Savoirs

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.

Investing in inclusive and sustainable rural transformation is strategically important for the 2030 Agenda. This has been broadly recognized in debates about the SDGs, particularly the roles of sustainable agriculture, food security and nutrition in relation to SDG2, the eradication of hunger. It is important to recognize that the eradication of hunger is inseparable from the eradication of poverty in all its forms (SDG1). 

While poverty is often the main driver of food insecurity and malnutrition, hunger and malnutrition also result in the inability to escape poverty. Investments targeted at rural people are needed not only to ensure no one is left behind, but also to unlock the catalytic role that inclusive rural transformation has been shown to play in reducing and eradicating poverty and hunger, as well as promoting wider prosperity.