Transcript IFAD Strategic Framework 2011-2015

IFAD Strategic Framework 2011-2015
Concept Note
Henock Kifle, CDS
Kevin Cleaver, PMD
September 2010
1
Background
• A new Strategic Framework (SF) covering 20112015 will be presented to the December 2010
Board
• A series of discussions have been held
with IFAD staff and managers
• The aim today is to get your views on the
major propositions around which the SF
will be built.
2
Approach Followed
• The work on preparing the Strategic Framework:
- starts with the existing Strategic Framework;
- assesses global and regional developments as they
affect IFAD’s mandate;
- analyses the opportunities and risks facing IFAD’s
target populations;
- takes into account IFAD’s comparative advantages and
results and lessons of recent years; and
- revises the current Strategic Framework taking into
account the outcomes of the above analyses.
Presentation outline
•
•
•
•
•
•
•
4
The scope and coverage of the Strategic Framework
The new and evolving context for IFAD
IFAD’s comparative advantage and role
IFAD’s development objectives
Principles of engagement
Delivering the Strategic Framework
Summary of Main Directions of Change
The Strategic Framework - Scope
5
The Strategic Framework - Coverage
6
PART II – The evolving context of the
Strategic Framework
7
Factors determining rural poverty
8
The number of hungry people is rising
9
The goal of halving hunger is off-track (IFPRI)
10
The global development architecture is
changing
The
“Delivering
as One”
The
“Delivering
as One”
initiative
forfor
UNUN
system
initiative
system
reform,
the
UN
High
reform, the UN High
Level
Task
Force
onon
Food
Level
Task
Force
Food
Security,
World
Bank
Security, World Bank
Trust
Fund
(GAFSP-I),
Trust
Fund
(GAFSP-I),
Committee
onon
Food
Committee
Food
Security
Security
The emergence
of large
foundations as
major donors
(e.g. Gates
Foundation)
11
Greater Private
Sector investment/
private-public
partnerships
The emergence of new
donor countries, such as
Brazil and China, and the
new South-South
cooperation agenda
Remittances as a
source of funding for
rural development
The general
acceptance of
the Aid
Effectiveness
Agenda (Paris
and Accra)
Greater
Global
Integration
Opportunities and Risks
OPPORTUNITIES
- Increasing demand for agricultural
products
- Emergence of regional & global value
chains
- Biotechnology-driven agricultural
research changing technology options
- New markets for bio-fuels
- More resources for agriculture in short
term (L’Aquila, GAFSP, EU)
- More commitment by governments,
e.g. CAADP
- Globalised trade & private investment
in agriculture
- Changing business models
- Payment for environmental services
more widespread
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RISKS
– Environmental degradation - the need
to make agriculture both productive
and sustainable
– Climate change - the importance of
adaptation & mitigation measures
– Increasing competition for scarce
resources: land & water
– Slower growth of agriculture
productivity in relation to growth of
demand
– Food price volatility
– Aid fatigue & fiscal crisis
– Smallholders pushed aside by
corporate farms
– Bio-fuels substitute for food
PART III – Implications for IFAD and IFAD’s
comparative advantage and role
13
Implications for IFAD
IFAD will need to:
Consider smallholder farming as profit-making small
businesses
Promote integration of household economies into national,
regional, and global markets
Scale-up efforts to increase the assets, economic status, and
decision-making roles of women
Support programmes which create economic opportunities
for rural youth
Seek to reducing managerial, financial and marketing risks
facing developing country agriculture by developing
effective partnerships.
Implications for IFAD
IFAD will:
 Take more of a leadership role, and provide program and project
vehicles into which other donors and governments can invest
 Scale up its operations to have a larger impact on poor rural people
 Provide more agriculture policy advice
 Develop a more robust environmental policy to strengthen the positive
environmental impact of projects, including in response to climate
change
 Expand partnerships with the private sector, internationally and locally
 Strengthen its role as knowledge organization/broker providing
knowledge products
 Facilitate South-South cooperation and knowledge sharing
IFAD’s comparative advantage
• Clear and specific mandate recognized
by all: targeted reduction of rural
poverty and food insecurity
• Accumulation over 30 years of
experience, knowledge and skills in
agricultural and rural development
• Effectiveness increasing (80-90% of
IFAD projects now effective at
completion)
• Trusted by developing countries
16
PART IV – IFAD’s development objectives
17
IFAD’s development objectives
Overarching Goal
IFAD’s overarching goal is to enable the rural poor to improve their
lives by building viable and sustainable rural farm and non-farm
enterprises that are integrated into national and global markets
and value chains and that provide higher incomes and greater
employment opportunities.
IFAD’s strategic objectives
To achieve its overarching goal, IFAD will aim to ensure that, poor
rural women, men and rural youth) have better and sustainable
access to, and have developed the skills and organizational capacity
they require to use effectively:
-
-
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Natural resources (land, water, and biodiversity), that they manage
efficiently and in a sustainable manner;
Improved agricultural technologies and effective production services; with
which to enhance their productivity;
A broad range of financial services for productive and household needs;
Transparent and competitive agricultural input and produce markets, and
integration into national and international value chains;
Opportunities for rural off-farm employment and enterprise development;
which they can profitably exploit;
Local, national and international policy and programming processes, in
which they participate effectively;
Outputs
• Results of IFAD-financed
programmes and projects
• Policy changes at national
and international level
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Accountability Framework
• Direct local-level impact: increased
incomes and enhanced food security
• Improved policy frameworks at
national, regional and international
levels
• Strengthened in-country capacities
for pro-poor agriculture and rural
development
• Strengthened organizations of
farmers and rural people
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Inputs
• Results-based COSOPs
• Projects
• Direct supervision and implementation support
• Enhanced country presence
• Structured knowledge sharing and knowledge products
• Policy dialogue
• Grants for global and regional initiatives
PART V – Principles of engagement
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Principles of engagement –
One size does not fit all
• Differentiation between different regions and different
country situations
• Differentiation by income and institutional development
Low income countries
Basic
agricultural
and rural :
Low-Income
countries
services, increasing public-private
farmer-led
•partnerships,
Basic agricultural
and rural
agriculture, private sector
services
marketing and input supply,
• Increasing public-private
adaptation to climate change and
partnerships
rural environment, land issues,
•bringing
Privatewomen
sectorand
marketing
and
vulnerable
input
supply
rural
people
into rural
•development
Adaptation remittances
to climate change
• Land issues
• Bringing women and
vulnerable rural people into
rural development
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Fragile states
• Institution building
• Basic agriculture and
rural services,
• Country/sector-wide
coverage
Middle income countries
•
Focus on poor rural people in the
poorest regions; knowledge
Focus on and
poor
rural
development
knowledge
sharing;
sector
peopleprivate
in the
poorest
engagement
regions
• Knowledge
development and
knowledge sharing
• Private sector
engagement
Principles of engagement –
Targeting
IFAD will:
• Continue to target poor rural people who have the capacity to take
advantage of economic opportunities;
• Continue to employ specific targeting mechanisms to enable the poorer,
women, indigenous people, the landless, to benefit;
• Increase its focus on gender equality/women’s empowerment;
• Increase its capacity to enable rural youth to engage in gainful economic
activities
• Co-finance programmes covering the entire rural sector and support
measures to assure that benefits are oriented towards the poor and their
participation in decisions;
• Supplement its targeting policy with evidence-based guidance on targeting
approaches
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Principles of engagement –
Empowering poor rural people
• Enabling rural people to
build their assets,
knowledge, skills and
confidence
• Helping rural people to build
their own collective and
inclusive organizations;
• Increasing the decisionmaking and organizational
capacity of the poor,
especially of women and
youth
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Principles of engagement –
Innovation, learning and scaling up
• Continued focus on
developing
innovative approaches
• Emphasis on knowledge
generation and sharing
• Scaling up successful
approaches
and innovations and making it
“mission critical”
27
Principles of engagement –
Effective partnerships
• Strengthen key partnerships;
• Become an assembler of
resources obtained from many
sources and package them into
larger programs;
• Eliminate non-performing
partnerships;
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Principles of engagement – Sustainability
• Continue improvements in project design quality to
ensure sustainability of development impact
• Continue to promote national leadership of projects
and programmes
• Ensure ownership of projects and programmes
by rural people
• Scale up sustainable programs and projects
• Promote sustainable Public-Private Partnerships
• Focus more on the economics of its investments to
assure more sustainable outcomes that contribute to
agricultural and economic growth
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PART VI – Delivering the Strategic Framework
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Delivering the Strategic Framework –
Managing for Development Results
• Implement a Medium-Term Plan (MTP) at all levels
and across all units as the basis for all activities, budgets and
staffing
• Align human and financial resources with strategic priorities
• Strengthen capacity to manage and monitor performance
and instill a culture of accountability
• Work will be guided by country strategies and project
designs, agreed with governments
• Use Results Measurement Framework (RMF) to measure the
impact of work
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Delivering the Strategic Framework –
Managing Quality
• Continue to use and improve
Quality Enhancement (QE)
and Quality Assurance (QA)
• Support locally-developed
approaches
• Ensure coherence of policies
and guidelines
• Continue to develop
Knowledge Management (KM)
strategy to promote
knowledge-sharing and
innovation
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Delivering the Strategic Framework:
Managing Resources
• Refine and use the Medium Term Plan and zero-base
budgeting
• Continue to develop Strategic Work Force Plan (SWP)
• Increase administrative expenditures for operations
• Benchmark process costs
• Explore outsourcing and service-sharing opportunities
• Strengthen Enterprise Risk Management
• Make better use and leverage information technology
33
Delivering the Strategic Framework: New
Instruments
• Traditional loans and grants will continue to be the
main instruments but in addition:
- Expand co-financing with the private sector
- Set up investment funds to contribute to provide
equity investments in private-public partnerships
- Explore direct lending and/or equity investment in
private enterprises;
- Mobilize climate change funds and other funding
sources.
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Delivering the Strategic Framework –
Communications and Advocacy
• Enhance role of communications and
advocacy in corporate strategy, policy,
programmes and projects
• Champion efforts to eradicate rural poverty
and boost food security
• Advocate for increased investment in
agriculture and rural development
• Amplify the voices of poor rural people
particularly of women
• Share corporate objectives and results with
key audiences
• Develop a corporate advocacy strategy and a
corporate communications strategy
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Conclusions: Main directions of change
• New Paradigm for agricultural development: smallholder
farming as a profit-making small business with potentials for
integration into national and international value chains;
• Holistic view of the rural economy: greater attention to
enhancing the linkages between the farm and non-farm
sectors and rural economic growth;
• Empowering women; scale up efforts to increase their
assets, economic status and decision making roles;
• Rural youth: make farming attractive to the rural youth as a
viable profit-making small-scale enterprise;
36
Conclusions: Main directions of change
• Scaling Up: IFAD strategy to have broader impact on larger
population of rural poor in developing countries; scale up
• Policy Advocacy: IFAD to have impact on broader agriculture
and food security policy
• Assembler of Resources: IFAD to catalyse partnerships and
resources for rural development with other donors,
governments, rural organizations, private sector, NGOs
• Knowledge Broker: IFAD to be a knowledge broker within
and between countries
• Environment and Climate Change Role: Higher Profile to
focus more actively on rural environment issues and climate
change
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Thank you!