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Developing IFAD’s Medium Term Plan (MTP)

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Developing IFAD s Medium Term Plan (MTP) Including the Strategic Workforce Plan (SWP) And the Zero-Based Budget (ZBB) Informal Seminar of the Executive Board – PowerPoint PPT presentation

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Title: Developing IFAD’s Medium Term Plan (MTP)


1
Developing IFADs Medium Term Plan
(MTP) Including the Strategic Workforce Plan
(SWP) And the Zero-Based Budget (ZBB)
Informal Seminar of the Executive Board Yukiko
Omura Vice President
2
What is the MTP?
MTP
  • The 2010-2012 Medium Term Plan
  • Aligns all resources (both human and financial)
    of IFAD to deliver on our Programme of Work as
    agreed in the Eighth Replenishment consultation
    report
  • A rolling plan that gives medium term
    perspectives

Programme of Work
3
MTP Conceptual overview
4
MTP A planning tool
The logframe a snap shot of what is intended to
be delivered during the Eighth Replenishment
period and what tools are going to be used to
monitor and evaluate our impact and effectiveness
5
MTP Development Objectives
Impact
  • Development Objective
  • Accelerated expansion of production and incomes
    of smallholder farmers treated as business
    entities whose development is dependent upon
    stronger and more positive linkages to markets
    and the private sector
  • Results Measurement Framework Targets
  • Country Programmes
  • With impact on macro-economic indicators of
    poverty reduction and agricultural development
  • That are rated positively for contribution to
    incomes and food security and adherence to aid
    effectiveness agenda
  • That are delivered through projects that are
    effective, sustainable and innovative

Development Objectives
6
Programme of Work
Programme of Work 2010-2012 250 projects under
implementation 117 new projects US 3.0 billion
new loans and grants
Outputs
Programme of Work and Portfolio
Development Objectives
7
Regional Expected Outputs
Outputs
Examples of country-level outputs
Development Objectives
Programme of Work and Portfolio
8
Regional Expected Outputs
Outputs
Examples of project-level outputs
Development Objectives
Programme of Work and Portfolio
8
9
Global Expected Outputs
Outputs
Programme of Work and Portfolio
Development Objectives
10
A reconfigured Programme Management Department
(PMD)
  • Absorption of the Policy Division into the
    Operations and Technical Advisory Division
  • Creation of the Environment and Climate Division
    from the GECC Unit
  • New reporting lines for the hosted entities

11
Programme Management Department (PMD)
  • Service lines
  • Country programmes project designs project
    supervision grant design and supervision
  • Main thrusts of planned improvement
  • Strengthened country presence
  • Scaling-up
  • Focus on small-scale agriculture as business
    linked to markets and private sector
  • New and more relevant financial instruments
    (including middle income countries and fragile
    states)
  • Strengthened technical capacity

11
12
A new Office of the Chief Development Strategist
(CDS)
13
Office of the Chief Development Strategist (CDS)
  • Service lines
  • Analysis of poverty dynamics and development
    architecture
  • Strategic placement and guidance to operations
  • Knowledge management and innovation
  • Main thrusts of planned improvement
  • New Strategic Framework
  • Report on rural poverty coming out regularly
  • Strengthened capacity to follow and engage in
    global policy dialogues in agriculture and rural
    development
  • Strengthened capacity to develop mid-to-long term
    strategies

13
14
A reconfigured Finance and Administration
Department (FAD)
Move of two corporate services divisions
  • Human resources
  • Strategic planning and budget

15
Finance and Administration Department (FAD)
  • Service lines
  • Financial services and investments management
    information technology infrastructure physical
    infrastructure
  • Main thrusts of planned change
  • Financial management Integrated corporate
    financial management new IT- based loan and
    grant administration system new financial
    products to respond to member needs upgraded
    technical capacity to service new products and
    resource mobilization Assertions attestations
    (2011 2012)
  • Administrative cost management Rationalization
    and streamlining reviews of key processes IT
    support process to streamlining and automation
    out-sourcing transaction-intensive activities
  • Support to country presence Integration of
    decentralized operations into corporate financial
    and administrative support systems

15
16
A new Corporate Services Support Group (CSSG)
A conglomerate of divisions and offices with
reporting lines to the Office of the President
and Vice President
17
Corporate Services Support Group (CSSG)
  • Service lines
  • Corporate planning and performance management
    support to Governing Bodies communications
    corporate human resource management legal
    services internal audit and investigation
  • Main thrusts of planned change
  • Cluster of independent divisions essential to
    corporate strategy
  • Integration of all corporate plans and management
    platform for monitoring efficiency
  • Integration of communications and advocacy
  • Strategic management of human resources to
    support results agenda
  • Strengthening oversight and accountability

17
18
A unified Office of the President and Vice
President (OPV)
Resource Mobilization Partnership Unit
Strategic Planning Division Director
Human Resources Division Director
  • A unified Office of the President and Vice
    President (OPV) working as one
  • Heads of the CSSG reporting to OPV

Communication Division Director
North America Liaison Office Director
Arab Gulf States Liaison Office Director
19
A unified Office of the President and Vice
President (OPV)
  • Service lines
  • External relationship management high level
    advocacy overall internal management and
    coordination corporate governance, resource
    mobilization
  • Main thrusts of planned change
  • Coherent and sustained high level advocacy and
    relationship management
  • Vice President with direct responsibilities for
    HR, Strategic planning and budget and resource
    mobilization
  • Strengthened risk management
  • Change and Reform

19
20
Strategic Workforce Plan (SWP)
  • Function
  • To ensure that IFAD has the right workforce in
    the right place with the right skills to achieve
    its targeted development impact through the
    programme of work and portfolio of projects. A
    workforce that is more decentralized, more
    focused on operations, more qualified for task.
  • Strategic Workforce Plan (planned completion Q3
    2010)
  • Analysis of as-is workforce profile
  • Projection of to-be workforce to support
    programme of work and project portfolio impact
  • Inclusive (HQ and decentralized) strategy of
    rotation, recruitment, retention, release and
    development to achieve projected deployment

21
Indicative workforce requirements(in FTEs)
22
Indicative workforce requirements(in FTEs)
22
23
Human Resources Reform
24
Zero-Based Budget (ZBB)
  • Functions
  • Ensure that IFAD budgets are focused on providing
    the workforce and other requirements for
    delivering impact through the programme of work
    and portfolio on the basis of chain of results
    and scrutiny of necessary costs and
    prioritization
  • Shift resources towards operations contain
    administrative costs across all groups raise
    efficiency
  • Methodology
  • Covers all expenditures financed from all sources
  • Historic allocations discarded
  • Identification of service lines supporting POW
    and project portfolio
  • Specification and enumeration of key outputs
  • Challenge to costing base

25
Indicative budget requirements
26
Indicative budget requirements
27
Timeline and approval mechanisms
28
Thank you for your kind attention
Empowering the smallholder farmers (businesses)
, especially women, to create wealth and move
out of poverty
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