Scaling Up the Fight Against Rural Poverty - FIDAfrique

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Chapter 6 Conclusions IFAD has a clear mission: to help the rural poor escape poverty by supporting innovative and scaled up interventions. So far, IFAD has paid much attention to the innovation agenda, less so to the scaling up agenda. As IFAD embarks on a scaling up journey in its quest to make a significant contribution to meeting the Millennium Development Goals through the reduction of rural poverty, the following core messages of this report may provide some helpful benchmarks: Scaling up is a critical element of IFAD’s mission, in light of independent evaluations of its interventions, and its future role and focus as an IFI and a UN-agency. IFAD knows how to scale up. It has done so successfully many times. It is also encouraging to note that IFAD staff and managers have been endeavoring to internalize key concepts and issues in scaling up, in steps with the progress made in the present review. But scaling up deserves greater and more explicit attention in IFAD’s operational work than it has received to date. A more systematic and proactive approach is needed to turn IFAD into a scaling up institution. Turning IFAD into a scaling up institution will require a comprehensive approach to formulate an institutional strategy focused on scaling up, and significant changes in its operational processes and institutional practices, including changes in its operational instruments, in its knowledge management, and in its human and financial resource management. Institutional change is difficult, but it is possible. In recent years IFAD has successfully introduced many other significant institutional changes. The new IFAD strategic framework under formulation will guide IFAD corporate engagement and related operational policies in the coming years. It also a unique opportunity to correct the previously noted imbalances in the innovation, knowledge management and scaling up triad. In managing this institutional change, there are risks to be avoided: • creating a new “mantra”; • forgetting that scaling up is a means to an end, not the end itself; • creating excessively burdensome processes; and • spreading IFAD’s human resources too thin. In designing and implementing IFAD’s scaling up agenda it is therefore essential to keep messages focused and processes simple. The key is to pursue the ongoing change in the mindset of IFAD staff, managers and the Executive Board as they define success taking into account long standing concerns about sustainability: Success is not merely the satisfactory, but limited impact of an 47
individual project; success is the implementation of a scaling up pathway that over time reduces rural poverty substantially. 48
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 and 38: For COSOPs: Current COSOP guidelin
Page 39 and 40: Chapter 5 IFAD’s Instruments, Kno
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: D. Conclusions In this concluding s
Page 51: IFAD (2008). “Enhancing the quali

Scaling Up the Fight Against Rural Poverty - FIDAfrique

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