2017 Annual Report on Results and Impact of IFAD Operations (ARRI) - - PowerPoint PPT Presentation

2017 Annual Report on Results and Impact of IFAD Operations (ARRI)

฀ Consultation on the Eleventh Replenishment of IFAD’s resources: third session 19-20 October 2017 Oscar A. Garcia Director, Independent Office of Evaluation of IFAD

Overall, improved performance of IFAD operations from 2009

45 50 55 60 65 70 75 80 85 90 95 2007-2009 2008-2010 2009-2011 2010-2012 2011-2013 2012-2014 2013-2015 Percentage Completion years

Rural poverty impact Overall achievement Government as a partner IFAD as a partner Project Performance

Overview of main evaluation criteria, % projects rated moderately satisfactory or better

1

Improvement between IFAD8 and IFAD9 statistically significant

IFAD project performance on par and better than other IFIs

External benchmarking with agricultural portfolio of other IFIs

2

Percentage of projects with performance rated MS + Global IFAD 2002-2015 WB 2002-2015 75 76 Asia IFAD Asia 2002-2015 AsDB 2002-2014 88 65 Africa IFAD Africa 2002-2015 AfDB 2002-2013 68 44

Most criteria are below IFAD9 and IFAD10 RMF targets

3 10 20 30 40 50 60 70 80 90 100

Percentage

IFAD10/IFAD9

Targets

IFAD9 Target

• nly

Evaluation criteria assessment (2013-2015) % projects rated moderately satisfactory or better

• Performance of non-lending activities: mostly moderately satisfactory

Limited progress in non-lending activities, except Knowledge Management

4

Policy dialogue Knowledge management Partnership building

10 20 30 40 50 60 70 80 90 100

2006-2008 2007-2009 2008-2010 2009-2011 2010-2012 2011-2013 2012-2014 2013-2015 2014-2016

% moderately satisfactory or better Evaluation years

IFAD10 Targets Partnerships (90%) Policy dialogue (85%)

How can IFAD raise country programme performance to fully satisfactory?

5

• Good operational performance is linked to well-defined

targeting strategies.

• Promoting gender equality and women’s empowerment is

critical to realize Agenda 2030.

• Raising M&E performance requires disaggregated evidence in

strategic areas – climate change and food security.

• Successful management of fiduciary responsibility requires

rigor, not rigidity.

• KM, partnerships and policy dialogue area catalysts for

greater rural poverty impact.

2017 ARRI findings

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• Fully Satisfactory Performance: Build on strengths, address

bottlenecks and introduce a new modus operandi.

• Gender Transformation: Introduce gender transformative

approaches to substantially contribute to SDGs.

• Better evidence: Improve data granularity in strategic areas of

focus – climate change and food security.

• Non-lending activities: Systematize KM, partnership and policy

engagement – to unlock their potential to scale up country program results

• Fiduciary requirements: Extend country differentiation to

procurement, while supporting long-term national capacity improvements

• 2018 ARRI Learning Theme: “Pro-poor” targeting strategies

Recommendations

7