overview of ifad9 completion ifad10 mtr and results · 2017. 2. 16. · purpose of the mtr overview...
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Overview of IFAD9 completionIFAD10 MTR and Results16 February 2017
• Overview (slides 3 – 7)
• Bigger (slides 8, 10)
• Better (slides 9, 11 – 13)
• Smarter (slides 14 – 28)
• Moving forward (slide 29)
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Today’s presentation
Purpose of the MTROVERVIEW
• IFAD10 Midterm Review highlights IFAD9 (2013-2015); andthe first year of IFAD10 (2016)
• The Review assesses IFAD’s performance compared to theIFAD10 commitments
• The review finds that IFAD is on track for most areas, withchallenges however in some.
3
Increasing ruralpeople’s access to
markets
Strengthening theenvironmental
sustainability andclimate resilience of
rural people’s economicactivities
OVERVIEW
75% of the world’s hungry poor live inrural areas
4
Increasing RuralPeople’s Productive
Capacity
StrategicFramework
Because… …IFAD is……global demand for food is expected to increase byover 60% by 2050
…agriculture and rural livelihoods are responsible forover 30% of employment globally
…small farms account for up to 80 per cent of foodproduced in Asia and sub-Saharan Africa
…fragile states and economies are home to 1.4billion people – 20% of the world’s population, with43% of those in absolute poverty.
…5 million to12 million ha are lost annually to severedegradation in developing countries due to humanactivity and climate change
IFAD9 IFAD10Delivered on:
• Operational Effectiveness• Institutional Effectiveness• Financial Capacity and Management• Enhanced Results Management
Remaining challenges in project efficiency:• strengthened EFA during design
- Logframe procedures issued• reduced delays in the project cycle
- Improvements but often dependent on countrycontexts
• strengthened national M&E systems- M&E certification programme to be launched in2017.
On track for:• Strategic Vision• Operational Effectiveness• Institutional Effectiveness• Results Measurement Framework• Financial Framework
5
OVERVIEW
Replenishment commitments mostlydelivered or on track
Minor delays in:• Additional resource mobilization (UCCs)• PoLG versus administrative budget ratios• Financial management monitoring• Improved gender balance• Key business process costing• KM monitoring and reporting
95% delivered 89% on-track
OVERVIEW
External assessments confirm progressand agree on challenges
Making Progress• Results Measurement
Focus on results for more impact at the country level (Making DevelopmentCooperation More Effective)
• Mainstreaming climate change and genderGreen Climate Fund’s recognition of IFAD’s focus on climate changeUN SWAP rates IFAD highly on gender equality and women's empowerment
• Mobilizing investmentsRecognition of efforts by Member States at the Third International Conference onFinancing for Development and referenced in the Addis Ababa Action Agenda
• Knowledge managementIFAD’s KM strategy commended as the most comprehensive and sustainableapproach by the United Nations Joint Inspection Unit
Remaining Challenges• Transparency ► focus on disclosure and accountability
• Efficiency and Value for Money ► deliver more with less and faster
• Fragile states ► appropriate targeting and focus on sustainability
6
Expanding the program of work to meet an increasing and moresophisticated demand.
Achieving higher impact per dollar invested through smarter design,partnerships, and differentiated country approaches.
Getting closer to clients while reengineering internal processes forgreater efficiency and development effectiveness.
BIG
GE
RB
ETT
ER
SM
AR
TER
OVERVIEW
IFAD10 at mid-term: beyond businessas usual
7
IFAD9 IFAD10
Year 1 Year 2 Year 3 Year 1 Year 2 Year 3
29% 25% 46% 26% 24%50%
8
BIGGER
Delivering a record pipeline throughmore proactive portfolio management
Distributing the pipeline to managing slippages and avoidingbunching
A significant number of operations is designed the year before delivery,weaving design costs across the cycle
0
1
2
3
4
5
6
7
8
2010 2011 2012 2013 2014 2015 2016
BETTER
Striving to ensure that the pace of disbursementsand cofinancing keep up with commitments
Cofinancing and disbursements are consistently higherin Middle Income Countries
Cumulative approvals
Cumulative cofinancing
Cumulative disbursements
9
US$ billion
Prog
ram
me
of lo
ans
and
gran
ts (P
oLG
)
US$3.2US$3.07
US$2.85
IFAD8 IFAD9 IFAD10
US$25.5 m
US$28.3 m
US$31.1 m
78.7 m111.5 m
112.75 m
BIGGER
Enlarging our investments to reach anincreasing number of rural poor
10
Outreach
Sub-Saharan Africa
Rest of the World
US$ billion
BETTER
Managing a larger portfolio with flatadministrative resources
11
Admin costs
Current Portfolio
Portfolio managed perUS$1 of admin cost
0
10
20
30
40
50
60
70
0
1
2
3
4
5
6
7
2013 2014 2015 2016* 2017
Continue to increasing efficiencies requires adjustingthe business model
US$
Most FragileSituations
Upper Middle IncomeCountries
Low Income andLow Middle Income
countries
• Borrow on highlyconcessional or blendterms (IDA eligible)
• 90 percent of IFAD10financing through corereplenishmentcontributions
BETTER
Meeting country demands throughdifferentiated approaches
80% of rural poor IFAD serves are in Low Income and LowMiddle Income countries
• Borrow on ordinaryterms
• IFAD engages themas key shareholders,sources of South-South cooperation,and global actors
• Most borrow on highlyconcessional or blendterms (most are LICsand LMICs)
• IFAD addressescauses of fragility inagricultural sector
Targeting conditions of extreme poverty, remoteness and weakinstitutional capacity
12
Growing share ofprojects includingclimate finance
Increasing share ofprojects that arenutrition-sensitive
Gender consistentlyrated 4 or better atdesign
Cross cutting issues are being mainstreamed but adjustments are needed tofully overcome silo approaches
13%
52%
7%
21%
20102012
20132015
86%
89%
BETTER
Designing smarter operations to fosterinclusive rural transformation
13
SMARTER
Strengthening financial management to supportIFAD’s evolving financial architecture
14
Financial Operations Department revamped to manage the growing complexityof IFAD’s portfolio
Comprehensive, rules-based approach to
borrowingFeasibility of borrowing
from capital marketsStructure
•Separate FinancialServices ManagementDivision (FMD) andAccounting andController Division (ACD)
•Better cash flow planningand risk managementcapabilities
•Separate RiskMonitoring andCompliance function
•Engaging closely withmember states
•Preparatory work totransact derivatives forcurrency hedging
•Single Currency Lending
•Assess IFAD’s preferredcreditor status to borrowat attractive rates
•KfW FrameworkAgreement in IFAD9
•Approval of SovereignBorrowing Framework
•Two major borrowingtransactions for US$$326million equivalent (KFWand AFD)
SMARTER
Managing over 80% of financingfrom country offices
15
International Aid TransparencyInitiative (IATI)
IFAD9 IFAD10
Other standard-settingtransparency initiatives
PBAS
SMARTER
Heightening transparency to reachworld class standards
Publishing since 2013 but onlyon commitments
report on more(e.g., disbursements)and more frequently (quarterly)
Aidflows reports IFAD dataon commitments,disbursements and debt
exploring more activepartnerships
disclose the Rural SectorPerformance Scores only
more systematic disclosure ofallocations and underlyingdata
Disclosure of operationaldocuments
2014: 51% supervisionreports disclosed, 70 dayson average
2016: 67% supervision reportsdisclosed, 35 days on average
disclose Project CompletionReports
16
17
SMARTER
Reinforcing fiduciary and procurementoversight
Pioneering accreditation of financial management consultants
Piloting an automated system to track non-objections
Mainstreaming technology in the waywe do business
18
OperationsDocuments Center
Operations Dashboard The Operational ResultsManagement System
Speeding-up and modernizing businessprocesses to become data-driven
SMARTER
Nurturing our workforce through the CareerDevelopment Framework
SMARTER
19
Redoubling efforts to increase number of womenin senior positions
Academy andTargeted Programs
Structured andcontinuous
professionaldevelopment
TalentManagement
Detect our bestpotentials andgrow others
StaffMobility
Greater integrationbetween headquarters
and country offices
Moving from results measurement toresults-based management
SMARTER
IFAD10Impact linked to
Strategy
DevelopmentEffectivenessFramework
Results-basedmanagement
IFAD9Reach to Impact
IFAD9 ImpactAssessment
Initiative
Resultsmeasurement
20
IFAD9 Impact Assessment Initiative(funded projects 2010-2015)
Proactively managing our investments toboost global efforts to achieve SDGs
SMARTER
21
SMARTER
Instilling a results culture across the institutionand in member countries
IFAD’s Development Effectiveness Framework
22
Tracking evidence ofproject performance
Evidence providinglessons for future
projects
Evaluable project
Diagnosis/solutionProject logic/
Theory of changeEcon and Fin AnalysisLogFrame with SMART
indicatorsM&E and impact assessment
approach clarified
Efficiency and effectiveness
Project logic/Theory of change assessed
LogFrame assessmentM&E and impact assessment
resultsLessons learned
Execution performance
AWPBMonitoring outputs and
outcomesReporting LogFrame
indicatorsAssessing project results and
risks
Project designedincorporating evidence
DESIGN IMPLEMENTATION COMPLETION
Project design report(President’s report)
Project status andresults report
Project completionreport
Start upMidterm
review
Automated, Tracked in Real-Time through Dashboard
Restructuring policy
Strengthening the focus on generationof results
23
SMARTER
• Curriculum design• Certification• Scholarships for PMU
staff• Five global CLEAR
teaching centres• Available to IFAD staff,
consultants, etc.
• Theory of change andLogFrames
• M&E as managementtool
• Economic and financialanalyses
• Impact assessment
CLE
AR tr
aini
ng a
nd c
ertif
icat
e
CPM
aca
dem
y
Improving monitoring and evaluation capacityamong IFAD staff and in country
24
SMARTER
Strategic Framework SDGs COSOPs Safeguards Mainstreaming Diagnosis based on evidence Project logic/indicators Monitoring and evaluation approach Economic and financial analysis Impact assessment
CPM
CPMLeadAdvisor
Development EffectivenessChecklist
Fostering the use of evidencein the portfolio
Move to Co-Responsibility
25
SMARTER
Proposed solution
Underlying causes
Development problem
ProjectLogFrameWith CoreIndicators Result
Inputs Activities Outputs Outcomes Impact
Impact Assessments
Core Indicators (RIMS)CorporateResultsMeasurement
All projects
15% of projects and projection
26
Linking project monitoring and evaluationto corporate results reporting
SMARTER
Operational Programmingand Effectiveness (OPE)
Unit• Programming and pipeline• Operational procedures• Portfolio management• Self-assessment
• M&E and LogFrames• Economic and financial analysis
• Internal results coordinationand reporting
• Harmonization with partners
Regions• Portfolio management• Self assessment• Agents of change• Link to corporaterequirements
Research andImpact Assessment• Impact assessment• Portfolio analysis• Link to corporateimpact assessmentrequirements
Enhancing self-evaluation qualityand governance
27
SMARTER
SMARTER
Pursuing ambitious targets based on asystematic assessment of our portfolio
IFAD10 Results Measurement Framework-Updated
28
MOVING FORWARD
Deepening ongoing reforms to increasethe scale of impact
• Further improving institutional efficiency and transparency
• Speeding-up operations and ramping-up disbursements whilemainstreaming thematic priorities
• Continue strengthening financial capacity and sustainability
• Fostering a results culture that embraces evidence-baseddecision-making
• More systematically integrating knowledge and non-lendingactivities with lending
29
Thank you
Any questions?