1. Corporate-level Evaluation of IFAD’s Decentralization Experience
ECG Meeting, London, 1-2 December 2016

2. IFAD’s decentralization journey
Key milestones
Field Presence Pilot Programme (FPPP). Evaluated in 2007
2003
Activity plan for IFAD’s country presence
2007
IFAD Country Presence Policy and Strategy
2011
IFAD Country Presence Strategy ( )
2013
IFAD Corporate Plan for Decentralization - December
2016
Current situation
40 country offices (39 oper. in mid-2016), cover 78% IFAD’s ongoing financing

3. Country Presence at IFAD - Configurations
Absence of country office
Country office led by a national officer
Country office led by an out-posted international staff member
Sub-regional hub supporting multiple countries
Regional Office (Nairobi) 3

5. Evaluation objectives and criteria
To evaluate IFAD’s decentralization experience and efforts, including the underlying assumptions
Relevance
To evaluate the contribution of IFAD’s decentralization for better operational performance and development results
Effectiveness
To evaluate the costs of the decentralization process in relation to the results achieved
Efficiency

6. Evaluation Methodology
Formative and summative evaluation
Mixed methods for data collection:
Findings
&
Recommendations
Documents review
Key informant interviews
IFAD’s available quantitative data
Electronic survey (1,200 respondents)
4 Regional workshops
13 Country case studies
Comparator organizations

7. Evaluation Methodology - 2
Elaborated a “results chain”
Quantitative analysis: test of significance of differences: (i) with vs. without country office; (ii) before vs. after country office
Indicators of project performance
Indicators of development results
Caveat: concomitant factors
Triangulated with other sources of evidence
Comparisons between country presence modalities 7

8. Findings - Relevance
Objectives for the decentralization process were overall valid
Some assumptions not realistic:
Cost neutrality and “light touch” approach vs. broad range of expectations for country offices
Leeway to experimenting country presence but little analysis of needs, costs and performance
Initially, focus on country presence but less attention to reorganizing headquarters

9. Findings - Effectiveness
1. Operational effectiveness:
Better strategy and project design (country context)
Enhanced IFAD implementation support (problem solving)
2. Development results. Significant rating differences (with/without)
Impact on: (i) household’s income, assets; (ii) food security
Gender equality
Sustainability of benefits
3. Mixed contribution to non-lending activities
Stronger partnerships with Governments and donors; but uneven effects on knowledge management and policy dialogue
Limited resources and varying interest and experience of staff

10. Findings - Efficiency
Difficult to reconstruct costs of decentralization due to accounting system
IFAD managed to contain costs associated with country presence
However, not all cost reducing options pursued. E.g., re- adjustment of HQ staffing (same as in 2008)
Strategic and cost-efficiency advantages of sub-regional hubs not fully brought to bear
A number of organizational issues. E.g.
Delegation of authority
Orientation and training, career opportunities for national staff

11. Key recommendations
1. Consolidate country presence and enhance cost-efficiency
In the field: build “critical mass” upon advantages of sub-regional hubs
Re-organize staff between headquarters and country offices, based on functional analysis exercise
2. Non-lending activities. Differentiate expectations by type of country office. Establish dedicated budget line in country offices
3. Enhance delegation of authority: budget holding, communication
4. Enhance staff incentives and capacity to operate in a decentralized environment
5. Improve the quality of data, monitoring and self-assessment