2017 Annual Report on Results and Impact of IFAD Operations (ARRI) 98 th Evaluation Committee 5 September 2017

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1 2017 Annual Report on Results and Impact of IFAD Operations (ARRI) 98 th Evaluation Committee 5 September 2017

2 Improved performance of projects from Overview of main evaluation criteria, % projects rated moderately satisfactory or better Percentage Completion years Rural poverty impact Overall achievement Government as a partner IFAD as a partner Project Performance 1

3 Statistically significant improvement between IFAD8 and IFAD9 1) Relevance 2) Gender equality and women s empowerment 3) Innovation & scaling up 4) IFAD performance as a partner 5) Project performance 2

4 Majority of criteria are below IFAD9 and IFAD10 RMF targets 100 Evaluation criteria assessment ( ) % projects rated moderately satisfactory or better Percentage IFAD10/IFAD9 Targets IFAD9 Target only 3

5 Efficiency remains the lowest performing criterion Efficiency: 57% of projects MS+ (PCRV/PPE data series) 100 Moderately satisfactory Satisfactory Highly satisfactory Inhibiting Factors Percentage High project management costs High staff turnover Implementation delays (25) (41) (60) (61) (81) (81) (69) Completion years (N of projects) 4

6 Sustainability of benefits has shown improvement, but positive ratings are only 65% Sustainability of benefits: 65% of projects MS+ (PCRV/PPE data series) Moderately satisfactory Satisfactory Percentage (25) (40) (59) (60) Completion years (N of projects) (82) (82) 85% IFAD10 Target (69) Recurrent Issues Limited results at completion Limited beneficiary ownership Absence of clear project exit strategy 5

7 Limited progress in non-lending activities, except Knowledge Management Performance of non-lending activities: mostly moderately satisfactory % moderately satisfactory or better Knowledge management Partnership building Policy dialogue IFAD10 Targets Partnerships (90%) Policy dialogue (85%) Evaluation years 6

8 How can IFAD raise performance to fully meet IFAD10 targets? 7

9 Good operational performance is linked to well-defined targeting strategies Poverty analyses conducted at design do not sufficiently capture the differences among groups of rural poor; Project activities often do not reach all target beneficiaries, in particular the poorest; Strategies are often not flexible enough to adapt to changes during implementation. 8

10 Promoting gender equality and women s empowerment is critical to meet SDGs Gender equality and women s empowerment: 85% of projects MS+ (PCRV/PPE data series) Moderately satisfactory Satisfactory Highly satisfactory Percentage (24) (40) (60) (61) (82) (78) (65) Completion years (N of projects) Gender transformation requires changes in behaviour, as well as systemic changes in laws, policies and government capacities. 9

11 Raising M&E performance further requires disaggregated evidence in strategic areas Weak project M&E systems and results measurement impinge on the assessment and attribution of impact to IFAD operations; Limited data on the recently separated adaptation to climate change criterion versus environment and natural resources management impinge on its assessment; Predominant evidence on agricultural productivity versus food security, limits attribution of the IFAD operation on each aspect and suggests weak causal linkage between them. 10

12 Successful management of fiduciary responsibility requires rigor not rigidity Reliance on national systems and uneven government capacities contributes to slow implementation progress in IFAD interventions; Ultimately, public procurement reforms and institutional capacity building required in countries in which IFAD operates; Given diversity of country contexts, IFAD requires tailored procedural approaches to financial compliance driven by national institutions with IFAD implementation support. 11

13 KM, partnerships, and policy dialogue are catalysts for greater rural poverty impact Build strong KM platforms within country programmes; Embed non-lending activities in existing country programmes and processes (supervision, periodic country programme reviews, rural sector performance assessment; Develop a strategy for the country programme that defines how KM contributes to partnership-building, and in turn, how they lead to policy engagement. 12

14 2017 ARRI Recommendations Ensure that consolidation of IFAD9 achievement does not result in stagnation in IFAD10 and beyond Capitalize on IFAD s strengths to address areas for improvement: Targeting strategies Gender transformative approaches Improved data granularity on strategic areas of focus - adaptation to climate change and food security 13

15 2017 ARRI Recommendations Systematize the three-non-lending activities KM, partnership and policy engagement to unlock their potential to scale up country programme results Extend differentiation of fiduciary requirements to procurement, while supporting long-term national capacity improvements 2018 ARRI Learning Theme: Targeting 14

IFAD11 Results Management Framework

IFAD11 Results Management Framework Consultation on the Eleventh Replenishment of IFAD s resources: third session 19-20 October 2017 Ashwani Muthoo Director, GKS Contents of presentation Brief overview