Knowledge

IFAD has to report to its Members States on the total number of rural people lifted out of poverty1. The government programmes it funds, however, are implemented in complex ways and environments that challenge mainstream evaluation practice. The challenge for IFAD and its co- implementing and co-funding partners, moreover, is not just to rigorously assess impact but also to understand the processes generating impact in order to realize its ambitious targets (IFAD, 2011). Albeit a strong emphasis on quantitative measurement, there is a need for impact evaluation that fosters learning and responsibility.

The step-by-step approach to VC analysis and project design follows the basic IFAD project design cycle.Each step is briefly described and followed by guiding questions for the project design team. The VC approach should be adopted early in the project cycle, such as when developing project concept notes for a country strategic opportunities programme (COSOP).

This document presents the findings from the impact evaluation of the Root & Tuber Improvement and Marketing Program (RTIMP) in Ghana. The program was executed by the Ministry of Food and Agriculture (MoFA), Government of Ghana (GoG) from 2007 until end of 2014, and co-financed by the International Fund for Agricultural Development (IFAD) for a total amount of US$ 18.83 million.

Participatory Impact Assessment and Learning Approach (PIALA)

 

This research seeks to understand how public-private-producer partnerships (PPPPs) in agricultural value chains can be designed and implemented to achieve more sustained increases in income for smallholder farmers and broader rural
development. 

This is a summary of the Ghana Country Report,  based on research carried out in 2014 in association with the Institute of Development Studies (IDS) as part of an IFAD-funded programme on the role of PPPs in agriculture.
It is one of the four IFAD project-supported Public-Private-Producer Partnerships analysed for the research report ‘Brokering Development: Enabling Factors for Public-Private-Producer Partnerships in Agricultural Value Chains’.

The report syntheses the four case studies and discuss the findings on how PPPPs in agricultural value chains can be designed and implemented to achieve more sustained increases in income for smallholder farmers and broader rural development.

The aim of this series is to support policy and decision-makers in government, business, donor agencies and farmers’ organisations to build more effective PPPs that bring about positive development outcomes sustainably and at scale.This study focuses on two established PPPs (at Nshili and Mushubi, in Southern province), both facilitated and funded by IFAD

A case study of the Oil Palm PPP in Kalangala, Uganda. The PPP aimed to establish oil palm production (a new cash crop in Uganda) through private sector-led agro-industrial  evelopment on Bugala Island, Lake Victoria. 

The study is mainly based on qualitative data collection through semi-structured key informant interviews and focus group discussions, and a document review. Researchers interviewed representatives of the main partners involved.

Under the 9th  Replenishment, IFAD committed to moving 80 million rural people out of poverty cumulative from 2010 onwards to 2015, and conducting 30 rigorous impact assessments. Hence the urgent need for appropriate methodologies for impact assessment. To respond to this need, a few piloting initiatives have been launched, one of which is the Improved Learning Initiative (ILI) 2. This  initiative  aims  to  develop  a  potentially  scalable  Participatory  Impact  Assessment  and Learning Approach (PIALA) that can help IFAD and its partners collaboratively assess, explain and debate its contributions to rural poverty impact. The PIALA design and piloting is funded by IFAD’s DFID-financed Innovation Mainstreaming Initiative (IMI) and BMGF’s Measurement, Learning and Evaluation Unit in the Agricultural Development Program; and with important contributions from IFAD’s Country Program Offices and partners in the pilot countries (Vietnam and Ghana), and its Strategy & Knowledge Management and Program Management Departments.

The purpose of this Lessons Learned note is to provide design teams with observations based on lessons from IFAD and other donors’ projects that may help in the design of value chain projects.

Strong links to markets for poor rural producers are essential to increasing agricultural income, generating economic growth in rural areas and reducing hunger and poverty. Every product that is sold locally, nationally or internationally is often part of an agricultural value chain (VC). From a development perspective, VCs are one of the instruments through which market forces can be harnessed to benefit poor rural women and men – not just producers, but wage earners, service providers and others.

Improved Learning Initiative for the design of a Participatory Impact Assessment & Learning Approach (PIALA) in Viet Nam.

This book examines the growing divergence between subsistence and business oriented small farms, and discusses how this divergence has been impacted by population growth, trends in farm size distribution, urbanization, off-farm income diversification, and the globalization of agricultural value chains.

These case studies present IFAD’s experiences in building PPPs in country projects and programmes around the world, from which we draw conclusions, lessons learned and the way forward.

An IFAD Supervision Mission visited the project from 20th June to 5th July 2013. The main 1.objectives of the supervision mission are to ensure that the development objectives of the projects are being met and to satisfy IFAD‟s fiduciary responsibilities, with a focus on: (i) assessment of the implementation progress of the project, including assessment of the achievement of outputs by component and outcome as per the logframe of the project; (ii) assistance to identify and remove implementation bottlenecks and constraints; and (iii) agree on a set of actions to be implemented by the project in the next six to twelve months period.

Strong links to markets for poor rural producers are essential to increasing agricultural production, generating economic growth in rural areas and reducing hunger and poverty. Improving these links creates a virtuous circle by boosting productivity, increasing incomes and strengthening food security.

“The problem today is that no matter how hard you work, it’s never enough to feed the family…” “For about a year, perhaps more, there have been no rains… That is why people are suffering…” “Without education a person can do nothing…” “The men have left to work outside the village. The main labour force here is women…” These are first-hand accounts of just a few of the men, women and young people who were interviewed for this report. Their stories give us vital insight into what it is like to live in today’s changing reality of rural poverty. Listening to their experiences – and learning from them – is essential if we are to comprehend that reality. And it is the first step in identifying appropriate and effective solutions to turn rural areas from backwaters into places where the young people of today can find opportunities to work their way out of poverty, and where they will want to live and to raise their own children. We need a clear understanding of what the face of poverty looks like now, a basket of practical solutions to today’s myriad challenges and a coherent approach for tackling the evolving challenges of the future. This report provides all three. IFAD’s Rural Poverty Report 2011 – New realities, new challenges: new opportunities for tomorrow’s generation, is an in-depth study of rural poverty. The findings in the report come from a collaboration among dozens of experts in the field of poverty reduction – both inside and outside IFAD. They also come from the poor rural people themselves.

Drawing on a literature review, this report examines a range of business models that can be used to structure agricultural investments in lower- and middle-income countries, and that provide an alternative to large-scale land acquisitions. A business model is the way in which a company structures its resources, partnerships and customer relationships in order to create and capture value – in other words, a business model is what enables a company to make money. Business models are considered as more inclusive if they involve close working partnerships with local landholders and operators, and if they share value among the partners.

Recent years have witnessed a renewed interest in public and private-sector investment in agriculture. Concerns about longer-term food and energy security and expectations of increasing returns from agriculture underpin much recent agricultural investment. Some have welcomed this trend as a bearer of new livelihood opportunities in lower- and middle-income countries. Others have raised concerns about the possible social impacts, including loss of local rights to land, water and other natural resources; threats to local food security; and, more generally, the risk that large-scale investments may marginalise family farmers. The recent debates about “land grabbing” – the media characterisation of large-scale farmland acquisitions in lower- and middle-income countries – illustrate these trends and positions.