Herramientas y Guías

This How To Do Note highlights the philosophy and rationale for LOCs, focusing on different types of LOC arrangements, as well as their strengths, weaknesses and opportunities. It summarizes global experience with LOCs in order to clearly outline when they should and should not be used. It presents practical aspects of specific approaches, methodologies and models that have been tested and can be recommended for
implementation and scaling up. 

This Lessons Learned note provides practical suggestions and guidelines to CPMs and the country programme management to help them design and implement programmes and projects. 

The purpose of this guidance is to provide CPMTs with some observations based on lessons learned from IFAD and other donors’ projects, as well as from the World Bank Operations Evaluation Department (OED 2006) LOC review that may help in the design of LOCs. 

This How To Do Note helps design teams to improve their understanding of different types of community-based financial organizations and the support structures they need to best serve remote poor rural communities.

This note provides an overview on Loan Guarantee Funds highlighting the main issues, challenges, opportunities and benefits.

This note provides an overview on IFAD's support to community-based financial organizations highlighting the main issues, challenges, opportunities and benefits.

This note provides an overview on key performance indicators and performance-based agreements highlighting the main issues, challenges, opportunities and benefits.

This case study illustrates how Household Mentoring has been used effectively in Uganda, highlighting how it has worked in a particular context. Links are provided to resources and online materials.

The toolkit on Household Methodologies (HHMs) is composed of three parts.

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.

This How To Do Note provides a description of the participatory land-use planning (PLUP) methodology with the steps that should be followed to implement it in IFAD interventions with some practical examples of how this has been done. 

This How To Do Note provides guidance on how to carry out a land assessment at the project design stage.

Through this assessment, it will be possible to identify key land tenure issues in the project area and to indicate how they can be resolved through project activities and interventions.

This How To Do Note provides guidance on how to carry out a land assessment at the RB-COSOP stage to provide indications on key land tenure issues that the country (or area of interest) is facing and how they could be strategically addressed to achieve the country’s strategic objectives. 

This note highlights lessons learned on pastoralism land rights and tenure aiming to inform the design and implementation of country strategies and projects from the point of view of land tenure issues faced by pastoralists.

It also provides examples of how IFAD has dealt with some of these issues through its programmes and projects.

Por tenencia de la tierra se entiende las normas, autoridades, instituciones, derechos y reglamentaciones que rigen el acceso a la tierra, su control y el de los recursos relacionados con ella. 

El FIDA siempre ha adoptado un enfoque proactivo para la focalización en la población rural pobre de todas las edades, con el objetivo de reducir las desigualdades sociales y económicas que favorecen la aparición y la perpetuación de la pobreza.

Hasta hace relativamente poco tiempo, la atención prestada a las necesidades y vulnerabilidades específicas de los jóvenes1 era escasa, debido a que no se les consideraba partes interesadas por derecho propio, sino beneficiarios subalternos e indirectos, y por tanto invisibles.

Esta percepción ha cambiado de forma radical y los proyectos financiados por el FIDA cada vez incluyen más disposiciones explícitas para el desarrollo en favor de los jóvenes.

Key performance indicators (KPIs) can be used in an IFAD-sponsored project to measure performance in a
regular and consistent manner. This note discusses the use of KPIs as well as the challenges associated with it. This discussion is followed by a review of the lessons learned by IFAD and other organizations, and concludes with strategic recommendations for follow-up.

GALS has been developed under Oxfam Novib’s (ON) Women’s Empowerment Mainstreaming and Networking (WEMAN) Programme since 2008 with local partners and Linda Mayoux. The use of GALS in value chain development (VCD) was piloted by ON and partners in Uganda through a small IFAD grant (2009- 2011). It was rolled out by ON with local partners in Nigeria, Rwanda and Uganda with the support of a large IFAD grant (2011-2014) and in other countries with cofunding from other donors.

Las notas contienen herramientas para el diseño y la ejecución de proyectos basados en buenas prácticas que se han recogido de la experiencia en el terreno. Asimismo, proporcionan orientación a los equipos para aplicar recomendaciones específicas acerca de las políticas operativas del FIDA, los requisitos básicos para la realización de proyectos y los instrumentos de financiación. 

This note aims to inform the design and implementation of results-based country strategic opportunities programmes (RB-COSOPs) and projects by describing how youth are affected by insecurity of tenure and how such issues have been dealt with. It should be used at strategy, design and implementation stages.

The note explains the issues related to youth and land tenure and how they have been addressed in IFAD and other projects and programmes.

The objective of this Annual Progress Report is to review the activities of the Platform for Agricultural Risk Management (PARM) during its first year of life or, more precisely, thirteen months since its launch in December 2013.