Workshop on the Execution of IFAD Projects and Programmes General Recommendations regarding the Action Plan Bamako, 11 March 2005

Objectives Share information on changes taking place within IFAD Review progress on the Cotonou Action Plan of November 2002 Develop an action plan for the period of to improve IFAD’s portfolio in the region.

Background A changing macro-institutional context – MDG, a commitment on the part of the international community for reducing poverty; – The launching of the new NEPAD and the African Union regional and sub-regional integration

IFAD’s strategic repositionning From the role of donor to that of a more broadly oriented programme catalyst. Creation of synergies with other partners in order to increase the impact of interventions in terms of poverty reduction. Greater presence in policy dialogue and knowledge management.

Institutional and methodological innovations National Poverty Reduction Strategies as a coherent framework for interventions’intégration des DRSP comme cadre de cohérence des interventions; New systems and tools : – in resource allocation – in monitoring and evaluation – in communication and knowledge management; Management to improve project efectiveness and impact.

Challenges for project and programme implementation Reinforce participation in IFAD’s development strategy; Ensuring the leadership of national authorities in guiding development ; Involving local partners in defining performance criteria and indicators.

RECOMMANDATIONS: Improvement of the portfolio M&E Systems – harmonisation of the monitoring and evaluation methods and tools withitn; – Capacity-building for project teams and their partners; – Provision of the dequate financial and logistical rsources for M&E; – Strengthening of monitoring teams and units responsible for supervising projects and programmes.

Improvement of the portfolio (continued) Quality of services rendered: – Support for the development of quaity service supply. – Greater transparency of procedures and involvement of users and their communities in the selection of service providers ; – Separation of functions and clear definition of roles and responsibilities in order to avoid conflicts of interest; – Improvement in procurement.

Improvement in disbursements Improvement of the quality of annual work programmes and budgets (AWP/Bs) through annual support missions; preparation and advance transmission of replenishment requests ; Reduction in delays for processing withrawal applications

Improvement in project management cycle Better integration of projects into thier socio- economic contexts ; Matching of staff profiles to project management requirements; Respect for government’s committments in setting up counterpart funds.

Mastering of the programme approach Information and communication: – evaluation of needs and development of appropriate communication strategies within projects and programmes; – Establishment of relationships, sharing of experiences and dissemination of good practices among projects and programmes ; – Capacity-building for project staff

Development and management of partnerships An adequate communication strategy and a participatory approach; Better management of realtions with local communities, the implementing ministry and other projects working in the same area. Establishment of frameworks for consultation and collaboration for the sharing of experiences, the generation and dissimenation of knowledge, and the pooling of know how.

Incorporation of policy dialogue Capacity building for the rural poor and their organisations to enable them to take part in and influence policies affecting them Development of a research and communications programmes on agricultural policies and their impact on rural poverty.

A SMART Action Plan objectifs to achieve, responsable actors, Activities to be carried out, Means of verifying anticipated results and implementation timetable. A performance chart to monitor progress and locate responsabilities.

Thank you for your attention!