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Lisandro Martin, Chief, OPE
Today’s presentation Principles Next steps
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IFAD Corporate Decentralization Plan Lisandro Martin, Chief, OPE - - PowerPoint PPT Presentation
IFAD Corporate Decentralization Plan Lisandro Martin, Chief, OPE - - PowerPoint PPT Presentation
IFAD Corporate Decentralization Plan Lisandro Martin, Chief, OPE Todays presentation Principles Models Next steps 2 The process towards the Plan Milestone Date Regional decentralization plans 13 June First CDCG 20 June Second CDCG
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The process towards the Plan
Milestone Date Regional decentralization plans 13 June First CDCG 20 June Second CDCG 30 June Early findings of CLE Decentralization 26 July Third CDCG 13 September Draft CLE report 13 September PMD and CSD comments on draft Plan 03 October Final CLE Report 06 October OMC 10 October EMC 12 October Management Response to CLE 24 October IMT 25 October Evaluation Committee 28 November Executive Board 14-15 December
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from quantity to quality from a variety
- f experiences
to harmonization from light touch to critical mass from silos to staff pooling from
- verlapping
to streamlined functions from limited to greater delegated authority
Upgrading the software of decentralization
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Ensuring that the objectives of Decentralization are commensurate with resources
Principles
Drawing on earlier experiences and on the findings of the CLE
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- Group countries
based on common characteristics but no additional technical or service staff.
- At least three
active country programmes, managed by a CPM-led office.
- Country
programme staff shared across countries covered by the Group.
A more coherent approach, building on lessons learned
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- Group
geographically- close countries with technical and fiduciary services and possibly support from FSU/CSD servicing the sub-region or region.
- Country
programme staff shared across countries covered by the Hub.
- Individual offices
justified for strategic importance with one
- r two professional
staff serving one country.
- CPO-led for
smaller programmes and CPM-led for larger programmes.
- By the end of
IFAD11, it is expected that their number is reduced.
Sub-Regional Hubs Country Programme Groups Single Country Offices
Models
3 ICO Models:
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8 Sub-Regional Hubs
1 7 I COs
- Vietnam : Cambodia, Myanmar, Lao PDR
- I ndonesia
- Kenya: Burundi
- Mozam bique: Zambia, Malawi
- Senegal: Mali
- Egypt: Yemen
- Peru: Bolivia
- Guatem ala
A Global IFAD managing over 80% of financing from the Field
9 Country Program m e Groups
1 6 I COs
- China: Philippines
- I ndia: Nepal, Sri Lanka
- Bangladesh: Pakistan
- Tanzania: Rwanda, Uganda
- Madagascar
- Turkey
- Kyrgyzstan
- Cote d’I voire: Burkina Faso
- Cam eroon
11 Single Country Offices
1 1 I COs
- Ethiopia
- Brazil
- Haiti
- Sudan
- Morocco
- DRC
- Ghana
- Nigeria
- Niger
- Guinea
- Sierra Leone
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Incremental ICO costs to be partially off-set through savings
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Models
- 1 000
2 000 3 000 4 000 2017 2018 2019 2020 2021 2022
USD Thousands
Year
Savings Gross cost increase Net cost increase
1 2 3 4 USD millions Estimated incremental costs over IFAD 10 and 11
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A few essential tasks
Finalize cost-implications of the proposed plan and undertake an institution-wide functional analysis - to align resources in ICOs and HQ. Undertake a workload analysis to inform distribution of ICO models, staffing needs, roles and responsibilities in country teams, and prioritization of tasks and activities at ICO level. Develop a clearer corporate vision for non-lending activities (objectives, targets, type of products and services, staffing and resources needed, etc.) - to enrich the effectiveness of decentralization. Evaluate the Hanoi Pilot – to consider expanding Delegation of Authority practices to other hubs and/or country groups.
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Next Steps
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