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Brokering Development - Summary of Rwanda Case Study

June 2015
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

Brokering Development - Summary of Uganda Case Study

June 2015

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.

Insights and lessons learned from the reflections on the PIALA piloting in Vietnam

November 2014
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 assessexplain 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.

Lessons learned: Commodity value chain development projects

October 2014
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.

Toolkit: Commodity value chain development projects

October 2014

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.

Participatory Impact Assessment and Learning Approach (PIALA) - Results and reflections from the impact evaluation of RTIMP in Viet Nam

June 2014
Improved Learning Initiative for the design of a Participatory Impact Assessment & Learning Approach (PIALA) in Viet Nam.

New Directions for Smallholder Agriculture

March 2014
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.

IFAD and public-private partnerships - selected project experiences

December 2013
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.

Project for Market and Pasture Management

August 2013
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.

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