Scaling Up the Fight Against Rural Poverty - FIDAfrique

More documents

Recommendations

Info

• IFAD has established a track record over 30 years as a reliable, steady supporter of community based rural development, at a time when other donors substantially reduced their engagement. • As a de facto “vertical fund” IFAD benefits from the popularity that such funds enjoy in today’s development assistance, where governments and the general public in donor countries value the thematic focus, results orientation and accountability of vertical funds. • IFAD remains relatively small, as the fifth largest provider of ODA for agriculture, forestry and fishing, but with additional resources and building on its evolving institutional focus on scaling up it can punch much above its weight in terms of impact. Despite the importance which the scaling up agenda has for IFAD, it is critical to remember that scaling up is not an end in itself, but a means to achieve greater and more wide-spread benefits for the rural poor whom IFAD has been set up to serve. C. How was the scaling up review for IFAD carried out? As noted above, there is no prior experience and not blueprint for an institutional scaling up review. The approach chosen therefore represents an experiment from which we should draw lessons not only for how to scale up IFAD’s activities, but also for how to carry out institutional scaling up reviews. In the absence of any model, we designed a pragmatic approach that reflected the interests of IFAD, the resource limitations imposed by the IFAD grant supporting the review, by the tight time table (one year from start to finish) and by the interests and capacity of the expert team assembled for the review. The review is based on the analytical framework for scaling up developed by Hartmann and Linn (2008), which stresses the importance of creating pathways for scaling up, involving vision, drivers and spaces along with monitoring and evaluation. One of the new features introduced into this framework is the recognition that scaling up is part of a continuum of innovation, learning and scaling up processes, which need to interact and be promoted together, but which also need separate consideration, distinct institutional capacities and differentiated process support. The analysis is based on six strands of empirical work: • A “macro” assessment of IFAD’s comparative standing in terms of aid effectiveness and scope for scaling up based a newly developed indicator of aid agency effectiveness. • Review of documentary evidence regarding IFAD’s strategies, operational guidance documents and evaluation results. • Two in-depth country case studies with field visits and exchanges with local stakeholders (Peru and Moldova). • A review of documentation for two thematic areas (environment and natural resource management, and value chains). • Interviews with IFAD managers and staff during four visits to IFAD headquarters, including three widely attended learning events for operational staff held in connection with these visits. • Engagement of review team members with various other IFAD activities. The team gathered relevant information on many areas of IFAD’s internal management of the scaling up process. However, not all the information has equal depth nor does it allow an equal degree of certainly of results and recommendations. We see this scaling up review as a first step in IFAD’s journey towards becoming a scaling up institution. From the beginning this review was designed as Phase 1 of a multi-phased process. As part of a next phase, our analysis and recommendations need to be carefully vetted, with more evidence collected where necessary, with a more detailed design of actions to be taken and with a process of institutional change that assures wide buy-in from IFAD’s Executive Board, management and staff, and ultimately from IFAD’s clients and partners. 7
Since the team started its work in July 2009, we have noticed a significant increase in the attention given to scaling up by IFAD’s operational management and staff. This is encouraging, since it shows that the motivation for the review was not externally or top-down driven, but reflects a genuinely felt need at IFAD’s front-line. Following this introductory chapter, the paper first sets out an analytical framework in Chapter 2. Chapter 3 then reports on how IFAD has approached scaling up in its operational work. Chapter 4 reviews IFADs operational processes through a scaling up lens, while Chapter 5 assesses IFAD’s instruments, knowledge, resources and incentives for scaling up. Chapter 6 presents a brief summary the findings and recommendations of the study. 8
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: first laid out in 1978 and as subse
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 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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?