President’s Report on the Implementation Management … · JTELP Jharkhand Tribal Empowerment and Livelihoods Project (India) KM Knowledge Management LAC Latin America and Caribbean

Note to Executive Board representatives

Focal points:

Technical questions: Dispatch of documentation:

Lisandro MartinChiefOperational Programming and Effectiveness UnitProgramme Management DepartmentTel.: +39 06 5459 2388e-mail: [email protected]

Raniya KhanResults SpecialistTel.: +39 06 5459 2954e-mail: [email protected]

William SkinnerChiefGoverning BodiesTel.: +39 06 5459 2974e-mail: [email protected]

Queries with respect to the comments of the IndependentOffice of Evaluation to the report should be addressed to:Oscar A. GarciaDirectorIndependent Office of Evaluation of IFADTel.: +39 06 5459 2274e-mail: [email protected]

Executive Board — 121st SessionRome, 13-14 September 2017

For: Review

Document: EB 2017/121/R.11/Add.1

EAgenda: 7

Date: 8 August 2017

Distribution: Public

Original: English

President’s Report on the ImplementationStatus of Evaluation Recommendations andManagement Actions (PRISMA)

Volume II

Recommendations and follow-up actionstaken by Management

Addendum

EB 2017/121/R.11/Add.1

i

Contents

Abbreviations and acronyms iiCategories used for the classification of actions/ recommendations vi

Corporate level evaluations (CLEs)

CLE: PBAS (April 2016) 1

Evaluation Synthesis Reports (ESRs)

ESR: Non-Lending Activities in the Context of South-South Cooperation 4ESR: Environment and Natural Resource Management 8ESR: IFAD's Engagement with Indigenous Peoples 13ESR: FAO's and IFAD's Engagement in Pastoral Development 24

Country Programme Evaluations (CPEs)

CPE Brazil 29CPE Bangladesh 35CPE Turkey 40

Project Performance Assessments (PPAs)

PPA Brazil 48PPA Lao People's Democratic Republic 53PPA Nigeria 57PPA Kyrgz Republic 58PPA China 61PPA Djibouti 66PPA Ethiopia 68PPA Mauritania 73

Impact Evaluations (IEs)

IE India 75

Historic Follow up from 2016 79

CLE: Fragile and conflict-affected states and situations 79CLE: Replenishments 89

Historic Follow up from 2015 96

CLE: IFAD Supervision and Implementation Support Policy 96

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Abbreviations and acronymsABC Brazilian Cooperation AgencyACPO Associate Country Programme OfficerADB Asian Development BankADDS Agence djiboutienne de développement social (Djibouti)AGPO Association de Gestion participative des Oasis (Mauritania)APIU Agricultural Projects Implementation UnitAPR Asia and the Pacific DivisionARIS Agency for Community Development and InvestmentARPP Annual Review of Regional Portfolio PerformanceARRI Annual Report on Results and Impact of IFAD OperationsASAP Adaptation for Smallholders Agriculture ProgrammeASPIRE Agriculture Services Programme for Innovation Resilience and Extension

Project (Cambodia)ATMP Access to Market Project (Kyrgyz Republic)AWPB Annual Work Programme and BudgetBB Bank of BrazilBFE Batwa Forest ExperienceBNDES Brazil's National Economic and Social BankCADA Commodity Apex Development Association (Nigeria)CADFund China-Africa Development FundCAF Latin American BankCAFER Centre for Support to Women and Rural PeopleCAR Bahia Development and Regional Action Company (Brazil)CASP Climate Change Adaptation and Agribusiness Support Programme (Nigeria)CASS Chinese Academy of Social SciencesCAU China Agricultural UniversityCBARDP Community Based Agricultural Rural Development Programme (Nigeria)CDA Community Development AssociationCDD Community driven developmentCDSP IV Char Development and Settlement Project – Phase IV (Bangladesh)CIF Community Investment FundCIPO Cambodia Indigenous People OrganizationCLEAR Center for Learning on Evaluation and ResultsCOM Communications DivisionCOOPERCUC Cooperativa Agropecuária Familiar de Canudos, Uauá e Curaçá (Brazil)COP Conference of PartiesCOSOP Country Strategic Opportunities PaperCOSTABCPE Country Programme EvaluationCPEC Caisse populaire d’épargne et de crédit (Djibouti)CPIA Country Policy and Institutional Assessment (World Bank)CPM Country programme managerCPMP Community Pasture Management PlanCPMT Country Programme Management TeamCSB network of credit and savings banks (Djibouti)CSN Country Strategy NoteCSRA Surul Centre for Services in Rural Area (India)DDP Drylands Development ProgrammeDEF Development Effectiveness FrameworkDPSIP Disaster preparedness strategic investment program (Ethiopia)DSF Debt sustainability frameworkEB Executive BoardECD Environment and Climate DivisionECPRPNS Environment Conservation and PovertyReduction Programme in Ningxia and

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Shanxi (China)EGDF Ethnic Groups Development FrameworkEMC Executive Management CommitteeENRM Environment and Natural Resource ManagementESA East and Southern Africa DivisionESMF Environmental and Social Management FrameworkFADES Fonds arabe de développement économique et social (Mauritania)FAO Food and Agriculture Organization of the United NationsFECC Foreign Economic Cooperation Center (China)FIMI International Indigenous Women's ForumFNML Southern Laos Food And Nutrition Security And Market Linkages

Programme (Lao PDR)FOD Financial Operations DepartmentFPIC Free, prior and informed consentFSU Field support unitGALS Gender Action and Learning SystemGAP Southeastern Anatolia Project (Turkey)GCF Global Climate FundGDF General Directorate of Agrarian Reform (Turkey)GEF Global Environmental FacilityGIZ German Corporation for International CooperationGKS Global Engagement, Knowledge and Strategy DivisionGLF Grant life fileGoB Government of BangladeshGOE Government of EthiopiaGRIPS Grants and Investment Projects SystemGTWDP Goksu-Taseli Watershed Development Project (Turkey)HCA Host Country AgreementHH HouseholdsHQ HeadquartersHRD Human Resources DivisionHTDN How to do noteICO IFAD Country OfficeICT Information and communication technologyIGA Income-generating activitiesILC International Land CoalitionILRI International Livestock Research InstituteIOE Independent office of evaluation of IFADIP Indigenous PeoplesIPAF Indigenous Peoples Assistance FacilityIPC International Policy Centre for Inclusive GrowthIPO Indigenous Peoples' OrganizationIPPF Indigenous Peoples Planning FrameworkIPRCC International Poverty Reduction Center in ChinaIPS Inter Press Service Agency from RomeIPSSDD Indigenous Peoples' Sustainable and Self-Determined DevelopmentIT Information TechnologyITFC Institute of Tropical Forest ConservationIVI IFAD Vulnerability IndexIWGIA International Work Group on Indigenous AffairsJCTDP Jharkhand-Chhattisgarh Tribal Development Programme (India)JES Joint Evaluation SynthesisJSIR Joint Supervision and Implementation ReviewJTELP Jharkhand Tribal Empowerment and Livelihoods Project (India)KM Knowledge ManagementLAC Latin America and Caribbean divisionLDP Northern Region Sustainable Livelihoods through Livestock Development

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Project (Lao PDR)LGA Local Government Authority (Nigeria)LGED Local Government Engineering DepartmentLGOP Leading Group Office on Poverty Alleviation and Development (China)LMDP I & II Programme Livestock and Market Development Programme I & IILR Learning RoutesM&E Monitoring and EvaluationMANIP Mongolian Association of Native and indigenous PeopleMFI Monetary Financial InstitutionMFS Micro-finance SectorMFWA Ministry of Forestry and Water Affairs (Turkey)MGNREGA Mahatma Gandhi National Rural Employment Guarantee ActMGP Matching Grant ProgrammeMIC Middle income countriesMICO Oases Investment and Credit Association (Mauritania)MOA Ministry of Agriculture (China)MoD Ministry of Development (Turkey)MOF Ministry of Finance (China)MoFAL Ministry of Food, Agriculture and Livestock (Turkey)MoU Memorandum of UnderstandingMRWRP Murat River Watershed Rehabilitation ProjectMSD Ministry of Social Development (Brazil)MTR Mid-Term ReviewNEN Near East, North Africa and Europe divisionNRM Natural Resource ManagementNSLCP Northern Smallholder Livestock Commercialization Project (Lao PDR)NSLCP-RFSP Northern Smallholder Livestock Commercialization Project – Financial

Services Programme (Lao PDR)NSO Network Support OrganizationsO&M Operation and MaintenanceOMC Operations management committeeOPE Operational Programming and Effectiveness UnitOPELIP Odisha Particularly Vulnerable Tribal Groups Empowerment and Livelihood

(India)OSECCPAPBAS Performance based allocation systemP4D Pastoralist driven data management system projectPAA Food Procurement Programme (Programa de Aquisição de Alimentos)

(Brazil)PACE Promoting Agricultural Commercialization and

EnterprisesPAD Performance and Disbursement Variable (for PBAS)PAD project appraisal documentPAF Poverty Alleviation Fund Project (Nepal)PASK II Projet de lutte contre la pauvreté dans l'Aftout Sud et le Karakoro Phase II

(Mauritania)PCDP II & III Pastoral Community Development Project II & IIIPCR Project Completion ReportPDDO Programme de Développement Durable des Oasis (Mauritania)PDMM Projet de développement du microfinancement et de la microentreprise

(Djibouti)PIM Project Implementation ManualPKH Pastoral Knowledge HubPKSF Palli Karma-Sahayak FoundationPLIMP Pasture and Livestock Improvement Project (Kyrgyz Republic)PMD Programme Management Department

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PMU Programme Management UnitPNAE National School Lunch Programme (Programa Nacional da Merenda Escolar)

(Brazil)PPP Potential Problem ProjectPRAREV Programme d’appui à la réduction de la vulnérabilité dans les zones de

pêches côtièresPRM Resource Mobilization and Partnership OfficePRODEFI Projet de Développement de Filières Inclusives (Mauritania)PRONAF National Programme for the Strengthening of Family Agriculture (Brazil)PRT Portfolio Review TeamPSR Project Status ReportPTA IFAD Technical Advisory DivisionPUU Pasture Users UnionQA Quality AssuranceQE Quality enhancementRBA Rome-Based AgencyRBM Résau Billital MaroobeRIA Research and Impact Assessment DivisionRIMS Results and impact management systemRLIP Rural Livelihoods Improvement Programme in Attapeu and Sayabouri (Lao

PDR)RMF Results measurement frameworkRSP Rural Sector PerformanceSACP Smallholders Agriculture Competitiveness ProgrammeSECAP Social, Environmental and Climate Assessment ProceduresSETAF Territorial Service for Family Farming (Brazil PPA)SF Strategic FrameworkSIPs Strategic Investment PlansSIS Supervision and implementation supportSKD Strategy and Knowledge DepartmentSLMP Sustainable land management flagship programme (Ethiopia)SLPMG Smallholder livestock production and marketing groupsSSC South-South CooperationSSTC South-South Triangular CooperationTCI FAO Investment CentreTOR Terms of ReferenceUCRT Ujamaa Community Resource TrustUN United NationsUNDP United Nations Development ProgrammeUNDRIP United Nations Declaration on the Rights of Indigenous PeoplesUNFCC United Nations Framework Convention on Climate ChangeUNGC United Nations Global CompactUNMICO Union nationale des mutuelles d’investissement et de crédit oasien

(Mauritania)URDP Uplands Rural Development Programme (Turkey)UWA Uganda Wildlife AuthorityVAC Village Administration Committee (Lao PDR)VCDP Value Chain Development ProgrammeWB World BankWCA West and Central Africa divisionWFP World Food ProgrammeWGG Working Group on Governance

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Categories used for the classification of actions/recommendationsSN Serial Number

Type of evaluationCLE Corporate Level EvaluationCPE Country Programme EvaluationPPA Project Performance AssessmentIE Interim Evaluation

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

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

ThemesALL AllocationsASR Analysis, studies and researchesBEN Beneficiaries and stakeholders’ participation and consultationCOS Country Strategic Opportunities Programme (COSOP), also including country

strategyDEC DecentralizationDES Project designDIA Policy dialogueEFF EfficiencyGDR Gender (including targeting to women)GOV GovernanceGRT Grants/ grants financing policyHR Human resources (management, recruitment)ICT Information and communication technologyINF Infrastructure (construction, contracting, management, supervision)INN InnovationKM Knowledge managementNRM Natural resource management and environmentORG Organizations, groups, institutions and collective approachesPAR PartnershipPRM Private sector, market and enterprise development, value chainsPMA Project management and administration (incl. financial management)REPL ReplenishmentRFI Rural financeRME Results monitoring, evaluationSCA Replication and scaling upSOU South-south and triangular cooperationSTRA StrategySUP Supervision and implementation supportSUS SustainabilityTCB Training, capacity-buildingTGT Targeting

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Corporate Level Evaluation: PBAS (April 2016)

Corporate level evaluation: PBAS (April 2016)

Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusCLE 1 IFAD PLCY ALL Enhance the PBAS’s design. IFAD Management should

propose necessary enhancements to the PBAS designfor approval by the Executive Board. In doing so,specific attention should be devoted to:(a) Strengthening the rural poverty focus of the countryneeds component of the formula, in particular byassessing how measures of vulnerability and fragility,income inequality and non-income poverty can beincluded;

IFAD has enhanced the PBAS rural poverty focusthrough the inclusion of the IFAD Vulnerability Index(IVI) in the needs component of the formula. The IVIis made of a set of twelve indicators that reflectcountries’ vulnerability, inequality, food security andnutrition situation.

F

CLE 2 IFAD PLCY ALL (b) Further sharpening the PBAS objectives and overallspecifications, also ensuring that IFAD’s core mandateof promoting food production and food security isadequately reflected;

The proposed changes to the PBAS formula are alignedwith IFAD’s Strategic Framework 2016-2025, as thisreflects the priority areas for IFAD’s work asdetermined by its Member States.

F

CLE 3 IFAD PLCY ALL (c) Refining the RSP variable by revisiting theunderlying indicators and questions; and

The RSP questionnaire has been revised in two ways:i) by incorporating the macro-level questions formerlyin the CPIA, which is no longer part of the formula;and ii) through the review of the questionnaire in orderto better align it with IFAD’s mandate and currentpriority areas. Guidance on the indicators related toeach question has been provided.

F

CLE 4 IFAD PLCY ALL (d) Reassessing the balance between the country needsand country performance components of the PBASformula.

While the finalisation of the PBAS formula is ongoing,all scenarios proposed by Management show anincreased balance between the needs and performancecomponents of the formula.

F

CLE 5 IFAD PLCY ALL Streamlining processes for better effectiveness. Giventhe unavailability of the CPIA score for numerouscountries, Management and the Board should reflect onwhether to retain the CPIA variable in the countryperformance component of the PBAS formula.

The inclusion of the CPIA in the PBAS formula hasbeen discontinued and its relevant elements have beenincluded in the revised RSP.

F

CLE 6 IFAD OPER ALL With regard to the RSP, due attention should bedevoted to systematising and strengthening the RSPscoring and qualityassurance processes and viewing them as anopportunity to strengthen partnerships at the nationallevel, knowledge management, and policy dialogue.

As mentioned above, the RSP questionnaire has beenrevised and guidance on the indicators related to eachquestion has been provided. In addition, Managementis developing a quality assurance system that willfacilitate ratings standardisation across divisions. Theenhanced RSP ratings will offer robust analytics for theformulation of IFAD country strategies, and providingan input for conducting more evidence-based countrylevel policy

O

CLE 7 IFAD OPER ALL Moreover, ways should be explored to capture IFAD’s Management has proposed to substitute the current NAG

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Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusperformance at the country programme level, beyondthe PAR.

PAR with a performance and disbursement (PAD)variable. Similarly to the PAR, the PAD builds on thenumber of projects at risk in any given country and toit a disbursement dimension. The PAD diverges fromthe current methodology in three aspects: (i) itexcludes potential problem projects (PPPs) from thecalculation; (ii) it includes a measure of disbursementperformance at the portfolio level, so that a lowdisbursement rate will result in a lower PAR value; and(iii) it takes into account the age of individual projectsin the portfolio, as we know that the pace ofdisbursement of younger projects is slower, and that itincreases as projects age. PPPs are excluded so as notto penalize early identification of potential challengesand to incentivize mobilization of additional operationalsupport before projects become an actual risk. Theinclusion of a disbursement measure underlines theability to disburse resources promptly and efficiently,to finance project implementation, as a predictor ofproject success. Thus the PAR rating for portfolios thatlag behind in disbursing their financing will be reduced.In doing this, the age of the portfolio will be taken intoconsideration. The proposed methodology ensuresobjectivity in the calculation process, as it is based ona formula. In line with the current methodology, thethree-year PAR average will be used in the PBASformula to reduce volatility in year-on-year allocations.

CLE 8 IFAD PLCY ALL Improving efficiency. Based on a more robust andparticipatory process, it is recommended that the RSPscore be done less frequently, rather than annually as iscurrent practice.

Starting in IFAD10, RSP scores are done once perreplenishment cycle.

F

CLE 9 IFAD PLCY ALL Moreover, specific measures should beintroduced to formally collect feedback on the proposedRSP and PAR scores from in country authorities, beforethe scores are confirmed and fed into the PBAS.

RSP: Management will collect in-country authorityfeedback on the RSP assessment as part of the QAprocess. PAR: As the PAR is an internally calculatedindicator and as per best practices amongst otherorganizations, Management does not agree to formallycollect in country feedback before finalizing the rating

NAG

CLE 10 IFAD PLCY ALL Reallocations should be formally done earlier in anythree year allocation cycle than the current practice.

Management is developing a methodology to formallyreallocate resources earlier in the cycle, to be testedduring IFAD10.

O

CLE 11 IFAD PLCY ALL And finally, efforts need are needed to ensure a betterspread of the total annual commitments across thethree years of any allocation cycle. This will require

Undertaking reallocations earlier in the cycle, as perthe response above, will facilitate the spread ofcommitments across the three years as per this

O

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Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statustightening forward planning processes, in particular byensuring better linkages among project pipelinedevelopment, country allocations and administrativebudget earmarking.

recommendation.

CLE 12 IFAD PLCY ALL Management and Governance. IFAD should take a morecorporate approach to the PBAS in general. In thisregard, one measure is to establish a standing inter-departmental committee on the PBAS, inter alia, todiscuss RSP scores, the list of countries to be capped,reallocations and lessons in implementation of thePBAS. This committee would make recommendations tothe Executive Management Committee for anyadjustments deemed necessary.

For the sake of efficiency and appropriatemainstreaming of PBAS decision-making into corporatedecision-making processes, Management hascommitted to seeking guidance more systematically onPBAS from the two existing interdepartmental bodiesin IFAD, i.e., the Operational Management Committee(OMC) and the EMC. Both bodies have fullinterdepartmental representation and decision-makingauthority, and have cleared all Management proposalsfor changes to the PBAS proposed in the course of2016-2017, prior to presentation to the EB.

NAG

CLE 13 IFAD PLCY ALL Moreover, to enhance the transparency of the system,progress reports should be more comprehensive andshould include information on reallocations, capping andany strategic and systemic issues warranting guidancefrom the Board.

Starting in 2016, Management reports to the EB on thePBAS have been enriched with additional informationregarding minimum and maximum allocations,capping, the inclusion of new countries after the startof the cycle, and other methodological issues.

F

CLE 14 IFAD PLCY ALL Generating learning. Implementation of the systemshould receive more explicit monitoring and shouldgenerate continuous learning and cross-fertilization ofexperiences across CPMs, regional divisions andcountries.

Explicit and systematic monitoring of the system isundertaken by Management through the yearlyallocation exercise, the process of reallocation, and theregular pipeline monitoring. As regards learning, thetechnical working group on PBAS established to reviewthe PBAS following the CLE has been instrumental tofurthering IFAD staff knowledge and learning on PBAS.Moreover, in December 2016 Management organizedthe first learning event on PBAS for IFAD staff. Oncethe review process has been completed, Managementwill develop a PBAS manual for internal and externaldissemination to enhance transparency in andknowledge of PBAS allocations and the managementprocess. Additionally as part of IFAD OperationsAcademy, staff will receive further sensitization to thePBAS.

F

CLE 15 IFAD PLCY ALL A consolidated review or evaluation of the PBAS shouldbe planned for six years after the revised PBAS designdocument is adopted by the Board, and the introductionof a periodic review process should also be considered.

This recommendation may be addressed to IOE. NA

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Evaluation Synthesis Report: Non-Lending Activities in the Context of South-SouthCooperation

Evaluation Synthesis Report: Non-Lending Activities in the Context of South-South CooperationEval. SN Level Nature Theme R Recommendation 2017 Follow Up Status

Recommendation 1:Provide conceptualclarity and practicalguidance at corporatelevel for IFAD’s supportto SSC.

ESR 1 IFAD STR SOU A short document should be developed toclarify objectives, financing, operationalpathways and staff incentives for integratingSSC, focused on knowledge-sharing in IFADcountry programmes, and with adifferentiated approach (possibly reflectingthe three-tier approach described in sectionIII.C). The document should also clarifywhat is considered to be SSC in the IFADcontext and which support options the Fundwill offer. Such clarification would be helpfulgiven the strong push from Member Statesto do more on SSC and the varyingexpectations of those Member States.

In 2016 GKS prepared and received theExecutive Board's endorsement of a newcorporate approach for South-South andTriangular Cooperation (SSTC). Thedocument articulated the variousdefinitions of SSTC, how they relate toIFAD's mandate and comparativeadvantage, and how the new approach isaligned to IFAD's 2016-2025 StrategicFramework and also spelled specificdomains of activity

F

ESR 2 IFAD STR SOU Since SSC is not an end in itself, based onits comparative advantage it is vital for IFADto articulate what sort of SSC can enhancethe impact of its portfolio and contribute toits mandate, and which areas are lessimportant, or should even be avoided. Thisis also important in order to clarify the typesof SSC support that should be reported on.

The new corporate approach articulatestwo domains of activity for IFAD:technical cooperation and investmentpromotion. For each domain, a variety ofinstruments and activities were alsoidentified that would be of focus andinterest to the Fund over the near-term.

F

Recommendation 2:Better mainstream SSCinto countryprogramming through astructured approach.

ESR 3 IFAD STR SOU This may involve more systematic andproactive assessments of countries' interestin sharing knowledge, as well as exchangingwith and learning from others regarding

Beginning in 2016, GKS beganorganizing support missions to provideSSTC technical assistance to IFADcountry programme managers designing

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solutions to common developmentchallenges in the context of countryprogrammes.

new COSOPs. Two pilot missions (Indiaand Indonesia) were undertaken in2016. Four missions (Mozambique,Armenia, Dominican Republic and Benin)will be undertaken in 2017.

ESR 4 IFAD OPER TCB Such efforts should be accompanied by staffcapacity building to enhance theirunderstanding of SSC and approaches tomainstreaming SSC.

A specific capacity building program hasnot yet been developed. However, underthe IFAD Operations Academy trainingon SSC for IFAD staff is planned.

O

ESR 5 IFAD STR SOU For instance, COSOPs might identify keyareas of demand by the respective countriesfor South-South learning, and potentialSouthern partners that may be able to sharerelevant experience and knowledge. Thisidentification process could cut acrossdifferent aspects of COSOPs, from keythematic areas covered in strategicobjectives, to the policy agenda, to anindicative pipeline of projects. Investmentprojects could consider opportunities formutual learning from the design stage, whileleaving room for needs that may emergeduring implementation.

As noted in response to ESR 3, COSOPsupport missions are being undertakento scope and identify opportunities,lessons learned, and gaps in order toembed SSTC activities at theprogrammatic and project-level in amanner that aligns with each country'srespective needs and interests.Furthermore, IFAD has a corporatecommitment to ensure that SSC isembedded in 50% of new COSOPs.

O

ESR 6 IFAD STR SOU South-South exchange, which may besupported through regional and globalgrants, can be linked to the country-levelpolicy engagement agenda.

GKS is in continuous contact with theIFAD divisions in order to contribute toregional and global grants, which includeSSTC components, on an ad hoc basis.Moreover, the SSTC and GlobalEngagement teams are working togetherto find synergies between the respectivework programs.

O

ESR 7 IFAD OPER SOU IFAD might reflect on guidance formainstreaming a cross-cutting theme (forexample, gender) within institutionalprocesses, which emphasizes theimportance of "drivers" such asorganizational culture/leadership, humanresources capacity/training, staff incentives,dedicated financial resources, as well asorganizational standard setting andreporting procedures.

The paper IFAD's Approach to South-South Cooperation includes an entiresection dedicated to mainstreaming theapproach, including incentives, financialresources, and organizationalinfrastructure (such as monitoring andreporting).

F

ESR 8 IFAD OPER SOU In this connection, IFAD may explorepossibilities for allocating funds to createconditions for mainstreaming SSC. Fundingmay be used, for example, during theproject design stage to assess the

In 2017, and as outlined in the corporateapproach to SSTC, GKS is preparing aSSTC Fund Mechanism concept notewhich will outline the need for a pool ofsupplementary, in-kind and staffing

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knowledge needs that other Southerncountries could respond to. Linking South-South knowledge-sharing with investmentsand concrete actions or policy engagementdoes not necessarily require substantialresources. What counts is the flexibility andtimeliness of financing.

resources which IFAD could use to fundSSTC activities at the corporate level aswell as to provide incentives formainstreaming SSTC activities into theFund's portfolio.

ESR 9 IFAD OPER RME IFAD should also track and monitor SSCactivities and initiatives in grants andinvestment projects more systematically andwith a stronger results orientation.

In 2017, IFAD will prepare and launchIFAD's first-ever SSTC flagship reportwhich will provide both a quantitativeand qualitative stock-taking of IFAD'sSSTC activities to date. The report willserve as a first step in developing adatabase and methodology formonitoring and reporting on IFAD's SSTCactivities.

O

ESR 10 IFAD STR SOU Such information could be fed into theSecretary-General’s annual report on SSC inthe United Nations System (expected in thesecond half of 2016), where IFAD support toSSC will become visible.

GKS is in regular contact with the UNOffice for South-South Cooperation andwill provide inputs into its annualpublications in order to contribute toefforts to report on SSTC activities at thepan-UN level.

O

Recommendation 3:Systematically build up acatalogue of ruraldevelopment solutionsand provide a platform tomake them accessible

ESR 11 IFAD OPER KM IFAD’s role as a rural knowledge broker canbe strengthened by enhancing the quality,quantity and accessibility of the knowledgeit offers, in particular based on the wealth ofexperiences and solutions generated fromSouthern partners of IFAD financedinvestment projects. This requires a solidoperational framework, as well as enhancedstaff capacity, for capturing, validating,packaging and making knowledge availablein ways that ensure quality, relevance andadaptability. The catalogue should be a“living” repository, updated and enrichedregularly, and can build upon ongoingknowledge management efforts by PMD.

In 2016, GKS submitted and receivedapproval for a proposal to use CapitalBudget funding to create an online webplatform for promoting and sharing ruraldevelopment solutions. In 2017, GKS isleading the internal team tasked withdeveloping the web platform as well ascreating a mechanism for identifying andvetting rural development solutionsdrawn both from IFAD's portfolio as wellas the portfolio of various partners.

O

ESR 12 IFAD STR SOU Identification and validation of knowledgemight also be accelerated by closercollaboration with Southern providers

In 2017, GKS is developing a grantconcept to identify and validate ruraldevelopment solutions emerging from

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(including MIC development agencies,ministries of agriculture and grassrootsorganizations) through grants, andonsistent mapping within investmentprojects.

the South with a particular focus on ICT.The grant concept will be open forawarded on a competitive basis withselection criteria that benefit from closecollaboration and partnerships withinstitutions from the global south.

Recommendation 4: Giveconsideration to greaterin-house coordinationarrangements and inter-divisional collaboration

ESR 13 IFAD OPER SOU Currently SKD is mandated to promote theSSC agenda in collaboration with PMD. PRMalso has a role to play in terms of resourcemobilization to support SSC mainstreaming,particularly through COSOPs. Given thatPMD is the key player in mainstreaming SSCinto country programmes and capturingknowledge from the field, considerationshould be given to how SKD and PRM couldbest support such efforts.

In 2017, GKS launched a newcoordination mechanism at IFAD calledthe "inter-departmental working groupon SSTC". The body has representativesfrom each regional division as well asPMD front office, PRM, COM and ICT. Theworking group meets every six weeksand discusses topics both at thecorporate and regional level.

F

Recommendation 5:Continue pursuingopportunities forcollaboration with theRBAs in a practicalmanner at corporate andcountry levels.

ESR 14 IFAD STR PAR Continued interaction with FAO and WFPfocal points for SSC could focus on quickwins, for instance through joint stafftraining, in-country pilots to captureknowledge, and information sharing onstrategic and operational approaches.

RBA collaboration is a key pillar of IFAD'snew corporate approach to SSTC. Giventhis, in 2017, GKS/PMD Front Office andFAO are developing a partnership tomake use of $50 Chinese trust fundadministered by FAO to fund design andimplementation support activities inIFAD projects.

F

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Evaluation Synthesis Report: Environment and Natural Resource Management

Evaluation Synthesis Report: Environment and Natural Resource ManagementEval. SN Level Nature Theme R Recommendation 2017 Follow Up Status

Recommendation 1. IFADshould explore options tocontinue and broaden theuse of grant finance toboost the integration ofENRM, not just climatechange adaptation, into itsfuture operations.

ESR 1 IFAD STR GRT Although, there is undoubtedly someunderstatement as indicated above, thedata on ENRM funding appears to be quitelow in the context of IFAD’s ENRM policycommitment and its efforts to mainstreamENRM into its investment portfolio.Without ASAP the level of funding lookseven lower. Also, GEF funding plays alarge role in relative terms, certainly in theadaptation arena. In fact, ASAP and GEFcombined are almost equivalent to ENRMlending over the period 2010-2015. Thereis significant value in IFAD’s continuingefforts to mainstream ENRM. However, ifIFAD is really to implement the goal of“sustainable intensification”, it needs ameans to generate substantial incentives,preferably financial, within theorganization to make this happen. Whilethere are disadvantages to relying onsupplementary funding instruments, thereis clearly an imbalance at present, leavingthe challenge of mainstreaming ENRMeffectively under resourced. IFAD shouldtherefore pursue options for grant financeto galvanize efforts to balance theincentives already in place to tackleadaption and global environmental issuesby supporting the innovative approachesto improving poor farmers’ livelihoodsthrough sustainable management and use

IFAD intends to strengthen its effort tomainstream ENRM. There is an internaldiscussion within PMD on how tostrengthen mainstreaming ofEnvironmental sustainability duringIFAD11. 15 IFAD grants with ENRMcomponents and 5 ASAP projects havebeen approved. There were 3 new GEFIAP projects (Kenya, Swaziland andNiger) endorsed. IFAD is activelyparticipating in the GEF& replenishmentprocess and some relevant priorityareas for IFAD are related tosustainable food systems, landdegradation and ecosystemmanagement. On Climate, amainstreaming paper was submittedfor review to the Board in September2016, and modified to reflect thecomments received for the DecemberBoard in 2016. The first phase of ASAPwill be closing in September 2017 thusa new Trust Fund for ASAP 2 wasapproved by the Board in December2016. The aim is to finance technicalassistance to IFAD investmentswhereas climate change adaptationactivities will be financed by the loan.IFAD was accredited to GCF in October2016 and has already started to buildits portfolio.

F

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of natural resources. This is IFAD’scomparative advantage. (Para 206-209,212, 215).

Recommendation 2. IFADshould strengthen its effortsto foster demand for greaterintegration of ENRM at thecountry level.

ESR 2 IFAD STR BEN To complement the policy direction andthe financial and technical resources thatIFAD can provide for ENRM, there issignificant scope for addressing demand atthe country level for more ENRMintegration. While recognizing that IFADhas recently adopted a specific focus onbetter treatment of ENRM during COSOPpreparation, the value of strongengagement with country level sectorplanning processes, building on theirpolicy and strategy initiatives, andengaging with a wider set of partners atgovernment and non-government levels isessential if agriculture sector strategiesare to embody an “evergreen revolution”approach to which IFAD is committed. Agood number of recent CPEs make thisrecommendation. The demand from somecountries for ENRM interventions isconstrained by traditional approaches tothe agriculture and natural resourcessectors and poor coordination amongdifferent government agencies whendeveloping sector strategies and especiallybudget allocations through conventionalgovernment processes. IFAD, in itsspecialized role, can help to shapeagriculture sector strategy, building onexisting strengths, and promote greatercoordination between government bodiesto ensure an improved level of priority forENRM issues.

Through SECAP, which entered intoforcein January 2015, IFAD ismainstreaming environment andclimate from the early stage of COSOPsplanning and project design. After thelessons learned during the last twoyears of implementation and takinginto account new requirements fromthe international community, theprocedures are being updated forfinalization late 2017. Governments aremore aware of the importance ofenvironmental sustainability andnatural resource management toguarantee the success of theoperations in the sector and increaseproduction. In particular, land andwater resources management formultiple uses for poor communities isnow a concern for many IFAD partnersand solutions are starting to beincorporated in project designs. Eventhough there are now some goodexamples, more needs to be done inimproving IFAD projects support forwider ENRM in catchments to protectsoil and the water source wheninvesting in infrastructures forincreasing access to water (irrigation,rainwater harvesting facilities, wellsand pounds). Two How-to-do notes,one on watershed management andone on irrigation, are under preparationand both will contribute to demonstrateconcrete solutions to addressing thisissue and the importance of crosssector and multi stakeholderengagement for success of landscape

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level ENRM conserving ecosystemservices, sustaining rural livelihoodsand promoting sustainable agricultureproduction.

ESR 3 IFAD STR COS Clearly, the most feasible entry point isCOSOP preparation, but IFAD can play animportant role in following upcommitments in the COSOP throughsupport to partners to ensuremainstreaming of an ENRM focus,especially for the rural poor living indifficult environmental conditions. (Para204, 211).

As mentioned above through SECAP,IFAD is mainstreaming environmentand climate from the early stage ofCOSOPs planning and project design.

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Recommendation 3. IFADshould enhance its focus onthe contribution of ENRMactivities to povertyreduction.

ESR 4 IFAD STR DIA IFAD’s ultimate goal is to improve thelivelihoods and wellbeing of the rural poor.The investment in sustainable agricultureproduction and natural resourcesmanagement is designed to contribute tolivelihoods enhancement and povertyreduction for the rural poor, especially thesmallholder farmer, as well as to improvesustainability overall. IFAD’s ENRM agendais a key element of this mission. IFADshould increase its, and its countrypartners’, understanding of how ENRMinterventions contribute to povertyreduction and upgrade its knowledgemanagement and communication strategyfor this issue. This is important both forenhancing the incentives for integratingENRM within the organization as well asshaping policy and strategy at the countrylevel. This can be especially powerful inpromoting a “mainstream” value for ENRMamong decision makers dealing withbudgets and setting priorities forinvestment.

IFAD is continuing to advocate ENRMimportance in poverty reduction ininternational fora. In 2016, IFADparticipated the UNFCC COP22 inMarrakesh and in the Convention onBiological Diversity COP13 in Cancun.IFAD is also an active member of theUN Environment Management Group,and through it, UN agencies arediscussing how to promote theimplementation of Agenda 2030, fromthe environmental sustainabilitydimension.

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ESR 5 IFAD OPER KM Among the options for action areknowledge products designed to “makethe case” for better integration of ENRM inthe agricultural sector and guidance

Communication and knowledgeproducts have been published.Advantage series: The EconomicAdvantage, the Drylands Advantage,

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materials on how to estimate the value ofnatural resources assets for the livelihoodsand incomes of poor farmers. (Para 217,218).

the Biodiversity Advantage, How to-do-Note: Conservation Agriculture in sub-Saharan Africa. IFAD has produced aweb tv series of "Recipes for Change".The World Environment Day wascelebrated with a climate changelecture and announcement of the lastRecipe for change. IFAD also offersregular outreach seminars tointernational organisations and IFAD aswell as Climate cinemas. Foursafeguards webinars have beendeveloped and four SECAP awarenesstraining events have been held (88IFAD staff at regional learning events,87 IFAD staff attended PMD learningdays). SECAP e-learning was launchedin April 2016 and 27 people registered.There have been 4 workshopsintroducing the GEF IntegratedApproach for Food Security in Sub-Saharan Africa. Further, IFAD hasconducted climate change trainings incollaboration with the Red Cross usingclimate games in start-up workshops.

Recommendation 4. IFADshould enhance its datamanagement andmonitoring of ENRMprojects.

ESR 6 IFAD OPER RME Despite corporate initiatives to strengthenthe integration of ENRM, it is disappointingthat the ENRM impact domain ratingsremain low. Addressing this requiresbetter data. First, IFAD is currently unableto account accurately for the level ofinvestment in ENRM projects. This isdespite an increasing emphasis on thisdomain in the SF and the Replenishmentprocess. IFAD should take measures totrack ENRM investments better, takingaccount of the nature of much of IFAD’sENRM focus, especially ENRM activitiesthat are part of integrated packages ofmeasures aiming at improved livelihoods.This implies a focus on how IFAD project

An analysis of the ENRM tracking andhow to improve ENRM tracking in theproject portfolio shows that there is aneed to categorize project activities.Even at early design phase in theProject Design Report and also in theCOSTAB it would be valid toincorporate some categories for ENRMactivities in order to monitor and trackinvestments in this field. There havebeen some initiatives to respond to thisissue. There are for exampleEnvironment and Social classification aswell as a climate change classificationin GRIPS. IFAD is currently developinga tracking system for the SECAP,

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fund allocations are classified and trackedto ensure that ENRM interventions can bemonitored.

including its studies, to enable closermonitoring and respond toenvironmental and climate changechallenges arising in the project cycle.

ESR 7 IFAD OPER RME Second, in terms of measuring,monitoring, and indeed evaluating ENRMperformance and in order to betterunderstand the causes of weakperformance, it will be important to get abetter grasp of what can be understood tobe specific to this type of projects and howthe results of ENRM projects are bestmeasured and monitored. It should benoted that IFAD is currently strengtheningits Result Impact and Measurementframework to integrate environmentalsustainability and climate resilienceindicators and more can be done toenhance the monitoring of ENRM activitiesthrough this initiative. In doing so, focusshould be on providing more data ondirect environmental benefits but equallyon indirect benefits that arise fromdiversification of production or adoption ofmore sustainable options which havecontributed to better use of naturalresources thereby to better livelihoods offarmers. Given that many of the moreinnovative ENRM projects depend on apackage of measures, including ENRM,combined to bring about improvementsincome and livelihoods, it is important tomonitor and evaluate the results with anintegrated approach rather than with atraditional perspective that separatesincome, social, institutional, productivitycriteria from ENRM. Good use of resultsframeworks that reflect the importantcontribution of ENRM activities to povertyalleviation is needed. Such an approachmight require the use of indicators of howbetter natural resources managementmeasures contribute to income andlivelihoods or to reduced pressure on theresource base. (Para 208, 213, 218, 220).

The RIMS revision has included morerobust ENRM indicators and thedocument was approved in December2016. RIA is analysing in collaborationwith other divisions like ECD, what kindof categorization can be used to trackENRM in order to monitor and evaluateclimate change adaptation andenvironmentally sustainable activities.SKD is conducting an impactassessment including ENRM projectsand how they contribute to sustainablelivelihoods.

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Evaluation Synthesis Report: IFAD's Engagement with Indigenous Peoples

Evaluation Synthesis Report: IFAD's Engagement with Indigenous PeoplesEval. SN Level Nature Theme R Recommendation 2017 Follow Up Status

Recommendation 1: Revisit themain objectives and strategiesof IPAF.

ESR 1 IFAD OPER ORG The key, and not mutually exclusive,contributions and roles of IPAF couldbe: (i) finance small projectsdesigned and implemented byindigenous peoples' communities topromote indigenous peoples' well-being and empowerment; and

(i) The small projects approved underthe IPAF 2015 cycle are beingimplemented by indigenous peoples’communities and their organizations in23 countries, with the support of IPAFco-managers at the regional level. Themain intervention areas of the projectsinclude the support to processing andcommercialization of indigenousproducts (e.g. in Botswana, DemocraticRepublic of Congo, Ecuador, Ethiopia,Malaysia, Nicaragua, Paraguay) with afocus on women economicempowerment (Morocco); thepromotion and preservation oftraditional crops (e.g. in Bangladeshand Mexico) and access to and use ofnatural resources, with a particularemphasis on land (e.g. in Cambodia,Cameroon, Philippines, Tanzania,Thailand).

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ESR 2 IFAD OPER PAR (ii) identify potential crediblepartners for IFAD or countryprogrammes;

(ii) Through the IPAF, organizationssuch as the Cambodia IndigenousPeoples Organization (CIPO), have beenidentified as credible partners who havesupported the organization of theregional consultation in preparation ofthe third global meeting of theIndigenous Peoples Forum at IFAD.CIPO has subsequently supported thecountry programme in Cambodia (forthe very first time working directly withan indigenous peoples organization) indesigning a tailored strategy withindigenous peoples' communities in the

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ongoing Agriculture ServicesProgramme for Innovation Resilienceand Extension project (ASPIRE) with thesupport of a technical specialist onindigenous peoples. Surul Centre forServices in Rural Area (CSRA) in India:supervision mission of this IPAF fundedproject was undertaken jointly with thestaff of the “Jharkhand TribalEmpowerment and Livelihoods Project”(JTELP). PTA Senior Technical Specialiston IPs will follow up during thesupervision mission with JTELPscheduled in May 2017. InternationalIndigenous Women's Forum (FIMI), theIPAF regional implementer in LAC, iscurrently supporting the project designin Guatemala. Supervision of the IPAFfunded project in Guatemala was jointlyundertaken with staff from IFAD Loanprojects in the country. Coordinationbetween FIMI and IFAD countrymanagers in LAC is ongoing for jointsupervision missions aimed at linkingthe small IPAF projects with the countryportfolio in Colombia, Guatemala,Paraguay, Nicaragua, El Salvador,Ecuador y México. IPAF partner inTanzania (UCRT), Uganda (ITFC),Cameroon (CAFER) and Rwanda(OSECCPA) would be key partners incountry programmes in their respectivecountries.

ESR 3 IFAD STR INN (iii) promote innovations to be scaledup in investment projects;

(iii) Methodology of the IPAF beingadopted in IFAD-funded demand drivenprojects, e.g. Brazil. The ongoing IPAFproject in Tanzania implemented byUjamaa Community Resource Team(UCRT) has an innovative approach toland and resources management andhas potential for scaling up through theIFAD Country’s new DrylandsDevelopment Programme (DDP);discussions are underway on linkingrelevant components of the small IPAFproject with this IFAD project. The same

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organization is an ILC partner, which inturn is implementing a grant from IFADand linking the dots through the ICO.The project in Morocco focuses onbuilding the capacity of indigenouswomen to utilize ICT to marketindigenous products beneficial for food,health and the environment. Thisproject has a high potential fordeveloping a value chain for theseproducts and to link with IFAD portfolio.The Batwa Forest Experience-BFE inUganda is innovative in its governanceand collaboration structure that enablesthe communities to stay connected totheir cultural systems and beliefs,allows both partners (UWA and theBatwa) to collaborate on conservation ofthe forest and its wildlife usingtraditional and scientific knowledge andfinally provides an economicempowerment component for thecommunities.

ESR 4 IFAD OPER TCB (iv) build capacity of regionalindigenous peoples' organizations inproject management and strengthentheir networks. IPAF's strategy,instruments and operationalmodalities would need to be adjusteddepending on which of these rolesshould receive the greatest attention.

(iv) Tebtebba: Managing the IPAF forTebtebba has been an opportunity tolink the global UN processes with theground/grassroots level. Beingconnected to local communities allowedthe organization to see how the gainsachieved at the international level, likethe adoption of the UNDRIP, translate inactions on the ground. At the sametime, the direct engagement with localcommunities through IPAF is resultingin concrete operationalization of theIndigenous Peoples’ Sustainable andSelf-Determined Development (IPSSDD)which Tebtebba has been developingand it serves as framework for itsprojects. Kivulini Trust:The directengagement and supervision of IPAF-funded projects by Kivulini Trust hasenabled them to better understand andbe more conversant with the challengesand aspirations of indigenous peoples inthe region and how and what are

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perspectives on development forgrassroots organizations. The capacitygained from this experience hasimproved Kivulini’s project design whenengaging with indigenous peoples andimproved the fundraising strategies.The IPAF has also raised Kivulini Trust’sprofile in the region. FIMI: one of thekey indicators to measure theimprovement in management capacityof FIMI as a regional partner is the trustof other donors. FIMI was entrustedwith a project of USD 10 million by theGovernment of the Netherlands for agrant making process worldwide. Themonitoring and evaluation systemdeveloped by FIMI for the IPAF is beingapplied to this new grant makingprogramme they are implementing.

ESR 5 IFAD PLCY ORG If IFAD intends to continuesupporting IPAF in the a mediumterm, opportunities for increasingand stabilizing funding for IPAF needto be explored, including thepossibility of mobilizingsupplementary financing throughIFAD or catalysing directcontributions to IPAF regionalpartner organizations by otherfinanciers.

Several organizations are joining handsin the next IPAF Cycle expected to belaunched towards the end of the year,pending approval of a USD 2 Milliongrant from IFAD. The organizationswho have expressed interest to supportthe IPAF are two US foundations,Christensen Fund and Tamalpaís. Thesetwo organizations wish to contributeresources for institutional support to theregional partners directly to them. InLAC, The Fondo para el Desarollo de losPueblos Indígenas en America Latina yel Caribe is interested to contribute toIPAF funded projects directly throughthe implementing partner FIMI. TheInternational Work Group on IndigenousAffairs (IWGIA), one of IFAD's strategicpartner in working with indigenouspeoples, is interested to contribute tothe IPAF 2017 through linking thegrassroots organizations to the globallevel and covering the costs of theirtravels to global events. While in termsof resources the amounts may not behigh, expected around USD 350,000,the partnership with the IPAF is highly

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valuable. In order to increase resourcesfor the IPAF with the support of thePartnership and Resource MobilizationOffice (PRM), it is suggested that this isincluded among the priority areas formobilizing supplementary funds withinIFAD.

Recommendation 2: Pay greaterattention to key project designelements and provide adequateimplementation support(especially for investmentprojects), ensuring effectiveparticipation of indigenouspeoples throughout, supportedby a team member with anunderstanding of and skills inworking with indigenouspeoples' issues

ESR 6 IFAD OPER DES The key project design elementswould include: Institutional analysisand measures to ensure sufficientimplementation capacity, dulyrecognizing the time and resourcesrequired in project implementationand the need for flexibility.

Progress has been made in projectdesign through the following actions:social assessment and institutional andgovernance assessment included inproject design (e.g. Brazil, Lao PDR,Vietnam, Argentina); work with nationalagencies/ institutions which have aspecial mandate on IPs issues (e.g.Brazil, Philippines); trainings for projectstaff delivered by experts on ethnicgroups’ self -driven development,identity and socio-culturalcharacteristics of different indigenouspeoples (e.g. Ecuador, Lao PDR, China);hiring of project staff with knowledge onIPs issues and local/district staff whohave command of local/ethniclanguages (e.g. Argentina, Guyana, LaoPDR, India); trainings to Programmebeneficiaries are delivered in localethnic languages (e.g. Lao PDR). One ofthe most important results in includingexperts in designing projects withindigenous peoples and linking themwith country organizations haspositioned IFAD as a facilitator in policyengagement and dialogue between

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indigenous peoples' country institutionsand governments.

ESR 7 IFAD OPER TGT Targeting strategies and approachesin the design with: (i) soundsociocultural and vulnerabilityanalysis of different social groups;and

i) Improved quality in project designthrough social assessments to gain in-depth understanding of indigenouspeoples and their situation in thecountry and project areas. Examples:ARGENTINA (assessment of thegovernance and land tenure system,highlighting challenges faced byindigenous peoples in accessing theirland); ECUADOR (social, economic andcultural characterization of thesmallholder farmers in identifiedcommodities based on ethnic diversityin the country, prepared by anindigenous consultant who was hired aspart of the design team); INDIA (socialassessment on tribal peoples, providingan in-depth analysis of the tribalpeoples in Orissa).

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ESR 8 IFAD OPER TGT (ii) tailored and differentiatedapproaches to build on the culture,identity and knowledge of theindigenous peoples' communities.

ii) Tailored strategies and activities tosupport the empowerment ofindigenous peoples are beingsystematically designed in projects,particularly in LAC, potential forimproving in APR and Africa regions.Examples: PERU (co-financing of the“Planes de Vida” developed andmanaged by indigenous peoples’communities themselves); BOLIVIA(strengthening production units oftraditional local organizations applying aparticipatory approach and recognizingthe value of ancestral knowledge); LaoPDR and FIJI (production/marketing oftraditional herbs and indigenousfood/crops); INDIA (registration ofintellectual property rights; securingland tenure rights for tribal people;giving priority to indigenous crops overthe introduction of new crops);ECUADOR (differentiated strategy thatapplies to indigenous peoples in termsof financing); EL SALVADOR (projectincludes policy engagement with the

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government focusing on youth).ESR 9 IFAD OPER GDR Focus on gender issues in indigenous

peoples' communities to tailor thedesign to their specific needs,priorities and potential.

"Economic empowerment of indigenouspeoples, with a focus on women andyouth", was the overall theme for thethird global meeting of the IndigenousPeoples Forum at IFAD held in February2017. 61% of indigenous peoples'representatives attending this meetingwere women with highest % for LACand Asia (more effort required toincrease women's participation forAfrica and the Pacific). With reference togender equality and women'sempowerment, the Forum's synthesis ofdeliberations and the regional actionplans 2017-2019 recommend IFAD to:Adopt specific strategies to supportconsultation with and participation ofindigenous women and youth; Developa holistic approach to supportingindigenous peoples’ economicempowerment taking into account thespecific needs and priorities of womenand youth (both in ongoing and newprojects); in defining targetingstrategies in IFAD programmes,recognize that women and youth arenot homogenous groups and identifydifferent women and youth categoriesand specific modalities to engage them.• 2015 IPAF cycle: out of a total of 25approved projects, 9 directly targetwomen (Cameroon, Ethiopia, Morocco,India, Indonesia, Colombia, Ecuador,Mexico and Paraguay) with an emphasison women rights, capacity buildingfocusing on women's' groups andeconomic empowerment of indigenouswomen.

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ESR 10 IFAD OPER RME Solid basis for monitoringdisaggregated data in design (bysocial groups and by gender), alsoincorporating specific indicators thatcan better capture the results andoutcomes related to indigenouspeoples' well-being.

During the regional workshops held in2014 in preparation for the secondglobal meeting of the IndigenousPeoples Forum at IFAD, a list of specificindicators on the well-being ofindigenous peoples was proposed inthree areas: Free, Prior and Informed

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Consent; traditional knowledge; andland, territories and resources. Theseindicators, together with datadisaggregation at project level, havebeen considered by IFAD in reviewingits Results and Impact ManagementSystem (RIMs). IFAD’s revised coreindicators now include datadisaggregation by indigenous peoplesand make reference to specificindicators for indigenous peoples.• Good examples in terms of theinclusion of outcomes and outputindicators in the log framedisaggregated by ethnicity (Argentina,India, Lao PDR and Peru), byindigenous/non-indigenous and ofspecific indicators on the well-being ofindigenous peoples (e.g. in Paraguay).• Although progress was recorded inIFAD-supported projects, the systematicadoption of data disaggregation and theinclusion of specific indicators is an areathat needs further development, inclose consultation with indigenouspeoples. Refinement of a list of specificindicators for each RIMS indicator willneed to be done in the course of 2017.

Recommendation 3: Provideguidance on how FPIC can bebest operationalized.

ESR 11 IFAD OPER TCB Clarification is needed onimplementation of the FPICrequirement, both at the designstage and during implementation. Itis fundamental to emphasise thatFPIC is in essence about effectivebeneficiary participation throughoutthe project cycle (project design,implementation, monitoring andevaluation) and enhancing projectresults and impact.

• FPIC is among the mandatoryelements set out in the Social,Environmental and Climate AssessmentProcedures (SECAP), whenever IFAD-funded projects are likely to affect landaccess and use rights of localcommunities. In 2015 IFAD developedthe How to do Note on Seeking Free,Prior and Informed Consent in IFAD-funded projects which offers a practicalguidance for IFAD staff, consultants andin-country partners for soliciting FPIC inthe design and implementation of IFAD-funded projects, in compliance withIFAD policies and recognizing the

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diversity of situations and contexts;• In 2015-2016 FPIC implementationplans were annexed to the designdocuments of projects in Argentina,Brazil, Ecuador, El Salvador, Guatemala,Guyana, India, Lao People's DemocraticRepublic (Lao PDR), Myanmar, Paraguayand the Philippines. FPICimplementations plans in IFAD-fundedprojects in support of indigenouspeoples is becoming systematic as atool in support of indigenous peoples,not simply as a safeguard, do-no-harmapproach.

ESR 12 IFAD OPER TCB It is also important to increase staffunderstanding of how to approachthis in a practical and pragmaticmanner and in what contexts, andhow the design can facilitateeffective participation and theapplication of FPIC during projectimplementation.

Capacity of IFAD and project staff inengaging with indigenous peoples hasbeen improved at the country levelthrough FPIC trainings/awarenesssessions delivered to more than 300staff through SECAP. A key factor in theimprovement of the quality of projectand COSOP design was not only theconsultation with indigenous peoples’communities and organizations, but theparticipation of indigenous experts, orconsultants with an expertise onindigenous peoples (e.g. Brazil,Colombia, Ecuador, Guyana, Paraguay,Peru and Tanzania) in the design teams.This participation enabled indigenouspeoples’ priorities, concerns andopportunities to be integrated intoproject design, as well as tailoredactivities and implementationarrangements that respond toindigenous peoples’ specificities and anopportunity for IFAD staff andconsultants to learn about indigenouspeoples' issues directly from indigenousexperts. More needs to be done atimplementation and supervisionsupport, which is the opportunity towork with project staff and do on thejob training, rather than class formattrainings.

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Recommendation 4: Enhance

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staff understanding ofindigenous peoples' issues.

ESR 13 IFAD OPER TCB It is important to ensure that countryprogramme managers responsible forrelevant countries are familiar withindigenous people’s issues andIFAD’s policy. A change of staff canhave a significant impact on thenature and orientation of the countryprogramme, depending on theknowledge and experience of newstaff. It is fundamental that in-coming country programmemanagers without much exposureand understanding of the topicbecome acquainted with indigenouspeoples' issues and their social andcultural values. Systematic andstronger partnerships with incountrypartners – including indigenouspeoples' organizations – wouldcontribute to this process andfacilitate continuity. In this regard,the Indigenous Peoples Forum is theinstrument to build and strengthenin-country partnerships. In countrieswhere indigenous peoples' issues aresignificant and relevant but the term"indigenous peoples" is not used orthe government does not recognizethe concept, the responsible staffshould understand that it is possibleto engage with those who self-identify as indigenous peoplesfollowing the spirit and principles ofIFAD's policy on indigenous peoplesby using national and local terms andapplying context-specific approaches.

While trainings were provided throughSECAP trainings on FPIC, more needs tobe done with IFAD staff on IFAD policyon engagement with indigenous peoplesand the work we do. The indigenouspeoples’ Forum and the regionalworkshops which are held in preparationof the Forum are a key opportunity oftraining, and so it is the inclusion ofindigenous experts in the design teams,which is resulting in building andstrengthening the capacity of IFAD’sstaff and consultants. Particularattention should be devoted toconsultants who lead design andimplementation support and supervisionmissions. Stronger partnership withIPOs at the country level is happeningthrough the IPs forum, the IPAF and thepolicy engagement at the country levelthat IFAD is financing with otherpartners. Regional portfolio reviews aregood opportunities for trainings staffand using the IPs forum and regionalconsultations as opportunities in thefuture. Instead of a room training, thebest way of training IFAD staff andproject staff is to facilitate meetingswith indigenous peoples' organizationsworking directly on ongoing projects.

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Recommendation 5: Strengthenknowledge management, takingadvantage of IFAD's substantialexperience, lessons andknowledge on engagement withindigenous peoples.

ESR 14 IFAD STR ASR Based on IFAD's rich experience withindigenous peoples, there is scope

In 2016 a publication on IndigenousPeoples' Knowledge in climate change

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for undertaking a study to reviewand analyse best practices andlessons in a comprehensive manner,to be widely shared as an IFAD'sflagship publication. Capturing theperspective and voices of indigenouspeoples in this process would becrucial. The study should also includean analysis of experience and lessonson value chain projects involvingindigenous peoples, given theincrease in "value chain projects" inrecent years.

adaptation and mitigation strategieswas published and very well receivedparticularly on the international arena.During the last Conference of theParties (COP22), IFAD was invited toseveral meetings to share theexperience from IFAD-funded projectsfeatured in the publication. The fourthglobal meeting of the IndigenousPeoples' Forum at IFAD expected forFebruary 2019 will correspond to the10th anniversary of the approval of theIFAD Policy on Engagement withIndigenous Peoples. A study andpublication is expected to be preparedfor this occasion. Meanwhile apublication on IFAD's engagement withindigenous peoples in the past decadehas been prepared in occasion of theXVI Session of the UN PermanentForum on Indigenous Issues (April-May2017) as an advocacy tool forcelebrating the tenth anniversary of theadoption by the UN of the Declarationon the Rights of Indigenous Peoples.This publication tells the evolution ofIFAD's engagement with indigenouspeoples in the past decade from thevoices of the protagonists, theindigenous peoples' representatives.The publication also provides a shortsummary on IFAD's instruments inplace that are supporting developmenteffectiveness in IFAD.

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Evaluation Synthesis Report: FAO's and IFAD's Engagement in Pastoral Development

Evaluation Synthesis Report: FAO's and IFAD's Engagement in Pastoral DevelopmentEval. SN Level Nature Theme R Recommendation 2017 Follow Up Status

Recommendation 1. FAO andIFAD should equip themselveswith a policy of engagement inpastoral development.

ESR 1 IFAD PLCY STRA Supporting pastoral development isrelevant to IFAD’s and FAO’sfundamental mandate and goals.They cannot achieve their strategicobjectives without programmes ofpastoral development and this is agood moment to draft such a policyor policies. The new understanding ofpastoral systems has not yet beenfully translated into developmentpractice, from project design, toimplementation, and evaluation. Apolicy would be a useful way to guidethe adaptation of new concepts ofpastoralism to realities on the ground.The first recommendation of the JESis therefore that FAO and IFAD bothdevelop policies for their work inpastoral development. These policiesshould not be developed in isolationfrom one another and should stresscoordination within and between thetwo agencies. In developing thesepolicies, the long-term economics ofpreventing and managing conflict andavoiding encouraging unsustainablerural to urban migration should becarefully considered. Exploringopportunities in this direction is likelyto be a major area of demand in thefuture (para 243, 247, 249).

PTA is in the process of finalizing a"How to do Note" on Pastoralism.Internal and external peer reviewers(especially from FAO) will soon begiven the opportunity to review andcomment on the 3rd version of thisHTDN. The document would representa first step towards developing acoordinated IFAD/FAO approach foran effective engagement withpastoral communities.

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Recommendation 2. Build andadapt capacity in IFAD and FAO

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for systemic engagement inpastoral development.

ESR 2 IFAD OPER TCB Pastoral development interventionstake place on the back of aproblematic legacy. Misleading andcounterproductive ideas from the pastpermeate the entire learning process.Thus ‘reading the context’ correctly,learning, and adapting, are crucial toeffectiveness and efficiency of impact.IFAD’s and FAO’s capacities toachieve their goals with regard topastoral systems need to beexpanded and adapted. This includesdeveloping a better understanding ofpastoral systems, their operationallogic, and their relation to drylandeconomies generally. But it alsoincludes capacity development ofdesk and project staff tosystematically track engagement withpastoral development as well asconducting evaluations with the rightcomposition of the evaluation team.Building capacity means that staffshould develop understanding aboutpastoral poverty, its shape, causesand remedies and how it differs fromagricultural or urban poverty.

IFAD is an active member of the FAO-led initiative named "PastoralKnowledge Hub (PKH) which aims atbringing together pastoralists and themain actors working with them to joinforces and create the synergies fordialogue and pastoralist development.

PTA has and continues to support theorganization of learning routes (LR)(eg: in Kenya/Tanzania and in Sudan)with several country teams and IFADsupported projects and programmes,along with other stakeholders to buildboth capacity and strengthenadvocacy. A LR is currently beingplanned for 2017 for the Nigeria teamto visit Tanzania to look atapproaches for resolving conflictsbetween pastoralists and cropfarmers.

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ESR 3 IFAD OPER ASR It also means commissioning researchto define, measure and reach pastoralpoverty more accurately andeffectively. Mobility and gender willbe key concepts in theoreticaldiscussions and practical application.A major goal should be that projectand HQ staff understand better theconcepts of resilience and variability.The links between fragility andconflict need to be identified and thepractical conclusions drawn.

IFAD is funding a "Pastoralists drivendata management system (P4D)project" which is going to beimplemented by three nationalumbrella organisations, namely theMongolian Association of Native andIndigenous People (MANIP), RedesChaco and Réseau Billital Maroobe(RBM) under the overall coordinationof FAO PKH. The main purpose wouldbe to strength capacities of civilsociety organisations for pastoral datacollection and information to facilitateevidence-based policy decision

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making.ESR 4 IFAD OPER ASR Work needs to be done to enable both

organizations to identify and drawconclusions about the outcomes ofprojects, not just outputs.Comparative advantage suggests thatIFAD and FAO should continue tospecialize, FAO on the technical andpolicy side and IFAD on thedevelopment-programme side. IFADis tied to work with individualgovernments while FAO hasinstitutional capacity precisely for thekind of intergovernmental activity atregional level that is crucial to thenext generation of pastoraldevelopment work (para 246, 250).

PTA plans to organise "brown bags"seminars and/or specific one-dayevents to present successfulexamples and best practices indesigning and implementing pastoraldevelopment projects/initiatives as amean to raise IFAD's staff capacity.FAO experts and ICO colleagues willbe invited to attend and provide

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Recommendation 3. Manage,rather than avoid, keydimensions of risk.

ESR 5 IFAD STR STRA Structural to the pursuit of IFAD’s andFAO’s fundamental goals aredimensions of risk which need to beacknowledged and managed whenengaging with drylands and pastoraldevelopment: (i) the risk inherent toenvironments where variability isstructural; (para 28-29); (ii) the riskof operating with a problematiclegacy of counterproductive policyenvironments; (para 40-42); (iii) therisk of increasing exclusion ontechnical bases, either by following anunchecked logic of comparativeadvantage (e.g. drifting away fromthinly populated areas lackinginfrastructures), or by implementing atechnical approach in contexts with ahistory of neglect andmisunderstanding, where technicalpackages are easily manipulated bynational qualifications of problemsand theories of change (para 40-42).

Designs of project targetingpastoralists and drylands areincluding analysis of these risks whichare required both in the IFADIndigenous Peoples Policy andTargeting Policy. There are goodexamples in the IFAD portfolio ofIFAD support in solving conflicts, jointland use planning betweenpastoralists, agro pastoralists andcrop farmers and access to wateralong transhumance routs to insurepastoralists mobility as a riskmanagement strategy (i.e. Tanzaniaand Chad). Also more effort is done inproject design to understand andmeet pastoralists technology needsfor better products and access tomarkets.

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The main adaptive livelihood andproduction strategy consists inharnessing variability as distinct fromavoiding it (para 29-30). While thesecategories of risk are different andconcern different levels of operation,they are all structural. In engagingwith pastoral development, IFAD andFAO should assume that such risksare the rule rather than theexception, and embed measures tomanage them as standard practice atall levels of operation, starting fromthe corporate level, when developingthe policy of engagement in pastoraldevelopment, but also down to theoperational level and the learningprocess (for example projectpreparation, the design ofevaluations, procedures, training,guidelines).

ESR 6 IFAD STR STRA A contextual risk-management andresilience strategy should be preparedfor every pastoral programme orproject in pastoral development, and,by extension, in dryland areas. Thisshould include a clear conceptual andoperational distinction between riskmanagement and risk reduction. TheFAO Resilience Index Measurementand Analysis model provides apossible framework for such work.(Para. 247).

IFAD continues to support severalprojects and programmes aimed atstrengthening contextual risk-management and resilience strategies(eg: Mongolia and Tanzania).

O

Recommendation 4. Supportadvocacy by and on behalf ofpastoralists and people whoselivelihoods depend on pastoralsystems

ESR 7 IFAD STR DIA IFAD’s and FAO’s significant influencein the international and nationalarenas represents an invaluable assetin the ongoing global effort to updatethe public perception of drylands and

As mentioned above, IFAD is alreadyan active member of the PastoralistKnowledge Hub. However, IFAD isrecognised at global level for theadvocacy work done together with

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pastoral systems and come to termswith the legacy of misunderstandingand technical exclusion that todayrepresents perhaps the majorobstacle to the development ofresilient livelihood systems in thedrylands. Work in this directioncontributes to the long-standingstrategic commitment to advocacy byboth agencies (para 55, 60, 64, 67).The relatively small amount ofadvocacy promoted by IFADrepresents an important dimension tothe agency’s work in support of itstechnical projects. The newPastoralist Knowledge Hub project,building on FAO’s intergovernmentaldimension, is a potential platform forstepping up evidence-based advocacywork. Advocacy is a crucialcomplement to today’s engagementwith pastoral development, but stepsshould be taken to keep it within asystemic approach, subject to criticalscrutiny and carefully targeted in lightof the new understanding of drylandsand pastoralism. (Paras 242, 243).

representatives of pastoral CSOs andindigenous populations in support ofthe "ongoing global effort to updatethe public perception of drylands andpastoral systems and come to termswith the legacy of misunderstandingand technical exclusion that todayrepresents perhaps the majorobstacle to the development ofresilient livelihood systems in thedrylands" by organizing two specificFora, namely the Farmers' Forum andthe Indigenous People Forum.

In addition to this, IFAD iscollaborating closely with the ILCSecretariat and other members of theILC (including FAO and ILRI) in the“Rangelands Initiative” which aims atsecuring land and natural resourcerights for all rangeland users, inparticular pastoralists and agro-pastoralists. As part of this, partnerslobbied for a focus on pastoralism atthe March 2017 annual World Bank“Land and Poverty” conference, atwhich IFAD and the project itsupports presented severalexperiences on its support forsecuring pastoralist land and NRresource rights, including an overviewpaper on lessons learnt. Therangeland initiative is also supportingcountry level multi-stakeholder policyengagement in Tanzania.

Likewise IFAD is including successfulexamples of how pastoraldevelopment can be approach whengiving presentations in internationalevents and fora on drylands, waterscarcity and management such as inthe World Water Week in Stockholmin August 2016

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Country and project evaluationsCountry Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Status

Brazil - Country Programme EvaluationRecommendati

on 1: Focusand prioritiesof the countrystrategy andoperations.

Brazil LAC CPE 1 CTRY STR STRA The CPE recommends that thecountry strategy and projects devotemore explicit attention to smallholderagricultural activities, which is at thecore of IFAD’s mandate andcomparative advantage, as a vehiclefor improving incomes and rurallivelihoods. This would includepriority to agriculture and foodproduction and productivityenhancements through investmentsin adaptive research and extension toaddress climate change issues, waterresources management and irrigationdevelopment, value chaindevelopment with appropriatelinkages to input and outputmarkets, greater engagement ofprivate sector actors (for instance, invalue addition and agro-processing)and the promotion of financialinclusion of the poor. IFADinvestments should continue toprovide essential rural supportservices to promote family farming,but a better balance betweenagricultural and non-agriculturalactivities should also be pursued.

IFAD two new projects in Brazil(Maranhão designed in 2016 andPernambuco under design in 2017)and mid-term reviews of the on-going portfolio give greater attentionto agricultural activities includingpriority accorded to food productionthrough productive investment at thecommunity level and also througheconomic organizations. Links withthe private sector have beenenhanced through alliances withagro-processing cooperatives andthis has paved the way to linkages tomarkets. Small-scale irrigation andwater-related investments have alsobeen underscored in the newprojects and the ongoing operationssuch as with the Paraiba projectsupporting the water emergency planof the state. Non-lending activitieshave provided a specific focus oncommercialization and marketingwith due consideration towardsmeeting the requirements ofinstitutional markets and privatemarkets. The top-up of the Bahiaproject will mainly focus on water-related activities and access tomarkets. Cooperation with the UNGlobal Compact (UNGC) has initiatedIFAD dialogue with privatecorporations in the country.

F

Brazil LAC CPE 2 CTRY STR TGT Opportunities for working in the The recommendations has been fully F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusnorth of the country – with a primaryfocus on indigenous people – on apilot basis is worth exploring in thenext COSOP and lending cycle.Similarly, opportunities of working inother uncovered states and regionsof the non-semi-arid regions of thenorth-east may be considered, giventhe poverty profile of rural peoplewho live there. The opportunities andchallenges of possible expansion togeographic areas beyond the currentstates covered should be carefullystudied.

integrated as IFAD two new projectsexpand beyond the semi-arid andinclude a focus on indigenous people.The project in Maranhao expandsIFAD operations to the Amazontransition area and Pernambuco willexpand IFAD work to the Zona daMata and Agreste. All are areas inwhich IFAD was never present. Bothprojects have very strong focus onindigenous populations, inPernambuco with the Xucurucommunity (30% of the indigenouspopulation of the state), and inMaranhao there will be a specificproject area and dedicatedintervention to indigenouscommunities. Both projects are alsothe first time IFAD works at the statelevel being Maranhao the first everoperation of IFAD in the state.

Brazil LAC CPE 3 CTRY STR COS The country strategy should becosted and include an estimate of alltypes of resources (for investments,grants, non-lending activities, South-South and Triangular Cooperation,and administrative resources)needed to achieve COSOP objectives.

The country strategy was not costed.However, the COSOP included theconcept notes of the two newprojects and the new grant (SemearInternational) includes very clear andearn market cost for activities onSouth South Cooperation andTriangular Cooperation.

F

Brazil LAC CPE 4 CTRY STR COS Its results measurement frameworkshould include measurable indicatorsthat can be tracked duringimplementation and evaluatedperiodically, including at completion.

This was fully implemented as acountry-based M&E system wasdeveloped and its fully operationalwith periodically tracking andmonitoring indicators for the IFADportfolio in the country. Baseline ofall projects are finalized or about tobe finalized and in this regard aframework baseline questionnairewas developed by IFAD Brazil toallow for alignment of data andinformation.

F

Brazil LAC CPE 5 CTRY STR COS The COSOP should also clearlyspecify the time frame it will cover.

The new COSOP approved in 2016covers the period 2016-2021

F

Recommendation 2:

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusStrengthen

engagement innon-lending

activitiesincluding

South-Southand TriangularCooperation.

Brazil LAC CPE 6 CTRY OPER KM Building on the good work done since2008, IFAD should devote even moreattention to non-lending activities,including South-South and TriangularCooperation, in the future countryprogramme. This will requireenhanced work in capturing projectexperiences and a more systematicway of disseminating lessons learnedand good practices, also tostrengthen IFAD’s visibility andbrand. The lending programme wouldmainly be the basis for learninglessons and identifying goodpractices in promoting povertyreduction in remote rural areas. Aprogramme of knowledgecooperation would include attentionto documenting and sharingexperiences and lessons from Brazilthat can help towards scaling upsuccess stories in the country andelsewhere, as well as proactivelysupporting activities and organizingevents that will promote the transferof IFAD’s accumulated knowledge,good practices, and lessons insmallholder agriculture and ruraldevelopment from other countries toBrazil. With regard to the latter, oneconcrete area is indigenous peoples’development, where IFAD’s richexperience in other countries couldbe of use in supporting thedevelopment of indigenous peoplesin the north and north-east of thecountry.

This was integrated by the design ofthe new grant in Brazil (SemearInternacional) which will pay dueattention to South-South andTriangular cooperation. In addition,current non-lending activitiesemphasised the systematization ofexperiences, lessons learnt and goodpractices and these has beencaptured by a series ofpublications/documentation helpingscaling up of success stories. Specificfield exchange visits, fairs, workshopand events were conducted tofacilitate this process. They have alsointegrated projects under design andother partners. Such process hascontributed to a higher recognitionof IFAD visibility and brand. A web-based portal was designed toenhance dissemination throughSemear and has become a major KMexchange platform. Finally, IFADcentral role in the establishment

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusBrazil LAC CPE 7 CTRY STR DIA In addition to maintaining a close

dialogue with the Ministry ofPlanning, Budget and Managementand the Ministry of AgrarianDevelopment, strengtheningpartnerships and policy dialogue witha wider range of federal agenciesshould be actively pursued.

IFAD has enhanced partnership andadjusted to the rapid changingscenario at the federal level (theMinistry of Agrarian Developmentwas abolished, for example). IFADhas developed cooperation with theMinistry of Home Affairs through thenewly established Special Secretariatof Family Agriculture and AgrarianDevelopment; held greater interfacewith the Ministry of Agriculture andalso initiated conversations with theMinistry of Finance and the Ministryof External Affairs through theBrazilian Cooperation Agency (ABC).In addition, IFAD has played animportant role in the star-upoperations and strategy of the newlyestablished Federal Agency for RuralExtension (ANATER) in which IFADfederal project PDHC will play animportant role.

F

Brazil LAC CPE 8 CTRY STR PAR Concrete partnerships withmultilateral and bilateraldevelopment organizations should bedeveloped, for instance, in the areasof co-financing operations,knowledge-sharing, policy dialogue,scaling up and South-South andTriangular Cooperation.

Partnerships have been developedwith the National Economic andSocial Bank (BNDES) and a co-financing arrangement has beenfinalized put into place in theMaranhao Project. Additionalpartnerships are being explored withBank of Brasil (BB). Also, greatercooperation has been establishedwith the World Bank team (forexample, through joint supervisionmissions) and also with the LatinAmerican Bank (CAF).

F

Brazil LAC CPE 9 CTRY OPER PAR Greater engagement of private sectoractors and academic and researchinstitutions would also add value tothe activities supported by IFAD inBrazil.

Engagement with the private sectorhas been actively pursued throughproject productive investmentsmainly through cooperatives alsoreinforcing market linkages. Dialoguehas been established with the UNGlobal Compact to reach a variety ofmajor private sector partners inBrazil. Research institutions, mainlyEmbrapa, remain an important

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuspartner of IFAD and closer interfacewith universities have been soughtthrough project design. In addition,IFAD has initiated an importantcooperation with UNDP´s IPC(International Policy Centre forInclusive Growth) leading topublication of research studies onspecific themes to orient IFADoperations and also on M&E and thebase line surveys of projects.

Brazil LAC CPE 10 CTRY STR SOU South-South and TriangularCooperation should be a keyobjective in the new countrystrategy, in cooperation particularlywith the Rome-based agenciesdealing with food and agriculture andother development partners workingin agriculture in the country. IFADSouth-South and TriangularCooperation activities should beanchored in the Fund’s investmentoperations and focussed on fewtopics, such as promotion of familyfarming, an area in which IFAD hasgained quite a bit of experience inthe past decade in Brazil. The COSOPshould clearly articulate the specificobjectives, focus and measures ofsuccess for South-South andTriangular Cooperation.

South-South and TriagularCooperation will become a major partof the non-lending countryoperations as the SemearInternational initiates its activities in2017. In addition, other cooperationin the area have been done troughIFAD engagement with the Africa-Brazil Institute and IFAD major rolein the Africa Brazil Forum held inNovember 2016. A book with goodpractices including success stories ofIFAD operations has been publishedwith FAO and will be distributed inAfrica in English and French. Inaddition, a cooperation has beenestablished with the ICO Mozambiquein which IFAD project staff haveconnected to Mozambique forknowledge management anddissemination of tested goodpractices and innovations (IFADproject staff will travel toMozambique twice in 2017 supportedby a KM programme in Mozambique).

F

Brazil LAC CPE 11 CTRY OPER RME All this will require strengthened M&Esystems, both at the project leveland the country level.

A country-based M&E system hasbeen developed and is fullyoperational. Workshops and trainingevents have been conducted toreinforce capacity at state level onM&A. A partnership with the UNDP´sIPC (International Policy Centre forInclusive Growth) led to buildingcapacity on M&E and proper scrutiny

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusof base line surveys. Furthermore,systematic training provided underthe IFAD CLEAR initiative to projectstaff is expected to furtherstrengthen project and country levelM&E.

Recommendation 3: Furtheradjustments

to IFAD’soperatingmodel forgreater

developmenteffectiveness.

Brazil LAC CPE 12 CTRY OPER DEC Attention needs to be devoted toconsolidating activities related to thesix on-going operations to ensuredesired results, which will requiredcontinued focus and support by theIFAD country team working on Brazil.Moreover, there is need for a betterbalance between lending and non-lending activities including enhancednational policy dialogue with federalagencies for scaling up impact andknowledge sharing.In order to effectively realize theabove, the CPE recommends the out-posting of the IFAD countryprogramme manager to Brazil. Therecommendation of out-posting thecountry programme manager isprimarily aimed at enhancing thebroader impact of the importantIFAD-Brazil partnership in promotingbetter rural livelihoods, recognizingthe possible cost implications thismight have for the Fund.

Efforts have been made towards theconsolidation of the six ongoingprojects in Brazil by whichdisbursement levels have increasedconsiderably and implementationadvanced. This was possible mainlybecause constant contact with statepartners, implementation supportand supervision missions. With thesubstantial investment portfolioreaching beneficiaries in the field, themajor challenge now is to superviseand follow-up investments andactivities in such vast area. The factthat projects started to bear fruitsand generate results, has alsocontributed in elevating IFAD roleand status as a reliable partner. As aresult, IFAD had a pivotal role in theestablishment of the Forum of StateSecretaries of Northeast States andMinas Gerais, which has become themost important policy dialogueplatform on issues related to familyagriculture in northeast Brazil andhas become an important vehicle forKM and scaling-up impact.

O

Brazil LAC CPE 13 CTRY OPER DEC Under the broader guidance of thecountry programme manager, theIFAD Country Office staff should

The CPM has provided importantstrategic guidance and orientation tothe operations of the ICO Brazil. His

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuscontinue to provide timelysupervision and implementationsupport to IFAD investmentoperations. In addition to supervisingits staff, the country programmemanager would take the lead in high-level policy dialogue, identifyingopportunities for strategic andinstitutional partnerships (especiallybeyond the project level), South-South and Triangular Cooperation,and knowledge sharing. The countryprogramme manager would alsodevote time to enhancing IFAD’svisibility and brand.

presence in Brasilia has beenconstant and this has enhance IFADhigh-level policy dialogue while atthe same time maintained thecountry´s interface with HQ, which iscritical to ensure Brazil´s institutionalcommunication with HQ. At the sametime, ICO staff have devoted greaterattention to the consolidation of theportfolio and are fully involved inimplementation support, supervision,identification and design of newprojects. The CPM strategic directionis reflected in the fact that now IFADis widely recognised as a reliable andmajor player in development in thecountry and one of the mostimportant actors in ruraldevelopment in northeast Brazil andtherefore positioning IFAD brand inthe country. Remarkably, this hasbeen achieved during turbulent timeswith major changes at the federallevel.

Brazil LAC CPE 14 CTRY OPER DEC Finally, the country programmemanager should have exclusiveresponsibilities for Brazil, and not beconcurrently responsible for otherIFAD country programmes.

Since January 2016, the CPM forBrazil has exclusive responsibility forthis country programme.

F

Brazil LAC CPE 15 CTRY OPER DEC The out-posting of the CPM wouldrequire a professional-level staffmember at headquarters to beassigned on a part-time basis to theBrazil programme to follow-up onday-to-day operational mattersrequiring attention at headquarters.

As agreed with the federalgovernment, the CPM has enhancedhis presence in Brasilia duringfrequent field missions. Thisarrangement is working well and alsoguarantees the necessary CPM-levelinterface related to Brazil at HQwhich has increased with therelevance of non-lending activities,especially Brazil role in majorcorporate discussions and SouthSouth and Triangular cooperation.

PA

Bangladesh - Country Programme EvaluationRecommendation 1: Stronger

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusfocus on

agriculture.Banglad

eshAPR CPE 1 CTRY STR STRA In future COSOPs, IFAD should

consider a more clear-cut focus onagriculture (including fisheries andlivestock) and related issues. Tosupport government objective ofachieving far reaching reduction inrural poverty, IFAD should focus onsome important aspects ofagriculture e.g. strengtheninginvestment in extension andresearch, supply chain development,intensification, diversification,livestock, and particularly inlandfisheries which is a major andgrowing export commodity.

Each ongoing project has anagriculture component with othercomplementary activities. At the endof 2016, with adoption of newpipeline, the design of a dedicatedproject to Ministry of Agriculture waslaunched: the SACP (SmallholdersAgriculture CompetitivenessProgramme) which is planned to bepresented to EB Dec 2017 or April2018.

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Recommendation 2: Access

to creditshould remaina priority for

the IFADportfolio inBangladesh.

Bangladesh

APR CPE 2 CTRY STR RFI Despite significant advancement overthe last two decades, there are stillgaps in the microfinance sector thatIFAD, with its knowledge andresources is well-placed to support.The unevenness of microcreditmarket saturation and the remainingrisks, gaps and opportunities withinthe sector offer imperatives forfurther IFAD involvement. If newprojects are designed to link with theexisting portfolio with export ledvalue chains, more specificmechanisms and further capacitydevelopment of the functionaries aswell as specialized credit productsand services is required in e.g. debtmanagement, technology, businessand marketing capacity developmentand this may require identification of

Results are being collected from theproject dedicated to Rural Finance,i.e. PACE with PKSF institution. Onthis basis. knowledge will beanalysed and disseminated. RuralFinance is already a very strongsector in Bangladesh and IFADobjective is more to link to existingnational initiatives. In addition, newLGED project under design (CRCD)will have linkages with PKSF.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusnew partners.

Recommendation 3:

Environmentalprotection as apriority in the

face ofemerging

challenges.Banglad

eshAPR CPE 3 CTRY STR NRM In addition to maintaining its current

effort in climate change adaptationthe future programme will have tocarefully balance two competingpriorities of environmental protectionand poverty reduction in the contextof two confronting realities ofincreasing agricultural intensity andpopulation pressure. The programwill require careful assessment of thepotentials and risks and have totrack the extent to which the shortterm gains are being achieved for thecommunities at a cost of longer termresource depletion.

These aspects are being coveredunder the two on going designs, withenvironmental scoping, SECAP aswell as Economic and FinancialAnalysis. Results will be closelymonitored and used in the nextupcoming COSOP to be designed in2018 for the period 2019-2025.

O

Bangladesh

APR CPE 4 CTRY OPER NRM All Project Implementation Plansshould include environmentalassessment processes and put inplace activities to ensure thatenvironmental objectives areachieved and risks are mitigated.

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

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Recommendation 4:

Broadeningpolicy and

institutionalsupport for

theprogramme.

Bangladesh

APR CPE 5 CTRY STR DIA To push for more lasting and longerterm reform in policies andlegislation, IFAD needs to engagemore proactively with the Ministriesat the central level (e.g ministries ofAgriculture, Fisheries and Livestock,Food, Water Resources, Land) to

Ongoing projects are alreadypartnering with these concernedministries, some with outstandingresults like CDSP IV. In addition, thenew SACP design with MoA willcontain elements of policy dialogue.Finally, annual portfolio review will

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusleverage their expertise andexperience to focus on some of theimportant areas of intervention.These agencies also play animportant role in national policyformulation, legislation, coordinationas well as in designing and financingimportant national programmes, abroad based partnership withMinistries would offer IFAD anopportunity to be a partner in widernational policy processes andcontribute towards shaping them.

be revived together with in countryCPMT and IFAD participation intosector development groups, all thesefacilitating the scaling up of ouroperations.

Recommendation 5: Furtherinvestment in

knowledgemanagement.

Bangladesh

APR CPE 6 CTRY STR KM The country office and the Asia andthe Pacific Division should develop aclear and thorough knowledgemanagement strategy along with aplan for generating specificknowledge products, sponsoringknowledge sharing events,developing platform for periodicfacilitated interactive discussions onemerging agriculture and ruraldevelopment issues among projectprofessionals, research organizationsand the academia. Experience ofother United Nations agencies inBangladesh could be tapped orpartnership secured in developingsuch a strategy. A dynamicknowledge management effortrequires active interaction withnational research organizations, thinktanks and academia, which currentlyseems to be very weak or non-existent. Such an effort could beintroduced in a phased way with dueallocation of time, resources andaccountability from the headquartersand the CPO.

A first Knowledge workshop wasorganised in December 2016 withIPS (Inter Press Service Agency fromRome) to all projects to help them inproducing KM activities and workplan. A second workshop is beingcalled on 10-11 April to refine theseplans and incorporate them into newAWPBs of each project. All projectsare now committed to publishregularly press articles, case studiesand organize KM events (K fair,etc...). With the upcoming EB visitend 2017, documents will beelaborated covering the 40 yearspartnership between IFAD and GoB.The newly reinforced country office(CPO+KM consultant) is supportingthis overall effort and ensuringlinkages with development partnersand UN agencies.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusRecommendati

on 6:Enhancing

IFAD presenceand capacity

in the countryincluding

outposting theBangladesh

CPM.Banglad

eshAPR CPE 7 CTRY OPER DEC The recent appointment of the CPO is

a welcome step in strengtheningIFAD’s in-country presence and role.But considering the size of theBangladesh programme (the thirdlargest IFAD programme) and thevolume of in-country interactionsbetween and among thedevelopment partners and thegovernment, there is a need tofurther strengthen IFAD’s in-countryprofile in Bangladesh. In particular,the CPE recommends that theBangladesh CPM be outposted fromRome to Dhaka as soon as possible.The high level public officials andother development partners metduring the CPE all expressed similarviews. More effective participationand achievement of deeper results inpolicy dialogue and partnership-building requires a differentconfiguration of IFAD’srepresentation, at an equivalent levelwith other multilateral banks or UNsystem agencies. A strengthenedcountry office with an outposted CPMwould improve opportunities forpolicy dialogue, enhance projectsupervision and implementationsupport, strengthen cooperation andharmonization with other donors, andfurther facilitate follow-up onsupervision, mid-term reviewdecisions and CPE recommendations.

Since CPE in 2015, Bangladesh CPOwas recruited by IFAD and left Dhakain June 2016 leaving the officeunoccupied. A knowledge consultantsupported the country program incountry up to December when thenew CPO was recruited in January2017. A new interim CPM as well aspart time Program Officer weredesignated in September andhandled pipeline mission in Octoberand initiated 2 designs in early 2017.Recruitment for CPM was launched inOctober but did not resulted in newrecruitment. Status quo will remainfor a while with no out postingforeseen in the near future. Effortsare being made on recovering from2016 delays in terms of designs andstrengthening the country office.New partnerships and enhancedCPMTs are being setup. It should benoted that Bangladesh is a highlyperforming portfolio and the first onein IFAD in terms of disbursements(USD 60 million in 2016).

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Turkey - Country Programme EvaluationRecommendation 1: Preparea new IFAD

countryprogramme

opportunitiesprogramme(COSOP) for

Turkey.Turkey NEN CPE 1 CTRY STR COS There is a need to improve the

strategy formulation process so as toenable a proper analysis of IFAD’sstrengths and limitations in Turkeyand the opportunities and threats itfaces in building a more effectivepartnership with the Government ofTurkey and other potential partners.While a process that follows pastpractice - involving key governmententities - is necessary, it is notsufficient for addressing the diversityand depth of challenges that confrontIFAD in Turkey today. The CPEmakes it clear that past approachesto issues such as SSTC, partnerships,the participation of the rural poor,women and youth in project activitiesand benefits, new technology forresource-poor farmers,commercialization of agriculture andknowledge management (includingmonitoring and evaluation [M&E]contributions, in particular) needfresh perspectives. It is imperative,therefore, to engage relevantnational and international resourcepersons from both within and outsidethe public sector and the donorcommunity in developing strategicdirections that are robust and likelyto work in the country context.

This recommendation has beenincorporated in the RB-COSOPapproved in Sept 2016. The latteracknowledged the limitationshighlighted by the CPEs regardingIFAD`s strategy in Turkey and assuch, included a specific outcome forPartnerships Strengthening. Thedevelopment of stronger linkagesbetween lending and non-lendingactivities will be a key element of theFund`s engagement approach in thecountry and is expected to contributeto the promotion of developmentsynergies as well as to theimprovement in overall developmenteffectiveness. Non-lending activitiesportfolio would include knowledgemanagement, policy engagement,partnership building, and South-South Triangular Cooperation(SSTC). Considerable efforts arebeing made in order consult andwork with new partners from bothpublic and private sectors, at thenational and international level in theframework of the pipelineprogramme "Uplands RuralDevelopment Programme" (URDP).

F

Recommendation 2: Improve

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statustargeting in

terms of scopeand

accessibility toprojectbenefits

Turkey NEN CPE 2 CTRY STR TGT Improve targeting in terms of scopeand accessibility to project benefitsparticularly for poorer farmers andspecific target groups includingwomen and youth. Turkey is acountry experiencing growing incomedisparity, and so poverty reductionefforts need to identify and recognizedisparities, that may exist evenwithin rural communities.Inclusiveness is placed high in thegovernment agenda to ensure thatthe benefits of growth and prosperityare shared by all segments of thesociety. Improved targetingapproaches can be achieved throughvarious methods, which shouldinclude several key aspects. Firstly,future programming should be moreprecise in identification of targetgroups and use participatoryprocesses to ensure inclusion ofthese groups in project decision-making.

The Government of Turkey and IFADare in agreement that IFAD exclusiveniche in terms of geographicaltargeting would be the uplands of themountain zones where the highestconcentration of rural poor isregistered. Future programmes inthese areas would address theconstraints faced by the productiverural poor, women and youth.Therefore, IFAD’s more nuancedapproach to targeting focusing onthe “productive poor” smallproducers, women and youth, wouldbe adopted.

F

Turkey NEN CPE 3 CTRY STR TGT Secondly, there is a need tointroduce specific initiatives and newpartners to make sure that the moredisadvantaged are not left out. Thesemay include Ministry of Youth andSports to help design appropriateapproaches to attract and retainyoung farmers, Chambers ofCommerce as mentors or area-basednon-governmental organizations thatwork with culturally and linguisticallydiverse communities.

Institutional mapping for Farmer andRural Based organisations is takingplace.

F

Turkey NEN CPE 4 CTRY OPER RME This improved targeting will alsorequire better definition at the designphase of who will benefit and how in

Explicit identification of the targetgroups and approaches forinclusiveness have already been

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusM&E systems, as well as detailedindicators to track participation andbenefits.

carried out as for the recentlylaunched Goksu-Taseli WatershedDevelopment project (GTWDP) aswell as for new projects. Additionally,with the revision to the RIMS andother initiatives including twocomplementary grant fundedinitiatives; the development of a toolthat will be able to assess in countryM&E systems and capacities andidentify the gaps and develop actionplans for strengthening the capacitiesand providing systematic capacitybuilding in countries on M&E in ruraldevelopment through the Centres forLearning on Evaluation and Results(CLEAR) are working on improvingM&E systems, indicators and resultsmeasurement.

Recommendation 3.

StrengthenIFAD's non-

lendingactivities and

ensuresynergies withthe portfolio.

Turkey NEN CPE 5 CTRY STR STRA Non-lending activities (knowledgemanagement, policy dialogue andpartnerships) have been a lowperforming area of the countryprogramme. Strengthening IFAD'snon-lending activities in Turkey willbe essential for scaling upimpact and rural transformation.Ensuring adequate links betweennon-lending activities with theinvestment portfolio would contributeto synergies and improvedevelopment effectiveness. The CPErecommends in particularstrengthening and diversifyingpartnerships and further investmentin knowledge management. IFAD

Through the new RB-COSOP, specificefforts are being made in thisdirection even though externalcircumstances are not alwaysconducive to the achievement of thisobjective.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusalso needs to take advantage ofopportunities to support South-SouthCooperation in Turkey. (details areprovided below)

Turkey NEN CPE 6 CTRY STR GRT The possibility of mobilizing country-specific grants and or participation inregional grants to support non-lending activities in Turkey should beexplored.

To respond to this recommendation,a USD 1 million grant for SSTC isgoing to feature in the design of theURDP.

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Turkey NEN CPE 7 CTRY STR PAR First, IFAD needs to strengthen anddiversify partnerships in Turkey.IFAD’s relatively minor investmentmust be applied strategically, beingviewed within the wider framework ofkey development partners’ ongoingoperations and Government ofTurkey’s commitment to the adoptionof measures contributing towardsreducing inequalities. In this regard,IFAD needs to strengthen anddiversify its partners in Turkey toenhance its ability to leverage itsprogramme in the country, both inpolicy dialogue and on theoperational/financial front, includingcofinancing with international donors,such as the European Union, theWorld Bank, the United NationsDevelopment Programme, andpartnering with technical servicesproviders (e.g. Food and AgricultureOrganization of the United Nations).Moreover, IFAD needs to ensurestrong coordination with nationalinstitutions and explore collaborationwith new Turkish partners such asRegional Development Agencies. Atthe operational/local level, inclusionof non-governmental organizationsand private sector with relevant skillssuch as participatory villagemobilization, inclusive development,environment and niche marketsmerits consideration. In particularIFAD would benefit by engaging

Specific efforts are being made inthis direction even though externalcircumstances are not alwaysconducive to the achievement of thisobjective. In the design of the URDP,partners such as WB, FAO and UNDPare being involved in order to exploreareas of collaboration. Theestablishment of the ICO is believedto facilitate IFAD's participation inthe donor coordination. Possiblepartnerships will be explored withMoFAL, MoD, and the Ministry ofForestry and Water Affairs (MFWA);national institutions such as theTurkish Cooperation andCoordination Agency (TIKA), theSoutheastern Anatolia Project (GAP),Konya Regional DevelopmentAgency, KOP, (for Konya Basin),DOKAP (for Eastern Black Sea), DAP(for Eastern Anatolia); and privateactors, community-basedorganizations and donors. Futureoperations under the RB-COSOP willaddress the lack of privateinvestment in value chains in theuplands by encouragingentrepreneurs through the matchinggrant programmes; thus, fosteringPPPs, up-front capacity-building andtraining at the producer level.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statussuitable selected private sectorentities and also experienced donorsdirectly at an early stage.

Turkey NEN CPE 8 CTRY STR KM Second, strengthen knowledgemanagement. A key dimension ofIFAD's value added in Turkey will belinked to its capacity to furtherstrengthen the generation andsharing of lessons from theprogramme in order to improveperformance and to support scalingup. IFAD needs to enhanceknowledge management in Turkey,partaking its international andcountry experience, its technicalexpertise and its knowledge ininvolving the rural poor in design andimplementation of rural investmentprojects, M&E, targeting andtechnical solutions in ruraldevelopment. IFAD needs to makeuse of its capacity as knowledgebroker, to be able to respond todemand on state of the artknowledge products and services,and prove global reach to mobilizerequired expertise. A dynamicknowledge management effortrequires active interaction withnational research organizations, thinktanks and academia, which currentlyseems to be limited.

In line with the actions highlightedabove as for the strengthening ofthe linkages between the lending andnon-lending activities, the SSTC willfeature strongly in the newprogrammes. The establishment ofTurkey's Country Office and its roleas a regional hub and knowledgebroker, will further strengthen thisagenda. Stakeholder workshops andconsultation meetings aremainstreamed in the design andoperations of the new projects/programmes.

O

Turkey NEN CPE 9 CTRY STR SOU Third, IFAD needs to facilitateexchange of knowledge andexperience between Turkey andother IFAD countries, furtheringcurrent efforts within the frameworkof SSTC initiatives as an integral partof the IFAD-Turkey partnership. Thistransfer of successful ideas from onecountry to another can lead toconsiderable development impact. Asa broker, IFAD can engage Turkishgovernment organizations (e.g.General Directorate of Agrarian

Under the RB-COSOP for Turkey, twoknowledge products will bedeveloped. Drawing fromexperiences from IFAD-supportedprojects in Morocco and Turkey, thefirst of the KM products will be athematic study on sustainabledevelopment and poverty alleviationin mountainous ecosystems. Thesecond knowledge product involvesIFAD aiding the Government ingenerating a knowledge product onthe impact of matching grants and

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusReform, GDF) and appropriateresearch and private sector entitiesin facilitating transfer of knowledgeand technical expertise to IFADoperations in other countries in theregion (Central Asia, the Balkans,North Africa and the Middle East), inareas in which Turkey has particularstrengths, such as e.g. foodprocessing and food safety.

subsidies.

Turkey NEN CPE 10 CTRY STR SOU IFAD and the Government of Turkeywould benefit from a well-articulatedapproach to SSTC that includes TIKAas the main partner and the directcoordinator of Turkish solutionproviders from the public and alsoprivate sectors.

Collaboration with TIKA has started.In 2015, IFAD partnered with TIKAto strengthen the capacity oftechnicians of project staff from fourIFAD-financed projects in Sudan,Morocco, Tunisia and Yemen. Bybuilding on this success, the IFAD-TIKA cooperation is going to beexpanded also to other countries.

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Turkey NEN CPE 11 CTRY STR DEC Enhancing IFAD presence in Turkeythrough a country office - tocapitalize Turkey’s experience andknowledge to provide support toother countries – could contribute inthis direction.

Signing of HCA is imminent andestablishment of the ICO is underway

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Turkey NEN CPE 12 CTRY STR SOU Opportunities to partner with theFood and Agriculture Organization ofthe United Nations (FAO) and theUnited Nations DevelopmentProgramme (UNDP) currentcooperation programmes on SSTCshould be explored.

In the design of the URDP, partnerssuch as WB, FAO and UNDP arebeing involved in order to exploreareas of collaboration.

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Recommendation 4:

Emphasis oninnovation andscaling up as

two keystrategicpriorities

Turkey NEN CPE 13 CTRY STR SCA IFAD and the Government of Turkeyare fully aware that financing forinvestment projects is not the majorjustification to borrow from IFAD andit is not an effective single vehicle to

This recommendation has beenincorporated in the framework ofURDP whereby a 2 PBAS lendingapproach will be applied. Drawing onthe latter, 2 sub projects will be

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuseradicate rural poverty in thecountry. This is particularly relevantin Turkey in view of relatively limitedavailability of performance-basedallocation system (PBAS) resourcesfor the programme. IFAD needs tofurther demonstrate value added inTurkey beyond projects. In thiscontext promoting innovation andpursuing scaling up (two poor-performing areas in the programme)need to be regarded as strategicpriorities in the future countryprogramme. (Details are providedbelow)

developed. However, it is worthmentioning that the adoption of suchan approach depends also on theinterest and request by Government.

Turkey NEN CPE 14 CTRY STR INN Promoting innovation. First, a closerreview of mechanisms for innovationis required to reduce publicdependency and build sustainableinstitutional support. IFAD hasknowledge and experience inappropriate technology and localinstitutional development that couldassist in scaling of pro-poorinterventions that would be moreconsistent with the portfolio’sstrategic objectives of empowermentand sustainable pathways out ofpoverty. Concerted efforts arerequired to find new mechanisms tostrengthen collective farming andmarketing initiatives to createeconomies of scale and value addingopportunities in relation to marketdemand.

As a follow up to thisrecommendation, innovativeinstruments for accessing financesuch as credit guarantee mechanismsas well as platforms for linkingproduction with market bases aregoing to be key features in thedesign of the URDP. Projects willcapitalize on innovations introducedby IFAD: SIPs, pro-poor MGPs andclimate-smart agriculture (such asintegrated pest management,vegetable production under cover,renewable energy, drip irrigation,participatory rangeland managementand tailored IT-based weatherforecasts for better real-time plantingand harvesting).

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Turkey NEN CPE 15 CTRY STR INN There is a need to explore, inaddition to better access to newmarkets, alternative sources ofinvestment capital such as Islamicfinancing models and to buildcoordinated support services andlocal business services within theproject areas that will provide bothimproved local economies andestablish strong platforms for future

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

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusgrowth. There are some promisingexamples of small women producergroups and farmer-led initiativessuch as family farm consolidationand joint marketing that could bestudied and further developed. Thiswould be of benefit in the Turkeyprogramme and also support South-South and Triangular Cooperationinitiatives.

Turkey NEN CPE 16 CTRY STR SCA Scaling up. Second, building onadditional efforts to strengthen policydialogue and knowledgemanagement, the IFAD-supportedprogramme needs to shift from aproject-centric approach to oneaimed at influencing other partners(government, donors, private sector)including leveraging policies,knowledge and resources. This willrequire the adoption of aprogrammatic approach to scaling upin Turkey and a shifting from scalingup IFAD projects to scaling upresults. Potential scaling up pathways(through projects, policy dialogue,knowledge management) need to beexplored from the beginning andthroughout the project cycle and willneed to be supported over a longertime horizon, typically much longerthan a one-time IFAD intervention.New ideas can be tested throughpilot projects, as the basis of ascaling-up model.

The government has committed inscaling up sustainable developmentmodels for pockets of poverty (with afocus in the uplands) by adopting aprogrammatic approach to IFADinvestment and through scaling uptwo ongoing IFAD investmentprogrammes with similarcharacteristics – the Murat RiverWatershed Rehabilitation Project(MRWRP) and Göksu TaşeliWatershed Development Project(GTWDP) – as well as the UplandsRural Development Programme(URDP) currently in the pipeline.

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Recommendation 5: Strategic

focus onwomen and

youth.Turkey NEN CPE 17 CTRY STR TGT Additionally, the CPE recommends

that IFAD support the portfolio morestrongly with non-lending activities(knowledge management, policydialogue and partnerships) with a

Please refer to response torecommendation No. 2 above.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusparticular focus on gendermainstreaming and on targeting ofwomen and youth, …

Turkey NEN CPE 18 CTRY OPER SUP ... as well as more regularly deploygender and youth experts onsupervision missions to ensure thatprojects are supported to achievegender equity in implementation andrespond to youth specific needs.

This recommendation has been takeninto account in the design for thenew project as well as supervision ofongoing portfolio.

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Turkey NEN CPE 19 CTRY OPER RME Finally, logical frameworks for futureprojects should include indicators,targets and means of measurementrelating to the participation of andexpected outcomes relating togender and the involvement ofyouth.

Agreed and is done for GTWDP andto be done for URDP. Youth andgender disaggregated data andindicators have been included in therevised RIMS which was approved bythe EB in April 2017

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Brazil: Rural communities development project in the poorest areas of the state of Bahia - ProjectPerformance Assessment

Brazil LAC PPA 1 CTRY STR DES Need for a longer time frame for pro-poor development with demanddriven participatory approaches. Theproject’s strategy to empower thebeneficiaries and their organizationsto effectively participate in theirsocial and economic developmenthas proved its worth. However, thetime frame of six years is insufficientto complete and consolidate theproject activities which might haverequired some ten-twelve years.While “stretching” the duration ofimplementation of a single projectphase is unlikely to be an acceptableoption at IFAD (inter alia due to cashflow issues), the Fund shouldcoordinate between two projectphases so that an assessment andconsolidation plan is prepared in viewof a follow-up phase. Depending onthe availability of funding, the secondphase may be cofinanced by IFADand the state government or by thelatter on its own if IFAD can not

It was agreed with CAR, the Gentede Valor and Pró-Semiarid ProjectImplementation Agency, that thegovernment of Bahia would financethe long-term provision of specializedtechnical assistance on projectmanagement and marketing to allfamilies benefitting from the Gentede Valor Project. The funds for thisprogramme are entirely made ofcounterpart contribution from theState's government budget. Inaddition, the government of Bahiahas also agreed to finance exchangeprogrammes between beneficiarycommunities of the Gente de ValorProject and new beneficiaries of thePró-Semiarid Project, in order toensure continuity and sustainabilityof all IFAD financed activities. Theseexchange programmes are not onlyof a technical nature, but alsoencompass a social dimension. Anexample are the successful activitiesinvolving the Kiriri indigenous

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuscommit further resources. It will beimportant for the state governmentto commit to future support(including financial support). IFADmay help prepare a consolidationneeds analysis and a support plan.

community, which are now ashowcase for rural development workwith indigenous communities in theNortheast as whole, and in Bahia inparticular.

Brazil LAC PPA 2 PROJ OPER SUS Concrete plan for the consolidation ofproductive activities. The CARpersonnel of Pró-semiárido incollaboration with IFAD could help byelaborating a detailed plan for theconsolidation of the productiveactivities implemented by Gente deValor. While this plan should includesmaller- scale activities such as thehorticulture productive backyardsand small ruminants raising, itshould have special emphasis onlarger processing plants. 1) This planshould include an assessment of theneeds in terms of training, access tofinancial services, for theconsolidation of the main productiveactivities. 2) For the processingplants it should include a businesscase analysis, identifying therequirements for economicprofitability and the conditions forreaching a break-even point. Thiswould help focus efforts andresources where there are chances tosucceed as profitable enterprises.

All sub-projects financed by Gente deValor and Pró-Semiarid Projects havenow been incorporated into thegovernment's new rural developmentsustainability programme. Thosealready financed by Gente de Valorhave also received special PMUattention during the first couple ofyears of the PróSemiaridimplementation, in order to help toimplement the strategy. Thisstrategy includes 3 components: asocial, an environmental and aneconomic one. The social oneincludes activities such as a refreshercapacity building training programmein management with beneficiariesand an update on trade and publicpolicy access, with renewed attentionto women and youth empowerment.The environmental one includesproduction techniques to upgrade toagroecological systems, in thecontext of climate change. Theeconomic one ensures that projectbeneficiaries have renewed access toinstitutional markets, such as PAAand PNAE as well as to register themon the local fairs through a listingproduced by CAR.

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Brazil LAC PPA 3 CTRY OPER ORG Enhance institutional connectivity ofIFAD-supported interventions in theState of Bahia. This concerns notonly the support to the sustainabilityof results of Gente de Valor, but alsoongoing and future interventions(such as Pró-semiárido). There arethree dimensions to this:1.There needs to be better

The special technical assistanceprogramme gives beneficiariesspecial training on access to publicpolicies, including PRONAF,commercialization (PAA and PNAE)and crop insurances programmes, aswell as seed and tractor financingprogrammes. For the water accessprogrammes, the government has

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuscoordination with publicly supportedprogrammes. As an example, otherpublic programmes provide watertanks (for human consumption andproduction) and, in the future, IFAD-supported programmes could relymore on these for improving accessto water.

liaised with two key Federalinitiatives: ii) the MDS (Ministry ofSocial Development) 1 millioncisterns, for both production andconsumption; ii) the Agua Doceprogramme (Ministry ofEnvironment), which ensures thatwater for production is extractedfrom deep wells in the semiaridregions.

Brazil LAC PPA 4 CTRY OPER PAR 2.It is necessary to enhancesynergies of IFAD-fundedinterventions with state servicedelivery services, such as Bahiater(for agricultural extension) as well asprogrammes funded by other donors(such as Bahia Produtiva – WorldBank);

The regional office of the Pro-Semiarid Project in Juazeiro, Bahia,shares the same building of the localSETAF (Territorial Service for FamilyFarming in the State) office, allowingfor all rural development projects inthe State to interact and seekcommon ground and synergies, andit includes projects funded by otheragencies such as the World Bank. Inaddition, the World Bank and IFAD,whose projects in Bahia areimplemented by the same agency,CAR, have agreed to conduct jointsupervision missions, in order toshare methodologies, best practicesand results and scale-up successcases. The first joint supervisionmission took place in 2016 involvingWorld Bank and IFAD staff for over aweek of work, which kick started atthe Bahia edition of the Forum ofSecretaries of Family Farming ofNortheast Brazil and Minas Gerais,attended by policy makers,development project managers andcivil society leaders from the wholeof Northeast Brazil and IFAD'sintervention area.

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Brazil LAC PPA 5 CTRY OPER ORG Better coordination is necessary withlocal level governments, such asmunicipalities. Some of these areelaborating local development plans(in which project-driven developmentplans need to be better inserted) and

The work with municipalities hasstrengthened on several fronts: i)organization of commercial fairs ofagroecological products from IFADbeneficiaries, for which severalmunicipalities agreed to provide free

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusmany have local extension services(although under-funded). Linkageswith local government plans canenhance the availability of criticalfunding for maintenance ofinfrastructure and also help imbuethe modus operandi of localgovernments with the innovationspromoted by the projects.

space; ii) cooperation betweenproduction groups and the municipalsecretariats of education for thepurchase of food for school meals;iii) coordination and cooperation withthe municipal secretariats for theenvironment for the provision oftechnical assistance to IFAD Projectbeneficiaries; iv) provision ofmachinery by the municipalities forthe construction of water accessinfrastructure (small and medium-size, such as dams) to reach IFADbeneficiary areas and increase thepotential of agricultural productionvolumes.

Brazil LAC PPA 6 CTRY OPER ASR Systematization of innovations andbest practices for their scaling-up.It is recommended to IFAD incollaboration with the stategovernment of Bahia to carry out anin- depth analysis and review of theinnovations and best practices of theproject, including the followingactivities: focalization, establishmentof sub-territories and associationswith a participatory approach; watersaving productive backyards,management of small ruminants in“fundo de pasto”, innovative value-added productive chains (umbu,ouricuri, and cassava), installation ofsimple desalinization plants, safe soilconservation practices (mixedcropping), sisal manufacturing andother environmentally sustainabletechniques adapted to the caatinga.This analysis should be based on thefollowing questions: What workedwell and what did not? What werethe key success factors? What couldhave been done differently and how?Knowledge and learning resultingfrom these best practices andinnovations can contribute to

Several activities were organized tobetter systematize information andknowledge, as well as best practicesfrom the Projects. Both Gente deValor and Pro-Semiarid Project Staffhave intensively interacted with staffof Semear Programme, benefittingfrom exchange programmes, andreceiving support for the productionof publications, booklets andbulletins, e.g. a book on the impactof production backyards on the livesof women etc. In addition,information was also systematized tobe included in the very products soldby the beneficiary communities, suchas the narrative labels and packagingnow used by COOPERCUC, abeneficiary of the Pro-SemiaridProject, with a partnership with SlowFood. This cooperation with SlowFood and the IFAD-supportedcooperative for product labelling andpackaging includes narrative on thehistory of the community, maps ofthe region and images on the familyfarming way of life. It has greatlyenhanced the visibility and theappeal of the family farming products

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusinstitutional decisions regarding newand ongoing public policies andprogrammes, not only in the BahiaState but also at the country level.

coming from IFAD intervention areas.The products are geared to enterhigh-level national and exportmarkets niches.

Brazil LAC PPA 7 IFAD OPER RME Improvement of the M&E andreporting systems. Theimplementation of the RIMS M&Esystem had some constraints relatedto the limited scope of the data,which did not capture relevantproject outputs and outcomes. Thiswill require from IFAD’s side arevision of the RIMS system and ofits operationalization in order tomake it more flexible and betteradapted to demand-driven projects.

Since mid-2015, the IFAD ICO Office,under the CPM's guidance and in co-operation with the SemearProgramme, devised a framework toestablish an online, real-time M&Esystem to assist rural developmentproject managers in enhancing theeffectiveness in reporting results,comparing impact assessment dataand planning project activities, basedon state projects' AWPB. The firstversion of the system was designedin a generic enough way to allow forits use not only by IFAD, but ratherby any rural development projectcurrently under implementation inNortheast Brazil. The system waslaunched successfully during the 1stIFAD Brazil Workshop in M&E in April2016. In June 2016, a newpartnership was established withUNDP's International Policy Centrefor Inclusive Growth, to furtherstrengthen Semear's contribution inthe field of M&E, in particular withregards to evaluation and impactassessment of rural developmentpolicies in Northeast Brazil and MinasGerais. Additionally, IFAD has revisedits RIMS framework.

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Brazil LAC PPA 8 PROJ OPER RME In addition to the RIMS, the CARpersonnel of Pró-semiárido could alsocollect and analyze comprehensivedata (e.g. gender disaggregateddata, average costs of activities) thatwould facilitate a betterunderstanding of the projectprogress and impact. IFAD couldsupport CAR by promoting exchangevisits with other projects whereanalytical work has been conducted

Gente de Valor was chosen by IFAD(RIA/SKD) for a joint post-impactassessment work, which will beconducted in several stages,including remote exchange ofdatabases and analysis, but also newfield visits, with the participation ofproject staff, IFAD staff and technicalspecialists. In addition, the newbaseline for the Pro-Semiarid Projectis being finalized with the support of

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusat a satisfactory level. UNDP-led IPC think-tank, in order for

the data to be fully comparable andcross- checked with the other 4baseline databases that haverecently been produced for theongoing IFAD projects in the Statesof Paraíba, Ceará, Piauí and Sergipe.This will allow the projectmanagement in Bahia to have a clearX-ray of the beneficiary communitiesand particularly their positioningrelative to the project design targets,to aid planning and future M&E work.In this regard, IFAD involved projectdirectors and M&E staff in two majorM&E workshops during 2016, withthe participation of all serviceproviders involved in data collectionand analysis for all IFAD-financedstate-based projects, to presentmethodologies and results andexchanging views, key conclusionsand agreeing on the way forward.

Lao People's Democratic Republic: Rural livelihoods improvement programme in Attapeu andSayabouri - Project Performance Assessment

Onlyrecommendati

onsspecifically

addressed toIFAD havebeen listed

below.Recommendati

on 1Institutionaliz

e aparticipatoryapproach for

localdevelopmentplanning has

not been

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusconsidered

becauseaddressed to

theGovernment ofLao People'sDemocraticRepublic.

LaoPeople'sDemocra

ticRepublic

APR PPA 1 CTRY OPER TCB Address institution-building andtraining. There is a need to buildlong-term capacities through thestrengthening of village communityworkers and managementcommittees in order to ensuresustainable community development.There is also a need to promotefarmers’ organizations andstrengthen theirnegotiating power. Theseorganizations could serve tostrengthen maintenance andcleanliness systems for sustainableuse of all types of ruralinfrastructures. In the future it maybe necessary to set up stronginstitutions with clear mandates forO&M activities. Although severalcommittees were set up for O&Mactivities, they lacked statutorystatus, mainly because thesecommittees functioned under thesupervision of VACs and villageheads. It would be useful to considerrecruiting a full-time staff person towork on forming farmer groups. Withregard to training, sessions should beparticipatory and very practical,addressing community needs, andsuitable for women with a limitedlevel ofeducation as well astime/family/mobility constraints.Training sessions should include anassessment to document trainingquality, beneficiaries, levels of

Ongoing projects and especially therecently approved project NSLCP -RFSP focusses on capacity andinstitutional building to addressconcerns related to sustainability ,poverty and gender focus and beinclusive for the various ethic groupsin the project area. NSLCP assist thelivestock development groups formedunder the LDP, now closed. Theproject assistance focusses ontechnical aspects such as veterinaryservices and livestock fodderproduction at the farmer level, aswell as the service provider at alllevels. Assistance to farmer groups isrefocuses on technical, organisationaland market aspects. Farmer toFarmer extension known as the mosteffective extension model, has beenstrengthened.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statussatisfaction and outcomes of thetraining itself (adoption rate,increased yields, production, income,literacy rate, quality of services, etc.)

LaoPeople'sDemocra

ticRepublic

APR PPA 2 CTRY STR RFI Strengthen microfinance as a meansof easy access to credit. With manyavenues for diversification ofeconomic activities, demand forcredit has increased. It is importantto emphasize the complementarity ofinstruments to ensure that thesupply of financial services meets thediversified demand of the varioustarget groups. The existing VBsystem is unable to meet suchrequirements and the members stilllook for other avenues. It isadvisable to support VBs to developfinancial products which are moresuitable for IGAs and agriculturalactivities. With private investmentsgrowing in the area and also familymembers working outside the area,VBs should be capable of attractingthe growing family remittances. Itwould be useful to considerestablishing strong linkages with theformal banking sector.

The IFAD portfolio is looking atrevising its rural finance approach.All projects will be affected. The newNSLCP-RFSP (ADB/IFAD funded ) willpave the way forward: It will recruitan international, specialised TA inmicrofinance, partnered by nationalrural finance experts to finalise there-design of the NSLCP livestockcredit scheme and to empowerDistrict Lao Women’s Unions (LWU)to responsibly manage livestockdevelopment credit to livestockmarket group members. The Bank ofLaos, with GIZ support, isestablishing Network SupportOrganizations (NSO) at provinciallevel to facilitate the extraordinarygrowth of savings-driven VillageFunds. NSLCP-RFSP will assist theGoL to establish a national ARF, tocatalyse the participation ofregistered private banks and MFIs inagricultural and rural developmentfinance operations in Lao PDR. TheARF will apply those funds torefinance a portion of lending byprudentially-approved commercialbanks and MFIs to targetedagriculture sectors, in line with thenational agricultural developmentstrategy.

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LaoPeople'sDemocra

ticRepublic

APR PPA 3 CTRY OPER KM Facilitate knowledge managementand support the development ofsystems to better measure resultsand impact. IFAD should plan regularinformation and knowledge-sharingevents (workshops, field visits,training sessions, etc.) among theprovince/district coordination units.The agency should coordinate

Knowledge management will bestrengthened in all projects and atcountry programme level .To enableeffective knowledge managementand sharing, results and lessons fromthe Programmes are documentedsystematically through specialstudies and knowledge productscommissioned by the programme

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusprogramme action with other donors,and look for complementarity andsynergy at grassroots level,especially for investments such associal infrastructures, which are nolonger covered by IFAD financing butwhich have a high level of impact onlivelihoods of the target population.

management and with guidance bythe IFAD country office. The M&Esystem will be one of the mostimportant sources of knowledge. Inaddition, innovations observed duringthe implementation process will alsobe documented. The M&E staff willalso take the responsibility fordisseminating knowledge documentsthrough dedicated websites andoccasional workshops and seminars.

LaoPeople'sDemocra

ticRepublic

APR PPA 4 IFAD OPER RME Furthermore, with regard to M&E,IFAD should pay greater attentionand provide support at all stages inthis area in collaboration with thegovernment – including proposing asolid basis for M&E in project designreports, providing support andguidance to project management instrengthening the M&E system andcarrying out regular impact surveys.

The programmes are guided to followa standard M&E approach in termsof monitoring output, outcomes andimpact. M&E systems shall provideinformation by poverty status,gender, and ethnicity. Whereappropriate, outcome and impactindicators will be disaggregated bypoverty quintile. The new NSLCP hasan Indigenous Peoples PlanningFramework (IPPF)/Ethnic GroupsDevelopment Framework (EGDF).Apart from the three levels ofmonitoring, the Programmes willmonitor processes. This will involvemonitoring the processes leading tooutputs and outcomes. Specific areaswhere progress monitoring willapplied include the provision oftechnical services, the execution ofparticipatory village SLPMGestablishment and execution of groupactivities. Information on these maybe gathered via PME, as well as fromvillage, SLPMG or service providerrecords. Furthermore, special studieswill be undertaken to assess theeffectiveness of the approach and itsprocesses and ultimately to makeadjustments as required. Whileprogrammes have their own M&E,they will be aligned with the evolvinggovernmental MIS system.

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Lao APR PPA 5 CTRY OPER KM It is advisable to organize a learning The drafting of the new COSOP is O

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ticRepublic

retreat/workshop to identify RLIPlessons learned, in order to furtherinform FNML implementation. Apractical action and learningapproach for FNML implementationshould be produced, and reviewedand revised annually.

work in progress and will build onlessons learnt from RLIP and otherclosed/ongoing projects. Theselessons learnt will be presented inthe COSOP completion review reportand discussed at national levels.

Nigeria: Community-based agricultural and rural development programme - Project PerformanceAssessment

Nigeria WCA

PPA 1 CTRY STR STRA CDAs. Formalise the role of CDAs.Under CBARDP, social inclusion,transparency and accountability havebeen enhanced. But at the sametime, CDAs maintain poor records,have limited accounting skills andthere is limited reflow of assets. Infuture, greater support for financialmanagement as well as basic literacyand numeracy are needed. Forsustainability, there is a case thatthis ‘4th Tier’ of government shouldhave a budget, salaries andoperating costs provided by the LGA,as is found in similar village leveladministrations elsewhere. In futureoperations, such as CASP, IFADshould seek to focus on providinggreater support for bringing aboutstate legislation to provide a legalbasis for CDAs to operate and besustained.

As CBARD has ended, action isongoing in CASP. The newinvestment programme, currentlyunder design, will continue toleverage on the principle of CDDapproach by deepening on the use ofCADA to facilitate youth involvementand women inclusion in agribusiness,facilitate access to economicopportunities and enhanceknowledge sharing amongcommunity members. The CDDapproach will be adapted for thepromotion of rural agribusinessdevelopment.

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Nigeria WCA

PPA 2 CTRY OPER RME Monitoring and evaluation. Provideappropriate guidance on participatoryM&E and impact studies. Whileroutine monitoring and financialreporting has been largelysatisfactory, much greater attentionshould be paid to: (i) proposing amore appropriate participatoryapproach to M&E at community level,so that it is aligned with localcapacities and interests; and (ii)conducting more suitable evaluation

A lot of technical support is beingprovided to improve the M&Esystems and processes of ongoingprogrammes (VCDP and CASP). Atthe same time IFAD is supporting thestrengthening of the national M&Esystem for the agricultural sector.IFAD is undertaking twocomplementary initiatives throughestablishing partnerships funded byIFAD grants; the development of atool that will be able to assess in

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statussurveys that consider thecounterfactual, use sound datacleaning and verification, applystatistical tests to explore themeaningfulness of the data, andabove all adopt a more objectiveapproach to interpretation of theevidence. In addition, usefulthematic studies need to beundertaken to provide insights onprogramme performance andemerging issues.

country M&E systems and capacitiesand identify the gaps and developaction plans for strengthening thecapacities and providing systematiccapacity building in countries on M&Ein rural development through theCentres for Learning on Evaluationand Results (CLEAR).

Nigeria WCA

PPA 3 CTRY STR GDR Gender. Address power relations andsocial values through culturallyappropriate gender strategies. Whileimportant strides have been made inbringing greater equity to women interms of sharing developmentresources and being given greateropportunity to manage their owninvestments, in future greater effortsto bring women into decision makingstructures such as CDAs are needed,even though this is notstraightforward in the moreconservative Islamic culture found innorthern Nigeria.

Increased attention is being given byongoing programmes to bring womeninto decision making structures. Assuch, VCDP developed a genderstrategy which foresees a target of30 per cent of women in leadershippositions. In addition, the upcominginvestment programme, LIFE, willadopt and promote the use ofGender Action and Learning System(GALS) which has proven to besuccessful in promoting the decision-making power of women.

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Nigeria WCA

PPA 4 IFAD OPER RME Counting beneficiaries. Providedifferentiated guidance on how tocategorize beneficiaries and monitorbenefits. The IFAD RIMS hasencouraged a strong focus oncounting different categories ofbeneficiaries, however there needs tobe greater attention given to howbeneficiary numbers are defined andcounted (to avoid double counting forexample). Greater support alsoneeds to be given to balancing thetop-down indicator focus with astronger analysis of who benefits(i.e. targeting).

Ongoing programmes have refinedtheir targeting strategies to allowthem to better monitor theirtargeting practices. At the same timeM&E systems are beingstrengthened. Finally, thematicstudies are foreseen to capture thedifferentiated impact on the targetgroups. Moreover IFAD revised RIMSwas approved by the EB in 2017 andis being rolled out which providesadded guidance this.

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Kyrgz Republic: Agricultural investments and services project - Project Performance AssessmentKyrgyz NEN PPA 1 CTRY OPER TCB Build sufficient professional capacity Under the LMDP 2, PUUs are F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusRepublic at the local (PUU) level for designing,

implementing and monitoring CPMPsso as to address/revert pasture andsoil degradation (paragraph 101,110, 143). The alarming biological(pasture germplasm) and physical(soil, water) degradation of pastureland requires substantial, rapid andcontinuous efforts for establishingthe conditions for sustainable naturalresource use. CPMPs which satisfysuch conditions, short- and long-term, require advanced technical andlogistical skills which need to beavailable to PUUs on a continuousbasis. The creation and provision ofrespective manpower for all PUUs issuggested to be priority attention ofany project follow-up action; theopportunities of local/rayon-levelvocational schools forinvolvement/commitment in suchprofessional education are worthexamining.

supported to enhance their pasturemanagement plans in view ofincreased environmentalsustainability and the challenges ofclimate change. This has improvedthe PUU capacity to implement andmonitor their CPMPs. With projectsupport, the Bishkek university ofagriculture has included pasturemanagement into its curriculum,strengthening the cadres of localspecialists available in the sector.

KyrgyzRepublic

NEN PPA 2 CTRY STR PRM Strengthen the conditions for privateveterinary service delivery whilefocusing the public veterinaryauthority function onregulatory dimensions (paragraphs68, 111, 144). The network ofprivate veterinarians needs to beenabled and strengthened(Veterinary Chamber, VeterinaryAssociations) to undertake fully, inprinciple on a cost-recovery basis,veterinary support to farmers andenterprises. The national veterinaryauthority is expected to assist theVeterinary Chamber and Associationsin enhancing the professionalcapacities of private veterinarians; italso establishes the rules for theoperation of private veterinariansand for their links to the publicservices at

The recommendations have beentaken fully on board. The ongoingLMDP 1 and 2 are supporting thebuild-up of a private veterinarynetwork (support through training,certification, as well as equipmentand linkage with PUUs). Under thesupport of LMDP 1 and 2, incidenceof brucellosis, echinococcis havebeen significantly reduced. Theupcoming ATMP also supportsvaccination for PRM.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusnational and regional levels. In theresponse to epidemic diseaseemergencies and in the context ofnational disease control programmesin view of disease eradication (e.g.brucellosis, foot-and-mouth disease,peste des petits ruminants [animaldisease, also known as "goatplague"], etc.), sufficient statebudget (and state-mediated donorsupport) needs to be made availableto the public animalhealth authority to finance effectivevaccination campaigns carried out byprivate veterinarians.

KyrgyzRepublic

NEN PPA 3 CTRY OPER RME Ensure adequate M&E and systematicefforts in ongoing projects to providedata on outcomes and impact(paragraphs 6, 88, 133). Inparticular, these should includeimpact on livestock productivity andfarm incomes and changes in pastureconditions

Agreed and fully implemented.Ongoing projects have a strong M&Esystem that regularly collectsinformation on key indicators, suchas milk yields, animal weight - thatfunction as a proxy on pastureconditions as well as on impact onHH livelihoods.

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KyrgyzRepublic

NEN PPA 4 CTRY OPER PAR Ensure close coordination with theWorld Bank financed PLIMP to ensureconsistency in approaches(paragraph 146). Given that LMDPwas designed with the participationof the World Bank and that the allprojects are implemented throughAPIU and ARIS, there is highlikelihood that sufficient coordinationand consistency are maintained. TheWorld Bank's PAD on PLIMP alsoindicates that these projects wouldhave common terms of financing forcommunities and "a common projectoperating manual as far as possible".Some areas where consistency maybe important are: key M&E indicatorsand approaches to measure them;impact assessment; guidancedocuments for activities related tocommunity-based pasturemanagement (e.g. social mobilization

IFAD has undertaken in the recentdesigns (ATMP) robust povertygender mapping and analysis,resulting in a design which integratesthe communities in the forming andparticipation of value chains in ainclusive manner. IFAD has also beensupporting the adoption of the GALsmethodology in the portfolio. Theaspects are fully followed up onduring supervision andimplementation. IFAD is undertakingtwo complementary initiativesthrough establishing partnershipsfunded by IFAD grants; thedevelopment of a tool that will beable to assess in country M&Esystems and capacities and identifythe gaps and develop action plans forstrengthening the capacities andproviding systematic capacitybuilding in countries on M&E in rural

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusstrategy, gender strategy, guidelinesfor pasture use and managementplanning processes). Participation ineach other's supervision missions(between the Bank and IFAD) or atleast regular contact and sharing ofexperience and key issues would bevaluable.

development through the Centres forLearning on Evaluation and Results(CLEAR).

KyrgyzRepublic

NEN PPA 5 IFAD STR TGT Ensure adequate diagnostic povertyand gender analysis and soundtargeting strategies in the designstage, and monitor theimplementation of the strategies(paragraph 58, 120-124. 145). Thisis a broad recommendationpresented to IFAD, in particular incofinanced/co-designed projects withone common and integral design withone project document. It is importantthat sufficient budget be allocated forIFAD's participation (countryprogramme managers, other IFADstaff or consultants) in design,supervision and implementationsupport missions, mid-term reviewand project completion reportpreparation to ensure that issues ofconcern to IFAD are addressed andfollowed up, even in cofinancedprojects supervised by anotherorganization.

Project designs now place closeattention to targeting and to the riskof leakage of benefits. IFAD projectsupervision missions nowsystematically check on theeffectiveness of project targetingstrategies and recommend remedialaction where necessary. Wherenecessary, capacity building isprovided to PMU staff as part ofIFAD’s implementation support.Additionally, future investments willundertake gender sensitive povertyand livelihoods analysis at design; forongoing investments, Gender ActionPlans have been initiated to bettermainstream gender issues and theirmonitoring during implementation.

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China: Environment conservation and poverty-reduction programme in Ninxia and Shanxi - ProjectPerformance Assessment

China APR PPA 1 CTRY STR TGT Targeting. Continue focus on chronicpoverty and ethnic minorities, butdevelop more sophisticatedstrategies to ensure that theeconomically active poor benefit.With its specific focus onsmallholders and ethnic minorities,IFAD has been well placed withECPRPNS and other programmes that

According to the targeting strategy ofthe new COSOP 2016-2020(approved in September 2016), IFADwill focus on poor areas but with aproduction potential.However, it should be noted thattargeting areas that are bothpotentially productive andenvironmentally fragile may not be

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statustarget the chronic poor in remote andecologically fragile areas. The rapidlychanging social and economiccontext means that IFAD has toadjust its approach in targeting therural poor, building on what hasworked well before. Since chronicpoverty is persistent, IFAD shouldmaintain a focus on areas that havea potential for agriculturalproduction, but are environmentallyfragile and mainly inhabited byethnic minorities. Targeting of thoseareas needs to ensure strategic fitwith the LGOP’s approach oftargeting poor areas, to avoidredundancy and to ensure IFAD'sadded value.

systematically pursuable, as theareas with potential in agriculturalproduction are not necessarily themost remote and ecologically fragile.And, vice-versa, the ecologicallyfragile areas do not necessarily havea high potential for agriculturalproduction.

China APR PPA 2 CTRY STR TGT For socioeconomic targeting, IFADshould adopt more sophisticatedanalytical tools that are able tocapture the increasing differentiationwithin the rural population. In thecase of a rapidly changing ruralpopulation, specific strategies areneeded to target unskilled youth,returning migrants and femalefarmers. IFAD’s targeting approachshould be informed by the availablebody of poverty analysis produced byWorld Bank and national think tanks.

For its targeting strategy, IFAD reliesextensively on National PoorRegistration System, a nationalcomputerized database managementsystem that collects data on all theremaining poor people in thecountry, and classify them accordingto the causes of their poverty, thusallowing accurate targeting andtailored poverty reduction measures.

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China APR PPA 3 CTRY STR PAR Partnerships. Stronger engagementin partnerships, to improveperformance on the ground and learnfrom partners’ experience. IFADshould not be complacent with whatit has achieved in China. This PPAhas shown that IFAD needs tostrengthen its engagement andpresence on the ground, to improveperformance and impact of itsoperations. A more strategicapproach partnership will be a keyaspect of this engagement. The PPAoffers the following three specific

Partnership is recognized as a criticalelement for successful delivery in thenew COSOP (2016-2020). A numberof initiatives to enhance thepartnership with key in-countrypartners have been taken in the past2-3 years (e.g. strengtheningcollaboration/partnership with IPRCC,increasing engagement with FECC,exploring opportunities forpartnerships with the other RBAs,and with universities and researchcenters (CASS, CAU), etc.). In 2016,a tripartite MoU with MOF and MOA

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusrecommendations with this regard has been signed, and a joint MOA-

RBA Roundtable has been organized;in 2013, a letter of intent has beensigned with CADFund.

However - to keep the level ofexpectations in this area at a realisticlevel - it is important to highlightthat the current capacity of the ICOis one CPO and two ACPOs. The CPMfor China (under recruitment) will beout posted as the host countryagreement has been signed withChina. This is expected to improvepartnership building at the countrylevel.

China APR PPA 4 CTRY OPER PAR Beyond programme supervision.Provide adequate levels of technicalsupport and link programme partnersfor mutual support and learning.Even in a country as large andcomplex as China, IFAD has to buildand maintain a large number ofpartnerships at national andprovincial levels. In the case ofECPRPNS, IFAD has struggled tomaintain adequate levels and qualityof technical support throughout theimplementation period and withregard tospecialist issues (e.g. ruralcredit, cooperatives, participationand M&E). IFAD needs to havesufficient capacity on the ground toengage in a continuous dialogue withprovincial-level partners and have asufficiently large pool of consultantsto mobilize appropriate levels ofspecialist inputs when needed. IFADshould also pay attention tomaintaining partnerships that havebeen built in earlier programmes,such as ECPRPNS, and that couldinform ongoing initiatives. It shouldsupport networking and exchangeamong programme partners, for

IFAD has a large pool of bothnational and international consultantsthat can be mobilized to provideadequate level of technical inputs,when required. IFAD can also counton increased technical support fromPTA, and increased collaboration withFAO/TCI. Over the past couple ofyears, IFAD has encouraged andfacilitated projects’ peer-to-peer andmentoring mechanisms, andorganized annual events (e.g.workshops and/or portfolio reviews)to facilitate networking and cross-fertilization of experiences andlessons.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuslessons learning and peer support,for example during mission wrap-upsand annual COSOP review.

China APR PPA 5 CTRY OPER KM Learning and knowledge. Criticallyreview and share good practices fromECPRPNS in cooperation with Ministryof Finance, Ministry of Agricultureand LGOP. The programme set out totest new approaches to addresscritical environmental-povertylinkages. The Ministry of Financeshould be encouraged to documentand review the unique experiencesand practices ofECPRPNS and other projects incooperation with the Ministry ofAgriculture. Furthermore, IFADshould carefully review and evaluatenew practices before recommendingthem for scale up. For example, anumber of approaches that werehailed as innovative or successful bythe programme, were found to beless effective by this PPA (e.g. thecooperatives, the micro-creditapproach and the participatoryapproach). They should be criticallyreviewed before disseminating themas good practices. In addition, IFADshould encourage the Ministry ofFinance to support thedocumentation and sharing ofprogramme lessons experiences incooperation with the Ministry ofAgriculture and the InternationalPoverty Reduction Center in China,e.g. through a national workshop orconference.

Lessons and experiences fromECPRPNS, as well as from other pastproject, are systematically capturedin the design of new projects. Theresults of the PPA were alsopresented to MOF.

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China APR PPA 6 CTRY STR PAR Strategic partnerships. Buildstrategic partnerships to (a) ensurestrategic fit with what others aredoing and avoid duplication; (b)share good practices and learn fromwhat has worked elsewhere; and (c)benefit from specialist expertise.

Partnership is recognized as a criticalelement for successful delivery in thenew COSOP (2016-2020). A numberof initiatives to enhance thepartnership with key in-countrypartners have been taken in the past2-3 years (e.g. strengthening

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusEngaging on poverty reduction in amiddle-income country providesparticular opportunities andchallenges. After most bilateraldonors have withdrawn their supportfrom China, IFAD, together with theWorld Bank, has a uniqueopportunity to become an influentialvoice for the sustainabletransformation of agriculture with aparticular focus on smallholders andethnic minorities. This PPA supportsthe earlier recommendation of theCPE that IFAD should pursuestrategic partnerships with nationaland international organizations activein the rural sector for knowledgesharing and, where appropriate, forcooperative approaches inimplementation (e.g. for supervision)with the purpose of mutual learningand improved flow of information andspecialist inputs to IFAD-supportedprogrammes. In particular, the WorldBank’s current initiative to supportcooperatives in rural China will be ofinterest for IFAD. Furthermore, IFADshould seek strategic fit with theLGOP’s Outline (2011).

collaboration/partnership with IPRCC,increasing engagement with FECC,exploring opportunities forpartnerships with the other RBAs,and with universities and researchcenters (CASS, CAU), etc.). In 2016,a tripartite MoU with MOF and MOAhas been signed, and a joint MOA-RBA Roundtable has been organized;in 2013, a letter of intent has beensigned with CADFund. Furthermore,the COSOP 2011-2015 and 2016-2020 are fully aligned with andsupport LGOP’s Outline 2011-2020.

China APR PPA 7 IFAD OPER RME Monitoring and evaluation. PMDshould: (a) design key performanceindicators that are linked to theintervention logic at realistic levelsand that can actually be monitoredand evaluated at programme level;(b) build on national data systems;and (c) secure credible data andstatistics at the point of programmecompletion. The ECPRPNS provides acase for a programme whereimplementing partners were fullycommitted to implementing anextensive M&E system which stillfailed to deliver as a result of newapproach (RIMS) being introduced at

As part of the DevelopmentEffectiveness Framework, a numberof complementary initiatives areexpected to improve M&E including(i) upgrading of the Results andImpact Management System (RIMS);(ii) improvement of key tools tomeasure and manage for results,including logical frameworks; (iii)establishment of processes to trackresults in real time through ITsystems; and (v) use of broaderimpact assessments of IFADactivities to maximize learning.Under the same framework, IFAD isundertaking two complementary

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusan advanced point ofimplementation. Not only did theRIMS disrupt the existing M&Eapproach and ignored existing datasources, it also pointed theprogramme into a direction whichmade it impossible to evaluate itsimpact.

initiatives through grant fundedprogrammes; the development of atool that will be able to assess incountry M&E systems and capacitiesand identify the gaps and developaction plans for strengthening thecapacities and providing systematiccapacity building in countries on M&Ein rural development through theCentres for Learning on Evaluationand Results (CLEAR).

Djibouti: Microfinance and microenterprise development project - Project Performance Assessment

Only recommendations specifically addressed to IFAD have been listed below. Recommendation 2: Credit and savings policy has not been consideredbecause addressed to the Government of Djibouti.Djibouti NEN PPA 1 CTRY OPER RFI CSB financial sustainability.

Interventions should focus onstrengthening the CSBs so that theycan better serve the target group.Capacity-building of the CSBs shouldbe conducted through training,establishing realistic business plansand exchanging experiences on goodpractices in microfinance andmicroenterprise. Several factors canensure financial sustainability,particularly a more framed credit andsavings policy, and a more effectivecommunication strategy. Similarly, itis necessary to diversify the financialand non-financial products of CSBssuch as micro-insurance andequipment loans, especially forproductive value chains. Theorganization of the CSB networkshould be gradual before reaching anautonomous apex organizationwhose legal form should bedetermined by the CSBs, theGovernment, the private sector,farmers' organizations andinternational ethical funds. IFADneeds to continue to invest inmicrofinance and microenterprise

This recommendation has been takeninto account. IFAD has kept investingin microfinance (PRAREV has aspecific sub-component), specificallyto support the artisanal fishingproduction sector; IFAD is workingthrough established CEPECs andworking through regional networksand strengthening proximity offinancial services. The micro-financecomponent of PRAREV is targetingfisherman but is coupled with astrong capacity building effort thatwould lead to realistic business plansand reducing the risk for the CPECswhile strengthening the capacity offisherman to pay back the loans andmaintain a sustainable businessmodel. PRAREV, is also workingtowards an increased and effectivecommunication effort and to thiseffect clear micro-finance productswere developed (example, CreditDarek) and are being communicatedto fisherman. The PRAREVmicrofinance component is at pilotstage it will be evaluated at mid-termof the project in July 2017 and islikely to be scaled up.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusbecause of its pioneering role in thissector, the interest shown by thevarious PDMM stakeholders, and theresponse to social demand of thepoor.

Djibouti NEN PPA 2 CTRY STR PRM Sustainability of income-generatingactivities (IGA) andmicroenterprises. To direct loans toIGA and microenterprises linked toproduction sectors such as fishing, apro-poor value chain approachshould be encouraged. Cost-effectivemicro-enterprises that monitorproduction and marketing processesshould be developed, especially forwomen's groups. Adequate supportfor IGA/Micro-enterprises is to beinitiated in terms of HR, advisorysupport, training, and information ofclients on promising markets. Theawareness and communicationcampaigns to encourage savingstowards CSBs must be differentiatedby targeted clients. The scope ofCSBs must be expanded to covermore beneficiaries and increase thesupply of diverse financial services.Moreover, the structural investmentsmade in the PDMM areas (port,railway, and road) should allow thecreation of IGA/Micro-enterprisesthat will use the CSB services.

These recommendations were fullytaken on board by PRAREV which isinvesting in the fisheries value chainin the country - the PRAREVinvestment targets fishermanassociations and cooperatives,investing in infrastructure in Obockand Tadjourah (across the wholevalue chain from fishing toprocessing and cooling units etc.).Working with the CPECs the PRAREVis putting in place a pilot micro-creditcomponent for which a detailed studywas developed and a range ofproducts are available. PRAREV isundertaking additionalcommunication efforts and workingdirectly with fishermen associationsand cooperatives to facilitate accessto micro-finance and to establishmonitoring mechanisms of theirperformance.

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Djibouti NEN PPA 3 CTRY OPER PMA Socio-organizational aspects. Theapproach used by the PDMM tocoordinate activities by a lightmanagerial structure is to bereplicated. This structure should lookprimarily to strategic andprogramming aspects and strategicpartnerships to ensure sustainability.

The structure and approach werereplicated in PRAREV for theimplementation of the fishery micro-credit line. PRAREV is implementingthis micro-finance componentthrough the support of the externalpartner (ADDS) and the CPECs(Caisses populaires d'épargne et decredit). The development of thecredit line was performed by anexternal micro-credit expert who hasundertaken a full assessment of themicro-finance context/market and

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusfacilitated the development ofadequate products (example ProduitDarek). This has allowed the PRAREVto concentrate on programmatic andcommunication aspects inimplementing the credit line and toconcentrate on improving themanagerial and technical capacitiesof the fishermen cooperatives andassociations.

Djibouti NEN PPA 4 CTRY OPER ORG But the coordination of all activitiesrelated to microfinance andmicroenterprise should bestrengthened and institutionalized.Viable solidarity groups should bedeveloped in an endogenous andgradual manner to avoid any risk ofimplosion. Similarly, the grouping ofstructures (associations,cooperatives) should be gradual.

This was taken into account for thecurrently ongoing PRAREV projectthat is working towards theorganisation and capacity building offishermen cooperatives andassociations. This entails capacitybuilding in terms of organisation andproduction technologies. It is alsoinvesting in the women associations(such as the “mareyeuses”). PRAREVis helping these groups and trainingthem in cooperatives management,cooperation spirit, equipmentmaintenance, basic accounting andformulating/implementing viable andsimple business plans that can befunded by micro-finance institutionsand run sustainably.

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Ethiopia: Pastoral community development project II - Project Performance AssessmentEthiopia ESA PPA 1 PROJ STR DES Local knowledge and social aspects.

PCDP III should pay due attentionand better take into account localknowledge and social aspects indesigning interventions and inadapting interventions to the needsand circumstances of the populationsin pastoral areas. [...] Severalcomponents have been planned in forPCDP III and should be dulysupervised by IFAD. The SocialAssessment Report prepared in 2013for PCDP III and the RegionalPastoral Livelihood Resilience Projectsupported by the World Bank states

PCDP III is duly taking into accountlocal knowledge and social aspectsthrough its participatory, community–led approach in design andimplementation. A social safeguardsspecialist ensures consistentattention to social aspects during thedesign and implementation of sub-projects under the CIF component, inline with the ESMF guidance. Thecommunity consultation processhelps communities in identifying theirown problems and prioritizing subprojects. Throughout the communityconsultation process and sub project

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusthat a social development/safeguardspecialist within the FPCU is requiredwho will inter alia support theinclusion of social issues for bothknowledge management and internallearning. The report also states thatsocial ties and inter-ethnicrelationship strategies to improve theutilization and management ofrangeland should be strengthened.'Unless there is a clear portfolio ofresearch topics and agendas,professional bias will lead to theneglect of social issues and/orproduction of studies that havelimited relevance for the formulationof new policies, adoption of newstrategies and technologies andsolving problems'. The PCDP IIIESMF relevantly planned for 'acomprehensive social assessment tobe carried out to identify specificissues related to land acquisition,loss of assets, loss of means ofincome and source of livelihoods orrestriction of access to resources,and the project-affected people'. Itfurthermore states that 'to ensurethat all environmental and socialimpacts have been identified andsuccessfully mitigated and that theprocess for free, prior and informedconsent to both Community ActionPlans and Community Livelihood Planhas been properly followed'. Inaddition, this PPA sees possibilitiesadapting PCDP interventions usinglocal knowledge and participatoryapproaches.

implementation, due considerationhas been given to all sectors of thecommunity (disable, poor, women,youth, pure pastoralist, agropastoralist, etc). This is regularlychecked by the social safeguardspecialist recruited at federal leveland the four specialists at regionallevel, and evaluated by Joint Reviewand Implementation SupportMissions conducted by the WorldBank, IFAD and the governmentevery six months. In addition, theproject facilitates the dialoguebetween pastoral and agro-pastoralcommunities with sedentary sectionsof the society and supported thedevelopment of integrated naturalresource management plans.Through this process, 40 differentmedium size NRM sub projects havebeen completed, benefiting morethan 30,000 households. The specificactivities of these projects are: (i)Bush encroachment control activitiesin 16,519 hectares, (ii)Establishment of 15 seed andseedling production centers, (iii)Distribution of 2,665,200 forage treeseedlings; (iv) Integrated Soil &water conservation activities in morethan 300 hectares of land, and(v)Conservation of indigenous dryseason fodder/food tree/shrubsspecies mainly Cordeauxia Edulis(Ye'eb) - planting of 4,994 Ye'ebtrees on more than 20 hectares ofland to benefit 5,000 HHs.

Ethiopia ESA PPA 2 PROJ OPER NRM Environmental effects and climatechange. Visits of a representativesample of PCDP interventions byenvironmental specialists to reviewpositive and negative effects on theenvironment would be required to

The environmental safeguardspecialist reviews the environmentalimpacts of PCDP interventions aspart of his TOR. Under PCDP II, allDPSIP sub projects have impactassessment studies. These have

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statushave a better view on impacts anddecide if more systematic screeningis warranted. This will also enable tomitigate possible problems, also inliaison with other public services incharge. The ESMF for PCDP III statesthat it covers Rural LivelihoodProgram but 'does not take intoconsideration impacts that mighthave occurred because ofimplementation of largeinfrastructure development activitiesrelated to DPSIP under PCDP II asthese activities are no more part ofPCDP III. These should, however, becovered by the World Bank-financedRegional Pastoral LivelihoodResilience Programme which scalesup the DPSIP.

been subject to review and NoObjection by the World Bank.

Ethiopia ESA PPA 3 PROJ OPER NRM Furthermore, to fully take intoaccount effects on the environment,PCDP III should collaborate with andbe in line with projects havingspecific expertise such as theGovernment Sustainable LandManagement Programme which plansto extend its work to the Arid andsemi-Arid regions of Ethiopia. As thisprogramme is also supported byIFAD and the World Bank,cooperation should be easier.

The expansion of SLMP has not yetprogressed as expected by the IOEmission, in view of concerns by somekey donors, regarding adaptation ofthe approach to the lowlands, andcomplementarity/possible duplicationwith the existing programmes in thisregion. A study has been designed toprovide the elements for a decisionon the way forward, which isexpected to be carried out soon.Hence, so far there was littleopportunity for the suggestedcollaboration between PCDP III andSLMP.In addition to the technical supportgiven by the environment and socialsafeguard specialists, PCDPestablishing a relationship with therespective regional environmentalauthorities. PCDP III funded sub-projects are small in size and aremanaged by the communitiesthemselves and hence their adverseeffect to the environment is minimal.

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Ethiopia ESA PPA 4 PROJ OPER SUS Sustainability of benefits. To ensure The sustainability of PCDP sub F

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusthe level of satisfaction of the pastbeneficiaries is maintained, and tomake sure that the interventionsundertaken are sustained, PCDP IIIshould systematically revisit PCDP Iand II kebeles, together with theconcerned local services related tothe other Ministries such as theMinistry of Agriculture, Ministry ofEducation, Ministry of Health etc. toremediate cases where interventionsare not used or functioning as theyshould.

projects is assured through thebeneficiary communities’ ownership.The project provides the requiredtraining for the oversight committeewho overlooks the functionality ofthe sub projects on behalf of therespective communities. Once thesub projects are completed, theproject proceeds with an officialhandover to the respective sectoroffices at district level which allocaterecurrent cost and the required manpower.Based on the project’s assessment,all PCDP I & II sub projects aredelivering the intended services, andthe required maintenance ismanaged by the respective districtlevel sector offices and beneficiarycommunities.

Ethiopia ESA PPA 5 CTRY STR BEN Ensure that mobility of pastoralists ismaintained and not constrained. [...]The PPA's view is that the pastoralpopulations should have free andinformed choice in pursuing a mobileway of life or in settling partially orfully. A basic underpinning of CDD isthe choice and decision makingprocess by the concernedcommunities. PCDP should enhancepossibilities which maintain pastoralmobility. The PPA concurs with a twopronged approach, also advocated byothers: on one hand facilitating thesuccession of pastoralism into agro-pastoral system and non-agriculturalactivities, on the other supportingmobile pastoralism for situations inwhich the level of aridity and fragilityof the ecology is not suitable for cropfarming due to lack of water. Thisrequires delineating pastoral areasalong with a dry season grazingterritory and clear land policy thatensures collective tenure security.

The community-led approach ofPCDP indeed gives a free andinformed choice to the benefittingcommunities, including pastoralistsregarding their mobility. Whileagropastoral farming systems aresupported through numerous water-related projects, rangelandmanagement plans have beendeveloped through consultativeprocesses, leading to broadconsensus by the affectedcommunities, to ensure sustainableland use in the arid areas. Withregard to the need for policies whichsafeguard pastoralists' entitlement toland, as well as recognizingpastoralism as a legitimate way oflife, the Prime Minister emphasizedat the recent Pastoral Day, that theGOE has indeed no intention to settlethe pastoral community, but tosupport mobile production systemsfor greater resilience. Under thepolicy implementation gap study, the

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up StatusThere is a need for policies whichsafeguard pastoralists' entitlement toland, as well as recognisingpastoralism as a legitimate way oflife that needs support to becomemore productive and resilient toexternal shocks. In relation to PCDPinterventions, this encompassessolutions such as adaptation of theschooling calendar to match theseasonal needs for children to help inherding; offering the possibility topursue schooling in differentlocations during the year; providingsimilar basic services along wellknown migration routes; ensuringpeace agreements between clans andtribes when migrations involvecrossing into other’s territory;preservation of nutritive local fodderspecies that are becoming extinct.

Oromia Region has undertaken astudy on “The relevance of primaryschool calendar in the context ofpastoralists: The case of Oromiapastoralists” during the ongoing fiscalyear. The study was validated in aworkshop and endorsed by theregional steering committee ( whichincludes sector bureau heads,including the Education Bureau).

Ethiopia ESA PPA 6 CTRY STR DIA Engage in an open dialogue andcollaboration. The targetedcommunities and the project impactwill also greatly benefit from an openexchange of experiences with otherconcerned Ministries anddepartments and stakeholders, onthe basis of better evidence and oflearning from positive experiences inpastoral development elsewhere. Theprocess of learning visits to pastoralsituations in West and East Africa is acase in point.40 PCDP, with support from theWorld Bank and IFAD, should pro-actively collaborate with otherconcerned Government Ministries,researchers, development partnersand actors, sharing its wealth ofexperiences and results. It is alsorecommended that the Ministry ofAgriculture be closely involved inPCDP III. PCDP should also engageopenly, based on evidence, in

In December 2016, a member of thePCU of PCDP, and a representative ofa local pastoralists’ organizationattended a Regional ConsultationWorkshop on Economicempowerment of indigenous peoples,with a focus on women and youth,that was organized under theauspices of the International WorkGroup on Indigenous Affairs(IWGIA), supported by IFAD.A bi-annual knowledge sharingworkshop is organized by the WorldBank and IFAD country offices,where all projects/programs workingin pastoral areas share theirexperience. Additionally, the Ministryof Federal and PastoralistDevelopment Affairs is initiating theestablishment of a platform wherepastoral issues will be discussed.Currently, the Ministry is developingpastoral development policies andstrategies, through a process

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusdiscussing issues which arefundamental to the development ofpastoral areas, even if some of theissues are difficult and controversialsuch as how best to use and managenatural resources in arid and semi-arid environments, and how toensure security. Enhanced attentionon rigorous monitoring andevaluation of effects of interventionswill also be helpful and contribute toevidence based decisions. ThePastoralist working group at theMinistry of Agriculture would be oneof the ideal forum for discussing andsharing. An enhanced learningattitude and openness will also leadto positive perceptions fromdevelopment actors not involved inPCDP and better decisions andpolicies.

involving different government andnon-government stakeholders.

Mauritania: Oasis sustainable development programme - Project Performance AssessmentOnly recommendations specifically addressed to IFAD have been listed below. Recommendation 4: Sustainability of investments in the oases,maintenance and repairs has not been considered because addressed to the Government of Mauritania.Mauritan

iaWCA

PPA 1 CTRY STR DIA Policy dialogue. PDDO took up thecritically important challenge ofobtaining the legal recognitionneeded by the AGPOs in order forthem to act as the legalrepresentatives of the oasispopulations in the Government’sprocess of decentralization to“commune” level. This evaluationmission agrees that it was notpossible to address this challengesolely through the Oasis ConsultationForums (Cadres oasiens deconcertation) envisaged at design. Asa partner of Mauritania, IFAD is wellplaced to play an advocacy role inpolicy dialogue with the Government,the aim being to strengthen – bothglobally and with specific referenceto their legal strategic positioning –

As mentioned at the time of theevaluation, IFAD is not workinganymore in the North of the countrywhere oasis are the main support ofagricultural production. However, inPASK II area, some oasis do existand as the project is managing alocal fund to support collectiveinfrastructures at communal level,AGPOs are involved in thecommittees wherever possible. InPRODEFI, forthcoming project, policydialogue will be promoted throughinter professional bodies in whichFarmer Organisations will be activelyinvolved, and in the case oasis,AGPOs will play a key role.

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusthe role of the AGPOs in the processof decentralization to the grass rootslevel in the oasis environment.

Mauritania

WCA

PPA 2 CTRY OPER TCB Consolidation of the capacities of theAGPOs. Continuing support is neededin order to strengthen the ability ofthe AGPOs and reinforce theirstructure so that they can managetheir own development as demandingbeneficiaries, rather than receivingbeneficiaries.

Support will be provided in thecontext underlined above within IFADproject and by FADES through thenational agency for OasisDevelopment.

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PPA 3 PROJ OPER ASR Knowledge of the water tables in theoases. One of the most crucial post-closure issues of PDDO concerns theneed to rationalize the managementof scarce water resources in theoases. A better understanding of theunderground water resources isurgently needed in order to guidetheir exploitation and managementand also to monitor the impact ofdrawdowns of water, the pace ofwhich is rising quickly as increasinglypowerful pumping systems are beingintroduced. It is recommended thatthe financing of pumping systems byFADES be made subject to the priorconduct of an in-depth study of theirforeseeable impact on the availableunderground resources.

This was a recommendation toFADES that is still supporting theoasis development, and the nationalAgency for Oasis Development.

NA

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PPA 4 CTRY STR RFI Access to financial services. TheMICOs are already playing a crucialrole as stimulators of agricultural andother economic activities in the oaseswhere they are located. However,their needs in terms of capacity-building remain important both forthe individual MICOs and for theapex organization, UNMICO. There isconsiderable scope for improving theoperations of the individual MICOswhose prospects for long-termviability will be heavily conditioned,in the short term, by immediateaccess to substantial technical and

A new CSN was approved in 2016;the feasibility of a rural financeproject was assessed but it wasjointly considered by the MauritanianGovernment and IFAD that it wasbetter to fund a new Value-chainproject, PRODEFI. During PRODEFIdesign, the question of access tofinancial services was addressed. Theteam considered it was not advisableto support the MICOs that are notperforming well. However as accessto financial services is a key aspectof Value-Chain development, theProject Document includes a support

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusfinancial support. In the longer term,IFAD and the Government shouldtake the opportunity offered by thenew COSOP to envisage support forthe drafting of a strategy aimed atpromoting access by rural dwellers tofinancial services and to examine thefeasibility of a rural finance project.

to local groups of savings and creditin order to link in a second stepproducers to the banking system andsupport their investment in the VC.this approach will be assessed anddocumented in order to feed thenational strategy on rural finance.

India: Jharkhand-Chhattisgarh tribal development programme – Impact EvaluationIndia APR IE 1 CTRY STR TGT Design for context (see paragraphs

316-317). All project designs shouldinclude a thorough poverty andinstitutional analysis, to ensure thatobjectives and design arecommensurate with state-levelcapacities, systems and processes toensure timely delivery and betterimpact. This will also assist indetermining adequate targetingapproaches which carefullydifferentiate among diverse poorsocial groups. For projects designedin fragile situations, a fragilityanalysis should also be standardpractice of design.

Fully implemented. Under COSOP2011-2016, all project design arebased on a poverty and genderanalysis to formulate the projectpoverty targeting and gendermainstreaming strategies, which arethen further refined duringimplementation. The assessment ofthe State implementation capacitiesis also done. The JCTDP approachhas also proved effective in conflictaffected areas.

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India APR IE 2 IFAD OPER DES Moreover, projects should beexposed to continuous adjustmentsin design taking into accountchanging context or introduction ofany pertinent new operationalcorporate policy in IFAD to ensuretheir continued relevance. Thisshould especially be done for projectsthat have not yet crossed their mid-point in implementation duration.

Such adjustments are beingimplemented and JTELP, thesuccessor project of JCTDP inJharkand, is a case in point. StateGovt has requested to prioritizeincome generating activities andstronger convergence with the Stateflagship program for financialinclusion.

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India APR IE 3 CTRY STR DES Finally, projects covering two statesunder one loan should no longer befinanced, unless there is a clearstrategy for their integration andcross-fertilisation of lessons andenhanced budgets are allocated forsupervision and implementationsupport.

Implementation on-going. A one loantwo State project is currently underdesign for the North East region. Itincludes strong KM for integration,cross-fertilization and disseminationof good practices in managingshifting cultivation in upland areas ina sustainable manner. The projectcan subsequently be scaled up into a

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusprogramme for managing shiftingcultivation in NE India.

India APR IE 4 CTRY STR STRA Convergence with governmentprogrammes (see paragraphs 321and 322). It is recommended that allprojects clarify how they are alignedwith key national and state-levelprogrammes in the agriculture andrural sectors. This is essential toensure sustainability and can providean opportunity for scaling up afterthe completion of IFAD-financedoperations. The quest for betterconvergence, sustainability andscaling up will also require thatprojects implemented at the statelevel ensure that concerned technicalministries at the central levelparticipate in their design and areinvolved in an appropriate mannerthroughout implementation.

This is standard practice underCOSOP 2011-2016. This is wellillustrated in JTELP, where NRMactivities are funded throughconvergence with MGNREGA. JTELPand MGNREGA developed jointlystandard operating procedures forconvergence.

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India APR IE 5 CTRY STR SUS Sustainability strategy (seeparagraphs 322). All IFAD-financedprojects should be designed in such away to ensure sustainability ofbenefits. In this regard, all projectsin India and elsewhere should includein their financing agreement that anexit/sustainability strategy would bedeveloped well before projectclosure, which would be agreed byIFAD and the Government. Such astrategy should clarify the roles andresponsibilities of national and stategovernments, IFAD, communities,and other relevant partners. Thestrategy would also clarify how anyneeded recurrent costs would bemet, to ensure that operations andmaintenance especially of publicgood created during the investmentphase are ensured.

The CPE confirmed that recentprojects under COSOP 2011-2015,have addressed thesocial/institutional/economicdimensions of sustainability at thedesign stage. Each project designhas a clear exit strategy anddescribes the sustainability ofbenefits. Exit strategy andsustainability are reflected in the PIMand addressed systematically duringsupervision. The issue of O&M costsis addressed systematically duringsupervision. The financing andproject agreements do not currentlyinclude a specific provision forproject exit strategy andsustainability. However,sustainability is an integral part ofthe Central and State Governments'assessment of project performance.

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India APR IE 6 IFAD OPER RME Monitoring and evaluation (seeparagraphs 328). It is important thatall IFAD supported projects are

IFAD enforced the formulation of thetheory of change recently and madeit a standard feature of the project

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statusdesigned based on a theory ofchange to ensure better outcomesand facilitate monitoring andevaluation activities.

design report in 2015. All projectsdesigned after 2015 comply with thisprovision. Through IFADs operationsacademy, staff have also receivedtraining on the theory of change andhow to better reflect the theory ofchange in the design documents.

India APR IE 7 IFAD OPER RME Project should undertake baselinessurveys as early as possible, andsuch surveys should include aproperly selected control/comparisongroup to facilitate impact evaluationsin the future. The Strategic Planningand Impact Assessment Divisionshould be involved in the design ofsuch surveys, for instance, by havinga chance to comment on their termsof reference.

Currently baseline studies arecompleted within 3 years from entryinto force. For more recent projects,such as OPELIP, the impactassessment is designed by theResearch and Impact AssessmentDivision (RIA) of IFAD and will becompleted within 18 months fromentry into force. Support from RIA isbeing sought for the design of impactassessment studies for projects atstarting stage and completion stage.Furthermore, with the revision to theRIMS, projects are no longer requiredto complete the RIMS baselinesurvey but must collect baselines forall indicators within the first year ofproject start up. This ensures thatbaselines are collected for the correcttarget groups in the areas. RIA isworking as part of theinterdepartmental/divisional workinggroup on RIMS to roll out the revisedRIMS and to work on furtherdeveloping guidance for baselines.

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India APR IE 8 IFAD OPER RME The terms of reference of a memberof supervision missions shouldexplicitly include a comprehensivereview of M&E systems and activitiesand provide recommendations toimprove them, as needed.

The M&E is fully reviewed duringeach supervision mission and supportis continuously provided on thissubject by the ICO in India. Duringsupervision M&E is assigned a ratingwhich ensures that specific focus isgiven during supervision towardsmonitoring the progress of M&Eactivities and systems in the project.

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India APR IE 9 IFAD OPER RME The project completion report (PCRs)should be prepared in line with IFADguidelines and the quality of thereport and ratings of evaluation

The revised memo issued on projectcompletion reporting in 2015strengthened the role of internal andpeer reviews through the CPMT

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Country Reg Eval. SN Level Nature Theme R Recommendation 2017 Follow Up Statuscriteria covered should be exposedto a systematic peer review withinPMD to ensure their objectivity andconsistency with the narrative in thePCRs. A representative of the frontoffice of PMD should be included insuch peer review process.

(which includes participation fromFMD, PTA and OPE) with theresponsibility to assign ratings lyingwith the Divisions. This has resultedin a structured and more consistentquality assurance approach towardsproject completion reports with arobust self-assessment of projectresults. Every PCR is reviewed byOPE to ensure consistency andvalidation between the ratings andthe supporting narrative in thedocument

India APR IE 10 IFAD OPER RME The logical framework should beused more proactively as a basis forongoing monitoring of achievements,and for introducing any adjustmentsfor better effectiveness.

Under the DEF approved by the EB,Management has initiated a numberof reforms to the self evaluationarchitecture to anchor resultsthroughout the project cycle andmore systematically use theLogFrame as a management tool.The new operational resultsmanagement system that is beingdeveloped and will be rolled out bythe end of 2017 heavily relies on themore proactive use of the logframeto track progress against results.Additionally in India, the logframe issystematically reviewed in eachsupervision mission. The supervisionmissions systematically reportagainst progress in achieving theprojects outcomes and outputs.

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Historic Follow up from 2016Corporate Level Evaluation - Fragile and conflict-affected states and situations

Corporate Level Evaluation - Fragile and conflict-affected states and situations

Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusPolicy and strategy

CLE 1 IFAD STR STRA Draft an overarching corporatepolicy statement including a newdefinition that sets out the principlesfor IFAD's approach to engagementwith fragile and conflict-affectedstates and subnational situations. Aspart of the policy, clearly define thedevelopment threshold that willassist staff in determining thefragility situation in particularcountries or regions, allowing themto design operations usingappropriate tools and instruments.This policy statement should beapproved by the Board and considerthe major issues identified in thisevaluation.

This is ongoing: the approach toIFAD's strategy for engagement incountries with fragile situations waspresented to the EvaluationCommittee in March and theExecutive Board in April 2016. Thenew approach draws on existingstrengths and develops differentiatedapproaches for countries with fragilesituations. The final strategy will buildon feedback provided by the EC/ EBand be submitted in December 2016as part of the corporate paper onMICs, PBAS, fragility anddecentralization.

The broad recommendation hasbeen addressed. The IFADStrategy for Engagement inCountries with Fragile Situationswas submitted to, and approvedby, the December 2016 ExecutiveBoard (EB-2016-119-R.4). Thestrategy included a newdefinition, guiding principles forIFAD's engagement, a newclassification with clearthresholds/ criteria to identify thecountries with the most fragilesituations, and new operationalapproaches for addressingfragility in these contexts.Overall, the evaluationrecommended differentiatedapproaches to fragile situations:this was addressed in thestrategy, with guiding principlesand approaches outlined. Interms of operationalizing theseapproaches, guidelines will bedeveloped by OPE over 2017.Also in terms of differentiationthrough financing, the PBASreforms will ensure enhancedresources (currently the latestPBAS draft version allocates anadditional 3-5% resources tocountries with the most fragilesituations).

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusCLE 2 IFAD STR STRA Adopt a simpler approach to

classification of countries withfragile situations, which is specific toIFAD's mandate and priorities. Thecountry's policy and institutionalcapacity should be among the mostfundamental criteria considered inthe new classification system.

This has been addressed in theapproach paper. IFAD is moving froma harmonized list of 'fragile states' toan IFAD-specific definition andclassification of countries with 'fragilesituations'. Institutional capacity is akey element of the new indexproposed to classify countries withfragile situations (the other twoelements being vulnerability andconflict).

This has been addressed. Thefinal strategy includes a newclassification to identify thecountries with the most fragilesituations. The new index coversconflict-related indicators andindicators related to institutionalcapacity. The index wasdeveloped incorporating feedbackfrom the Board and EvaluationCommittee.

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CLE 3 IFAD STR COS Strengthen the fragility and conflictanalysis in the COSOP through theprovision of greater resources andby building more explicitly on theanalysis by partner IFIs and UnitedNations organizations in thesecountries. More frequent updating isdesirable to enable IFAD to managethe strategy more effectively. FutureCOSOPs should include budgetestimates for achieving agreed-uponobjectives.

This has been addressed in theapproach paper. The paper suggestsfragility analysis in all COSOPs andCSNs. Such analysis will beundertaken for country programmesin the most fragile situations, anddraw on assessments undertaken bydevelopment partners andgovernments themselves. For othercountries, the extent of fragilityanalysis undertaken duringCOSOP/CSN preparation will bedetermined by the CountryProgramme Management Team.Pipeline projects expected to beimplemented in more fragilesituations within less fragile countrieswill be flagged and deeper analysisundertaken during project design.

This has been addressed. Thenew strategy suggests fragilityanalysis in COSOPs and CSNs. Asstated earlier, the strategyrecommends that such analysisbe undertaken for countryprogrammes in the most fragilesituations, and draw onassessments undertaken bydevelopment partners andgovernments themselves. Asindicated in the strategyimplementation plan, this will beintegrated into appropriateguidelines by PMD/ OPE. (Overall,the development of specificguidelines for assessments/integrating fragility in operationaltools is being undertaken by OPE,with the process underway.)

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Project and programme design

CLE 4 IFAD STR DES Programme design needs to identifywhere IFAD can engage and whereit cannot. In countries withsubnational fragile situations, wherebasic security requirements do notpreclude IFAD's involvement, IFADneeds to decide whether to engageor not based on the potential forimpact on rural poverty.

This has been recommended in theapproach paper. If approved in thestrategy, additional criteria tools willbe developed to determineoperational engagement orwithdrawal. Resilient delivery models– drawing on models that haveproved effective in countryprogrammes in fragile situations- will

The issue of sub-national fragilityhas been incorporated in thestrategy, that recognises thatsocial, economic and institutionaldisruptions at a subnational levelmay have implications forcommunities, infrastructure,governance, minority rights andservice provision. IFAD will

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statusenable IFAD to stay engaged andcontinue implementation in difficultcontexts. Risk management will alsoextend to IFAD and project staff andtheir security, with clear criteria foroperational engagement orwithdrawal.

conduct fragility assessments inproject areas that couldexperience symptoms of fragilitynot necessarily faced at thenational level. The issue ofwhether to engage or not in aparticular situation (through anassessment of potential benefitsand security or other risks) isreviewed by the Country ProgramManagement Teams (CPMT) inCPMT reviews at the differentstages of the review process suchas concept note submission, QEsubmission and QA submission.

CLE 5 IFAD OPER DES Include simple objectives anddesign, taking into account thecountry's policy and institutionalcontext, and devote greaterattention to ensuring customizationof development approaches (e.g. togender equality and women'sempowerment) depending on thecontext.

This is suggested in the approachpaper and will be recommended inthe strategy. Following approval ofthe strategy, a series of knowledgeproducts could be produced, providingguidance to country teams ondesigning simple, appropriate andresilient projects for fragile situations,as well as to qualityenhancement/quality assurancereviewers on key issues.

This has been suggested as a keyoperational approach in thestrategy. This is also in line withrecent IFAD thinking onsimplification of project design forgreater effectiveness. Goingahead, these principles will beconsidered in IFAD review andmonitoring processes. Guidelineswill be developed over 2017 byOPE and the Quality Assuranceteam.

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CLE 6 IFAD STR BEN In countries experiencing weakinstitutional capacity and poorgovernance, IFAD can build oncurrent practices of working withlocal communities, farmerorganizations and lower levels ofgovernment dealing with servicedelivery.

The approach paper has addressedthis recommendation, to be finalisedin the strategy. IFAD engagement infragile situations is already orientedtowards strengthening communityand government institutions,particularly at the local level. Theseinclude farmers' organizations,indigenous peoples’ organizations,women’s associations, water users'associations, and other community-level institutions as well as localgovernment agencies and serviceproviders. The strategy will leverageIFAD's reputation as a trusted partnerof governments and rural

This has been addressed in thestrategy. A key guiding principleis 'Building institutions, trust andsocial cohesion'. The approachwill cover building accountabilityand amplifying the voices ofwomen and marginalized groupsand their organizations. Theseinclude farmers' organizations,indigenous peoples’organizations, women’sassociations, water users'associations, and othercommunity-level and governmentinstitutions. IFAD will workthrough such trust-building

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statuscommunities to strengthen socialcohesion among differentstakeholders across social, economic,ethnic, political and other divides.

institutions in the most fragilesituations.

Project and Programmeimplementation

CLE 7 IFAD STR SUP Expand direct supervision andimplementation support in quantityand technical content, ensuringallocation of corresponding budgetsbased on needs rather than on pre-determined allocations by project.Technical staff from IFAD's Policyand Technical Advisory Divisionshould further expand theirparticipation in such processes aswell as in COSOP and projectdesigns.

The approach paper suggestsdifferentiated approaches tosupervision/ implementation support.As per the approach paper, '30.Supervision and implementationsupport are of key importance infragile situations from a riskmanagement perspective, ensuringthat fiduciary safeguards are beingimplemented, guiding the applicationof flexible approaches to projectmanagement to address dynamicfragility contexts and providingnecessary additional support toimplementing agencies. They alsopresent key opportunities to buildtrust with project teams,beneficiaries, partners andgovernment officials. IFAD's focus onsupervision and implementationsupport for problem projects alreadytargets many projects in fragilesituations. A future differentiatedapproach would aim to maximize bothsupport to problem projects, andlearning opportunities from successfulprojects in fragile situations.' Withregard to additional budgets, heapproach paper suggests additionalresources for programmes in fragile

The strategy also clearly suggestsdifferentiated supervision andimplementation support. Fromthe strategy (annex I, para 8):'Supervision and implementationsupport are of key importance infragile situations from a riskmanagement perspective, as theyguide the application of flexibleapproaches. Supervisionguidelines already assess keyissues that affect projectoutcomes in MFS such as: (i)drivers and consequences offragility; (ii) institutional capacity;and (iii) gender and targeting infragile contexts. These will behighlighted and extra focus addedin MFS projects. Furthermore,specific procedures will bedeveloped for remote supervision(in areas where supervisionactivities are not feasible due toconflict, or for other accessissues). Some of these flexiblepractices have already beenimplemented in very fragilecontexts. In terms of choice ofpartners, in extremely fragilesituations such as Somalia (which

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statussituations. The modality and structurefor additional resources will bedeveloped as the strategy isdeveloped (in alignment with othercorporate processes such as the PBASreform). As stated in the approachpaper, 'IFAD will explore how fragilitycould be incorporated into the PBAS,while retaining the system’sfoundations as a performance-basedmodel. The option of creating aspecific “crisis response window” (orsimilar) will be considered as a way ofestablishing an additional source offinancing. IFAD will also reviewoptions to give Member States andother partners the opportunity toprovide IFAD with financingearmarked for fragile situationsthrough complementary orsupplementary financing windows andto further leverage remittance flowsfor investment.'

is often at the bottom of globallists on fragility and conflict-related instability), IFAD haspartnered with the private sectorbecause this is sometimes theonly type of partner willing toengage in such contexts. In Mali,IFAD chose to work with theWorld Health Organization giventhe urgent need for healthservices. In terms of proceduresand processes, in conflict-hitYemen IFAD is ensuringcontinued support; likewise, inSierra Leone during the Ebolaoutbreak, IFAD providedundiminished support, includingthrough remote supervision. IFADhas also developed differentiatedprocedures for resultsmeasurement and M&E, withmany projects in fragile situationscovered by geo-referencingprogrammes to assess projectprogress. A geo-referencing studyof the entire country of Iraq hasjust been finalized with WFP.' Inaddition, PTA staff are nowincluded in virtually all CPMTscovering the design process, andreviewing most crucial projectmilestones. Participation inmissions by PTA staff in fragileand non-fragile situations isencouraged to the extentpossible, given resourcesavailable. The development ofupdated supervision guidelines,including aspects related tofragility, is underway in the OPEdivision.

CLE 8 IFAD STR FLD Explicitly prioritize theestablishment of new IFAD country

This is ongoing: currently over halfthe ICOs are in countries with fragile

As stated, this is ongoing.Fragility is a key dimension in the

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statusoffices and out-posting of CPMs incountries affected by fragility andconflict.

situations (as per the current list). development and vision of thedecentralization plan.

CLE 9 IFAD STR PAR Create strategic partnerships toleverage complementary skills andprovide a higher level and broaderbasis of implementation support.

This is addressed in the approachpaper and will be part of the finalstrategy. As stated in the approachpaper, 'The specific importance ofpartnership in fragile situationswarrants its inclusion as a guidingprinciple. Partnerships help IFAD tomanage risks and enable it to stayengaged in more challenging contextsbecause they provide the means toaddress root causes of fragility that lieoutside IFAD's areas of comparativeadvantage but pose a threat to IFAD'scountry programmes. IFAD's use ofpartnerships in fragile situations willbe guided by the IFAD PartnershipStrategy (2012). Partnerships withthe Rome-based agencies and otherUnited Nations agencies will receiveparticular attention in fragilesituations, as will partnerships withother development partners withstrong implementing capacity, suchas trusted civil society organizationsand the private sector. Partnershipswith humanitarian agencies are key tobridging the humanitarian-development gap.'

This is a key principle in thestrategy, and also beingimplemented through differentinitiatives in IFAD. As per thestrategy (para 18e): 'Strategicand complementary partnerships.Partnerships help IFAD to managerisks and enable it to stayengaged in more challengingcontexts because they providethe means to address root causesof fragility that lie outside IFAD'sareas of comparative advantage.IFAD's use of partnerships infragile situations will be guided bythe IFAD Partnership Strategy.Partnerships with the Rome-based agencies (RBAs), IFIs andother international agencies willbe prioritized, as will partnershipswith other development partnerswith strong implementingcapacity, such as trusted civilsociety organizations. Thememorandum of understandingrecently established betweenIFAD and the World FoodProgramme (WFP) in Sudan is anexample of such a partnership.When feasible, IFAD could explorestrategic partnerships with theprivate sector, in line with itsPrivate-Sector Strategy.Partnerships with humanitarianagencies as well as civil societywill be key to bridging thehumanitarian-development gap.In all cases, IFAD will ensuresequencing and segregation ofresponsibilities to ensure that

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusIFAD focuses only ondevelopment financing.'

Empowerment of staff

CLE 10 IFAD STR HR Efforts should be made to introducespecific incentives for staff workingin fragile states and conflict-affectedsituations, including those based inheadquarters discharging similarfunctions. Greater attention tocapacity-building and training needsof staff should also be explicitlypromoted, and platforms forexchanging knowledge, goodpractices and experiences ofworking in fragile states (acrossregional divisions) should beintroduced.

This has been addressed in theapproach paper, especially throughnon-financial incentives. As per thepaper, '36. Human resourcemanagement and empowerment ofstaff are the subject ofrecommendations in the CLE onfragile states and play a key role inIFAD's organizational and operationalresilience. The Human ResourcesDivision (HRD) will contribute todeveloping IFAD's strategy forengagement in countries with fragilesituations and Management willreview incentives for staff working infragile situations, whether based inheadquarters or in ICOs, on theprinciple that willingness to work incountries with fragile situationsshould be rewarded, recognizing thebenefits such experience brings to theinstitution. Such incentives would beof a non-financial nature and take intoconsideration issues such as securityand broader concerns about staffwell-being and career development.'

This has been addressed in thestrategy. Based on the availabilityof resources, incentives will beprovided to staff working in themost fragile situations. From thestrategy (annex I, para 21-23):21. Human resource managementand empowerment of staff (bothinternational and local) play a keyrole in IFAD's organizationalresilience. IFAD will assignspecific resources to support staffmembers operating in fragilesituations in preparing for theirwork environment and tofacilitate their professionaldevelopment. Capacity-buildingwill cover project management,risk management (how toforesee, mitigate and plan forcontextual risks impacting IFADprojects), budget management infragile contexts, partnership-building (managing partnershipsin a rapidly changingenvironment) and securitytraining. Staff working in fragile

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statussituations will be coached in howto handle specific challenges. Forall training activities, as per thedecentralization framework,opportunities for ICOs will beprioritized.22. Along with these elements, acomprehensive review of IFAD'sduty of care for staff membersworking in such situations will beundertaken to ensure theappropriateness of IFAD's medicalcoverage schemes in extremeconditions. The specificcircumstances of local staffmembers should be considered,especially when situations couldlead to suspension of operations.23. IFAD will review theapplication of the performancemanagement framework for staffworking in fragile versus non-fragile situations, ensuring thatobjective-setting andperformance evaluation in fragilesituations are based on realisticexpectations and provide theflexibility to recognize whenchanges in the external riskenvironment have made agreedobjectives unfeasible. Setting,monitoring and assessment ofstaff objectives will take accountof the serious contextualchallenges. Expertise gained fromworking in fragile situations willfacilitate career development(e.g. such experience will berecognized in recruitmentprocesses). Also, mobility will beensured for international staffposted in MFS after a determinedperiod.'

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusResults Measurement

CLE 11 IFAD STR RME Plan and resource projectmonitoring and evaluation moreselectively. Greater attention needsto be paid to planning formonitoring and evaluation duringproject design. At present, theapproach is one size fits all. Allprojects should be required todefend their design with provenevidence from earlier phases orother locations that the interventionwill work in the planned context.Where evidence is lacking, contextsare different or where a project isan acknowledged innovation orpilot, monitoring and evaluation willrequire more resources.

M&E will be addressed through anongoing series of reforms across theself-evaluation system, includingupdating completion and supervisionguidelines, updating the RIMSframework and guidelines, developingnew country strategy guidance, anddeveloping an M&E curriculum. Thesechanges are being implemented underan overall self-evaluation reformprocess. These changes will improveM&E processes and systems acrossthe portfolio, including the countrieswith fragile situations. In addition,given the institutional constraints inthese countries, IFAD will encourageimpact assessment methodologiesthat are simple and cost-effective butcapable of capturing coherent resultsdata in fragile situations.

M&E reform and strengthening isongoing through a series ofinterlinked processes as statedearlier. As stated, these includeupdating completion andsupervision guidelines, updatingthe RIMS framework andguidelines, developing newcountry strategy guidance, anddeveloping an M&E curriculum.These changes are beingimplemented under an overallself-evaluation reform process.

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CLE 12 IFAD STR RME Revise IFAD's results measurementframework to include indicators ofoutcomes related to fragility. Themajor gaps lie in measuringwomen's empowerment andinstitutional performance. Indicatorsand means of measurement need tobe established in both areas.

See response above. In the overallM&E framework, gender indicatorsand markers have been integratedacross the project cycle. In addition,institutional performance is a keyelement of analysis in fragilesituations. After the approval of thestrategy, detailed indicators ifrequired will be developed. Based onfeedback received during the April EB,gender will be integrated as a keyprinciple of the strategy. If required,additional indicators will be developedfor programmes in fragile situations.

See response above. In theoverall M&E framework, genderindicators and markers have beenintegrated across the projectcycle. For all projects in fragilesituations (and non-fragilesituations), IFAD will measurewomen's empowerment andgender mainstreaming and effecton institutions through the resultsmeasurement framework acrossthe project cycle. For ongoingprojects, all projects will measure“gender focus” and “effectivenessof targeting approach” as outlinedin the project status report. Atcompletion, projects will report onand measure “gender equalityand women's empowerment” and“targeting and outreach”. Alloutput- and outcome-level data

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statuswill be presented on a gender-disaggregated basis. Similarly,indicators related to institutionalstrengthening and sustainabilityhave been incorporated throughthe project cycle in fragilesituations: 'institution building' asa separate indicator duringimplementation, also included asa dimension of sustainability;'institutions and policies' as aspecific impact indicator atcompletion.

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusCLE 1 IFAD OPER REPL Building on the experience in

previous replenishments, more timeshould be devoted to discussingdevelopment results including theMTR, ARRI and relevantindependent evaluations.

The Synthesis of Lessons Learnedfrom the IFAD9 Impact AssessmentInitiative was presented to theEvaluation Committee in March andto the EB in April. This impactassessment is a milestone forIFAD10, it lays a scientific basis forassessing the impact of IFAD9 anddraws key lessons for the designand implementation of projects.This work is a major contribution toimproving our results and impact inIFAD10 and beyond.

The IFAD11 Consultation dedicatedthe first day of the two day sessionto the dicussion of the MTR. Thisincluded IOE presentation on itsAnnual Report and Resulst andImpact of IFAD OperationsEvaluated in 2015 (ARRI). The thirdsession of the Consultation will beinformed of IOEs findings on IFAD'sdecentralization experience and onIFAD's performance-based allocationsystem, including Management'sresponse thereto. Furthermore, thelessons learned from the IFAD9Impact Assessment Initiative havebeen taking into account whendesigning IFAD's new DevelopmentEffectiveness Framework (DEF) thatimproves the focus on results. TheDEF has been presented to theBoard in December 2016 andincludes actions to systematicallyimprove results measurement,strengthen accountability andharvest lessons and evidence fromprojects. Further, the approach tomeasuring impact has beenincorporated into new impactindicators that form part of revisedRMF and targets for new impactindicators which were verballypresented to the Board.

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusCLE 2 IFAD STR REPL Voice, representation and

governance merits furtherstudy. The implication of the factthat participation and contributionis delinked merits further thoughtand study both in terms of financialincentives, visibility, burden-sharingand perceived influence. Gaininginsights into this complex fieldwould be highly beneficial to PRM,who should conduct or commissionthe study.

Voice, representation andgovernance arrangements areamajor focus of the Ad Hoc WorkingGroup on Governance Issues. TheWorking Group is expected topreparea report on this matter,including any recommendations,and on voice and representation,governance.

Voice, representation andgovernance arrangements are majorfocus of the Ad Hoc Working Groupon Governance Issues. The WorkingGroup has prepared a report with itsrecommendations and presented tothe Governing Council in February2017. Furthermore, typicalcomposition for IFAD replenishmentConsultation has been as follows: allMember States from Lists A and Band 18 Member States from List C,the latter to be appointed by themembers of List C andcommunicated to the President. TheGoverning Council Resolution onIFAD11 in February 2017 wasrevised to reflect the Working Groupon Governance (WGG)recommendation on representationof List C in ReplenishmentConsultations. The WCG report,which was considered at theupcoming GC meeting,recommended that List A and Bcede four seats in the Consultationto List C. As a result the number ofList C members participating in theConsultation will raise from 18 to22, keeping the total number ofparticipating members at 55.

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CLE 3 IFAD OPER REPL The demand for more informalsessions and more engagementwith Management and betweenMembers could be met through useof working groups or informalsessions, as is the practice in peers;this might enhance the sense ofownership. To broadenunderstanding and ownership,consideration should be given toorganize informal side events at theGC prior to the first replenishment

Informal seminars of the ExecutiveBoard are now open to all MemberStates as per decision of theExecutive Board in February 2016.Previously, the informal seminarswere open only to the ExecutiveBoard representatives.

An informal pre-consultation onIFAD11 was organized in November2016 and was open to allmembership. The main objectivewas to receive indication byMembers on potential themes forIFAD11 and on the work plan for thefour formal sessions of IFAD11. Anintersessional seminar is alsoscheduled to take place in June2017 ahead of the second session.

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statusconsultation meeting to discuss theagenda and a similar event topresent the consultation report thefollowing year.

CLE 4 IFAD STR REPL Finally, further study is alsorecommended of the implications ofchanges to the List system. Aneffective system for dialogue whichcan help generate consensus andownership of decisions is afundamental building block formaintaining trust in the institutionand its multilateral character.

Implication of changes to the Listsystem have been considered bythe Ad Hoc Working Group onGovernance Issues. The WorkingGroup will prepare a report withany recommendations on the Listsystem and present it to theGoverning Council in 2017, throughthe December Executive Board

The WG reached a consensus withregards to the need for a clearerdefinition of the three lists thatshould better reflect the political andeconomical changes that occurred atglobal level since the establishmentof IFAD. Member States'eligibility/inlegibility for IFADfinancing provided a means todistinguish among MSs. Three newdefinitions were proposed to andadopted by the GC in February2017, as guidelines for Membersuntil the time comes that paragraph3 of Schedule II of The AgreementEstablishing IFAD is amended.

PA

CLE 5 IFAD OPER RME Results reporting can be furtherimproved. It is recommended thatthe MTR of IFAD10 be presented toIFAD11 in a dedicated meeting afew months prior to the firstsession. Should a three yearreplenishment cycle be retained inthe future, IFAD 11 would be heldin 2017. The MTR should alsoinclude a completion report ofIFAD9. This would allow membersto discuss results and lessons fromIFAD9 and progress inimplementing IFAD10, as well asexamine emerging global issues ofimportance that could inform the

IFAD10 MTR will take place at thefirst meeting of IFAD11Consultations. 3-year cycle isretained for IFAD11. IFAD10 MTRwill include a completion report ofIFAD9.

The Mid Term Review of IFAD10 hasbeen dicsussed with Members of theConsultation at the first session ofConsultations on IFAD11. Togetherwith the MTR Managementpresented the completion report forIFAD9. The 3 year cycle wasretained. Prior to the discussions atthe first session, Members of theConsultation were given theopportunity to provide comments tothe MTR itself which were addressesat the first session.

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statusprovisional agenda for IFAD11.

CLE 6 IFAD OPER RME It is further recommended that inIFAD10 efforts be made to moreexplicitly articulate the underlyingtheory of change among thedifferent levels in the RMF, as wellas find ways to maintain or reducethe total number of indicators, ifpossible, rather than includeadditional indicators. This wouldcontribute to making the RMF amore useful tool for reporting aswell as managing for results.Finally, IOE data should be used inreporting results against indicatorsin the RMF, as and where available.

Revisions to RMF, revisions to RIMSand strategy for IFAD10 impactassessment are being proposed inthe context of the newDevelopment EffectivenessFramework.

A revised IFAD10 RMF wasdeveloped and approved by theBoard in December 2016. The Boardnoted that the refinements werebased on the results of the IFAD9impact assessment, the midtermreview on gender, other evaluationfindings, and the approvedSustainable Development Goalsframework. The IFAD11 resultsmeasurement framework will bepresented at the third session of theIFAD11 Consultation. In order toensure continued relevance andalignment with the SDGs and theStrategic Framework, Managementwill present a review of IFAD'sresults measurement framework.The process will lead to thedevelopment of streamlined andrefined results measurementapproaches and targets, alignedwith the theory of change set forthin the Strategic Framework.

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up StatusCLE 7 IFAD STR REPL As in the past, due efforts,

resources and energies mustcontinue to be attributed tomobilize resources throughreplenishment process that are notearmarked, as these are the mostuseful type of funds to fulfil IFAD’smandate. While it is critical for IFADto mobilize additional resources,such resources must be provided sothat: they finance activitiessquarely within IFAD’s strategicframework; the governing bodiesare able to fulfil their supervisoryrole vis a vis these resources; theyare of a minimum quality, i.e.preferably untied and un-earmarkedand subject to IFAD’s standardadministrative arrangements,rather than requiring burdensomespecial treatment; and, mostimportant of all, they must be trulyadditional crowding in newresources, and not displacingregular resources. IFADManagement and Member Statesshould explore what flexibility withrespect to existing administrative,legal and governance requirementsmay be necessary and tolerable tosecure an appropriate level andtype of additional financing.

For IFAD10 unrestrictedcomplementary contributions (UCC)have been agreed in four mainareas: mainstreaming nutrition,4Ps, SSTC and climate change.Focal points for UCC have beennominated. List of countries for UCChas been proposed. Report onsupplement funds to the EB timelyprovided in September 2015. Aworking group has been formed topropose a revised financingarchitecture for ASAP to the EMC. ALetter of Intent has been drafted fordonors (i.e Germany) who haveannounced a UCC for climate (as acontribution to a second phase ofASAP) at COP21. In 2015 IFAD’sExecutive Board approved theSovereign Borrowing Frameworkprepared in consultation with theMember States. The framework,established to guide futuresovereign borrowing, represents aninnovative financial policy tool tomeet the increased need forinvesting in the Fund’s agriculturaldevelopment projects.

Following the approval of IFAD'sSovereign Borrowing Framework in2015 further borrowing has beensought and a borrowing agreementwith the Agence Française deDévelopment for EUR 200 millionhas been approved by the Board inApril 2017. IFAD11 foresees toaccept core contributions, DSFcompensation contributions andpossibly unrestricted complementarycontributions. In additionManagement will propose theintroduction of concessional partnerloans made by Member States (thegrant element thereof). Thesecontributions will be discussed atthe second and third Consultationsessions.

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CLE 8 IFAD PLCY STRA Building on the findings of the IOEevaluation synthesis on MICs,Management should update the MICpolicy, including clarifying theresource allocation options to suchcountries in the future

An Update on IFAD's engagementwith MICs was presented to theExecutive Board in April 2016.Management will present a singlecorporate document on MICS, PBASand fragile situations to the Boardin December 2016.

The IFAD11 Consultation will beinformed on how IFAD will remainrelevant in a context of variouschallenges and opportunitiesassociated with investing insmallholder agriculture in low-income countries, lower middle-income countries, upper middle-income countries, and countries infragile situations and how these willbe tackled in the context of the

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statusperformance-based allocationsystem and decentralization. Thepaper will build on the one on“Tailoring operations to countryneeds” presented to the ExecutiveBoard in April 2017 as well as theBusiness Model and the FinancialStrategy papers being submitted atthe same time.

CLE 9 IFAD STR REPL Continuous engagement mayfurther strengthen the process.Interviews revealed a strong desirenot to see the replenishment as adhoc 3-year events, but more as acontinuous engagement, somethingthat would be facilitated by thepreparation of the vision. But giventhe large number of Member Statesthis might also be facilitated bysetting criteria for selecting keydonors and representatives of keymembership groups on which todevelop and continuously updateengagement profiles. In terms ofmobilizing resources, irrespective ofglobal trends, there is noalternative to close engagementwith individual donors, as decisionsto fund a specific institution doesnot necessarily reflect any globaltrend, but is often opportunistic anda reflection of the immediate policypriority of that country.Engagement is particularlyimportant at the time of end-of-year budget period where allocationdecisions are made, and IFAD mayhave the opportunity to pitch itscase to good effect. Given thediversity of decision-makers, itwould be important that senior levelstaff maintain a dialogue with keydonors across the involved

Strategic advocacy with selectMember States would be identifiedduring the course of IFAD11. Newstrategic approaches would bedeployed during IFAD11consultation to engage withMember States. External politicalcommunications firm would behired to gather early evidence andadvise on advocacy plans foridentified key donors. Country-tailored strategic political outreach,identification and outreachstrategies for key decision makers,engagement of advocates/advisorygroup would be applied to positionIFAD as a key partner to deliver onthe target country's owndevelopment priorities.

Strategic advocacy with selectMember States would be appliedduring the course of IFAD11.Country-tailored resourcemobilization and strategic outreach,identification and engagement withthe key decision makers,establishment of advocates/advisorygroup would be applied to positionIFAD as a key partner to deliver onthe target country's owndevelopment priorities.

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Eval. SN Level Nature Theme R Recommendation 2016 Follow Up 2017 Follow Up Statusagencies, also in betweenreplenishments, so that IFADremains on the “radar screen” ofdonors and is aware of any ad hocopportunity to mobilize resources,also outside the replenishmentnegotiation period. This seemsparticularly important given thereduced number of countries whocontributed to IFAD9.

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Historic Follow up from 2015

Corporate Level Evaluation: IFAD Supervision and Implementation Support Policy

Eval. SN

Level Nature Theme R Recommendation 2015 Follow up 2016 Follow Up 2017 Follow Up Status

Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 1 IFAD PLCY SUP SIS activities should be a

joint responsibility betweenIFAD and the Government.IFAD management shouldprepare an accountabilityframework with cleardistinction of roles andresponsibilities. IFAD shouldretain a leading role in thereview of fiduciary issueswhile the Government/PMUscould lead the process ofidentifying issues andsolutions; The terms“Supervision” and“Recommendations” couldbe replaced by “JointImplementation Review”and “Agreed Actions”.

The supervision guidelinesare being updated withprecisely these objectives(the draft if at anadvanced stage and willsoon be finalised andissued by Management).They have beenrestructured as 'IFAD'sJoint Supervision andImplementation ReviewGuidelines', with a clearfocus on jointaccountabilities andresponsibilities. The termsupervision has beenreplaced by 'jointimplementation review'and recommendations by'agreed actions' to reflectjoint ownership of theagreed commitments.This principle of jointownership is explicitlystated in the policy atvarious points, including inpara 5.IFAD still retains a leadingrole in fiduciary issues,with reviews of withdrawalapplications, procurementplans (and withdevelopment of improvedsystems and processesunderway in the

Management is in theprocess of revamping andmodernizing itssupervision practices asan essential step toassess results andpromote in-coursecorrections. SIS practicesare also beingstreamlined as a clearjoint IFAD-governmentresponsibility, inaccordance to thisrecommendation and inalignment with theprinciple of jointownership andaccountability of theIFAD’s Policy onSupervision andImplementation Support.The new approach will bereflected in updatedsupervision guidelines bythe end of 2016.

Management has updatedits approach to SIS, in linewith thisrecommendationsincorporating the principleof joint ownership andaccountability of theIFAD’s Policy onSupervision andImplementation Support.This approach has guidedthe development of aspecific module onimplementation (SIS) intothe new OperationalResults ManagementSystem (ORMS), soon tobe launched (Q4) .This module allows a cleardistinction between thefiduciary aspects ofproject supervision andthe process of identifyingissues and solutions inopen dialogue withGovernment/PMU.The outcome of this jointexercise is summarized inthe Agreed Actionssections of the system.The ORMS, whenfinalised, will be thesource of information forproject outputs andperformance data, as well

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policyorganisation to implementthese reviews even moreeffectively), while theprocess of identifyingissues and solutions isfirmly a joint responsibility(with the actualimplementation done asalways by PMU/Government). Differentmodalities and deliverymechanisms have beenoutlined to deliver thesemissions across differentinstitutional contexts.

as the place where allproject-relatedinformation is stored (withlinkages to other existingsystems as relevant).Project SIS reports as wellas aide memoires will alsobe sourced from ORMS. Inline with thisrecommendation, therecommendationsformerly included inmissions’ aide memoireswill now be called “agreedactions”. As regards theGuidelines themselves,Management is workingon them in line with theprinciples describedabove. Following theapproval of the DEF andthe revamped RIMS, allnecessary milestoneshave been set for theGuidelines to be finalisedbefore the end of 2017.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 2 IFAD PLCY SUP IFAD should make strategic

use of its grant instrumentand/or mobilize additionalresources (i.e. ad-hocmulti-donor trust funds) toenhance project readinessand support SIS activities.This would require theestablishment of projectpreparation facilities.

This has been done, withthe FAO Grant designedspecifically to supportpersistent problemprojects. The update onthis grant is also providedin the section on efficiencyrecommendations: ' Thegrant programme oncapacity development ofweakly performingprojects and countryprogrammes isimplemented by FAO in 8countries with fragileand/or weak institutionalsettings in Africa, theMiddle East and Asia. TheInitiative provides capacitydevelopment to 18 on-going projects on about 7main topics. IFAD hasbeen soliciting andtracking regular updateson the progress of thegrant and resultsachieved.'

Based on the results ofthis initiative, furtherfacilities could bedesigned.

Regional divisions makeuse of country grants (asopposed to pre-financingby the Government) toimplement start-up plansaiming at facilitating andaccelerating project'sstart-ups. The grantsgenerally cover therecruitment of projectstaff, first monthssalaries, baselinessurvey, purchase ofequipment, preparationof bidding documents.Management ispromoting widerutilization of this type ofgrants, and at the sametime exploring additionalmeasures to enhanceproject readiness.

The new business modelfor IFAD 11 proposes theestablishment of such afacility to improve projectreadiness andpreparation. A multidivisional working grouphas been set up to define,objectives, eligibilitycriteria, requirements toapply and implementationmodalities of this facility,also looking at previousexperiences.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 3 IFAD PLCY SCA Scaling-up opportunities of

successful interventionsshould be reviewed duringthe course of SIS activities,with the effectiveengagement of local andnational authorities, in orderto build ownership andprovide political mileage forthe achievements made.

Scaling up has receivedspecific, and separate,attention in the newguidelines. This includes asection on the role of jointsupervision andimplementation review(JSIR) in scaling upactivities. Some indicativetext from the scaling upsection is ' IFAD’scorporate strategy nowrequires all new RB-COSOPs and projects toincorporate specificproposals to seek outinnovation, learning andscaling-up opportunities.Given the ‘organic’linkages between differentstages of the project cycle,the implementation phase,including the JSIRprocesses, provideeffective entry points todesign improved scalingup initiatives based onknowledge and learningsfrom implementationexperience.'

In terms of clearguidelines, Annex 11 ofthe latest draft includesclear steps, and highlightsthe importance of ' drivers(ideas, vision leadership,external forces,incentives) and spaces(financial, environmental,social, institutionalpolitical, partnership,

In December 2015,Management released theIFAD' s OperationalFramework for Scaling upResults, providing theoperational guidance tocountry teams on how tomainstream the scalingup agenda across theproject cycle.The new JointSupervision Guidelines,currently beingdeveloped, will foreseethe inclusion of anassessment of Scaling-upopportunities ofsuccessful interventions.

In December 2015,Management released theIFAD' s OperationalFramework for Scaling upResults, providing theoperational guidance tocountry teams on how tomainstream the scaling upagenda across the projectcycle. The SIS moduleand enhanced Guidelinesforesee the inclusion of anassessment of Scaling-upopportunities of successfulinterventions at MTR.The system will allows toidentify projects that havepotential for scaling upand link them to internalprocedures (additionalfinancing) when applicableat any time of projectimplementation.Moreover, the additionalfinancing procedures,currently under review,also provide guidance toprojects to review scalingup opportunities at MTRthat can be scaledthrough additionalfinancing.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policylearning) and the need fora systematic approach forsuccess in scaling-up'.Country level questionsthat should be examinedto develop a feasiblepathway and to identifysuitable projects, as wellas entry points for scalingup have also beenidentified.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 4 IFAD OPER SUP SIS arrangements, including

budgetary allocations, needto be flexible.At the sametime, IFAD managementshould mainstream the QAof SIS activities.

The issue of flexiblebudgets has beenaddressed in the contextof developing an annualJSIR plan. The JSR annualplan should 'identify themain issues to beaddressed during thecoming year, the inputsrequired in terms ofspecialized expertise (in-house, in-country andconsultants) and budget.How these resources areto be utilized and theoptimal time schedule forfielding of missions shouldbe elaborated, includingin-loan grants, MTRs,project completion report,etc. An annual JSIR plan isalso prepared for CIsupervised projects. TheCPM should agree with theCI the issues to beaddressed, IFADparticipation in JSIRmissions and other IFADinputs and resourcesneeded to support theplan. Such plans areupdated annually.' (para25) Further, with regard tobudget flexibility, theguidelines statespecifically: 'The JSIRbudget should be allocatedflexibly in relation to thespecific needs, as well asto enhance efficiency andfollowing appropriateconsultation within IFAD

A special supervisoryeffort will be required incountries where projectstart-up delays areparticularly long, andwhere projectimplementation problemsare severe. Supervisionefforts will thereforecontinue to becustomized to thecountry and projectsituation. This will bedone by increasing thefrequency and quality ofsupervision andimplementation support,in turn permitted byexpanding capacity inIFAD country offices toundertake this work. Asmentioned above,Management's effortsare under way tostreamline supervisionreporting tools into onesingle action-orientedinstrument. A new on-line Supervision templateis being conceived,merging the Supervisionreport template and theproject status reportcurrently in use. Thetemplate would be self-explanatory, in line withthe proposed updatedGuidelines and take intoaccount any mandatoryreporting requirements(legal, financial, other),without duplicating the

IFAD’s SIS effort arecustomized to the countryand project situation.Regarding the QA of SISactivities, the workflowsassociated with the ORMSwill mainstream andstandardize acrossdivisions theresponsibilities of CPMs,portfolio advisors anddirectors in relation to theclearance of SIS reports.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policyand the country partners.Efficiency gains can bemade through use ofsuitable local consultants,partnerships with national,regional and internationalorganizations, cost sharingwith Government agenciesand, where possible,collaboration with IFADgrant funded projects. Ifappropriate, the planshould take intoconsideration the potentialfor combining JSIRmissions and activitieswith other project andcountry-level activitiessuch as design work andthe annual countryprogramme (COSOP)review.' (para 26)As partof the corporatedevelopment process,section I addresses theissue of quality assurance/enhancement of JSIR andimplementation support,and outlines somepractices currentlyundertaken or underdevelopment in thedifferent regionaldivisions. While there issome diversity in themethods adopted bydifferent divisions, there isalso a common portfolioreview conducted acrossall divisions at the PMDlevel. Some detailspresented in the guidelines

Guidelines. The templateshall be conceived as aninteractive tool, of whichsections willautomatically feed intothe Aide Memoire andManagement Letter, andof which some sectionswill not be disclosed (asper IFAD’s DisclosurePolicy).

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policyinclude: 'The maininstrument for enhancingquality and reviewingimplementation progressis tied to the annualportfolio review process.This process, internal tothe PMD, takes place atthe regional (division) andthe corporate levels. Eachregion produces an AnnualReview of RegionalPortfolio Performance(ARPP) report, whicheffectively identifies cross-cutting issues, contributesto learning across projectsin the region, andsuggests measures toimprove project outcomeswith a focus on problemand risky projects. Thisfocus is maintained at thecorporate level, leaving anopening to strengthenmonitoring of the JSIRwork and its outputsagainst an agreedDivisional JSIR plan. Atpresent such a plan is notrequired from eachDivision leaving a gap inthe quality enhancementprocess. The onlyindependent avenue forevaluating benefits/impactof the JSIR process are theCountry PortfolioEvaluations undertaken bythe Office of Evaluation,which only cover a smallsample each year. At the

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyDivisional level, differentapproaches have beenadopted to enhancequality and to monitorprogress of the JSIR work.APR and EN regularlyassess JSIR reports withthe help of an independentreviewer to improvestandards based on anintegrated view ofperformance across keystrategic, operational andfiduciary areas. Inaddition, feedback is alsoobtained from projectimplementers as to theusefulness of supportprovided by the JSIRmissions. West andCentral Africa Divisioncarries out post-missionreviews with the full IFADlevel CPMT and hasengaged services of anorganizationaldevelopment specialist,who provides hands onsupport to staff andregularly trains staff onprinciple and practices ofgood JSIR approaches.ESA has set up a portfolioreview team (PRT),comprising the regionaleconomist, financialmanagement andknowledge managementofficers, and theprogramme assistant. ThePRT reviews the coherenceof PSR ratings and

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policyaddresses major fiduciaryand technical issuesarising from the JSIRprocess during the annualportfolio review process.'(para 90-91)

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 5 IFAD OPER SUP SIS reports’ formats and

contents should beadjusted to the needs ofProject Management. SIS’s“agreed actions” shouldfocus on the key measuresthat have the highestimpact on projectperformance. Aide-Memoires can be shorterand data requirements canbe reduced to avoidburdening PMUs.

This has been done in thecontext of formulation of'agreed actions'throughout the guidelines.The agreed actions feeddirectly into improvedoutputs, outcomes andobjectives as defined inthe programme. The newoutline for the aidememoire is clear andcoherent. In terms ofreducing datarequirements, clearobjectives (as stated inresponses to otherrecommendations) andprocesses have beendeveloped. Clearerprocesses will reduce theneed for extraneousinformation and data. Butin general, there is also aneed to improve theoverall quality of data, andthis includes collectingdata more consistently atthe impact level.

See above on the newtemplate.

As mentioned above,Management is working instreamline supervisionreporting tools into onesingle action-orientedinstrument, the ORMS.The implementationmodule of ORMS mergethe supervision reporttemplate and the projectstatus report currently inuse, as well as thesuperseding the currentsystem for reporting onRIMS. Making reportshorter and focused. Themain content of the aidmemoir will be a summaryof findings and the AgreedActions table, wereprogress can easily betracked. The ORMSmodular approach allowsfor continuous supervisionof specific implementationaspects, shifting from amission led, to an issueled process. This willfacilitate monitoring oftheir implementation, asCPMs will be able to inputinformation in the systemat any time when relevantinformation becomesavailable.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 6 IFAD OPER SUP While it is acknowledged

that all IFIs are strugglingwith this challenge, IFADshould further strengthenits efforts to ensure that afunctioning M&E system isin place before projectimplementation starts.

The quality of M&E resultsis often a function ofprojects’ capacity forcoherent, regular datacollection and analysisthrough M&E systems.This is a problem thatextends beyond IFAD-financed projects to themajority of developmentand government financedprogrammes and projects.IFAD provides support toM&E processes overall,most specifically bydeveloping guidelines andhandbooks as supporttools for projects. In thelast year, IFAD hasupdated its RIMSHandbook for annualreporting (with changes,including integration ofenvironment and climatechange related indicators).Further guidance toolsunder development arethe impact guidelines(including greaterflexibility in terms ofmethods and processesavailable to projects,gradation in terms ofsuggested systems andexpected level of rigour tosuit the capacities ofprojects) and updated PCRguidelines (whereby theproject completion processwould be viewed as amore holistic process,drawing on results and

Management is currentlyworking on aDevelopmentEffectiveness Frameworkthat includes the CLEARgrant initiative, theestablishing of acertification frameworkfor M&E, an overallenhancement of the self-evaluation frameworkanchored in results, andthe creation of an onlinesystem to track resultsthroughout the projectcycle. This will addressthe concerns expressedin this recommendation.

In December 2016 theExecutive Board approvedthe DevelopmentEffectiveness Framework,IFAD’s comprehensive andcoherent approach formeasuring results. TheDEF includes severalelements that are linkedto the revamping andmodernisation ofsupervision practices,including: i) enhancingIFAD’s self-evaluationtools, such as the projectstatus and results report;ii) enhancing the use ofevidence in portfoliomanagement through thesystematic analysis ofIFAD's developmentinvestment portfolio; iii)systematically review theportfolio’s components inorder to build an evidencebase that can be used foridentifying projects thatare likely to be successful;iv) aligning the indicatorsused for projectmonitoring and evaluationwith those used by theResults and ImpactManagement System(RIMS); and v) reformingand folding the RIMS intosupervision reporting.Furthermore, in April 2017the Board approved theupgrading of the set ofRIMS indicators and theirmeasurement

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Corporate Level Evaluation: IFAD Supervision and Implementation Support Policyanalyses from project M&Esystems). In addition,IFAD is increasinglyadvocating conductingbaseline surveys at thebeginning of projectimplementation andincluding crucial M&Eadvice during start-upworkshops. The objectiveis to have M&E systems inplace as soon as possiblein the project life cycle,but considerations such asfinancing sources andrecruitment (subject tonational legislations) alsoinfluence progress in thisregard.

methodologies. The SISsection in ORMS systemsinclude a specific M&Esub-section with guidingquestion to ensure aquality M&E system is inplace. Under the sameframework, IFAD isundertaking twocomplementary initiativesthrough grant fundedprogrammes; thedevelopment of a tool thatwill be able to assess incountry M&E systems andcapacities and identify thegaps and develop actionplans for strengtheningthe capacities andproviding systematiccapacity building incountries on M&E in ruraldevelopment through theCentres for Learning onEvaluation and Results(CLEAR).

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 7 IFAD OPER SUP IFAD management should

invest more on KMactivities linked to SIS andstrengthen policy dialogueopportunities by using itsmiddle management(regional directors) to bringsystemic issues to theattention of the nationalauthorities. Grant resourcescan be also used to financeKM activities and researchstudies to support anevidence based policydialogue.

There is a specific focus onKM, and guidance andsuggested activities in theguidelines include:• learning in the context ofthe project or programmeimplementation forimproved performance andresults; and• learning aboutinnovative techniques andapproaches that havepotential for scaling up,and for sharing with awider audience.The JSIRs will assesswhether projects have aKM plan, assessing whatsupport is required for thedevelopment of a plan,reviewing progress of KMactivities and measuringthe emerging results andimpact from theseactivities. Bringingsystemic issues to theattention of nationalauthorities will be donethrough a range ofcomprehensive andsystemic measures,including discussions andfollow up with nationalauthorities followingmissions and policydialogue activities at thecountry level, not merelythrough individualparticipation of middlemanagement.

Some fundamentalchanges in the revisedguidelines, amongothers, will include: (i)shifting from a culture ofsupervision "by mission"to a culture of"continuous supervision";(ii) anchoring supervisionin results by updatingLogFrames andstreamlining projectperformance ratings tobe supported withevidence; and (iii)streamlining supervisionreporting tools into onesingle action-orientedinstrument. This newapproach will allowgreater capture and useof knowledge generatedfrom supervision. It willhelp IFAD build up astock of good operationalpractices and technicalknowledge that will beused to enhance projectperformance and supportcountry policyengagement.

Some fundamentalchanges in the revisedguidelines, among others,will include: (i) shiftingfrom a culture ofsupervision "by mission"to a culture of "continuoussupervision"; (ii)anchoring supervision inresults by updatingLogFrames andstreamlining projectperformance ratings to besupported with evidence;and (iii) streamliningsupervision reporting toolsinto one single action-oriented instrument. Thisnew approach will allowgreater capture and use ofknowledge generatedfrom supervision. It willhelp IFAD build up a stockof good operationalpractices and technicalknowledge that will beused to enhance projectperformance and supportcountry policyengagement.

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Corporate Level Evaluation: IFAD Supervision and Implementation Support PolicyCLE 8 IFAD OPER SUP In view of a likely flat

budget in the coming years,SIS efficiency could beenhanced by savingsgenerated from theadoption of a countryprogram approach,nationalizing SIS activitieswith increased use oflocal/regional consultants,mobilization of technicalsupport from PTA, FAO andgrant-funded partners, andcost-sharing arrangementswith Governments. Part ofthese savings should be re-invested on additionalcapacity building ofCPMs/CPOs, furtherstrengthening IFAD CountryOffices, and extending theduration of supervisionmissions.

Measures for increasedefficiency have beenoutlined through theguidelines or have beendeveloped andimplemented recently: thisincludes specificreferences to use of localconsultants (already inpractice across manyprogrammes), cost-sharing and nationalisingactivities and budgets,using grant-fundedpartners (such as with theFAO grant) to improveproject quality. IFAD isalready operating in anenvironment of flat ordeclining budgets acrossprogrammes, and isdelivering products withinsuch constraints andinnovating to deliverquality and quantity withinthese constraints. Regionaldivisions have theflexibility to use costssavings in order to achievegreatest impact throughtheir programmes, andthis could include themeasures suggested.

Management's majorshift towards morecontinuous supervisionand implementationsupport, initiated in2015, embraces efforts toidentify more creative,cost-effective ways toundertake supervisionand implementationsupport, learning frominnovative methodsalready in use in someregional divisions.

Management's major shifttowards more continuoussupervision andimplementation support,initiated in 2015,embraces efforts toidentify more creative,cost-effective ways toundertake supervision andimplementation support,learning from innovativemethods already in use insome regional divisions.IFAD's decentralization isalso expected to improveSIS efficiency.

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Documents

President’s Report on the Implementation Management … · JTELP Jharkhand Tribal Empowerment and Livelihoods Project (India) KM Knowledge Management LAC Latin America and Caribbean