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2005 Project Implementation Workshop, Bamako Improving project implementation in a changing environment. Presentation Scheme. The MDGs: a challenging opportunity General context of regional development Difficulties encountered in project implementation

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  1. 2005 Project Implementation Workshop, BamakoImproving project implementation in a changing environment

  2. Presentation Scheme • The MDGs: a challenging opportunity • General context of regional development • Difficulties encountered in project implementation • IFAD’s role is changing while IFAD’s strategic objectives remain • Translate objectives into action: - PBAS and RIMS - Policy dialogue through field presence - IFAD’s new grant policy - Regional non-lending activities • Country programme approach • Objective: Bamako Action Plan 2005-2007

  3. The MDGs: a challenging opportunity • MDGs provide a framework for concerted action • Global commitment to poverty reduction • Streamlined development agenda through adoption of common targets by donors and governments • Measurable results to achieve IMPACT

  4. General Context of Regional Development • An improving institutional environment for development • NEPAD/AU: Country ownership in defining development paths • Regional economic and political integration • Major strides towards democratisation, decentralisation and civil society development • Improved management of public resources • Demographic growth and urbanization create difficulties but also offer opportunities and economic incentives • More than 50% of Africa’s population will be urbanized by 2025

  5. Difficulties Encountered in Regional Implementation • Quality of project supervision • Growing need for technical support • Implementation of regional strategies through country programmes (rural finance, etc.) • Creation of regional/national grant synergies

  6. IFAD’s role is changing ... • IFAD’s initial role: to mobilise and provide additional resources for agricultural development • Challenge: to position IFAD in country-owned poverty reduction strategies as a full-fledge development agency harmonised with partners • Country programmes rather than stand-alone projects • Create synergies with partners and impact enhancement through policy dialogue, knowledge management • IFAD’s structure and procedures are being adapted

  7. ... while IFAD’s strategic objectives remain Human and Social Assets Strengthening the capacity of the rural poor and their organizations Productive Assets and Technology Improving equitable access to productive natural resources and technology Enabling the rural poor to overcome poverty Financial Assets and Markets Increasing access to financial services and markets

  8. Translate objectives into action • COSOPs being revised and reformulated to provide a programmatic response to strategic opportunities, coherent with national development strategies (DRSP) • Cotonou and Bamako Action Plans are key opportunities to implement new strategic approach • New tools and structures: PBAS, RIMS, communication, field presence, TAG policy etc. 

  9. Translate objectives into action • PBAS – Performance-based allocation system • To channel resources to countries that perform well on policy and project implementation • Procedures, processes and formula still being adjusted • RIMS – Results and impact management system • Reflects the need to focus activities on result and impact achievement in line with IFAD’s mandate • Main benefit: clarity of objectives through commonly agreed indicators • However further need to strengthen project M&E systems to enhance management for result achievement

  10. Translate objectives into action • Effective policy dialogue supporting country strategic opportunities and country programmes constitutes a continuous challenge to the CPMs • Field Presence Pilot Programme in three countries of the region: DR Congo, Nigeria and Senegal to enhance the impact and the effectiveness of country programmes through: • Knowledge management • Policy dialogue • Additional ways to increase field presence • Field coordinators • In-country teams

  11. Translate objectives into action • Increasing importance of grants in ODA: • Proportion of grants in IFAD’s portfolio has been raised from 5 to 10% in 2004, likely to increase to even higher levels in future • Approval procedures • > $ 200,000: internal competition, approval by Executive Board • < $ 200,000: fairly flexible internal approval procedure • Different types of partners, and more resources for grants at country level allow for more strategic use • Challenges • Identification of grant recipients qualified to implement grant activities (organisational and technical capacity) • Careful planning and management of grant development and implementation

  12. Regional non-lending activities • Identifying and up-scaling innovative approaches • Market access and private sector involvement, institutional analysis, farmer innovation workshop in Mali • Fostering institutional learning through thematic analyses and strategy formulation • Post conflict assistance, rural finance, CDD approaches ... • Partnership building and strengthening of institutional capacities to create momentum of synergy and foster coordinated action • NEPAD, ROPPA, APM, ECOWAS, UEMOA, CILSS etc. • Strengthening the technical capacity to combat rural poverty of the various key stakeholders in the region • Regional HUB, Gender Programme, Programme for strengthening project management • Knowledge management and advocacy • Communication strategy, FIDAFRIQUE

  13. Country programme approach • Country Programmes are the ensemble of activities carried out to implement IFAD’s country strategy (COSOP) aiming at coherence, complementarities and the creation of synergies • Activities include: • Loan projects • Grants to countries and NGOs, IGOs • Advocacy and policy dialogue • Research, learning and knowledge management • Partnership management • Resource mobilisation

  14. Country Programme Approach • Country Programmes are implemented by in-country teams: - CPMs, AP, other IFAD services - Project staff - NGOs - Operators - Researchers - Public Administration representatives - Liaison office/Field coordinator

  15. Objective: Portfolio-improving Action Plan for the period 2005-2007 • Concentrate on priority recommendations (maximum of 15 possible objectives) • Realistic and meaningful indicators using SMART objectives • Specific • Measurable • Achievable • Relevant • Time-bound

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