Savoirs

Gender equality and the empowerment of women are prerequisites for the eradication of poverty and hunger. First and foremost, gender inequalities and discrimination represent fundamental violations of the human rights of women. In addition, it is well recognized that gender inequality and discrimination undermine agricultural productivity globally,1 negatively impact children’s health and nutrition, and erode outcomes across social and economic development indicators.

Much work on rural women’s empowerment has focused on the need to expand women’s access to productive resources, which can allow them to increase their productivity. However, much more attention needs to be directed at underlying gender inequalities such as gender-biased institutions, social norms, and customs that negatively impact women’s work (paid and unpaid), livelihoods and well-being. Within food systems, these biases manifest themselves in limiting women’s access to productive resources, to services (such as finance and training), to commercial opportunities and social protection (including maternity protection). These manifestations may be regarded as symptoms, therefore, rather than drivers, of gender inequality.

 

Climate change and malnutrition are among the greatest problems in the twentyfirst century; they are “wicked problems”, difficult to describe, with multiple causes, and no single solution.

En 2016, le Bureau de l'audit et de la surveillance (AUO) et sa Section des enquêtes ont joué un rôle essentiel pour garantir le respect du principe de tolérance zéro adopté par le FIDA à l’égard de la corruption, de la fraude et de la faute professionnelle. Le Bureau a su réagir efficacement et dans les meilleurs délais aux allégations d’actes répréhensibles en achevant les investigations concernant 56 plaintes au cours de l’année, soit un taux d’achèvement beaucoup plus élevé que les années précédentes, et en faisant généralement en sorte de

mettre un terme aux problèmes avec promptitude et efficacité.

Les actions de sensibilisation à la lutte contre la corruption se sont intensifiées avec la participation d’AUO à un certain nombre d’activités, notamment à l’échelle régionale, le lancement à titre expérimental d’un module de formation en ligne en matière de lutte contre la corruption, la célébration de la Journée internationale de lutte contre la corruption et une intensification des activités de coordination avec la Division des services de gestion financière (FMD), le Bureau de la déontologie (ETH) et le Département gestion des programmes (PMD).

In Argentina, IFAD helps reduce rural poverty by investing in smallholder farmer organisations and indigenous communities to increase their income. The country programme strategy (2016-2021) is based on national priorities and has three strategic objectives focusing on income and strategic opportunities; human and social capital; and institutional development.

The strategy emphasizes the central role farmer and community organizations play in rural transformation processes. Key activities include:
• bolstering the economic sustainability of families and organizations by improving and diversifying productive activities, building resilience, improving their negotiating power in value chains, and promoting good nutritional practices
• strengthening the capacity of poor rural people and organizations by improving their managerial capacity, socio-economic condition, and their ability to engage in dialogue with the public sector
• building the capacity of government institutions to support rural development.

La présente note pratique fournit des orientations sur la prise en compte du ciblage de la pauvreté, de l’égalité des sexes et de l’autonomisation des femmes dans la conception des projets du FIDA, des travaux préparatoires à la rédaction du rapport, en passant par la mission de conception.

This issue presents and analyses experiences from the following IFAD-funded projects and programmes:
Ethiopia: Pastoral Community Development Project; Nepal: Leasehold Forestry and Livestock Programme; Palestine: Participatory Natural Resource Management Programme; Peru: Project for Strengthening Assets, Markets and Rural Development in the Northern Highlands (Sierra Norte); Sierra Leone: Rehabilitation and Community-based Poverty Reduction Project

The Rules of Procedures of the Executive Board were adopted by the Executive Board at its First Session on 14 December 1977. The Executive Board amended rules 1, 2.2, 12.4,14, 18, 19.1, 20.3, 23 and 24 of the Rules of Procedure at its Fifty-Fourth Session on 13 April 1995. These amendments entered into force on 20 February 1997. The Executive Board at its Ninety-Eighth Session in December 2009 introduced a new rule 24. As a result of this amendment, rules 24 through 28 have been renumbered as 25, 26, 27, 28 and 29. The Executive Board at its 119th Session in December 2016 amended rule 7 and incorporated an annex to the Rules of Procedure in order to adopt the Principles of Conduct for Representatives on the Executive Board of IFAD. The amendment and annex entered into force upon approval by the Executive Board.

Le mandat du FIDA est unique en son genre, comme est incomparable son expérience des interventions dans les zones reculées, où les autres institutions ne vont pas et où la pauvreté est la plus profondément enracinée.

This paper describes the Participatory Impact Assessment and Learning Approach (PIALA) which was developed and piloted by IFAD. The approach aims to produce rigorous qualitative and quantitative evidence that can be used not only to identify and assess the impacts of development projects, but also to promote learning and improved understanding of the associated processes and pathways of socio-economic change. Illustrated with cases from Viet Nam and Ghana, the paper assesses the value of the approach for collaborative learning and reporting for IFAD’s country programming and global policy engagement, as well as for the wider development community.

With Fostering Agricultural Revitalization in Myanmar (FARM), the first project it has financed in Myanmar, IFAD is scaling up the best parts of regional and global projects, both its own and those of other organizations. For example, FARM has introduced a new method to complement pre-existing extension services.

This is benefiting both farmers and landless microentrepreneurs across the project area. At the heart of FARM’s innovation is the establishment of Knowledge Centres (KCs). Built on the structure and network of public extension services, the KCs are staffed by a ministry extension worker – the KC Manager. The KC Manager brings together farmers and microentrepreneurs in common interest groups, and helps them make the most of newly available extension services.