ANNUAL REPORT 2011 - IFAD

complementary. Two workshops were held during
the year to consider the effectiveness of quality
reviews and the use of economic and financial
analysis at IFAD.
In 2011, 38 per cent of projects reviewed by the
quality assurance function were cleared for Board
approval with few or minor changes; while some
60 per cent required substantive design
modifications. During the year, frequent issues
highlighted by reviewers related to the need to:
• strengthen aspects of design related to
implementation arrangements − streamlining
project coordination mandates; identifying key
service providers; simplifying overambitious
designs; anticipating and mitigating risks to
project success
• improve economic and financial analysis in
IFAD-supported projects
• strengthen logical frameworks and performance
indicators
• consistently include governance and
anticorruption frameworks in project design.
Ratings have been fairly consistent since the quality
enhancement and assurance processes were
introduced. The average overall quality-at-entry
rating was unchanged from 2010 at 4.4, which is
considered moderately satisfactory (see Table 2). The
proportion of projects rated favourably for
effectiveness of thematic areas, project impact on
poverty measures, gender equality and target
population remained above 90 per cent. The
percentages of projects with satisfactory ratings for
sustainability of benefits, and innovation, learning
and scaling up were higher than in the previous year,
although they remained below their 2012 target
levels (90 per cent of projects reviewed). In 2011,
TABLE 2
Quality-at-entry ratings, 2011
quality assurance reviewers judged that 88 per cent
of projects were likely to achieve their development
objectives, compared with 86 per cent in 2010 and
79 per cent in 2008 and 2009.
IFAD’s presence in the field
During the year, we continued to strengthen and
increase our presence in the countries where we work.
The numbers of international staff rose – together
with the number of country offices and local staff
engaged. At 31 December, there were some 64 staff in
IFAD country offices, 19 of whom are international
Professionals including 3 Associate Professional
Officers. During 2011, IFAD signed 9 host country
agreements with governments, bringing to 18 the
total signed to date.
Our Executive Board approved a policy and
strategy governing IFAD’s country offices. This
included updated criteria for opening of offices;
criteria for selecting various office models; and an exit
strategy for closing offices. In approving the policy,
the Board also approved an increase in the number of
the country offices up to a maximum of 40. Five new
offices will be established in the near future − in
Bangladesh, Burundi, Malawi, Mali and the Niger.
The Board recognized the strong link between
country presence and the improved performance of a
country’s portfolio. It is expected that over the long
term, more of IFAD’s programmatic operations will
be managed through country offices, enabling us to
better serve our clients and contributing to
organizational efficiency.
Anticorruption, institutional
oversight and accountability
Irregular practices such as corruption, fraud, and
collusive and coercive actions prevent funding from
RMF indicators Description Average rating Moderately satisfactory
or better ratings a
(percentage)
1 Effectiveness of thematic areas 4.5 93
2 Projected impact on poverty measures 4.5 95
2D Gender equity and target population 4.6 95
3 Innovation, learning and scaling up 4.2 85
4 Sustainability of benefits 4.2 83
Overall rating 4.4 85
a
The quality-at-entry ratings are based on a scale of 1 to 6: 1 is highly unsatisfactory and 6 is highly satisfactory. The percentage indicates the proportion
of projects receiving a rating of 4 or better out of the total number of projects.
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