Scaling Up the Fight Against Rural Poverty - FIDAfrique

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operational work. One option is to combine the review of operational guidelines and processes for scaling up proposed in this chapter with an effort to focus and simplify guidelines. 37
Chapter 5 IFAD’s Instruments, Knowledge, Resources and Incentives for Scaling Up This chapter pulls together insights into a number of important aspects of IFAD’s institutional setup which affect its capacity to deliver on a scaling up agenda: IFAD’s operational instruments, its knowledge management approach, and its human and financial resource allocation practices. The analysis that the review team was able to carry out on these issues was less detailed than for the operational management aspects addressed in the previous chapter. Therefore, our assessment is more selective and preliminary. Conclusions and recommendations should be taken as tentative, with more in-depth and comprehensive analysis needed in a subsequent phase of work. Most of the evidence we have collected relies on interviews with IFAD managers and staff. A. IFAD’s operational instruments and modalities for scaling up IFAD has various operational instruments for engaging with countries and clients. In this section we briefly review a number of those that have special relevance for IFAD’s ability to help scale up programs for rural poverty reduction. We cover some of IFAD’s specific financial instruments and approaches, its engagement in policy dialogue, and its mechanisms for partnership engagement, including through co-financing and participation in sector-wide approaches (SWAps). 1. Financial instruments IFAD has various ways of employing its finances that can support a scaling up agenda: Topping up: This is a way for IFAD managers to add resources to a project that can absorb more money than originally planned. 29 Topping up can be a useful way to expand the scope of a project, but unless part of a well-defined scaling-up pathway it will not amount to a serious scaling up effort. Repeater projects: A repeater project replicates, extends or scales up a successful project. However, CPMs have tended to shy away from this practice, since there is a requirement for a formal evaluation by IFAD’s Office of Evaluation of the original project, before the repeater project can be approved. This is seen as a time consuming process that causes serious delays for the follow-up project. Therefore, CPMs have preferred to modify the original project to avoid the formal designation of repeater project, even when de facto a follow-up project was intended. The more appropriate alternative would be to build an evaluation process from the beginning into the implementation of the original project that would allow timely results to be available at the time of completion. Flexible Lending Mechanism (FLM): In 1998 the FLM was introduced as a way to give IFAD and its borrowers a longer term and more flexible instrument for engagement. 30 The instrument appears to be 29 Topping up is used especially towards the end of replenishment phase when IFAD has to use its resources on a use or lose basis. 30 The FLM policy document describes the instrument as follows: “The main elements of the FLM include longer loan periods (10-12 years as opposed to the typical five-to-six-year loans); a clear articulation of long-term 38
Page 1 and 2: Abstract Scaling Up the Fight Again
Page 3 and 4: Table of Contents Foreword 1 Table
Page 5 and 6: Chapter 1 Introduction: Setting the
Page 7 and 8: first laid out in 1978 and as subse
Page 9 and 10: Since the team started its work in
Page 11 and 12: • policies, as in assuring approp
Page 13 and 14: Box 1: Drivers of scaling up A few
Page 15 and 16: Step 4: Define the partners who can
Page 17 and 18: • focusing on management of produ
Page 19 and 20: of a overarching institutional umbr
Page 21 and 22: of implementation yet and are limit
Page 23 and 24: Moldova, IFAD could explore ways to
Page 25 and 26: Other examples of scaling up includ
Page 27 and 28: Moreover, IFAD has had some success
Page 29 and 30: facilitating management for results
Page 31 and 32: preparation, implementation and com
Page 33 and 34: In comparison to other internationa
Page 35 and 36: E. The Portfolio Review IFAD’s ma
Page 37: For COSOPs: Current COSOP guidelin
Page 41 and 42: In smaller countries IFAD has been
Page 43 and 44: B. Knowledge management and scaling
Page 45 and 46: facilitate key aspects of scaling u
Page 47 and 48: D. Conclusions In this concluding s
Page 49 and 50: individual project; success is the
Page 51: IFAD (2008). “Enhancing the quali

Scaling Up the Fight Against Rural Poverty - FIDAfrique

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