1. KHALID EL HARIZI, IFAD COUNTRY PROGRAMME MANAGER CAMBODIA THE COSOP AS AN INSTRUMENT FOR PERFORMANCE MANAGEMENT Annual COSOP Review Workshop – Phnom Penh 19-20 December 2011

2. WHAT IS A COSOP? Strategic Long-Term Challenges Resource Allocation Opportunity Best return on investment Cooperation With country partners Programme Results-based Projects: means to an end COSOP

3. CAMBODIA COUNTRY STRATEGY 2007- 2012 Approved in December 2007 Two strategic objectives (SOs) linked to Rectangular Strategy. Total estimate for the COSOP 2007-12 period USD about 80 million loan and grants (50/50) Results framework to monitor the performance /achievement of the set targets related to each SO. Includes policy, partnerships, targeting, innovation agenda, knowledge management.

4. COUNTRY STRATEGY STRATEGIC OBJECTIVES Strategic Objective 1: Sustainable Improvement of the Livelihoods of rural poor men and women in the project areas through community empowerment, productivity improvement and improved access to assets, productive resources, rural services, rural infrastructure and markets. Strategic Objective 2: Promoting deconcentration, decentralisation and local governance for pro-poor agricultural and rural development through building linkages between the D&D framework and agriculture and rural development and institutional support for evidence-based pro-poor policy making.

5. AGRICULTURE-LED GROWTH AND POVERTY REDUCTION An Engine of Growth for the Country A Principal means of poverty reduction The Main Safety Net available to people who lose jobs

6. Province Number of HH whose main livelihood is farming: HH with land sizeSummary Statistics Paddy RiceUpland rice Long-term crops Short-term cropsVegetables < 1 ha No land Total Farm HHLandless< 1 ha> 1 ha Battambang 12405351403293346793575 32 434 20 065 170 74012%19%69%z Kampong Chhnang 86 453 22 325 3 239 938 48 608 6 331 90 9777%53%40%w Kampot 121 112 79 966 504 40 72 101 3 162 122 7013%59%39%w Kandal 125 010 764 9 542 27 750 10 107 85 457 14 277 173 1738%49%42%w Mondul Kiri 5 553 2 335 481 1 574 130 611 579 10 0736% 88%z Phnom Penh 25 007 21 2 769 2 483 2 019 15 911 4 894 32 29915%49%36%y Preah Vihear 31 445 1 429 656 1 656 130 5 544 2 753 35 3168%16%77%z Ratanak Kiri 9 318 14 920 1 436 1 279 341 2 578 5 338 27 29420%9%71%z y Stung Treng 14 225 3 145 529 1 207 93 2 117 1 137 19 1996%11%83%z Takeo 179 554 247 563 907 417 98 392 11 281 181 6886%54%40%w Otdar Meanchey 32 810 6 945 362 600 241 4 343 3 161 40 9588%11%82%z Kep 6 308 158 64 100 206 4 121 213 6 8363%60%37%w Pailin 1 256 247 218 8 366 83 387 161 10 1702%4%95%z CAMBODIA 1 941 794 59 990 58 293 166 018 30 134 874 951 177 889 2 256 2298%39%53%

7. INCLUSIVENESS Social inclusion is not dealt with as an after- thought but deliberately built into programme design at all levels and through a variety of measures and mechanisms IFAD programme in Cambodia have paid primary importance to targeting the poor but approaches evolved over time. PADEE approach deliberately rely on inclusive private initiative to build productivity in a sustainable way.

8. WHY A COSOP REVIEW? Assess Progress against Programme objectives Contribution to solving specific development challenges Programme is more than sum of projects: build synergies Identify areas of strengths and Weaknesses Relevance in an evolving context Effectiveness Impact Policy dialogue Team Building Pro-active consultative process Foster commitment and collaboration Prepare for next COSOP (2013-18)

9. IS OUR LADDER LEANING ON THE RIGHT WALL?

10. DESIRED OUTCOMES Clarify and prioritize the challenges we face Explore more in depth a couple of these challenges Identify promising opportunities Brainstorm about alternative strategies Define a high level process for the development of the new COSOP

11. THIS COSOP REVIEW Sector Performance : Raghav Gaia Programme Performance: Julian Abrams Policy Dialogue and Scaling up: Cheikh Sourang Opportunities: Andy Burnett and Tim Morley Learning together: Cleona Wallace

12. HOW TO MAKE THE FUTURE COSOP A MORE EFFECTIVE PROGRAMME MANAGEMENT TOOL? Fewer Strategic Objectives? Which ones? Balances: Novelty versus continuity? Geographic Focus versus Value-Chain Focus? Targeting versus inclusiveness? Fewer Projects, bigger ones? Scaling-up vs Scaling out Country Office role and responsibilities? Essential for the Learning and implementation support functions

13. COUNTRY TEAM Role Project Teams Country Presence Programme Assistant Country Programme Manager Focus Implementation Supervision Internal Processes Goals and Strategies Leadership (initiative) AWPB Procurement Financial Mgt Coordination Stakeholders Delivery Backstopping Follow-up Training Communication Knowledge Management Scouting for Innovation Plans Budget (submission) Consultants Fiduciary Quality Data Policy COSOP Partnerships Innovation/scaling up Design Financing Oversight Area of Developme nt (Growth) Supervision of other projects Project Design Data Analysis and Project Monitoring Coaching

14. OUR CHALLENGE How to leverage agricultural growth to improve the living conditions and incomes of the rural people living in poverty?

15. IF THIS IS OUR CHALLENGE, WHAT ARE OUR OPPORTUNITIES? Thank you!