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Swaziland - Lower Usuthu smallholder irrigation project

December 2013
The overall objective of the Lower Usuthu Smallholder Irrigation Project (LUSIP) is the 1.reduction of poverty and sustained improvement in the standard of living of the population in the Lower Usuthu Basin through commercialization and intensification of agriculture. The immediate objectives of LUSIP Phase I were: (a) the integration of smallholder farmers into the commercial economy through the provision of irrigation infrastructure, development of the policy and legal framework for smallholder irrigation, as well as the establishment of farmer-managed irrigation institutions; and (b) sustainable improvement in environmental health in the project area to ensure that the population derives the full benefits of agricultural commercialisation.

Niger - Agricultural and rural rehabilitation and development initiative

September 2009
The GEF-funded Agricultural and Rural Rehabilitation and Development Initiative, which will complement the ongoing IFAD-financed Agricultural and Rural Rehabilitation and Development Initiative Project (ARRDI), will similarly focus on southern Niger’s Maradi region – home to 20 per cent of the nation’s population – targeting poor and extremely poor communities vulnerable to environmental risk, with special emphasis on women and youth.

Project to Support Food Security in the Region of Maradi (PASADEM)

June 2015
The project objective is to improve food and nutrition security of rural people around 5 centers of economic development (Tessaoua, Tchadoua, Sabon Machi, Guidan Roumdji and Djirataoua) in 18 communes in the Maradi region.

ASAP Mali factsheet

September 2014
The project will increase the availability of adaptation assets and knowledge, which will enable target households to cope with the changing climate situation.

IFAD Annual Report 2001

May 2002
Learn more about IFAD’s work to promote rural transformation in our 2001 Annual Report. Discover how our investments are empowering rural women and men, and review the facts and figures we share with our Member States and partners. You can also find out more about our advocacy work on behalf of rural communities worldwide.

IFAD Annual Report 2002

February 2003
Learn more about IFAD’s work to promote rural transformation in our 2002 Annual Report. Discover how our investments are empowering rural women and men, and review the facts and figures we share with our Member States and partners. You can also find out more about our advocacy work on behalf of rural communities worldwide.

IFAD annual report 2002 - part 3

February 2003
The Fund’s ongoing change process aims to strengthen teamwork, management capabilities and accountability while ensuring alignment with its corporate strategy and objectives. In 2002 the Fund adjusted its structure to create a more focused and consolidated organization – one that delivers positive change in the context of the strategic framework. The Offices of the President and Vice-President were integrated so as to consistently function as a team. The Office of the Vice-President is charged with cross-departmental responsibilities, thus enabling this office to better assist the President on a wide range of business and management issues. This, in turn, has enabled the President to increase leadership and management capacity, which allows for greater flexibility in addressing key internal and external needs and, at the same time, provides greater scope for staff communication and interaction. Crossdepartmental responsibilities have also enabled the Vice-President to concentrate more on implementation and follow-up. In addition, a Finance and Administration Department has been created and consists of the Offices of the Controller, Treasurer and Human Resources, the Management Information Systems Division, and Administrative Services. The new External Affairs Department consolidates the main externally oriented functions – Communications Division, Office of the Secretary, Resource Mobilization, and Policy Division – into one department. Communications includes publications, web coordination and media. The Protocol function, which was previously under Administrative Services, has moved to the Office of the Secretary. The Programme Management Department remains unchanged. The chart below illustrates the new organizational structure.

IFAD annual report 2002 - part 2

February 2003
Strengthening the capacity of the rural poor and their organizations is a central element in all projects approved in 2002 for the region. The Cameroon Community Development Support Project, for example, will help develop the social capital of the rural poor in an area covering both the forest and Sahelian zones of the country. This will be done through support to grass-roots organizations and local development institutions, promotion of functional literacy, and establishment of participatory planning processes for local development, in which traditionally marginalized groups can have an effective voice. The Niger Project for the Promotion of Local Initiative for Development in Aguié, which is a second-phase operation, seeks to consolidate innovative first phase accomplishments by further strengthening consultation and decentralized decision-making processes between rural communities and public and private service providers.

Annual Report 2001 - part 2

February 2002
At its Twenty-Fourth Session in February 2001 the Governing Council approved a document entitled Partnerships for Eradicating Rural Poverty – Report of the Consultation to Review the Adequacy of the Resources Available to IFAD 2000-2002. The document contains a plan of action for improvement of the Fund’s operations with respect to project portfolio performance and impact assessment, knowledge management, policy and institutional environment and strategic partnerships.