerated from the adoption of a country programapproach, nationalizing SIS activities with increaseduse of local/regional consultants, mobilization oftechnical support from PTA, FAO and grant-fundedpartners, and cost-sharing arrangements withGovernments. Part of these savings should be re-invested on additional capacity building ofCPMs/CPOs, further strengthening IFAD CountryOffices, and extending the duration of supervisionmissions.

Measures for increased efficiency have been developedand implemented recently: this includes use of localconsultants, using grant-funded partners (such as withthe FAO grant) to improve project quality. IFAD isalready operating in an environment of flat or decliningbudgets across programmes, and is delivering productswithin such constraints and innovating to deliver qualityand quantity within these constraints. Regional divisionshave the flexibility to use costs savings in order toachieve greatest impact through their programmes, andthis could include the measures suggested.

Ecuador Country Programme EvaluationRecommendation 1. Strengthen institutional

anchoring

11

EB2015/115/R

.5/Add.1


Ecuador CPE 1 CTRY STR PAR IFAD should start by expanding its current relations,which are based mainly on the Ministry of Financeand two sectoral institutions (the Ministry ofAgriculture, Livestock, Aquaculture and Fisheries andthe National Institute of Popular and SolidarityEconomy of the Ministry of Economic and SocialInclusion) as the main counterpart bodies, and bringin other ministries responsible for implementing theGovernment’s strategy, such as the CoordinatingMinistry for Social Development, the CoordinatingMinistry for Production, Employment and Competitionand the National Secretariat for Planning andDevelopment. It is also important to expand relationswith the Ministry of Foreign Affairs, Commerce andIntegration as the main body responsible forcooperation policies and with the TechnicalSecretariat for International Cooperation as the bodyresponsible for negotiating, managing andcoordinating the non-repayable international aid thatEcuador negotiates with other governments. TheFund should pay special attention to building a solidrelationship with the Technical Secretariat forInternational Cooperation.

Following the CPE and as part of the preparation of thenew COSOP, IFAD has already established formalcontacts with other Ministries, especially SecretaríaNacional de Planificación y Desarrollo, SecretaríaTécnica de Cooperación Internacional , MinisterioCoordinador de Desarrollo Social and MinisterioCoordinador de Producción. IFAD is also strengtheningits relationship with the Ministry of Foreign Affairs,mainly through the formal channel (Embassy in Rome).

Ecuador CPE 2 CTRY STR PMA Efforts should be made to safeguard thedecentralized autonomy needed by the projectmanagement unit(s) so that – acting within theframework of current legislation and under thecorresponding ministry – they can provide efficientmanagement, protecting projects from the risks thatvarious IFAD-supported projects in the country havesuffered in the past.

Project management units for ongoing projects werecreated by administrative regulations, and as such, aresemi-autonomous, always integrated in the overallGovernment strategies. Therefore, this concern hasalready been addressed.

Recommendation 2. Opening to Other Players

Ecuador CPE 3 CTRY STR DEC IFAD should explore possibilities for operations withdecentralized autonomous administrations, especiallyprovincial governments.

IFAD is actively seeking collaboration from othergovernment units (GAD) - several are alreadycollaborating, and providing funds or other resources.

Recommendation 3. Boost non-lending activities,focusing particularly on policy dialogue within the

framework of the strategic guidelines andpriorities for the country

12

EB2015/115/R

.5/Add.1


Ecuador CPE 4 CTRY STR DIA IFAD’s future strategy should be designed bearing inmind the Fund’s limited role as donor from a financialviewpoint and Ecuador’s status as a medium-high-income country. Apart from seeking to ensure thehighest quality of operations, support should focuson: contributing to policy dialogue, taking advantageof a moment when the Government has a clearpolitical will to provide community-level support toagriculture; contributing innovative approaches; andinvesting in knowledgemanagement.

The new COSOP has included these recommendations inits priorities for 2015-2018.

Ecuador CPE 5 CTRY STR DIA The promising progress on policy dialogue in themost recent experience (for example through therural dialogue group) deserves ongoing support, alsothrough grants. Similarly, the policy of responding toone-off requests from the Government, for examplesupport regarding the models of access to landenvisaged in the Government’s new strategy, shouldbe continued.

The GDR project will be active until mid 2016, and anew grant will be designed to guarantee itscontinuation. Land access is being supported directlythrough the Buen Vivir Rural Program (active in LaClementina and other key places).

Ecuador CPE 6 CTRY STR KM IFAD should pay even greater attention to knowledgemanagement in Ecuador, continuing its support togrants and considerably increasing its contribution toprojects. The Fund must be capable of synthesizingand disseminating its experience and demonstratingthe potential success of its future operations inEcuador, in this way increasing its visibility. It mustalso facilitate access to new knowledge in the areasof agricultural production, food security, foodsovereignty and the environment, promote theexchange of experience with other countries in theregion or other regions supported by IFAD, andfacilitate access to world-class experts as a majoradded value to the country programme. The CPErecommends that priority areas for innovation shouldbe defined, so that attention can be focused on keyaspects that are specific to the country and aprogramme of innovations can be systematicallypursued.

Knowledge Management is one of the priority areasdefined in the new COSOP. Aside from actionsdeveloped by ongoing projects, two new initiatives topromote KM and innovations in Ecuador were developedin 2014, a 3-year grant for strengthening capacities andtools to scale up and disseminate innovations and a 2-year grant to foster innovations for improving incomes,market access, food security and resilience of Andeancrops (both submitted for OSC consideration in February2015).

13

EB2015/115/R

.5/Add.1


Ecuador CPE 7 CTRY OPER GRT Cooperation through grants should adopt a medium-or long-term programme approach and be designedin the framework of current national strategicguidelines and priorities. To this end, IFAD and theGovernment should ensure a sufficient level ofparticipation on the part of bodies responsible fornon-repayable international aid, such as theTechnical Secretariat for International Cooperationand the National Secretariat for Planning andDevelopment. Such participation should encompassgrant negotiation and approval processes, withparticular attention to regional grants in view of theirscant linkage to Ecuador's priority policies in thepast.

Cooperation through grants in Ecuador is beingreactivated through the two grants mentioned above(see #6). The operationalization of these grants willtake into consideration the new IFAD guidelines and theGrant Policy just approved.

Recommendation 4. Select flexible loaninstruments to support

Ecuador CPE 8 CTRY STR COS Support for the Government of Ecuador’s plans as apartner in rural development in the framework of thecountry’s new priorities (the Buen Vivir Plan) and thedecentralization process requires mechanisms thatwill allow support to programmes, with greaterflexibility and longer-term effects than the traditionalmechanisms of support to projects. IFAD should seekto form partnerships with other international aidbodies and seek greater local counterpartinvolvement in order to cofinance and jointly developflexible instruments to support such programmes.

New ways of collaborating are being explored, inparticular with the Latin American Development Bank(CAF). Another area in which IFAD is being active is theinteraction with the United Nations Coordination Team(UNCT) in Ecuador, which encompasses all UN agenciespresent in the country and will offer opportunities forexploring new working partnerships.

Recommendation 5. Boost monitoring andevaluation (M&E)

Ecuador CPE 9 CTRY STR RME With IFAD’s support, the Government shouldstrengthen its M&E system both in terms ofinterventions on the ground and at the programmelevel (including impact assessment) and ensure thatit is in line with the national M&E mechanisms of theNational Secretariat for Planning and Developmentand local administrations. In view of the opportunityprovided by the preparation of a new NationalDevelopment Plan, the new programme supported byIFAD should include a tangible, credible results andimpact management framework, with results at theprogramme level coordinated with results at thecountry level. It is also important to boost the M&Eof grants with a view to taking the lessons learnedon board, improving visibility and ensuring anefficient and effective contribution to theprogramme.

IFAD, in agreement with national partners andprocesses, is promoting knowledge exchange, traditionalknowledge recovery, innovation and communicationthrough its project implementation units. Under the newCOSOP, formal and informal mechanisms will be used tocollect and disseminate information, including learningroutes and exchange networks with partners, to helpachieve the proposed strategic objectives, particularlythe second one. IFAD grants will be used to support thispriority (see #6). The M&E of grants will also be furtherenhanced through the operationalisation of theimplementing procedures for the grant policy.

14

EB2015/115/R

.5/Add.1


Recommendation 6. Physical presence in thecountry

Ecuador CPE 10 CTRY OPER FLD In dialogue with the Government, IFAD shouldconsider the possibility of establishing theProgramme Manager in Ecuador, or alternatively ofmanaging the programme from a subregional hub.

This has been addressed- the CPM for Ecuador iscurrently outposted in the ICO Lima.

Indonesia Country Programme EvaluationRecommendation 1. Make small farmers the

principal beneficiary of the IFAD programme.Indonesia CPE 1 CTRY STR TGT IFAD should place small farmers, their food and high

value crops at the centre of its efforts. The focus onrice should not result in neglecting the needs of highvalue export crops such as coffee, cocoa, rubber, etc.Given relatively scarce resources, IFAD should limitits role to high value crops grown by smallholderswith an appropriate and increasing role of valuechains.

In response to the CPE recommendations, under theagreed interim country strategy 2014-2015, the maintarget for IFAD investments will be (i) smallholderfarmers both men and women interested in commercialagriculture (ii) smallholder producers in the fisheriessector (iii) women and women headed households (iv)marginal communities and ethnic minorities in theselected geographic area. It was agreed with GOI thatfuture investment projects in the country programmewill follow a spatial and sector targeting approach, witha focus on smallholder producers in the crop, livestockand fisheries sector in areas with a high incidence ofrural poverty in eastern Indonesia.

Indonesia CPE 2 CTRY STR COS To support these goals, IFAD should design andimplement a new comprehensive national strategicprogramme for small farmer agriculturaldevelopment, with four key objectives: (i) addressnational level issues that impact on the lendingportfolio and supervision activities at the projectlevel and coordinate the non-lending activities (policydialogue, knowledge management, and partnershipbuilding) for all projects in the programme; (ii)monitor innovations in IFAD-financed projects andsupport scaling up involving other partners’ projectsand government national programmes; (iii) helpIFAD to serve as the voice for small farmers in policyand knowledge exchange forums and establish abrand name for IFAD in this role; and (iv) supportthe Government’s South-South initiatives relating toagriculture.

The CPE recommendation refers to developing a nationalstrategic programme for smallholders. At the request ofthe Government of Indonesia, IFAD developed and isimplementing an "interim" country strategy for theperiod 2014-2015 after which a five year Results BasedCountry Strategic Opportunities Programme (RB-COSOP) will be developed to cover the period from 2015to 2019. The introduction of an interim country strategyfor the next one and half to two years enables IFAD tofully align its next RB-COSOP with the Government ofIndonesia’s (GOI) five year national developmentplanning stipulated in the National Medium TermDevelopment Plan (Rencana Pembangunan JangkaMenengah Nasional) for the period 2015-2019. Theoverall objective of IFAD's Interim Country Strategy isto support the government in achieving its developmenttargets related to agriculture and fisheries sectors andempower the small holder producer to become moreproductive and better integrated with markets toachieve enhanced food security, increased incomes andreduce poverty and vulnerability. The Government ofIndonesia has assumed the responsibility for povertyreduction and would like its partners to assist them

15

EB2015/115/R

.5/Add.1


develop a more strategic and sustainable approach tostrengthening the organizations of smallholderproducers, enhancing their productivity and facilitatingtheir links with markets through active participation withthe private sector. IFAD has made some progress in thisarea since the CPE, mainly in strengthening theperformance of its ongoing country programme,expanding the strategic use of non-lending resourcesand support into areas such as policy analysis andsouth-south-and triangular cooperation. This will befurther amplified under the new COSOP in 2015.

Recommendation 2. Channel funding and technicalsupport on core agriculture.

Indonesia CPE 3 CTRY STR COS Core agriculture consists primarily of food and highvalue cash crops. IFAD, through its next COSOP,should draw the boundaries of its Indonesiaprogramme around core agriculture activities. Thestrategic objectives and target groups should be inalignment with these boundaries. Core agricultureactivities should be targeted on empowering smallfarmers and their groups, in geographical areaswhere there are a large number of small farmers andthe preconditions for a successful donor interventionexist. IFAD operations should focus on improving theaccess of small farmers to agricultural technologyand services, and help them to develop value chainlinks to input and output markets. This will helpsmall farmers raise productivity and adapt to climatechange.

The overall objective of IFAD's new interim countrystrategy is to support the government in achieving itsdevelopment targets related to agriculture and fisheriessectors and empower the small holder producer tobecome more productive and better integrated withmarkets to achieve enhanced food security, increasedincomes and reduce poverty and vulnerability. TheGovernment has renewed its commitment to theempowerment and protection of the small holder farmerin the country. IFAD will assist the Government inundertaking this task and will pursue the following threeobjectives in Indonesia: (i) Strengthened institutionsand capacity of smallholder producers in the agricultureand fisheries sectors; (ii) Enhanced productivity andmarketing of the produce of smallholders; (iii) Increasedcapacity of Government to put in place a regulatory andpolicy environment to support the smallholder producer.

Recommendation 3. Build strategic partnershipson core agriculture

16

EB2015/115/R

.5/Add.1


Indonesia CPE 4 CTRY STR PAR IFAD should evaluate the strengths and weaknessesof potential partnerships in the core agriculture areasof IFAD’s focus. Given the high transaction costsinvolved in building partnerships, selectivity is key.Partnerships with donors, civil society and the privatesector should focus on activities relating to coreagriculture and small farmers.

The interim country strategy 2014-2015 suggests theprioritization of partnerships. Under this interim strategyIFAD has forged a range of partnerships with theGovernment at the national, provincial and district level.At the national level, IFAD will work closely with theMinistries of Finance, BAPPENAS (Ministry of NationalDevelopment Planning), Ministry of Agriculture, Ministryof Marine Affairs and Fishery Resources, Ministry ofHome Affairs, and other related ministries/institution.The private sector engaged in the provision of financialservices, input supply, processing, marketing and exportwill be an important partner in IFAD’s country strategy.Through its projects, IFAD will create opportunities toencourage collaboration between the private sector andsmallholder farmers and rural entrepreneurs. Stateowned and commercial banks interested in the provisionof microfinance services to small holders will be a keypartner in providing financial services to the IFAD targetgroup. Farmer organizations, agriculture and fisherycooperatives are likely to emerge as importantorganizations that help link the smallholder producers tomarkets. The IFAD country programme expects to forgeeffective partnerships with them. The IFAD countryprogramme provides an opportunity to build synergywith other donors and financing agencies. IFAD will workclosely with the World Bank, the Asian DevelopmentBank and the UN agencies to identify opportunities tomeet the strategic objectives of the country programme.

Recommendation 4. Strengthen IFAD countryprogramme management

Indonesia CPE 5 CTRY STR PMA IFAD should specify with greater clarity countryprogramme management responsibilities andmechanisms within the context of decentralization toinstall the necessary capacity within IFAD to manageCOSOP in Indonesia. Accountability for performanceshould be more sharply defined and necessaryincentives should be put in place. COSOP should alsomake specific recommendations on how to establishwithin IFAD, core competencies to deliver results inthe decentralized context of country engagement,balancing access to global expertise with tappinghigh quality local resources.

The Interim country strategy 2014-2015, envisagesIFAD moving forward with the establishment of acountry office with responsibility for the Indonesiacountry programme. After an extended negotiation, ahost country agreement with the Government ofIndonesia was signed on the 17th February 2015. Thisclears the way for IFAD to establish its country office inJakarta, and to strengthen its human resourcecapacities to manage the country programme. The focusof the interim country strategy is also the improvementin performance of the IFAD country programme(including the accountabilities and incentives necessaryfor improved performance).

Recommendation 5. Enhance the Government’srole in IFAD-supported activities.

Indonesia CPE 6 CTRY STR PAR Shifting the focus to core agriculture will assist IFAD The focus of the interim country strategy 2014-2015 is

17

EB2015/115/R

.5/Add.1


in developing focused strategic relationships with themain technical counterparts of the Government. Thesuccess of IFAD in alleviating poor small farmerproblems depends on its ability to build capacity atthe village level so that small farmers interact withkey players from government departments, privatesector entities, and civil society. The establishmentof capacity at the district level and its effectivenessat the village level will have to be the centrepiece ofall sub-national IFAD projects. The next COSOPshould come up with a more practical way of usingoutside capacity for M&E initially, and then graduallybuilding up capacity within the projects.

to improve the performance of the on-going IFADportfolio of projects and strengthening the non-lendingactivities. The performance of the on-going portfolio hasimproved in recent years through a concerted attemptby both the Government and IFAD. The focus onimproving the performance of on-going projects willcontinue through ensuring timely approvals from IFADof withdrawal applications, no objection certificates,organizing supervision and implementation supportmissions which can strengthen the implementationperformance of the projects as well as providingtargeted technical assistance in areas required such asprocurement, monitoring and evaluation, etc. Themanagement and monitoring of the interim countrystrategy will be undertaken through the existing andwell established system in the country of quarterlyreview meetings and an annual review by the CountryProgramme Management Team (this approach will alsocover the development of focused strategic relationshipswith the government and technical counterparts).

Moldova Country Programme EvaluationRecommendation 1. Strategy.

Moldova CPE 1 CTRY STR COS Ground the next COSOP in reality. The nextCOSOP needs to provide a frank assessment ofIFAD‟s role and contribution in Moldova, and proposea programme that reflects the country‟s needs andIFAD's comparative advantages. The resultsframework needs to be more realistic and relevant toIFAD‟s programme than in the past. There is alsoneed for better monitoring on the impact on andoutreach to the rural poor through indirect and directtargeting.

The preparation/review of the RB COSOP for Moldovawill be undertaken in September 2015. The highlightedpoints have been noted and will be taken intoconsideration while updating the RB COSOP for Moldovaand during the consultation process with GoM,donor/partner organizations and stakeholders.

Moldova CPE 2 CTRY STR COS Design a better integrated programme. Each of theprogramme pillars is relatively robust, but morecould be done to plan these elements in anintegrated fashion and exploit potential synergies.Both project design and country strategy need tolook across components at how best to build thissynergy.

While updating the RB COSOP for Moldova that will takeplace in September 2015, it is also planned to comewith a set of potential pipeline projects that would befunded during the PBAS cycles 2016-2018 and 2019-2021. The updated COSOP and the pipeline projects willensure that an integrated and mutually enforcingapproach will be developed for the ongoing and futureprojects in Moldova.

18

EB2015/115/R

.5/Add.1


Moldova CPE 3 CTRY STR PM Focus on how to mainstream value chaindevelopment within the programme. Value chaindevelopment should take over from rural finance asthe "flagship" of IFAD‟s programme. IFAD and theGovernment of Moldova need to select and pilotactivities in key value chains such as horticulture andlivestock development. At the same time ruralfinance, infrastructure and natural resourcemanagement programmes could be geared moreclosely to the needs of these value chains.

The newly approved project for Moldova, namely theInclusive Rural Economic and Climate Resilience (IRECR)has been designed in a way to put climate changeresilience and inclusive value chain development at thefore-front of its operation. Moreover, future pipelineprojects for Moldova will increasingly place value chaindevelopment activities at the center of the Fund'sintervention that might be complemented with differenttypes of small infrastructure rehabilitation and ruralfinance services activities.

Recommendation 2. Rural Finance.

Moldova CPE 4 CTRY STR RFI Diversify from the approach of channeling the bulk ofloans to lines of credit. This is now a matureprogramme and has reached the point at which IFADneeds to strategize more effectively concerning itsrole; develop exit strategies in some areas andexpand its coverage in others. In particular IFAD andthe Government need to consider ways to encouragethe banks to increase the use of their own resourcesand focus IFAD future support for rural credit on newand young borrowers.

The recent project for Moldova (IRECR) has alreadyincluded diversified financial services in its activitiessuch as loan portfolio guarantees to Saving and CreditAssociations (SCAs), as well as capacity building forindividual SCAs, apex SCAs and the NationalCommission for Financial Markets (NCFM).

Moldova CPE 5 CTRY OPER TGT Seek greater leverage for IFAD funding of the youngentrepreneurs programme. A key group of newentrepreneurs are the 18-30 age group that IFADhas supported thanks to grant funding from DANIDA.The programme has demonstrated success. Forscaling-up of the programme, IFAD and theGovernment should systematically evaluate thedemand and seek grant cofinancing from donors tomeet this demand.

Within the framework of its ongoing projects in Moldova,IFAD will provide support to young entrepreneurs inrural areas. The newly approved project in the country(IRECR) was able to secure the contiunity of DANIDA'sinvolvement in financing, through matching grants,activities related to supporting the rural based youngentrepreneurs.

Moldova CPE 6 CTRY STR RFI Enhance the quality of the micro-finance programme.The micro-finance part of IFAD's programme is stillwork in progress. First, there is a need to evaluatethe programme and identify what benefits are beingderived by participants and how effective it has beenin moving borrowers out of poverty. Second, IFADneeds to review the institutional framework formicro-finance and contribute to a dialogue with theGovernment, the regulatory body and the variousMFIs on what the future institutional frameworkshould look like and how Moldova can move towardsit.

Based on the evaluation of the past and ongoingprojects in Moldova (Rural Financial Services andMarketing Programme and Rural Financial Services andAgricultural Development Project), the new project inthe country (IRECR) has included the financing of themicro entrepreneurs as one of its priorities. If needed,IRECR will provide a grant that will cover business plancost up to a maximum of MDL 1,500. The microentrepreneur is only requested to contribute to thebusiness plan if the cost exceeds MDL 1,500. Thebusiness plan support will be arranged by the CPIU.Maximum loan size for loans, which are provided underan SCA loan portfolio guarantee, will be MDL 150,000.Repayment periods for such guaranteed loans may beup to a maximum of 4 years with a maximum graceperiod of 18 months. In the meanwhile, IFAD will

19

EB2015/115/R

.5/Add.1


continue its engagement with the GoM to improve theinstitutional framework for the micro-finance and refinethe targeting and operational procedures formicrofinance.

Recommendation 3. Non lending.

Moldova CPE 7 CTRY STR GRT Use the grant programme to provide the analyticunderpinnings for a dialogue on key policy issues.IFAD needs to take up with the authorities some ofthe key policy issues that have emerged in recentyears, such as the role of micro-finance above andthe issue of ownership and maintenance ofinfrastructure. But a key to doing this is tounderstand what underlies these issues. Forexample, what are the benefits of the micro-financeprogramme? How effective is it in supportingsmallholders to move out of poverty? What needs tobe done to enhance its impact? IFAD should use itsgrant programme to carry out analysis of suchquestions.

IRCER will utilized the available grant fund to trigger apolicy process to boost conservation agriculturaladoption, mainstream conservation agriculture into ruraldevelopment and planning, and support small-scaleprivate agro-forestry investments.Also, under the IRCER, cooperating with NCFM willestablish a policy engagement platform around whichIFAD will engage in sector specific discussions withNCFM on a variety of topics including: developmentswithin the SCA sector, needs for support, impact ofimplemented activities and, plans for future activities,such as capacity development support on theimplementation of new SCA accounting and reportingstandards (based on IFRS) and on the introduction oflegislation, which will allow B and C-licensed SCAsand/or their apex organisations to be part of thenational payment system in order for them to receiveremittance funds and other, funds from abroad.

20

EB2015/115/R

.5/Add.1


Moldova CPE 8 CTRY STR PAR Expand outreach and strengthen non-lendingactivities. While programme implementation isextremely efficient, IFAD needs to expand itsoutreach and strengthen its non-lending activities inMoldova through selective policy dialogue, strongerpartnerships and expanded knowledge sharing. Inaddition to the policy area already mentioned, IFADneeds to be more pro-active on partnerships andtake its case to the donor community under theGovernment‟s active leadership; on knowledgesharing a more systematic approach is needed with adesignated focal point in the CPIU and thepreparation of an annual plan in this area. IFAD‟sregional management needs to consider how toexploit the obvious learning potentialthrough comparing the Moldova programme withthose in other small Eastern European and theFormer Soviet Union borrowing countries.

As a non-lending activities the IRCER is planning todevelop the capacity of the SCAs sector in increasingtheir deposit mobilisation and consolidate them intomore robust financial institutions capable of offering awider menu of services, including term finance, as wellas compliance with forthcoming regulatory requirementsissued by the NCFM. It is unlikely that the SCAs willachieve the above unless all stakeholders within theSCA sector are increasing and improving their SCArelated efforts and support. The non-lending activities ofIFAD under the IRCER will include three key foci areas:1) Capacity development support for consolidation,which will be offered to B-licensed SCAs and A-licensedSCAs who intend to get a B-license, or who intend tomerge with a B-licensed SCA. 2) Assistance to SCA apexorganisations. There are two SCA apex organisations inMoldova. One of them is CASCA, which has 103members, including 53 out of the 60 B-licensed SCAs.3) Assistance to NCFM focusing on especially theimplementation of new SCA accounting and reportingstandards (based on IFRS) and on the introduction oflegislation, which will allow B and C-licensed SCAsand/or their apex organisations to be part of thenational payment system in order for them to receiveremittance funds and other, funds from abroad.

Jordan Country Programme EvaluationOption 1 in the ACP (disengage from the provisionof loans to Jordan) was not agreed by NEN/ PMD

or by the Government of Jordan. Reasons asoutlined in the ACP will be presented to the EB aspart of the PRISMA. Follow up on the remaining

recommendations will be tracked as per therecommendations below.

Jordan CPE 1 CTRY STR COS Option 2. Renewed lending programme, but with amuch sharper and realistic focus and clear povertyorientation.The second option would be to continue the IFADlending programme in Jordan, but with a renewedand much more narrowly focused strategy that hasrealistic objectives and recognizes both thecircumstances of rural poverty and IFAD’s limitationsas a small donor.

As per IFAD’s Business Model and Strategy forEngagement in Middle Income Countries, the countryprogramme will not be confined to loan financedprojects but will include policy engagement (includingdialogue), knowledge sharing and co-financinginitiatives . The overall strategic objectives of thiscountry programme and the modalities for achievingthem are based on the needs and preferences ofGovernment and IFAD’s own areas of comparativeadvantage. Given the relatively smaller size of thisportfolio, NEN is due to finalize a Country Strategy Note,replaces the need for a new COSOP. The purpose of theCountry Strategy Note is to outline the strategy for

21

EB2015/115/R

.5/Add.1


IFAD’s general support to Jordan and provide therationale for IFAD’s investment and non-lendingactivities in Jordan over the period 2014 – 2020. TheCountry Strategy Note was prepared concurrently withthe new investment project on the basis of several IFADmissions to Jordan and extensive discussions withGovernment, civil society and private sectors partners,analysis of sector policies and strategies and theactivities through participatory approach andexperiences of IFAD and other donors engaged insupport to the rural and agricultural sectors in Jordan.Meetings and workshops with Jordanian stakeholders atvarious levels have taken place to validate this strategy.It will come into effect upon Government and IFADSenior Management review and concurrence, hopefullyduring the second quarter of this year. A number of keypolicies and strategies have been adopted whichfacilitated and guided the Country’s socio-economicperformance particularly. The National Agenda 2006-2015 defines a comprehensive political and socio-economic reform agenda for the country and keystrategic directions, the Poverty Reduction Strategy2013 -2020 (PRS) provides a detailed roadmap toimplement the poverty reduction components of theNational Agenda; the National Strategy for AgriculturalDevelopment 2002-2010 aims to achieve a sustainableagricultural and rural development; the NationalEmployment Strategy 2011-2020 lays the foundation toenhancing employability with major emphasis onMSMEs; the Jordan National Policy Framework forMicrofinance (2012) stresses increased access to arange of inclusive financial services to all poor; theNational Strategy for Women 2011 – 2020 aims toensure equal economic opportunity for women and raisetheir participation; Climate Change Policy 2013 – 2020aims to achieve a pro-active, climate risk resilientJordan; and the National Tourism Strategy has as amain pillar of diversifying tourism products and servicesand ensuring the spread of its economic benefits to allJordanians.

Jordan CPE 2 CTRY STR TGT Recommendation 2: Much sharper and realistic focusand clear orientation on poverty alleviation. IFADshould narrow the focus of the use of its resources. Afuture IFAD- Government of Jordan strategy wouldhave to be realistic and based on a rigorous analysisof the feasibility of achieving the promised outcomesand a clear link between the proposed actions and

Again, and as explained above, A number of key policiesand strategies have been adopted which facilitated andguided the Country’s socio-economic performanceparticularly. The National Agenda 2006-2015 defines acomprehensive political and socio-economic reformagenda for the country and key strategic directions,the Poverty Reduction Strategy 2013 -2020 (PRS)

22

EB2015/115/R

.5/Add.1


the intended results. It should also lend itself tomonitoring. Moreover, contrary to some divergingviews, any future IFAD strategy in the country,including all supporting initiatives should provide aclear rationale for rural poverty alleviation. It shouldinclude well-defined targeting criteria includingeffective mechanisms to reach the poor.

provides a detailed roadmap to implement the povertyreduction components of the National Agenda; theNational Strategy for Agricultural Development 2002-2010 aims to achieve a sustainable agricultural andrural development; the National Employment Strategy2011-2020 lays the foundation to enhancingemployability with major emphasis on MSMEs; theJordan National Policy Framework for Microfinance(2012) stresses increased access to a range of inclusivefinancial services to all poor; the National Strategy forWomen 2011 – 2020 aims to ensure equal economicopportunity for women and raise their participation;Climate Change Policy 2013 – 2020 aims to achieve apro-active, climate risk resilient Jordan; and theNational Tourism Strategy has as a main pillar ofdiversifying tourism products and services and ensuringthe spread of its economic benefits to all Jordanians.The new project that will be launched during the secondquarter of this year (the Rural Economic Growth andEmployment Project- REGEP) is tightly linked to IFADCountry Programme. The project builds extensively onlessons learned from more than 3 decades ofpartnership with the Government of Jordan, particularlyfrom the ongoing ARMP II, both with regard to theplanned activities, and with regard to implementingpartners and methodologies. Successful partnership withthe National Center for Agricultural Research andExtension (NCARE) in implementing training activitiesunder ARMP II will be continued under REGEP and newlyintroduced activities which have performed well, such asSCGs, will be scaled up. Other activities which haveperformed less well, such as establishment of localcoordination committees, will not be scaled up here,though the approach to supporting women’s incomegenerating activities and microenterprises throughgroups and associations is refined with greater focus onbusiness and marketing skills. REGEP will be national inscope but will initially focus on rural areas of theGovernorates of Ajloun, Jerash, Balqa, Madaba andMafraq based on criteria including suitability forproduction of priority crops, concentration ofsmallholder producers; proximity to urban markets,presence of private sector partners; and large numbersand high density of poor and vulnerable ruralhouseholds. These Governorates are more rural, poorer,more vulnerable and more densely populated than thenational average: the combined rural poverty and

23

EB2015/115/R

.5/Add.1


vulnerability rate is 45.9% with 8.5-9 poor andvulnerable households per square kilometre, facilitatingtargeting and formation of associations and cooperativeproduction and marketing activities. In line with theGovernment’s Poverty Reduction Strategy 2013-2020,the project will target rural households below thepoverty line, and vulnerable rural households above thepoverty who are at high risk of falling into poverty.These correspond mostly to Households Type 1 (nostable income source and no employed or economicallyactive family member) and Type 2 (with employedearners but insufficient income) in the PovertyReduction Strategy. They tend to be larger than average(7.4 members compared to an average of 5.4 members)with high dependency ratios. Employed householdsmembers tend to be in a low paid job. Social andcultural norms, and lack of work opportunities, are keyfactors limiting income earning opportunities particularlyfor female members.

Jordan CPE 3 CTRY STR TGT Recommendation 3: Select one key area of support.IFAD-Government of Jordan future strategy shouldconcentrate in one area of support. Options include:pro-poor rural microfinance, support for smalllivestock keepers, and support to the Government'songoing safety net programme.

IFAD’s general support to Jordan will provide therationale for IFAD’s investment and non-lendingactivities over the period 2014 – 2020. It is estimatedthat Micro, Small and Medium, Enterprises (MSMEs)contributed 40% of the national GDP and accounted for45% of total exports in 2011. In 2012 only 8% of bankfinancing was directed to SMEs in Jordan compared to25% bank financing for SMEs in emerging markets. Notmore than 10% of the investment needs of MSMEs aremet by bank loans. Rigid collateral requirements are amajor barrier facing access to loans. The culture oflending based on rigid collateral requirements leads tocredit decisions based on collateral availability and noton the creditworthiness of the business. The GOJ hassupported several measures to develop MSMEs and theirfinance with a major thrust of encouraging privatesector development. Nevertheless, it is estimated thatthere are innumerable micro and small enterprises inthe formal and informal sectors throughout the country,who require small loans, which is much below thecurrent average lending size of the commercial banks.This space has been partially addressed by microfinanceinstitutions. Main factors responsible for the largedemand supply gap include: a) absence of specificpolicies for directing microfinance to the rural povertypockets and vulnerable households; b) high cost offunds for MFIs making the cost of rural borrowingprohibitively high for the rural poor ; c) inability of MFIs

24

EB2015/115/R

.5/Add.1


to mobilise savings which further increases their cost offunds; d) lack of Islamic banking products in responseto the preference of the rural population; e) practice oflending against strict collateral requirements; f) lack ofpolicy support for legitimising alternative forms ofcollateral suitable for the rural poor; g) weak marketlinks generating concerns about timely repayment; h)high risk perception specially associated withagricultural lending; i) absence of a culture of savingsand inability to leverage savings funds for greater flowof credit into rural areas ; and k) absence of creditguarantee mechanisms through insurance companiesand other agencies. IFAD shall focus on Civil Society andPrivate Sector that are active in micro-finance activities.Relevant institutions include: the Development andEmployment Fund (DEF), the Royal Scientific Society(RSS), Royal Society for the Conservation of Nature(RSCN), Jordanian Hashemite Fund for HumanDevelopment (JOHUD), Noor Al-Hussein Foundation,Jordan Exporters and Producers Association for Fruit andVegetables (JEPA), Rural Finance Institutions such asJordan Loan Guarantee Corporation (JLGC), Micro Fundfor Women (MFW), Tamweelcom, Alwatani, AhliMicrofinance Company (AMC), and Tanmeyah network isthe Jordan Microfinance Network.

Jordan CPE 4 CTRY STR COS Recommendation 4: Focused non-lending services.Supporting non-lending activities should be at thecore of IFAD’s programme in a middle-incomecountry like Jordan, particularly also in view of itsaccess to many other larger sources of aid.Leveraging the limited financial resources to pursuepolicy dialogue, transfer knowledge and promotepartnerships could be a main thrust of IFAD strategyin Jordan. The next strategy should therefore identifythe most critical reforms that it would pursue andlink these to grants, either from IFAD’s ownresources or from other donors. (Potential areas ofpolicy dialogue include pro-poor rural microfinance,and supporting the government to identify effectivemeasures that can reach the poor.)

IFAD’s general support to Jordan will provide therationale of IFAD’s investment and non-lending activitiesin Jordan over the period 2014 – 2020 (please see theabove re: recommendation 3).

Jordan CPE 5 CTRY STR PAR Promotion of new partnerships and strengtheningsome of the existing ones should also be also a keyarea of attention of a renewed IFAD-supportedprogramme in Jordan. IFAD should identifyinstitutional partners committed to pro-poormicrofinance and have an interest in expanding to

IFAD is a long-standing partner of Jordan (30 years) inagriculture and rural development in rainfed and semi-arid areas. Although IFAD’s financial contribution hasbeen modest (USD 70 million in loans over 30 years),the Fund enjoys a good relationship with the country,being the only donor that has provided sustained

25

EB2015/115/R

.5/Add.1


rural areas. Moreover, given that - as discussed inthe report - the nature of rural poverty in Jordan issuch that the solutions are unlikely to be in, orpredominantly in, agriculture, IFAD will need to thinkvery differently and diversify its interlocutors in thegovernment beyond the MOA to include MOPIC,Ministry of Social Development, and NGOs.

support for the sector in the last 15 years. IFAD has alsoensured adequate cofinancing in the last two projectsapproved in the country and provided or mobilizedsignificant grant assistance for research and studies inthe sector. IFAD shall focus on Civil Society and PrivateSector that are active in micro-finance activities.Relevant institutions include: the Development andEmployment Fund (DEF), the Royal Scientific Society(RSS), Royal Society for the Conservation of Nature(RSCN), Jordanian Hashemite Fund for HumanDevelopment (JOHUD), Noor Al-Hussein Foundation,Jordan Exporters and Producers Association for Fruit andVegetables (JEPA), Rural Finance Institutions such asJordan Loan Guarantee Corporation (JLGC), Micro Fundfor Women (MFW), Tamweelcom, Alwatani, AhliMicrofinance Company (AMC), and Tanmeyah network isthe Jordan Microfinance Network. To effectively reachand serve the rural poor, strong implementationarrangements and appropriate partnerships must beestablished at field level. ICARDA (2010) found thatHMAP projects should be implemented in closecoordination with local-level staff and based on strongpartnerships between implementing agencies andbeneficiaries. The ARMP II has struggled to ensure evendistribution of activities across the project area due tovariation in the capacity of field level staff. Partnershipsare essential to overcome weaknesses of publicinstitutions. Jordan’s public institutions suffer significantcapacity constraints. However experience in the ARMP IIhas shown that by establishing effective partnershipsbetween Government and strong NGOs and privatesector institutions for implementing of specific activitiesproject implementation performance can be significantlyimproved. Implementation of the new project (REGEP)will be led by JEDCO being as more accommodatingproject-oriented body, and centred in outsourcingspecialized in-country partners to attain more efficientimplementation and overcome insufficient capacity.Pockets of poverty will be used to guide geographictargeting to the extent that they are relevant butincreased significance will also be placed on the actualnumber and density of poor and vulnerable ruralhouseholds, not only on incidence. A partnership willalso be developed with the NAF which will enable IFADto target areas with relatively higher numbers of NAFrecipients and poorer households will be directlytargeting with support from the MOPIC Outreach Worker

26

EB2015/115/R

.5/Add.1


Scheme currently being established. In conclusion, IFADwill maintain a close partnership with the MOA, NCAREand ACC and will also expand its range of partners toinclude JEDCO, DEF, MoWI, MoTI, MoE and privatesector organisations such as JEPA. IFAD will work closelywith MOPIC, local universities, NGOs, and MTI.

Senegal Country Programme EvaluationSenegal CPE 1 CTRY STR COS Recommendation 1: Continue to build on the

advantages of projects, especially the very positivemix that the programme has succeeded in creatingand fine-tuning during the period under review,namely capacity-building for farmers’ organizations,capital investment and the boosting of trade relationsand value chains. Good use of these advantagessupports the Government’s strategic orientation ofempowering farmers and allowing them to determineand negotiate the support they need for food securityand profitability.

The Agricultural Value Chain Project (PAFA), a verysuccessful project continues to build on the good lessonslearned from the previous. Similarly, PADAER projecthas capitalized good practices of on-going projects(PAFA) and previous projects. The new project PAFA-Extension is doing the same. All the three IFAD fundedprojects continue to build FOs capacity, facilitate capitalinvestment and ensure market access for smallholders.All of these are significantly improving food security,increasing incomes and creating jobs, especially foryoung people and women.

Senegal CPE 2 CTRY STR PME Recommendation 2: The CPE recommends that ifIFAD continues to support rural enterprises, it shouldconfine itself to agricultural value chains, for examplefocusing on enterprises that manufacture agriculturalequipment useful to farmers’ organizations or carryout post-harvest processes in order to add value toagricultural production. Such an approach wouldseek to increase the potential viability of theenterprises and link them more firmly into thedevelopment of viable value chains. In addition, suchsupport should be integrated into the programmeapproach (at present represented by PADAER) byboosting such professional organizations aschambers of commerce or professional federations,rather than supporting individual enterprises orcreating new organizations that might not surviveafter funding under the projects comes to an end.

IFAD portfolio in Senegal, especially the Support toAgricultural Development and Rural EntrepreunshipProgramme (PADAER) continues to support theenterprises involved in the upstream and downstreamagricultural value chains. A good number of enterprisesthat manufacture agricultural equipment owned by theyoung people are currently supported by PADAER.Similarly, a number of enterprises that processagricultural products owned by women are also beingsupported by PADAER. Almost all these enterprises aremembers of chambers of commerce and PADAERsupport is not only in line, but also complements thesupport provided by Chambers. PADAER continues towork to ensure that all these enterprises becomemembers of Chambers of Commerce.

Senegal CPE 3 CTRY STR COS Recommendation 3: The CPE recommends that inthe next COSOP, IFAD should define what it meansby the programme approach and how to protect itscomparative advantages, and also stresses that acountry programme needs to be underpinned by acountry strategy that does not cover only lendingactivities, but also non-lending activities. Theprogramme approach should be backed up by amonitoring and evaluation system that is based onthe programme’s results and impacts, and is able toprovide input to policy dialogue and record

As government rural and agricultural strategies remainunchanged and as the current COSOP is still in line withthe government strategies, a Positioning Paper in lieu ofa new COSOP is being developed. In the PositioningPaper, a clear definition of a country approach will beprovided.

27

EB2015/115/R

.5/Add.1


innovations.

Senegal CPE 4 CTRY STR PAR Recommendation 4: The CPE recommends that theSenegal country programme should continue itsefforts with other donors to support the Ministry ofAgriculture in its task of strategic monitoring of thesector. Such monitoring should include a post-projectinspection, with the provision in the next COSOP ofan “after-sales service” mechanism that wouldensure that any advances made in the course ofprojects are maintained after they end. Theexperience of supporting the new decentralizationregulations in the 2004-2006 period could provideinput for this task. Earlier experience under theProject for the Support of Monitoring and Evaluationof IFAD’s Country Programme (PASYME) providesprecious lessons on the problems to be solved,particularly the need to lay stress on effects ratherthan inputs and outputs, and accurately calculate allthe costs of launching and operating such a system,including decentralized tasks such as data collectionand entry.

IFAD and other donors (USAID in particular) arecurrently supporting the Ministry of Agriculture andRural Equipment (MAER) to set up a Monitoring andEvaluation System (M&E) for the agricultural sector. Astudy, funded by USAID, of past and existing systems isunderway. The results of this study, which will bediscussed and shared by all the main actors(government and donors), will lay down the way forwayfor the setting up of an appropriate M&E system ofMAER. The results of study are expected to becomeavailable soon. In supporting this work, lessons learnedfrom the first initiative will be capitalized in order tofocus on results, effects and impacts and to set up asimple M&E System with clear defined roles andresponsibilities for each actor involved in the Systemfrom data collection in the field to the final users of theinformation generated.

Senegal CPE 5 REG STR DIA Recommendation 5: The CPE notes that the strategicorientation and impact on policy that IFAD hopes toobtain are hard to achieve with the current level ofthe budget for the country. The evaluation thusrecommends that the West and Central AfricaDivision should examine the extent to which grants,which are not insignificant to Senegal, could bettersupport the COSOP’s objectives and also bettersupport loans; this applies particularly to country-specific grants. It also recommends analysing theextent to which the allocation of resources to non-loan activities (policy dialogue, knowledgemanagement, partnerships) could be better definedand more strategically in line with the ambitions ofthe COSOP with regard to debate on public policies,for example regarding land tenure, rural finance andgender equality.

Efforts have already been made to secure additionalresources through grants and supplementary resources.A country specific grant is beeing developed forDocumenting and Disseminating good innovations andbest practices generated by IFAD-supported projects inSenegal. Projects M&E sytems have been strengthenedand report well on results and impacts achieved. IFAD,in partnership with other donors (USAID in particular) iscurrently working on improving the capacity of theMinistry in charge of Agriculture in M&E. In the area ofpolicy engagement, the capacity of the forum of valuechains actors has been strengthened to unable them todialogue with the government on issues of their interest,such land tenure, rural finance and gender equality.

28

EB2015/115/R

.5/Add.1


Senegal CPE 6 CTRY STR GMS Recommendation 6: The CPE recommends that theCOSOP and the design of future projects under itsauspices should focus greater attention on resultswith regard to gender equality, and also increase theimportance given to climate change andenvironmental sustainability. This will mean givingattention to the strategic orientations of theministries concerned by these cross-cutting issues,especially during formulation of the next COSOP.

The Positioning Paper to be prepared in lieu of COSOPwill indeed focus on new arising themes such as climatechange and environmental sustainability and livelihoodresiliences and gender issues. The preparation of thePositioning Paper, scheduled to start in the secondsemester of 2015, will be participatory. The saidPositioning Paper is expected to be finalized by 31December 2015.

Mongolia: Rural Poverty Reduction Programme- Project Performance AssessmentOnly recommendations specifically addressed toIFAD have been listed below. Recommendations

addressed to the project (such as related to herderinstitutions) and to future projects (riskmanagement) have not been included.

Mongolia PPA 1 CTRY STR DES Given the fundamental importance of projectassumptions to the project concept and logic, IFADshould convene a process to clarify the lessons forfuture project design arising from the project underreview and others, including IFAD pastoral projectsin other continents.

Mongolia did not receive a PBAS allocation for the 2013-2015 cycle, so new projects were not designed in thepast 3 years. Whether Mongolia will receive a PBASallocation for the period 2016-2018, and thus whether anew IFAD-funded project will be designed in the nextPBAS cycle, is yet uncertain. Should Mongolia receive aPBAS allocation, and a new project be designed, thelessons from the RPRP will certainly be taken intoconsideration.

Mongolia PPA 2 CTRY STR TGT Targeting. For the future there should be adiscussion around how targeting should be carriedout in pastoral projects like RPRP. IFAD shouldexplore alternatives to present targeting practices inpastoral populations. In particular it should look intothe ways poor pastoral households, especially thoseheaded by women, can be targeted specifically aspart of existing viable camp structures where campleaders take on responsibility for their progress outof poverty.

Mongolia did not receive a PBAS allocation for the 2013-2015 cycle, so new projects were not designed in thepast 3 years. Whether Mongolia will receive a PBASallocation for the period 2016-2018, and thus whether anew IFAD-funded project will be designed in the nextPBAS cycle, is yet uncertain. Should Mongolia receive aPBAS allocation, and a new project be designed, thelessons from the RPRP on targeting pastoral households,will certainly be taken into consideration.

Mongolia PPA 3 CTRY STR RME M&E. Sampling methods were insufficiently robust.In order to address such issues IFAD should considerproviding additional support to the government byaddressing project management competencies in allprocesses related to M&E (data collection, analysis,reporting etc.).

RPRP was completed in 2010. As far as the followingoperation is concerned, PMPMD (2011-2016), some ofthe actions undertaken to strengthen the M&E capacityof the PCU included: participation of the PCU M&E officerto a M&E Workshop in China in 2014, specific support onM&E during the follow-up Mission in March 2015.

29

EB2015/115/R

.5/Add.1


Cambodia: Rural Poverty Reduction Project in Prey Veng and Svay Rieng- Project Performance AssessmentOnly recommendations specifically addressed toIFAD have been listed below. Recommendations

addressed specifically to the project (PADEE-Project for Agricultural Development and Economic

Empowerment) such as those related to post-harvest handling have not been included here. The

recommendation addressed to IFAD related toirrigation has been included.

Cambodia PPA 1 CTRY STR INF IFAD should, in the future, partner with otherorganizations that will have a comparative advantagein irrigation. Rather than rehabilitate poorly designedand dysfunctional Khmer schemes, irrigationdevelopment should focus on new systems, whichcan be sited to benefit from better hydrologicallayouts and agricultural potential.

Climate resilient infrastructure has been included as aproject Component: Agriculture Service Programme forInnovation, Resilient and Extension. The Component isimplemented by the National Committee forDecentralization and De-concentration. These will focuson appropriate/ new systems and benefit from betterplanning based on agricultural potential.

Azerbaijan: North East Development Project- Project Performance AssessmentOnly recommendations specifically addressed toIFAD have been listed below. Recommendationsaddressed to government agencies (such as the

SAIC- State Amelioration and IrrigationCommittee) on issues such as coordination and

creation of an irrigation implementation team havenot been included, since the PPA has not been

signed by the Government. Anotherrecommendation is on increased investment inmarketing and processing (not clear who it isaddressed to, but includes investments fromacross partners and players in the sector).Similarly, recommendations on enhancedagricultural research, sustained extension

services, and future bee-keeping activities areaddressed to different players in the agriculturalsector and not solely or specifically to IFAD, andtherefore cannot be followed up (since no other

partner or institution signed off on the PPA).

Addressing the issue of investments in marketing andprocessing - The newly designed IFAD LivestockProductivity and Marketing Improvement Program(LPMIP) aims to increase smallholder farmers’ incomefrom livestock production, processing and marketingactivities. Detailed value chain and market analysis arebeing undertaken as part of the programme design toidentify the weak links in the supply chains upon whichsmallholders depend. These may include support tomarketing and primary processing including cold chainsfor meat and milk, live animal markets, slaughterhousesand other basic infrastructure. The programme willprovide support to improve these weak links as well asprovide support to markets, slaughterhouses andrelated enterprises in meeting process and qualitystandards, diversification of export markets includingparticipation in trade fairs, sending trial shipments, andobtaining market information.Research and studies – As part of the new IFADProgramme design, several studies are being carried outin Azerbaijan and a number of others are included to beimplemented during the programme implementation –poverty analysis, value chain study, land capacity andsoil quality (mapping out pastures, agricultural land,wasteland, soil types and soil status (salinization anderosion status). LPMIP (Livestock Productivity andMarketing Improvement Programme ) Component 2 isparticularly focused on providing technical assistance,

30

EB2015/115/R

.5/Add.1


institutional strengthening and carrying out necessarystudies which is supported by the estimated budget ofUS$ 2.8 million.

Azerbaijan PPA 1 CTRY STR SUS To resolve key sustainability issues and to mitigaterisks that could jeopardise the economic viability ofthe project, IFAD and the Government shouldconsider an exit strategy, such as a modest post-project investment with mainly technical andmanagement assistance. In future, the design ofirrigation rehabilitation projects offive-year duration should include modalities for post-project support within a formal consolidation-strategy agreed between IFAD and the Government.

As per this recommendations, the recently completedIFAD RDPNW (Rural Development Project for the North-West ) project has integrated several measures toensure sustainable maintenance of irrigation systemsand creation of financially viable WUAs . Thesemeasures were discussed with the Government andformally agreed prior to Project completion, which wason 30 April 2014. The Government has then taken overthe implementation of the post-project intervention andalready allocated 10 million Azeri Manat (equivalent ofabout USD 12.5 million) of additional funding to theseactivities. The Ministry of Agriculture, through theState Agency on Agricultural Credits is currently scalingup the IFAD project-tested participatory irrigationmanagement model and is rehabilitating the irrigationschemes in the area of nearly 30,000 ha as wellproviding technical assistance and equipment to 9 WaterUsers Associations where rehabilitation works had beencompleted by RDPMNW or on going through governmentfunding. The project Regional Coordination Center, fullyfunded by the Government, continues to provide itcrucial coordination and oversight role of field activitiesincluding support to WUAs until the actual completion ofthe on-going contracted irrigation rehabilitation works,expected in late 2015.

Uruguay: Uruguay Rural- Project Performance AssessmentOnly recommendations specifically addressed to

IFAD have been listed below.Uruguay PPA 1 CTRY STR COS Include analyses of political risk in decisions about

closing or continuing projects (especially risks arisingfrom changes in Government priorities). PMD couldalso review studies available from other institutionssuch as regional development banks/ World Bank/Economist Intelligence Unit) or include this as apriority during supervision, especially MTR.

This was taken into account in the design of the newproject, Pilot Project for Rural Inclusion (PPIR), inanalysing the political risk that would stem from thePresidential election in October 2014. The risks of achange of government and thus of a change of prioritieswas regarded as low, thus allowing the project design tobe based on government priorities at the time. This wasconfirmed by the continuity of government in theelections.

Uruguay PPA 2 CTRY OPER RME Supervision missions should be leveraged to developmonitoring and evaluation systems and processes.Clear deliverables and timelines should be developed(no more than two pages) outlining priorities andwhat needs to be done- this could be tracked duringmissions. These notes could cover (especially with

The only supervision mission so far for PPIR hasconcentrated on implementation readiness, including theM&E system, that uses to the largest extent possible thecapacities and system operating in the GeneralDirectorate for Rural Development (DGDR). At design, amonitoring matrix for the innovations to be tested by

31

EB2015/115/R

.5/Add.1


regard to baseline studies) basic guidance on design,indicators, methodologies and methodologicalchoices.

the project was agreed with government.

Uruguay PPA 3 CTRY OPER KM Experiences should be capitalised and learningshared using sub-regional platforms. This includesIFAD experience with regard to rural finance inUruguay, and the local committees which have beena valuable innovation. IFAD could suggest a sub-regional thematic group to REAF or MERCOSUR tostudy the experience and knowledge arising fromrural financial services (or technical assistanceprovided to the poor).

This is happening, with strong ownership bygovernment. In 2014, a study visit was organised byFIDA MERCOSUR for project implementers fromGuatemala and Honduras to look at theinstitutionalisation of the DGDR within the Ministry ofLivestock, Agriculture and Fisheries (MGAP), and also ofthe Mesas de Desarrollo Rural (MDR) pioneered by theUruguay Rural Project (PUR). Moreover, in February2015, a study tour to Uruguay is being organised byFIDA MERCOSUR for project implementers fromArgentina, both central and Provincial level.

Uruguay PPA 4 CTRY OPER KM IFAD should leverage the experience from PUR anddisseminate such good practices to other projects.This is addressed to SKD in collaboration with PMD.

In 2014, LAC held a seminar on public purchaseprogrammes, showcasing in particular the experience ofPUR. Further work is underway with the support by FIDAMERCOSUR, see above.

India: National Microfinance Support Programme- Project Performance AssessmentNo recommendation in the Recommendations

section (IV. B) was addressed specifically to IFAD.As agreed with IOE, only recommendations

addressed solely to IFAD will be covered under thePRISMA. Since the PPAs are not countersigned bythe government, IFAD management cannot hold

the government or project level authoritiesaccountable for follow up. The recommendations

extracted from the PPA are addressed togovernment/ national institutions, such as SIDBI,

or local players such as the active MFIs.China: Rural Finance Sector Programme- Project Performance Assessment

Only recommendations specifically addressed toIFAD have been listed below. The overall

recommendation related to future direction ofrural finance reforms depend crucially on the role

and objectives of the CBRC and the Ministry ofFinance (who have not signed off on the PPA) and

therefore cannot be followed up.

32

EB2015/115/R

.5/Add.1


China PPA 1 CTRY STR TGT Future IFAD interventions should continue developingand expanding financial services in poorer provincesand remote communities.

As per Government request, developing, expanding andintroducing/piloting innovative RF models/products inremote and poor rural areas through IFAD interventionshas been one of the key areas of focus in recent IFADoperations. The last three operations approved/to beapproved in China (namely SSADEP in Hubei (2013),JiMAAPP in Jiangxi (2014), and QLMAPRP in Qinghai(2015)) include a clear component/sub-componentaimed at facilitating access to financial services to targetgroups (i.e. poor smallholders, farmer cooperatives,ASMEs) and introducing innovative rural financeapproaches. Based on the current discussions related tothe development of the next COSOP (2016-2020), it isexpected that support to developing, expanding andintroducing/piloting innovative RF models/products inremote and poor rural areas will remain a key areas offocus in future IFAD-funded operations.

China PPA 2 CTRY STR RME RIMS and other impact studies should includeprofitability analysis of sample income generatingactivities financed by IFAD projects.

Business proposals developed in projects for financingare subject to scrutiny by Business Plan AdvisoryCommittee on their feasibility; Project PCRs haveincluded EFA of main project activities; Project M&Ehave been encouraged to undertake formal or informalprofitability analysis before embarking onimplementation of IGAs; Case-specific outcomemonitoring being introduced to capture benefits ofactivities to target groups.

China PPA 3 CTRY STR RFI IFAD should maintain regular interaction with CBRCand the Ministry of Finance to explore possibility ofparticipating in future rural finance sector reforms

Regular dialogues and interactions with CBRC and MOFon rural finance reforms have been maintainedthroughout the development of project pipeline andproject designs, and will continue, and possibly furtherenhanced, during the development of the next COSOP(2016-2020) and project pipeline. A regional grantaimed at documenting and piloting global best practiceson pro-poor rural financial services is currently beingimplemented to facilitate IFAD’s engagement with theconcerned stakeholders in this sector, and more so topursue innovative products/models to promote pro-poorrural finance in China. CBRC is the IA for the Chinacomponent.

33

EB2015/115/R

.5/Add.1


Georgia: Rural Development Project- Project Performance AssessmentOnly recommendations specifically addressed to

IFAD have been listed below. The recommendationrelated to strengthening food safety institutionsspecifically identifies the World Bank and other

partners(who have not signed off on the PPA), andtherefore cannot be followed up.

Georgia PPA 1 CTRY STR RFI Expand rural finance services. In future operations,IFAD should consolidate the progress made in ruralfinancial services by RDP, and ensure the MFIscontinue lending to small rural entrepreneurs inpractical and efficient ways. (Other recommendationsunder the expansion of rural financial services fallunder the ambit of future rural financial policies, andtherefore are meant for government follow up.)

Newly approved project for Georgia (AMMAR) willexpand the rural finance services and build on theexperience of the past projects in Georgia. In particularAMMAR will stimulate private investment bysmallholders and agribusinesses to upgrade priorityvalue chains through a coordinated use of matchinggrants for innovative "early adopter" investmentscombined with partnerships with mainstream financialinstitutions to expand lending to agriculture for follow-on and replication investments.

Georgia PPA 2 CTRY STR RME Future IFAD operations need to emphasize theimportance of marketing and value chaindevelopment to rural poverty reduction in Georgia.In this regard, future interventions should include awide range of activities, such as: capacity-building inmarketing, cold chain development, value chaindevelopment, market information, and technologytransfer for micro, small and medium enterprises.

The AMMAR project aims to raise incomes of smallholderfarmers and increase climate resilience through publicand private investments in upgrading climate-proofproductive infrastructure, enterprises and smallholderfarmer production systems and technologies in supportof inclusive growth of climate smart agricultural valuechains. AMMAR is a progressive investment in themodernization of agriculture in Georgia closely alignedto MOA's strategy and action plans. It places demand-driven climate smart investments at the centre of itsvalue chain approach and builds on the best practices inimplementation from within the Georgian experience. Itrightly places a priority in financial terms on hardinvestments to upgrade the neglected public and privateproductive assets and infrastructure. In addition, toachieve greater impacts and sustainability, these hardinvestments are supplemented by international bestpractices in inclusive value chain development selectedfrom IFAD and others' experiences.

34

EB2015/115/R

.5/Add.1


Georgia: Rural Development Programme for Mountainous and Highland Areas- Project Performance AssessmentOnly recommendations specifically addressed to

IFAD are considered. All recommendations insection IV. B are strategic and concern the futuredirection of rural development interventions. They

are therefore addressed to the government andother development partners. This includes:emphasis on government ownership, simple

project design, access to external markets underpara 106. Recommendations in para 108 and 109focus on two agricultural development scenarios-high mountain and low level arable systems- and

cover all interventions in these scenarios, andtherefore are addressed to the government and all

development partners.Bangladesh: Microfinance for Marginal and Small Farmers Project- Project Performance Assessment

Only recommendations specifically addressed toIFAD have been listed below. The

recommendations related to commercialorientation/ business skills of borrowers and

service delivery by MFIs are addressed to PKSFand MFIs.

Bangladesh PPA 1 CTRY STR RME Measuring results and impact requires greatersupport. IFAD should provide support at all stages –including proposing a solid basis for monitoring andevaluation in project design reports, terms ofreference for consulting services, consultant selectionprocess, reviewing proposed methodologies and draftreports. In this regard, IFAD may also wish toconsider strengthening the country programmemanagers’ capacity in the relevant areas.

IFAD has been providing consistent support to projectsto systematically measure impact at baseline andcompletion. In Bangladesh, all 5 recently completedprojects conducted both their baseline and completionsurveys, and 2 more recently effective projects haveconducted baseline impact surveys. IFAD HQ and CPOregularly review terms of reference and draft reports forstudies conducted by specialists. SSD is providing in-depth support and two projects have been selected forin-depth assessment as part of the impact initiative.APR has taken a number of initiatives to furtherstrengthen M&E capacity in the portfolio, including thedevelopment of a M&E e-training course and a RIMS e-tutorial. Therefore, all aspects of the recommendationhave been fully addressed.

35

EB2015/115/R

.5/Add.1


Bolivia: Management of Natural Resources in the Chaco and High Valley Regions Project - Project Performance AssessmentOnly recommendations specifically addressed toIFAD have been listed below (recommendationstaken in English from the executive summary).

Bolivia PPA 1 CTRY STR DES Reduce and focus the project intervention area. Thiscombination of a comprehensive, targeted territorialapproach and self-sufficiency is complex and requiresintensive work by experts. In view of its limitedresources, it is important to concentrate IFAD’s workin a few geographic areas, giving preference tolarge-scale interventions as opposed to pilot projects.

The new ACCESOS Programme as well as new designPRO-CAMÉLIDOS take into account geographicaltargeting to delimit the intervention areas, consideringthe poorest and most vulnerable municipalities which atthe same time offer potential in order to generate a trueimpact. This targeting is done in collaboration with theGovernment institutions, within the framework of thecurrent policies to contribute to the paradigm of VivirBien (Living Well).

Bolivia PPA 2 CTRY STR SUS The evaluation notes the need for a comprehensivestrategy for poverty reduction and sustainabledevelopment. Social and economic developmentmust be combined with natural resourcemanagement and conservation. Broader approachesare needed that take less time to yield benefits andthat strengthen organizations, leverage investmentswith existing initiatives, offer financial services,support access to value chains and markets, andfoster linkages with the public policy system.

The new designs take into account the promotion ofeconomic and productive initiatives with potential toaccess the market but without an adverse impact on thenatural resources. This is achieved mainly bystrengthening economic and territorial organizations innatural resource management, access to financial andnon-financial services, and productive policies on themunicipal level.

Bolivia PPA 3 CTRY STR NRM Combine a territorial approach with a socio-environmental approach. An approach is needed thatis simultaneously territorial and socio-environmental,that includes communities and local governments,and that involves participatory land-use methods andplans. This implies working with families andsearching for large-scale solutions, and forgingpartnerships and commitments for territorial action.

ACCESOS Programme combines the territorial approachwith the socio-environmental perspective(ACCESOS/ASAP). The idea is that the communities andthe municipal governments are able to work and link theparticipatory planning to territorial planning. In PRO-CAMELIDOS the economic initiatives have to beconnected to productive complexes and take intoaccount additionally natural resource management andclimate change resilience, as well as to buildpartnerships and synergies with the differentstakeholders active in the territory.

36

EB2015/115/R

.5/Add.1


Bolivia PPA 4 CTRY STR TGT Target vulnerable populations and tailor interventionmodalities to them. The new projects should adoptdifferentiated interventions that target differentbeneficiaries: on the one hand populations that havealready received support and/or have goodproductive or market access potential, and on theother more vulnerable populations to be targetedwith interventions promoting food security, habitat,microfinance and social policy. In this context,women's participation must continue to be prioritizedthrough affirmative action in view of theirinvolvement in livestock rearing and householdactivities such as fetching and using water and woodor growing vegetables.

In the ACCESOS Programme which is already inexecution and the design of PROCAMÉLIDOS, theparticipation of women and the youth as part of thetarget population is emphasized in the differentcomponents. In addition, the geographic targeting ananalysis of socioeconomic conditions of the targetgroups is taking into account. Targeting is done basedamont other on the following criteria: high percentagesof Unsatisfied Basic Needs (UBNs), extreme poverty,areas with a deep environmental impact, climatechange, etc.Moreover, the designs recognize the differentiatedcapacities and conditions within the target group andhave therefore incorporated different instruments andstrategies to the design. On the one hand, improve theconditions and capacities to overcome basic constraintsrelated to for example food security and, on the otherhand, give support to the groups with better conditionsand capacities to improve the quality andcompetitiveness of their products with a view to marketaccess. Furthermore, the new PRO-CAMELIDOS designtakes into account the progress achieved so far withpast projects (IFAD supported and supported from othersources of finance), aiming at clearly differentiated andspecific support to the different initiatives recognizingthe progress done so far in line and responding that isstill needed, differencing also the lines of business.

Bhutan: Agriculture, Marketing and Enterprise Promotion Programme- Project Performance AssessmentOnly recommendations specifically addressed toIFAD have been listed below. (CPM to confirm if

recommendations from SN2 onwards are relevantto IFAD and can be implemented specifically by

IFAD through its supervision and implementationsupport to projects in Bhutan.) The

recommendation on business and marketingexpertise in each dzongkhag is relevant to the

central and provincial governments.Recommendation 4 deals with decentralisation andsupport to agriculture through national processes,and hence pertains to the government's activities.

Similarly, recommendation 5 on environmentalfragility and the conflict between wildlife

conservation and intensification of farmingdepends on larger processes determined by

national policy, and therefore beyond the controlof IFAD.

37

EB2015/115/R

.5/Add.1


Bhutan PPA 1 CTRY STR PME It is recommended that IFAD continue support to theeast but with support beyond the regional boundariesto assist in effective value chain development. Thismay include strategic alliances with other donors toshare and connect efforts in value chain developmentacross the country.

The on-going project, Market Access and GrowthIntensification Project (MAGIP), covers six easterndzongkhags or districts. This loan will be closed on 31Dec 2016. At the back drop of AMEPP's PPArecommendations, IFAD is currently designing a newproject i.e. Commercial Agriculture and ResilientLivelihood Enhancement Programme (CARLEP) which isa climate-adaptive agricultural production andmarketing value chain project. The project will focus onvegetable and diary value chains, with an initial focus inthe east, spreading westwards. CARLEP is alreadyexploring strategic alliances with other donors such asWFP, EU and World Bank.

Bhutan PPA 2 CTRY STR PME Recommendation 1: Strengthen the focus on on-farm and post-harvest enterprise developmentcapacity within the eastern region; e.g. in supportingimproved enterprise business management practices,and increasing understanding of market fluctuations,viability and strategies for business adaptability tomarket conditions. This would require assistance toexisting groups that have potential to move towardsa formal cooperative business structure andoperations. It would also include investigation intoappropriate and viable technological advances inagriculture and post-harvest processing appropriateto the local context.

(a) On-going MAGIP interventions are dovetailed toaddress the elements of the PPA's Recommendation.MAGIP continues to focus on on-farm and post-harvestinterventions in the eastern region. These include (i)construction of new and improvement of existing farmroads to facilitate market access and inputs delivery; (ii)construction of new and renovation of irrigationinfrastructures to enhance agricultural production; (iii)expanding vegetable groups on value chain mode forenhanced production with improved technology (such asuse of poly-houses and sprinkler irrigations) and linkingthe vegetable groups with school feeding programmesas examples of established market-linkage; (iv)promotion of dryland farming with appropriate inputs(power tillers for farm mechanisation, electric fencingto minimize wildlife depredation, and supply of seedsand seedlings); (v) improved livestock interventions byestablishing dairy groups both for milk production andmilk processing units with fodder development; (vi)supply of quality pullets for egg production; (vii) supportfor private entrepreneur in the east for theestablishment of animal feeds production unit on PPPmodel; (viii) support for establishment of cold storagefor improved post-harvest facilities and market supportand (ix) establishment and operation of ‘one-stop-farmers-shops’ for farmers easy access to agriculturalinputs including farm tools, implements, seeds andfertilizers. Besides working with local government andextension systems for strengthening theseinterventions, MAGIP works with a number of otherstrategic partners such as SNV for strengthening thevegetable value chains, Research and DevelopmentCentre at Wengkhar for on-farm production andextension support models, Regional Livestock

38

EB2015/115/R

.5/Add.1


Development Centre at Khaling for dairy and poultrydevelopment, National Centre for Animal Nutrition atBumthang for development of animal feeds andnutrition, Regional Agriculture Machinery Centre atKhangma for power tiller operations and maintenance,Regional Agricultural Marketing and Cooperatives Office(RAMCO) for strengthening farmers groups andcooperatives as well as for market linkages, and privatesector Pema Feeds for manufacturing of animal feeds.

(b) The new value chain oriented CARLEP project inBhutan will address many elements of therecommendation further. The programme componentsfocusing around production, marketing and institutionalstrengthening will be all closely inter-linked on valuechain principles. The on-farm production systems foragricultural crops including vegetables and otherdiversified crops will integrate climate-smart farmingmodels with efficient technologies such as poly-houses,sprinkler irrigations, farm mechanisation, improved seedsystems and reducing post-harvest loss in storage andtransport. Livestock production for dairy milk will beintegrated with provision of improved breeds, animalsheds, feeds, animal health care and door-step milkcollection centres. Both on-farm vegetable and dairyproduction systems would be infused with efficientextension services and strengthening of farmers groups(vegetable groups and dairy groups) for reachingeconomic volume of production and the potentialfarmers groups eventually graduating to businesscooperatives. CARLEP will have provision for need-basednational/international TAs to support the project inaddition to building partnerships with various in-countrytechnical and R&D institutes. Supporting agriculturalcredit linkage and development of agro-entrepreneurship in farming sector involving the youthwould be additional focus of CARLEP by fosteringlinkages with national financial institutions, privatesector and various non-governmental organisations, andnational and international agencies.

(a) On-going MAGIP interventions are dovetailed toaddress the elements of the PPA's Recommendation.MAGIP continues to focus on on-farm and post-harvestinterventions in the eastern region. These include (i)construction of new and improvement of existing farmroads to facilitate market access and inputs delivery; (ii)

39

EB2015/115/R

.5/Add.1


construction of new and renovation of irrigationinfrastructures to enhance agricultural production; (iii)expanding vegetable groups on value chain mode forenhanced production with improved technology (such asuse of poly-houses and sprinkler irrigations) and linkingthe vegetable groups with school feeding programmesas examples of established market-linkage; (iv)promotion of dryland farming with appropriate inputs(power tillers for farm mechanisation, electric fencingto minimize wildlife depredation, and supply of seedsand seedlings); (v) improved livestock interventions byestablishing dairy groups both for milk production andmilk processing units with fodder development; (vi)supply of quality pullets for egg production; (vii) supportfor private entrepreneur in the east for theestablishment of animal feeds production unit on PPPmodel; (viii) support for establishment of cold storagefor improved post-harvest facilities and market supportand (ix) establishment and operation of ‘one-stop-farmers-shops’ for farmers easy access to agriculturalinputs including farm tools, implements, seeds andfertilizers. Besides working with local government andextension systems for strengthening theseinterventions, MAGIP works with a number of otherstrategic partners such as SNV for strengthening thevegetable value chains, Research and DevelopmentCentre at Wengkhar for on-farm production andextension support models, Regional LivestockDevelopment Centre at Khaling for dairy and poultrydevelopment, National Centre for Animal Nutrition atBumthang for development of animal feeds andnutrition, Regional Agriculture Machinery Centre atKhangma for power tiller operations and maintenance,Regional Agricultural Marketing and Cooperatives Office(RAMCO) for strengthening farmers groups andcooperatives as well as for market linkages, and privatesector Pema Feeds for manufacturing of animal feeds.

(b) The new value chain oriented CARLEP project inBhutan will address many elements of therecommendation further. The programme componentsfocusing around production, marketing and institutionalstrengthening will be all closely inter-linked on valuechain principles. The on-farm production systems foragricultural crops including vegetables and otherdiversified crops will integrate climate-smart farmingmodels with efficient technologies such as poly-houses,

40

EB2015/115/R

.5/Add.1


sprinkler irrigations, farm mechanisation, improved seedsystems and reducing post-harvest loss in storage andtransport. Livestock production for dairy milk will beintegrated with provision of improved breeds, animalsheds, feeds, animal health care and door-step milkcollection centres. Both on-farm vegetable and dairyproduction systems would be infused with efficientextension services and strengthening of farmers groups(vegetable groups and dairy groups) for reachingeconomic volume of production and the potentialfarmers groups eventually graduating to businesscooperatives. CARLEP will have provision for need-basednational/international TAs to support the project inaddition to building partnerships with various in-countrytechnical and R&D institutes. Supporting agriculturalcredit linkage and development of agro-entrepreneurship in farming sector involving the youthwould be additional focus of CARLEP by fosteringlinkages with national financial institutions, privatesector and various non-governmental organisations, andnational and international agencies.

Bhutan PPA 3 CTRY STR PME Recommendation 2: Facilitation of private publicpartnerships to gradually shift the region’sagriculture and enterprise sector towards a morecommercial approach, reducing dependency onGovernment services. This may involve brokeringarrangements with private enterprises beyond theregional and even national borders in a value chainapproach. The support for value chains should bepro-poor as far as possible, reaching into remoteareas, building on successes in AMEPP and MAGIP aswell as opening new and improved marketingchannels for niche markets.

(a) In line with the RGoB’s favourable policy on privatesector engagement / public private partnership inagriculture sector, MAGIP has demonstrated someencouraging examples of PPP. Pema Feeds establishedin Trashigang is on PPP model in which the machinerycost is funded by MAGIP and the investment for land,building and operation cost including marketing of feedsis contribution by the private entrepreneur. The ‘one-stop farmers shops’ are supported by government inprocurement of farm tools/implements and other inputs,and are housed either in government buildings orprivate buildings with government support but areoperated and managed by private entrepreneurs withperiodic supervision by government marketing agency(RAMCO).

(b) The essence of this recommendation is reflected inthe new programme. CARLEP is a demonstration ofcommercial vegetable and dairy farming. It is aprogramme encompassing production to marketing,addressing vital linkages along the value chain includinginstitutional strengthening, farm inputs, improvedproduction/ processing/post-harvest technologies,credits linkages and efficient farm inputs and extension

41

EB2015/115/R

.5/Add.1


services amongst others to ensure climate-smartagricultural practices and resilient farming communities.It is pro-poor as CARLEP will largely focus (particularlyat initial stage) in the eastern region with some of theDzongkhags/districts having the highest poverty rate inthe country. Commercial vegetable farming will beundertaken in remote areas wherever potential existwith farm roads access to facilitate inputs and marketlinkages.

(c) Notwithstanding the above initiatives, “facilitation ofprivate public partnerships to gradually shift the region’sagriculture and enterprise sector towards a morecommercial approach, reducing dependency onGovernment services”, in our assessment will remain‘work in progress’ for quite a while in Bhutan context.There are some encouraging upcoming examples ofprivate sector engagement in agro-horticultureparticularly in commercial plantation such as MountainHazelnut Plantation and Samdruk Jongkhar Initiativesfor organic farming. But given Bhutan’s challenging andunder-developed roads and transport infrastructuresthat entail high input and delivery costs, replication andupscaling of such successful initiatives may require atleast initial government support. Additionally, Bhutan ischallenged with limited agricultural land (about 4% ofland is arable but only 0.6% is permanently cropped,though up to 14% land could be developed asagricultural land) and increasing climate risks. Giventhis situation there are arguments for fine balancebetween the extent of commercial agriculture (usuallylimited to selected cash crops) and the need forincreasing crop diversification as opined by cropspecialists to ensure climate-resilient rural communitieswith locally grown cereal food security. According toBhutan Chamber of Commerce and Industry (BCCI)report “Key constraints within the sector include poorgovernance, limited access to credit, low public funding,inappropriate agricultural policies, and poor internationalterms of trade, adverse weather conditions, andinappropriate technology”. With Bhutan remaining anagrarian economy with over 65% of the labour forceengaged in farming, experts argue that these challengescould be overcome only by increasing publicinvestments in agriculture, encouraging privateinvestments and making agriculture sector an attractiveinvestment destination, as well as changing farming

42

EB2015/115/R

.5/Add.1


culture through mechanisation (given increasing farmlabour shortage due to rural urban migration) withimproved technology to attract more unemployed youthtowards agriculture. The sector, that provides for nearly60% of the country’s food requirements, could grow tomeet the local and international demand only ifadequate financial, marketing, production,transportations supports are provided. NotwithstandingGovernment’s recent initiatives to encourage privatesector investment in commercial plantations andmarketing of agricultural commodities, the pace ofuptake by private sectors remains minimal.

43

EB2015/115/R

.5/Add.1

Country Evaluation S N Level Nature Theme R Agreed Action Follow up 2014 Follow up 2015 (any changes to beupdated in 2015)

Corporate level evaluation: IFAD’s institutional efficiency and efficiency of IFAD-funded operations (from Action Plan)Recommendation 1: Scaling up of highimpact, innovative approachesemerging out of IFAD-supportedprojects and programmes shouldbecome the objectives of IFAD’sbusiness model

Increase strategic selectivity

CLE 1 IFAD PLCY TGT Prepare a paper outlining variousoptions for country selectivity forconsideration by the Executive Board.

The relevant paper is duefor the September 2014Board. IFAD managementbelieves that the issue ofcountry selectivity wouldneed to be addressed inthe context of the PBASWorking Group and thepaper to this effect isplanned to be submitted inthe September 2014session of the ExecutiveBoard.

Senior Management are proposing aninformal seminar with the Board in the 2ndquarter of 2015. The date will beconfirmed soon. Therefore, while work hasstarted in this regard, the future course ofaction in this area will be decided based onthe consultations with the Board.

Increase in-house technical expertiseand reduce dependence onconsultants

CLE 2 IFAD PLCY EFF Develop a grant programme toenhance strategic partnerships withFAO and CGIAR to provide technicalassistance to fragile and weaklyperforming borrowing countries and toincrease the production andmanagement of knowledge

A programme with theFood and AgricultureOrganization of the UnitedNations (FAO) to bolstersupervision andimplementation supportactivities to address issuesin poorly performingprojects, especially onesin fragile institutional andsocial contexts wasapproved by the ExecutiveBoard in September 2013.

The grant programme on capacitydevelopment of weakly performingprojects and country programmes hasbeen developed and rolled out, thereforeaddressing this recommendation. Theprogramme is implemented by FAO in 8countries with fragile and/or weakinstitutional settings in Africa, the MiddleEast and Asia. The Initiative providescapacity development to 18 on-goingprojects on about 7 main topics. IFAD hasbeen soliciting and tracking regularupdates on the progress of the grant andresults achieved.

CLE 3 IFAD PLCY FLD Help build national technical capacityby drawing on the growing skilledlabour force in borrowing member

IFAD is doing this indifferent ways. It isencouraging greater

Efforts have been undertaken in thisregard. In addition to the efforts outlinedin the 2014 update, IFAD is promoting

44

EB2015/115/R

.5/Add.1


countries government participationin all phases of itsprogramme and projectwork, and is promotinggreater cooperation andcofinancing with localpartners. With countrypresence and directsupervision, theinvolvment of locallyrecruited national staff ison the increase. This willhelp build, in part,national capacity in thelonger run.

South-South cooperation. The IFAD 10consultation process has highlighted this,and SSC will remain a strong focusthrough IFAD 10 (including as a clearindicator/ commitment, with clearinclusion in country programmes). Whilethis will be ongoing as a long-termcontinuous process, this has beenincorporated in IFAD's operatingframework, and thus the recommendationhas been addressed.

CLE 4 IFAD PLCY FLD Expand, as warranted, ICOs andstrengthen their capacity by recruitingcountry programme officers andassistants

The Executive Boardapproved theestablishment of 10additional offices in the2014-2015 period. Thisbrings total ICOs up to 50.The Executive Board wasinformed that the 10 newoffices will be staffed byCountry ProgrammeOfficers.

Regarding the 10 new ICOs, IFAD hasissued Note Verbals to the Governments toinitiate the process of establishing a HostCountry Agreement (Afghanistan,Myanmar, Liberia, Chad, Cambodia, Côted’Ivoire, Turkey, Morocco, KyrgyzRepublic). This has therefore beenimplemented within the time frame.Facility assessments have alreadycommenced for Cote D' Ivoire andMyanmar; other countries will be assessedin the upcoming months of the 2015.

CLE 5 IFAD STR HR Rationalize the use of consultants byrecruiting additional specialist staff inPTA, to increase in-house technicalcapacity for providing field supportduring project design and supervision

The creation of new staffpositions to strengtheninternal technical andpolicy expertise within PTAis underway, including inareas such as country-level policy engagementand dialogue, nutrition,institutions/ programmeimplementation and ruralenterprises/ markets.

All the required positions have been filled.This commitment has been fullyimplemented.

Balance the workload among CPMs

45

EB2015/115/R

.5/Add.1


CLE 6 IFAD STR HR Develop a more robust database with amanagement dashboard showing thestatus of the programme of work as atool for workload analysis

Reports already availablein PPMS showing status ofprogramme of work andCPM responsibilities forinvestment projects. Thisreporting will be furtherenhanced after thedeployment of GRIPS IIand introduction ofreporting from DataWarehouse.

In addition to the previous update, BODhas developed a time-estimation programwhich will be crucial in workload analysis.

CLE 7 IFAD STR HR Monitor CPM workloads using multiplefactors (design, supervision, policydialogue, etc.) and redistributeworkload as necessary, through staffrecruitment, rotation, countryredistribution, etc.

System reports as abovewill support this process.Further rationalisation ofthe workload among CPMshave been undertakenfollowing the conclusion ofEfficiency evaluation andthis exercise will beundertaken periodically.Over 2013, increasedefforts have focused onstaff mobility and careerdevelopment (including forCPMs)- overall, over 180people took advantage ofsome form of mobility,representing about 30% ofthe staff. This has beenfully followed up, butneeds regular monitoringin the future, which will beconducted throughstrategic workforceplanning measures.

Within the medium-term framework, thishas been fully addressed. Of course,human resource management, workloaddistribution, and career development willbe ongoing efforts in the organisation.Career development continues to receivesubstantial support and results werevisible in 2014 as well, with around 30%mobility within PMD over 2014. This hashappened through promotions (throughreclassification, through competitiveprocedures, through consultants/temporary staff being appointed to fixedterm positions), rotation (includingbetween HQ and ICOs) and countryredistribution. Further, in terms ofworkload analysis, BOD is working on atime estimation program.

Implement a more differentiatedallocation of resources and increasecustomization to country needs

CLE 8 IFAD PLCY PMA Focus administrative budget allocationsto increase support to projects facingpotential or actual risks (need-baseddifferentiated allocation of resources)

In cases where additionalresource allocations helpin improving theperformance of potentialor actual problem

IFAD's administrative budget, as managedby regional directors, is sufficiently flexibleto allocate funds for implementationsupport as needed, with additionalfinancing available. Also, in the response

46

EB2015/115/R

.5/Add.1


projects, additionalresources have been madeavailable. A significantpart of the portfolio is notfully responsive to IFAD'sefforts given that theseprojects are affected byfactors beyond IFAD'scontrol (such as projectsaffected by conflict).

to the Fragile States CLE, Managementhas stated that it does not agree withfurther differentiation of budget use.

CLE 9 IFAD PLCY TGT Develop and implement moreresponsive instruments for MICs

IFAD’s strategy andinstruments forengagement with MICs arebeing reviewed to increaseresponsiveness to evolvingcircumstances in thesecountries. Management'sproposals will be discussedin the IFAD10replenishmentconsultation within abroader review of IFAD'sbusiness model.

In line with the IFAD 10 activities andtargets, IFAD is revising its MIC strategy.IFAD will submit updated information onIFAD’s strategy on engagement with MICsby December 2015.

Aim for better integration betweenlending and non-lending activitiesKnowledge management and grantsstrategy

47

EB2015/115/R

.5/Add.1


CLE 10 IFAD PLCY KM Implement the KM framework andplan, including incentives for staffparticipation

The KnowledgeManagement Frameworkprepared in 2013 willenable IFAD to moreeffectively synthesize andmanage lessons,experience and knowledgefor improved performance.It supports the increasingfocus on and linkagebetween improved M&E,impact evaluation, policydialogue, partnership-building and scaling up. Aprocess is underway toidentify gaps and prioritiselearning activities in theform of a targeted KMplan, placing emphasis onlearning partnerships andimproved use of the globaland regional grantprogramme as a vitalknowledge instrument. Itsimplementation will beunderpinned by incentivesdeveloped for staff tomanage knowledge moreeffectively that wereintegrated into IFAD's newcompetency framework(based on a review ofgood practice in otherorganizations), and theIFAD-wide KMCoordination Group whichpromotes a morecollaborative and coherentapproach to KM.

The KM framework has already beendeveloped. In December 2014, OMCagreed to postpone the presentation of an18-month action plan to late 2015, due tothe recent appointment of the new AVP-SKD and reconfiguration of theDepartment. The additional time will allowSKD to further simplify and focus the KMFramework, in particular with regard topriority thematic areas. The action planwill reflect the reconfiguration andrefocusing of SKD and its work, especiallyin the development of knowledge productsto position IFAD’s knowledge globally. Itwill also be necessary to reviewaccountabilities for KM in the organization,given the centralized coordination functionmay no longer be feasible.

48

EB2015/115/R

.5/Add.1


CLE 11 IFAD PLCY RME Conduct, synthesize and report on upto 30 impact evaluations

A RIMS survey inventoryanalysis was carried out toselect the 24projects that will besubject to ex post impactevaluation. The sixprojects to userandomized control trials(RCTs) methods wereidentified. Theirevaluations will beconducted in the contextof the 3IEAgricultural InnovationThematic Window(supported with US$10million from DFID and theB&MGF). These projectshave beenmatched withinternationally renownedresearch institutions,includingIFPRI, WageningenUniversity and ResearchCentre, the University ofCalifornia, etc. which willconduct the impactstudies. Support for thedesign of RCTs for ASAP-related projects is alsobeing provided.

The 24 studies are on-going and will bedelivered between April and August 2015.The synthesis report will be ready by endof September 2015, and will cover resultsfrom the 24 ex-post evaluations, togetherwith the poverty projections and lessonslearned.

49

EB2015/115/R

.5/Add.1


CLE 12 IFAD PLCY EFF Revise internal guidelines to enhancethe strategic orientation of IFAD’sannual grant work plan for 2014-2015

Internal guidelines wererevised in January 2014 toimprove the strategicunderpinning of the grantallocation process andpipelinedevelopment. The Matrixthat drove allocations in2014 was fully based onand corresponds withIFAD's Medium-term Planand Strategic Frameworkobjectives. Therefore, thishas been fully followed upbut a possiblereorientation will bestructured after the grantsevaluation

While acknowledging the efforts ofconcerned Departments/Divisions toformulate a “strategic umbrella” to their2014 annual submission for grants, IFADmanagement did not find it sufficient todeliver a robust and clear corporateoutcome in the deployment of IFADgrants; the identified directions were toomany (10) and too broad to translate intoa focused 2014 grants portfolio. Therefore,in December 2014, IFAD managementapproved and the President issued astrategic guidance note for 2015 that aimsat rallying all IFAD Divisions around alimited number of key strategic directionsidentifying the expected priority use ofgrants in 2015, and facilitating thereby thepreparation of the 2015 divisional strategicannual work-plans. Five priority areaswere identified and assigned allocations;departments were requested to submitconcept notes that address the priorityareas for approval into the 2015 pipelineby the OSC.

CLE 13 IFAD PLCY EFF Review and update IFAD’s grantspolicy, strategy and procedures

Work on this action is inprogress. The on-goingCorporate Level Evaluationon the Grants Policy hastriggered discussion onissues relating to policyfocus and furtherstreamlining ofprocedures, also as a partof the root and branchreview of the grantprogramme led by IFAD'sVice-President.

The Policy for Grant-financing was clearedby IFAD management and is beingpresented to the Evaluation Committeeand April EB for approval. TheImplementing procedures will bepresented as a living document to the AprilEB for information, after which they will bepresented to IFAD management andimplemented.

CLE 14 IFAD PLCY EFF Upgrade the corporate managementinformation system on projects (PPMS)to include information on stand-alonegrants

Action completed. TheGRIPS (Grants andInvestment ProjectsSystem) was deployed inApril 2013.

This has been completed- information onstand-alone grants included in GRIPS.GRIPS includes information on all IFADfinanced projects (both investmentprojects and stand-alone grants) as wellas financing for projects that is managed

50

EB2015/115/R

.5/Add.1


by IFAD.

Policy dialogue

CLE 15 IFAD PLCY DIA Implement the action plan for CLPDprepared by PTA, including preparationof the first policy brief, active supportto CPMs, and preparation of 4-5country briefs per year

Advances have been madein mainstreaming policyengagement as a corepart of IFAD’s businessmodel through, amongothers, technical supportto country programmemanagement teams(CPMTs), learning eventsand consultations,including with policymakers from MemberStates. These initiativeswill be continued in 2014and 2015, not least as anintegral dimension ofscaling up processes. Theefforts around country-level policy dialogue arebeing led by a LeadTechnical Specialist –Policy (soon to be joinedby a Senior TechnicalSpecialist – Policy).

Policy engagement in COSOP and projectscontinues to be mainstreamed throughparticipation by two PTA policy specialists(the policy engagement/ dialogue teamhas been strengthened with the addition ofa senior technical specialist) in designmissions and CPMTs. Nine stand-alonecountry policy initiatives responding tospecific priorities identified by CPMs havebeen financed and have been/ are beingimplemented, using supplementary (IMI)funding. PTA has conducted a review ofpolicy engagement activities in all regions,to understand better the range and scopeof activities being carried out and identifyopportunities for PTA collaboration andsupport to CPMs. Work has started ondeveloping a toolkit aimed at assistingCPMs and project design teams to identifypolicy issues and constraints in bothCOSOP and project design processes; anddevelop approaches, as well as policy-related outcomes, objectives and activitiesthat respond to the analysis. This is anongoing process, but within the time-frame, this has been fully implemented.

Results-based country strategicopportunities programmes

CLE 16 IFAD PLCY COS Review and update IFAD’s RB-COSOPguidelines, including the criteria fordeciding when an RB-COSOP isrequired, e.g. in small countryprogrammes

The issuance of revisedRB-COSOP guidelines isscheduled for mid-2014.An inter-departmentalteam led by the AVP/PMDhas been set up, and willproduce a concise versionof RB-COSOP guidelinesand a full RB-COSOPSource Book.

This is ongoing, and very close tocompletion at the time of the drafting ofthe PRISMA report. The new version of theRB-COSOP Guidelines is scheduled to beapproved by IFAD Senior Management byJune 1, 2015.

51

EB2015/115/R

.5/Add.1


Streamline operational processes

Quality enhancement and qualityassurance processes

CLE 17 IFAD PLCY DES Revise the QE process The QE process has beenformally reformed with aview to enhancing theeffectiveness andefficiency of PTA'scontribution to the qualityof IFAD-funded projects.As a result, the bulk ofPTA engagement wasshifted from the QE reviewpanel “event” towardsgreater participation ofPTA in the countryprogramme managementteam (CPMT).

The proposed revision and reform of theQE process is complete, and thisrecommendation has been fullyimplemented.

52

EB2015/115/R

.5/Add.1


CLE 18 IFAD PLCY DES Revise the QA process; earlyengagement of staff may involve travel

The QA process has beenrevised. Following a pilotperiod in 2013, all projectconcept notes are nowreviewed before enteringinto IFAD’s project designpipeline (in addition to the“traditional” QA reviewheld at the end of theproject cycle). Moreover,in 2014, the QASecretariat is also pilotingan approach to provide QAinput at the QE reviewstage.

QA Secretariat staff willaccompany selectsupervision missions,starting in March 2014, tomonitor compliance withQA recommendations andbetter understandcommon challenges andissues encountered duringsupervision.

In 2014 the QUASAR project receivedadditional corporate sponsorship to furtherexpanding the platform in 2015 by refiningKM features of QA of Loans Reviews; andsupporting additional workflows for otherIFAD review processes: Concept Note andRB-COSOP reviews; Quality Enhancementreviews. The QA-at-QE pilot of providingQA comments at the QE stage willcontinue in 2015, using a demand-drivenapproach (i.e. each Region having twoopportunities to request QA input at theQE stage). At the end of the year anassessment of the two-year pilot will beconducted with a view toward determiningwhether the approach should beinstitutionalised and how it should befunded. Additional sources of funding todevelop the grants QE and QA workflowsare currently being identified. The reformsenvisaged in the time-frame have beenfully implemented to address thisrecommendation.

Project supervision and financialmanagement

CLE 19 IFAD PLCY SIS Issue revised guidelines for projectsupervision that incorporate therecommendations made in CLEE andthe corporate-level evaluation ofsupervision

Draft JointImplementation Reviewguidelines have beenprepared and circulatedinternally for commentsbefore being formallyissued.

Joint Supervision and ImplementationReview Guidelines have been drafted andare ready for approval in-house (processto be guided by Senior Portfolio Manager).The current draft addresses all therecommendations made during thecorporate level evaluation on supervision(see section on Supervision CLE in PRISMA2015).

53

EB2015/115/R

.5/Add.1


CLE 20 IFAD PLCY SIS Implement reforms to enhance thequality of financial management inprojects, such as introduction of risk-based methodologies, increasedreliance on country systems andcapacity-building in financialmanagement for project staff andIFAD’s workforce

Gradual introduction ofmodern FinancialManagement practices ison-going. A range of CFSGuidance Notes have beenissued on FM riskassessments, selection ofproject auditors, financialreporting anddocumenting results of FMassessments. Stafftraining was completed oncountry PFM (publicfinancial management)Assessments. Capacitybuilding events for projectstaff were conducted forAPR and WCA/ESA.

Modernisation of FM (financialmanagement) practices within CFS iscontinuing. Additional Capacity buildingevents have been now been completed forNEN and LAC clusters.

CLE 21 IFAD PLCY PMA Replace the LGS with a new, modernweb-enabled platform, to create astrong foundation for subsequentlydeveloping a borrower self-serviceportal that supports electronicdisbursements

The legacy loanadministration system hasbeen retired and thereplacement Flexcubesystem (Phase 1) with anintegrated DataWarehouse was rolled-outin November 2013. Workis on going to finalisecertain reports andfunctionalities which werenot ready on go-live. Thisis expected to be finalisedby Q2 2014.

Following successful commisisoning of theFlexcube Phase 1, additionalcustomisations are being implemented toleverage its full functionalities in reporting.Loan administration functionsin the systemhave now stabilised. With regard to therecommendation, this has been fullyimplemented, with the LGS (Loan andgrant system) now retired and thereplacement Flexcube firmly in place.

CLE 22 IFAD STR FLD Scale up the Nairobi disbursementprocessing unit to an interregionaldecentralized hub servicing Westernand Central, Eastern and Southern,and Northeast and Near Africancountries, by gradually shiftingadditional loan administration tasksfrom Rome to the Nairobi unit

The scaling up of theNairobi DisbursementCentre is progressing. TheCentre now processes allESA and 90% of WCAdisbursements. Transfer ofNEN disbursements to theCentre is scheduled tocommence by mid-2014.

Nairobi office continues to perform welland services all of ESA and 90% of WCAdisbursements. NEN disbursementscontinue to be processed at HQ. Thisrecommendation has been partiallyaddressed, with WCA and ESA serviced bythe Nairobi office.

Accounting and financial reporting

54

EB2015/115/R

.5/Add.1


CLE 23 IFAD PLCY FLD Provide an enabling environment tosupport extension of decentralizedcountry offices by implementing afinancial accountability framework fordecentralized operations in ICOs andenabling access to financial systems

This action is beingaddressed as part of abroader corporateinitiative, the outcome ofwhich will determineIFAD's approach toexpenditure monitoringand reporting on ICOs.

IFAD Country Presence decentralizationstrategy aims to improve the effectivenessof IFAD's work at the country level.To achieve this goal FSU has been focusedon standardizing processes as arequirement to further enhance ICOs'efficiency.Administrative guidelines and a standardbudget template have been implementedto better monitor and report on ICOs'procedures and expenditures. Moreover,CFS and FSU will work together toimplement the pilot for monitoring ICObudget in ESA with the view to leveragethis experience and apply to other regions.The extent of decentralisation will entail afull analysis, following which a decision canbe made as to the way forward on acorporate level.

CLE 24 IFAD STR EFF Enhance system automation andbusiness processes to achieve bothreporting accuracy and resourcemonitoring effectiveness, as well asprocess simplification

Actions completed include:automation of paymentsvoucher generation andcomputations of MICS forprocessing of Consultants'Payments; self- approvalof low value payments asan initiative of the riskbased controls framework;systems auto alerts forContributionscorrespondence withMember States. The fairvalue calculation tool hasbeen fully integratedwithin FXC andDatawarehouse. Thepayroll calculationmechanism has beenrevised.Actions in progressinclude: SupplementaryFunds database andreporting automation.

During 2015 CFS will continue working onthis area in focusing in particular in thecreation of a proper database within DataWareHouse (DWH) for contributions fromregular and supplementary funds in Q12015 CFS will complete historic datamigration for sup. Funds contributions inPeople Soft. CFS will work with PMD toenhance the usage of People soft projectcosting module in order to support RTA(reimbursable technical assistance). CFSaccounting will prepare some PIDs toenhance paperless environment and toautomate the closure process as well asstreamline payments, including UNDP.Payroll continues to streamline selectedmanual inputs which decrease the risk ofhuman error. Assessing actions takenwithin the time-frame, this has been fullyaddressed, while improvements willcontinue as a continuous process.

55

EB2015/115/R

.5/Add.1


Actions starting in 2014include: Payroll one-offstaff payments to beprocessed in Accountspayable; automation ofthe financial statementspreparation and reviewprocess; paperlessapproval.

Enhance staff skills and productivityCLE 25 IFAD STR HR Intensify staff training programmes in

project supervision, financialmanagement, etc.

Staff training on assessingPFM systems of countriesusing the PEFA (PublicExpenditure and FinancialAccountability)methodology wascompleted in November2013. An e-learning toolon IFAD's FM policies andprocedures has beendeveloped in all officiallanguages anddisseminated in early2014 to IFAD workforce,FM consultants and projectFM staff.

A number of training sessions on relatedissues have been organised since the lastupdate. This includes, inter alia, twotraining courses on procurement organisedfor staff across regions, two trainingprograms on supervision. Also, amanagement develop program has beendesigned and implemented to enhancemanagement skills. Therefore, thisrecommendation has been addressed withthe intensification of staff trainingprogrammes over the last two years(these efforts will be sustained andenhanced over time).

CLE 26 IFAD STR KM Make relevant knowledge productsavailable to frontline staff, such asCPMs, in easily accessible formats

Knowledge managementprocess have beenstrengthened within IFAD,with a continuous streamof learning andknowledge-sharing events,and improvements to thequality enhancementQE/QA processes. See alsoprogress on action 10above on KM Frameworkand Plan.

A number of knowledge products havebeen developed for CPMs and countryteams since the last update. This includes,inter alia, How To Do notes developed byPTA across a number of thematic areassuch as gender and value chains toenhance CPM capacity during design andimplementation. An updated handbook oneconomic and financial analysis is alsobeing developed, with the first volumemade available to all staff in March 2015.

56

EB2015/115/R

.5/Add.1


CLE 27 IFAD STR HR Intensify staff training programmes fortopics such as project supervision andfinancial administration, etc.

Same as 25 above.(repeated in the CLEEAction Plan submitted tothe Board; retained hereto retain the originalnumbering up to 50recommendations)

Same as 25 above.

CLEE recommendation 2: Articulateand implement a clear vision forcountry presence and how IFADwould operate in a decentralizedenvironment

CLE 28 IFAD PLCY HR Prepare and submit for Board approvala review of IFAD’s Country PresencePolicy and Strategy

IFAD's Country PresenceStrategy for 2014-2015was submitted to theExecutive Board inDecember 2013 (EB2013/110/R.5/Rev.1),then was discussed in aninformal session with theExecutive Board inJanuary 2014, andsubsequently wasapproved. This entails thecontinued use of existingcriteria for openingcountry offices andexisting criteria forselecting various modelsof country office and theexisting exit strategy forcountry offices, andfinally, establishment ofup to 10 additionalcountry offices, nine ofwhich are specified.

With the growing country office, the CLEE(CLE on efficiency) funds in 2014 wereutilized to enhance, acquire and bring upto standard the facility of the ICOs.In 2014, PMD further decentralized itsinternational presence by outposting 4CPMs to ICOs.Of the $1.5M CLEE budget, to dateapproximately $871,000 has beenexpended towards the upgrading of theICO facilities.

CLEE recommendation 3: Manageoversight and support units, includingcritical ICT functions, with a clearfocus on increasing service qualityand cost-efficiencyImprove business processes

57

EB2015/115/R

.5/Add.1


CLE 29 IFAD STR EFF Develop efficiency indicators andbenchmarks for key business processesto facilitate the identification ofopportunities for process streamliningand cost saving

The development of a newsuite of internal processefficiency indicators is inprogress to identifypragmatic ways oftracking costs andperformance in a numberof key processes; a pilotwill be launched in 2014.Preliminary consultationsare underway with otherIFIs about the possibilityof establishing commonprocess and efficiencymeasures.

Management endorsed a business processefficiency measurement framework thatcontains efficiency KPIs for costs,productivity, timeliness and quality ofIFAD's key business processes. Reportingon these indicators has beenmainstreamed into the annual planningand quarterly performance reporting of therespective business process owners(divisions) and will be further developed in2015.

CLE 30 IFAD STR EFF Delegate procurement authority todivision directors for conducting low-value procurement of up to €10,000and related changes in workflow

The new version of theCorporate ProcurementManual has been preparedand the agreed changeswill be applied in the firsthalf of 2014. This includesthe delegation of lowvalue procurements toDivision Directors. Thenew manual will be issuedwith a President’s Bulletinby end Q2 2014. Therelated changes inPeoplesoft workflow areexpected to be releasedby April 2014 as a pilotproject for 2 divisions.After successful testingthis will be rolled out toother divisions togetherwith an enhanced anduser friendly e-procurement interface.

The revision of the Corporate ProcurementManual was delayed in 2014, however it isnow on its final stage of approval workflowand we expect its final approval by Q22015. In the meantime, additional ruleshave been added to reinforce thedelegation of low value procurement toDivision Directors and the transparency ofthe procurement process. New competitiveprocedures have also been introduced forsupporting innovation and efficiency of theprocess. The Peoplesoft has been updatedand the new functionality on Delegation ofLow Value Procurement is being deployedto all IFAD Divisions.As second phase of this implementation, amore user-friendly Oracle e-procurementinterface is also under implementation andtesting. Completion foreseen by Q3 2015.

58

EB2015/115/R

.5/Add.1


CLE 31 IFAD STR EFF Further streamline travel processing,including making the necessaryadjustments to the ERP system

The following adjustmentsto the Peoplesoft systemare to be delivered byApril 2014: (1) allowanceof the system toautomatically process a50% DSA for PHP location,Rome; (2) implementationof the expense automationprocess; (3) pre-calculation of terminals onTA; (4) changes to thecurrent workflow, allowingTravel Manager to modifythe report after BudgetHolder approval,elimination of the need forBudget Holder approvalwhen the differencebetween TER and TA isless than 10%, batchapproval for TERs withzero changes. To bedelivered in Q2 2014: (1)integration with UNDSS toallow users to pre-populate data from theirTA; (2) review of BusinessPurposes related to travel;(3) control for consultantpayments.

(1) allowance of the system toautomatically process a 50% DSA for PHPlocation, Rome IMPLEMENTED; (2)implementation of the expense automationprocess IMPLEMENTED; (3) pre-calculationof terminals on TA IMPLEMENTED; (4)changes to the current workflow, allowingTravel Manager to modify the report afterBudget Holder approval, elimination of theneed for Budget Holder approval when thedifference between TER and TA is less than10%, batch approval for TERs with zerochanges IMPLEMENTED. To be deliveredin Q2 2014: (1) integration with UNDSS toallow users to pre-populate data from theirTA IMPLEMENTED; (2) review of BusinessPurposes related to travel POSTPONED TO2015; (3) control for consultant paymentsPOSTPONED TO 2015.

CLE 32 IFAD PLCY EFF Streamline the Corporate ProcurementGuidelines to enhance administrativeefficiency by eliminating transactionalsteps for low-value and low-riskpurchases

The new version of theCorporate ProcurementManual has been preparedand the agreed changeswill be applied in the firsthalf of 2014. This includesthe delegation of lowvalue procurements toDivision Directors. Thenew manual will be issuedwith a President’s Bulletinby end Q2 2014. The

The revision of the Corporate ProcurementManual was delayed in 2014, however it isnow on its final stage of approval workflowand its final approval is expected by Q22015. In the meantime, additional ruleshave been added to reinforce thedelegation of low value procurement toDivision Directors and the transparency ofthe procurement process. New competitiveprocedures have also been introduced forsupporting innovation and efficiency of theprocess. The Peoplesoft has been updated

59

EB2015/115/R

.5/Add.1


related changes inPeoplesoft workflow are tobe released by April 2014as a pilot project for 2divisions. After successfultesting this will be rolledout to other divisionstogether with an enhancedand user friendly e-procurement interface.

and the new functionality on Delegation ofLow Value Procurement is being deployedto all IFAD Divisions.As second phase of this implementation, amore user-friendly Oracle e-procurementinterface is also under implementation andtesting. Completion foreseen by Q3 2015.

Increase application of informationand communications technology

CLE 33 IFAD STR ICT Integrate the core IT platforms(Oracle-PeopleSoft ERP, Agile OpenSource and Microsoft)

Integration of core ITplatforms is more of anapproach than a specificproject. For example, theimplementation ofFlexcube integratedLoan/Grantsdisbursements withPeopleSoft Payments andthe Data Warehouse.GRIPS is integrating theLoan and Grants pipelinedata for the first time inIFAD history, with furtherintegration to thedisbursement system. Inaddition, in 2014 severalother projects introducingintegration werecompleted, including:· Scriptoria and theMultiCorpora translationsystem· Members interactivePlatform and theGoverning Bodies meetingtool· The People directorysystem with PeopleSoft HR· PeopleSoft T&E with theUNDSS security system

This has been implemented: see follow up2014. In addition to the integrationundertaken in 2014, further improvementsand new systems built on integratedplatforms are being envisaged. (Therefore,while this has been fully implemented,there will obviously be ongoing futuredevelopments as IT systems andrequirements evolve.)

60

EB2015/115/R

.5/Add.1


CLE 34 IFAD STR ICT Upgrade IFAD’s software systems toenable more effective and efficientadministrative support of ICOs

New systems GRIPs andFlexcube which arereplacing the legacy PPMSand LGS systems allowICOs browser basedaccess to IFAD’s coreproject pipeline anddisbursement systems.This means that ICOs willalways have access to thesame version of thesoftware as headquartersand removes theinefficient upgrading ofthe old client basedsystems.Analysis of the currentbusiness process hasstarted to understand therequirements of relevantstakeholders infunctionality such asprocurement, localpayments and expensereconciliation. Any changeto business process willrequire the agreementacross functional areasand may impact thehosting agreements interms of system use.A project is underway toprovide improvedconnection with ICOsspecifically in the firstinstance to improve VideoConferencing.

Providing an enabling environment forICOs continues to be a priority for ICT. AllCorporate applications are web-based andavailable via VPN on internet connectedcomputers. In addition, a more rapid,agile model for ICO support was adoptedin 2014 leading to significant progress ona number of fronts, including completionof the Video Conference and Wide AreaNetwork pilot projects resulting indeployment of dedicated VC facilities in 3Regional Divisions and WAN connectivity in3 ICOs. Provision of standard, centrallyprovided hardware and software to ICOs,implementation of ICO Computer backupto safe guard data, increased email quotasfor ICO staff to allow for morecollaboration between colleagues andfinally enhanced ICT security on all ICOequipment to protect IFAD data fromissues resulting in working in decreasinglydecentralized environments. From acorporate application standpoint, in 2015ICT has scheduled the realignmemt ofCorporate HR Applications, including e-RPA, Absence Management and e-Recruitment to improve administrativeefficiency for the country offices.Therefore, the upgradation of softwaresystems to provide effective and efficientadministrative support has beenimplemented.

61

EB2015/115/R

.5/Add.1


CLE 35 IFAD STR ICT Implement ICT systems to supportIFAD’s operational monitoring andevaluation processes

Systems identified tosupport M&E that wereidentified at ITGC for2014/2015 are:• Project financial riskindicators• Audit report tracking forGrants• Extend results andimpact monitoring toproject levelAt the impact level, newguidelines are beingdeveloped in 2014. Theprocess will include asoftware for data entryand analysis, to assistprojects and to bedeveloped by PMD inconsultation with ICT.

Analysis and development on the projectsfor financial risk indicators and auditreport tracking for grants is underway. Thedefinition of requirements for project onthe extended results and impactmonitoring will be finalized in the first halfof 2015.

CLE 36 IFAD STR ICT Implement mobile technologies toallow access to IFAD systems on themove via a range of devices includingsmart phones and tablets

New applications beingdeveloped are browserbased and so can beaccessed from mobiledevices. The Members'interactive platform forexample was upgraded toallow use from mobiledevices, resizing thelayout of informationdepending on the devicebeing used. Oracle havereleased an application formobile devices whichallows access of IFADbusiness intelligence (BI)applications from mobiledevices which is currentlybeing tested.Moving forward,opportunities to leveragemobile technologies will beanalysed in areas such as

Mobile devices are an entirely new way forstaff to interact with IT services. ICT willimplement a Mobile Device Corporatestrategy and the infrastructure needed toenable staff to securely maintain officeproductivity on mobile devices. This is amulti-year project. In 2015 ICT will lay thefoundation by implementing a MobileDevice Management platform, drafting thepolicies and procedures needed andselecting a service provider for mobiledevices. In addition, "mobile" is a guidingprincipal for application development and3 core platforms are being upgraded tosupport this initiative, including Peoplesoft(PeopleTools 8.54 upgrade), BusinessIntelligence and Sharepoint.

62

EB2015/115/R

.5/Add.1


approval processes.

CLE 37 IFAD STR ICT Develop business intelligence solutionsto provide relevant managementinformation to support businessdecisions

The new LGS reportingwas implemented in DataWarehouse using BI.Employee BI dashboardsfor HRD which give adahsboard view ofemployee data held in thedifferent PeopleSoft HRmodules have beendelivered for use in HRD.The latter will be rolledout as a self-servicefunctionality for allemployees in 2014.

In 2015 it is planned to enhancecontributions reporting to includesupplementary funds.

CLE 38 IFAD STR ICT Introduce GRIPS, retire PPMS andreconfigure existing systems that relyon PPMS

CSD: GRIPS has beenimplemented for Grants. Aproject is currentlyunderway to bringinvestment project datainto GRIPS, scheduled forgo-live in early Q2 2014.This will improve reportingsignificantly as it will allowfinancial and other data tobe sourced from multipleapplications.

GRIPS was released in Q2 2014 andprovides oversight onto the full portfolio ofInvestment Projects and Grants. PPMSdata was migrated to GRIPS prior to therelease. In 2015 the remaining systemsthat rely on PPMS for data will bereconfigured to source data from GRIPS.Therefore, the introduction of GRIPS iscomplete, the retirement andreconfiguration of other systems is almostcomplete.

63

EB2015/115/R

.5/Add.1


CLE 39 IFAD STR ICT Upgrade the Operations Dashboard toaccommodate new businessimperatives, using information fromGRIPS and Flexcube

This is envisaged onceDataWarehouse has beenfully populated.DataWarehouse will allowfor integration ofinformation from differentsystems (i.e., PeopleSoftand FlexCube) and withinmodules of PeopleSoft.

Further integration of project data into thedata warehouse will provide enhancedreporting across IFAD’s project portfolio

CLEE recommendation 4: Bettermanage scarce budgetary resourcestowards high-quality results

CLE 40 IFAD PLCY EFF Augment capacity in the central budgetfunction; a Director of BOD will berecruited, reporting to the VicePresident of IFAD

Director of BOD has beenrecruited and joined inApril 2014, reporting tothe Vice-President.

Key action of hiring a Director of BODalready done in 2014

CLE 41 IFAD OPER EFF Strengthen the mid-year review andoptimize the budget reallocationprocess

The mid year reviewprocess in 2014 willbenefit greatly from thecentralization of the fundsarising from vacantpositions. A rigorousreview will be carried out,led by a senior consultant.

The mid-year review process in 2015 willcontinue to be enhanced to ensureavailable funds are dynamically re-allocated to emerging corporate priorities.This recommendation has been fullyimplemented, and the mid-year reviewprocess is now institutionalised in theorganisation.

CLE 42 IFAD OPER EFF Study the possibility of automatingquarterly budget monitoring andsharing

Automation and sharing ofquarterly reports is beingdeveloped within theOracle BI tool, and will bepiloted in due course.

This action is ongoing and will rely heavilyon in-house Oracle BI expertize that hasjust been recruited.

CLEE recommendation 5: Managestrategically the skills composition,cost and performance of theworkforce

CLE 43 IFAD STR HR Refine the strategic workforce planningexercise in 2014 (and successiveyears), to ensure that IFAD has therequisite workforce in terms ofheadcount, competencies and skills toenable it to deliver on the key strategicobjectives of IFAD9, 2013-2015

The SWP is firmlyestablished as an annualprocess that provides astaffing complement foreach division, which isused as the basis for theannual budget exercise.The process to agree onthe workforce for 2015

This has been implemented andmainstreamed. SWP is firmly establishedas an annual process that provides astaffing complement for each division,which is used as the basis for the annualbudget exercise. The process to agree onthe workforce for 2016 will be guided thisyear by the corporate priorities emergingfrom the 2016-2018 MTP exercise.

64

EB2015/115/R

.5/Add.1


begins in March 2014.

CLE 44 IFAD OPER HR Develop and implement a job titlingand job family system for IFAD, as afollow-up to the job audit exercise

Job family and job titlingsystems were endorsed bythe OMC in December2013. Also, the OMCendorsed the introductionof Generic Job Profiles inIFAD. These three toolswill be officially launchedin March 2014.

New job families and titles wereintroduced in 2014, as were Generic JobProfiles for the overwhelming majority ofpositions. This has therefore beenimplemented.

CLE 45 IFAD OPER HR Implement a new rewards andrecognition framework, taking intoaccount best practices for talent andrewards management that includemonetary and non-monetary rewards

IFAD's first Reward andRecognition Frameworkincluding monetary andnon-monetary rewards willbe implemented in 2014based on the 2013performance cycle. TheFramework complies withICSC guidelines and isaligned with key UNcommon system prioritiesin the area of humanresources management.

The Reward and Recognition Frameworkwas successfully implemented in 2014,recognizing excellent performance in the2013 performance cycle. The IFAD modelis being carefully studied by the ICSC as itplans for the wider introduction ofincentive pay in the Common System.

CLE 46 IFAD OPER HR Strengthen the performancemanagement system to providemanagers with the tools to recognizeexcellent performance and to motivatestaff to achieve continuously strongerresults

Following an externalassessment, IFAD'sperformance managementprocess and system havebeen further enhanced insupport of theimplementation of theReward and RecognitionFramework. As part of thisprocess, a newCompetency Frameworkwas launched in 2013 andwill be a central elementof IFAD's HR managementas it will be used instrategic workforceplanning, recruitment,performance managementand 360 degree feedback,

In addition to successfully implementingthe new Reward and Recognitionframework, including monetary and non-monetary rewards in 2014 , based on theresults of the 2013 performance cycle,IFAD also strengthened the performancemanagement process to include a moreaccelerated MRG schedule, aiming atfinalizing the PES cycle in early April 2015to ensure early final feedback to staff ontheir prior year performance and time totake advantage of non-monetary rewards,including travel to facilitate familiarizationwith ICO operations.

65

EB2015/115/R

.5/Add.1


reward and recognition,and staff development.

CLE 47 IFAD OPER HR Follow up on the 2012 Global StaffSurvey to address key staff concerns

During 2013 a majorfollow up to the 2012 GSSresults was organized.Staff were consulted ontheir major concerns andon required actions.Senior Managementagreed on 6 recommendedactions through anextensive consultationprocess.Recommendations andactions that wereimplemented includespecific policy changesand supportivearrangements (e.g.indefinite contracts,rotation, online career/interview coaching)behavioral changeinitiatives (e.g. IMTbehavioral commitments,management developmentprogramme) andimplementation of newways to engage staff (e.g.info to staff on EB,organisation of first GlobalStaff Meeting, etc.). InFebruary 2014 OMC waspresented with a summaryof results.

IFAD successfully completed the 2012Global Staff Survey (GSS) action plans andpublished the final results in 2014, whichincluded many concrete improvements(including resumption of indefiniteappointments; new management andleadership development programmes; anew career management guide andindividual career counselling andcoaching). The 2014 GSS was carried outin October 2014, the results were reportedand consultative work on developing anaction plan was completed by the end of2014, which was approved by the OMCand EMC in early 2015. The results showimprovements in all measured areas,many statistically significant, includinggreater confidence in leadership, andimprovements in all HR-related areas,including effectiveness and fair applicationof HR policies; trust and satisfaction withthe performance assessment and rewardssystem; career and staff development;promotions; confidence in the staffselection system; mobility opportunities;and relevance of training activities.

CLEE recommendation 7: Instil aninstitutional culture of accountabilityand performance, and strengthenreporting for results

66

EB2015/115/R

.5/Add.1


CLE 48 IFAD OPER HR Revise the IFAD accountabilityframework to incorporate CLEErecommendations

An update on IFAD’saccountability framework,including an outline of thekey components, waspresented to the ExecutiveBoard in its 110th session.Details and structures ofthe three components-political covenant withmember states, internalcontrols and complaintsand responsemechanisms- wereoutlined. Further, theCLEE recommendationsare being addressed bythe divisions/ departmentsconcerned forincorporation into IFAD’saccountability framework

Management has completed the process ofreviewing and modernizing IFAD'sDelegation of Authority Framework.Significant progress was made in manydifferent areas. The question of devolvinggreater authority to field offices in order toaccompany IFAD's new and evolvingbusiness model has been considered andwill be addressed more comprehensively inthe next stage by PMD. A modernelectronic platform that is accessible anduser-friendly was launched in December2014.

CLE 49 IFAD OPER HR Define delegation of authority toaddress CLEE recommendations

Management is currentlyreviewing and modernizingIFAD's Delegation ofAuthority Framework. Thiswork will cover a range ofdifferent areas, all the wayfrom the delegation ofauthority on financial andhuman resource matters,to devolving greaterauthority to field offices inorder to accompanyIFAD's new and evolvingbusiness model. Thiswork is currently inprogress and is beingundertaken under theoverall guidance of theOffice of the President andVice President, in closecollaboration with theOffice of the GeneralCounsel. Improvements

Management has completed the process ofreviewing and modernizing IFAD'sDelegation of Authority Framework.Significant progress was made in manydifferent areas. The question of devolvinggreater authority to field offices in order toaccompany IFAD's new and evolvingbusiness model has been considered andwill be addressed more comprehensively inthe next stage by PMD. A modernelectronic platform that is accessible anduser-friendly was launched in December2014.

67

EB2015/115/R

.5/Add.1


will be made to areasidentified in the CLEE asrequiring further attention,in addition to the concernsreported by IFADdepartments through aninformation collectionprocess that has been setin motion. A modernelectronic platform, that isaccessible and user-friendly, is the expectedend product.

CLE 50 IFAD STR RME Improve the data and information basefor IFAD’s Results MeasurementFramework

M&E and impactevaluation capacity isbeing strengthened toprovide expert advice toprojects at differentstages of the programmecycle. Impact evaluationguidelines have beendeveloped, placing strongpremium on theintegration of IFAD-supported project M&Esystems within broadernational M&E systems. Tosupport gendermainstreaming throughoutIFAD’s programmes andprojects, IFAD has set upsystems to closely monitorand report on genderindicators. Guidelines forRIMS and the preparationof PCRs will be updated in2014 to ensure thatimproved M&E and impactassessment methods andpractices are fullymainstreamed into IFAD’sresults measurementprocesses.

This has been implemented- a number ofchanges and improvements have alreadybeen incorporated into the guidelines/handbooks/ systems used in IFAD tomeasure results. An illustrative list ofchanges in the last year includes: (a)updating the RIMS 1st and 2nd levelHandbook to incorporate climate-changerelated indicators, (b) updating the impactsurvey guidelines, now produced as oneintegrated set issued by SKD/ PMD toavoid multiple messages (this includesbest practices in impact assessments,provides a menu of options to projects toassess impact, includes core indicatorsfrom the RIMS surveys, includes an annexon gender and women's empowermentbased on the Women's Empowerment inAgriculture Index), (c) updating the PCRguidelines (they will be finalised as soonas the Evaluation Manual is updated, toensure alignment). Therefore significantchanges have been implemented over2014-2015, but obviously this will be anongoing process as the context in whichIFAD operates changes, and as the stateof the art M&E practices and tools evolveglobally.

Documents

President’s Report on the Implementation Status of ......EB 2015/115/R.5/Add.1 iv PRS Poverty Reduction Strategy PRO-CAMELIDOS Integral Development Programme of the Bolivian Altiplano