Ten years of accountability, learning and transformation - IFAD

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Ten years of accountability, learning and transformation - IFAD

Thematic evaluations of IFAD’s rural finance,

its impact on gender, its work with the

private sector and its environmental impact

led Management to prepare new policies and

strategies in these areas, all of which have

been approved by the Executive Board and

are now being implemented. The improved

strategies have changed the way IFAD

operates in these areas: early evaluations

of the results indicate improvements,

particularly in the impact of projects

on the environment.

We have learned that the independence

of IOE does not necessarily result in its

working in isolation. Independence assures

the members of IFAD that the analyses and

recommendations that it receives from IOE

have not been influenced by Management

pressure and are therefore dependable.

However, a good office of evaluation wants

more than to be simply credible: IOE also

wants to have an impact, and it knows

that for impact to occur, cooperation with

IFAD Management and staff is necessary.

Hence, in addition to evaluations, we jointly

organize the negotiation of an agreement at

completion point (ACP) for each evaluation

that sets out the recommendations on which

Management intends to follow up. IOE

reports separately on Management followup

to recommendations and comments on

strategies that respond to its evaluations. For

a country programme evaluation, the ACP

also involves the government concerned.

And learning events sponsored by IOE,

in which IFAD Management and staff

participate, help to cement the findings

in operations.

“The Independent

External Evaluation

of IFAD led to the

establishment of country

offices, participation

by IFAD in the design

and supervision of its

projects, and greatly

reduced dependence on

cooperating institutions.”

Two of the most important innovations

introduced by IOE and IFAD Management

are the IOE Annual Report on Results and

Impact of IFAD Operations (ARRI) and the

President’s Report on the Implementation

Status of Evaluation Recommendations and

Management Actions (PRISMA). In the

ARRI, IOE summarizes the main findings

of the year’s evaluations, including project,

country thematic and special operations. The

ARRI looks at trends over time and at results,

and provides strategic recommendations for

the Management. In PRISMA, Management

reviews the implementation of all IOE

recommendations of the preceding year to

which it has agreed. PRISMA is presented

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