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Progress Report 2006

Prepared by the Platform Secretariat

TABLE OF CONTENTS
5. Priorities in 2006 List of Publications

1. Introduction and Highlights 2. The Platform at a Glance List of Platform members 3. Structure and Membership

4. Platform Chronicles 2003 2006 6. Plans and Projects for 2007

Annex B: Results and Lessons Learned of the Platforms In-country facilitation in Nicaragua and Cambodia

Annex A: Platform Budget and Expenditures in 2006

5.2. World Development Report 2008 5.4. Management and governance

5.3. Intensifying collaboration with NEPADs CAADP

5.1. Platform Pillars: Outreach, Shared Learning, Aid Effectiveness

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One of the highlights of 2006 was the Annual General Meeting in April in Brussels that brought together representatives from the headquarter offices of our member organisations and officials from partner countries to address the core challenges of donor coordination. The meeting initiated several activities to foster better aid effectiveness that we continued to follow up throughout the year (page 8).

In 2006, the Platform made a special effort to reduce the duplication of effort in donor activities that has so frequently hampered development. For example, speaking at international conferences with one voice on behalf of all donors or drafting the Joint Donor Concept for Rural Development helped harmonise donors views and counteract the confusing diversity of approaches to rural development with which partners and donors had to cope in the past. Platform encouragement of the CAADP process (page 13) and our research and drafting support to the World Development Report 2008 (page 13) was further evidence of improving donor harmonisation.

The Platform has moved onward from a mere coordinating mechanism to a global communication mechanism with growing analytical competence in aid effectiveness. The continuous Platform efforts to ensure that aid effectiveness principles are progressively integrated in the way development partners work together, has led to the fact that the Platform is gaining credibility to accompany development partners in the translation of the Paris Declaration into reality at sector level, either directly in the partner countries or at headquarter level. We have been able to shape and influence joint decision making in the global rural development sector and contributed to the acknowledgement that agriculture and rural development is the key to achieving the MDGs in- and outside our agencies. Thereby the building of trust through continued and improved communication between all members and close interaction with the Steering Committee, as well as the continued engagement and support of our Focal Points has proven to be essential to the successful establishment of the Platform Network.

This second annual Progress Report offers our members, and prospective members, a compact overview of the activities and achievements of the Global Donor Platform for Rural Development in 2006. Our goal is to improve the effectiveness of aid to rural development and agriculture in developing and transitional countries.

1. INTRODUCTION AND HIGHLIGHTS

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The Platforms work is based upon three complementary pillars, representing the core values of Platform membership: G Outreach To give a voice to the rural poor and attract more private and public investment into rural areas G Shared learning To raise the quality of rural development investment and heighten its impact through better practice, networking and shared learning G Aid effectiveness To deepen insights into how to foster donor harmonisation and alignment (H&A) efforts in rural development and agriculture in accordance with the indicators set by the Paris Declaration on Aid Effectiveness of March, 2005 The Platform operates at country level to gain insights to the implementation of the new aid instruments in donor harmonisation and alignment and complements these instruments with analysis disseminated at international events and through the network of the Platforms Focal Points.

2. THE PLATFORM AT A GLANCE

The Global Donor Platform for Rural Development was set up in Bonn, Germany, in December 2003. It grew from the emerging consensus among donors that more coordinated and collective action was required in rural development to achieve the Millennium Development Goals (MDGs), especially MDG 1, which is to halve hunger and poverty by 2015. Given that three-quarters of the worlds poor live in the rural areas of developing countries, rural development holds the key to poverty reduction. The Platform is a strategic alliance of 29 donor nations, development banks and international agencies which together represent about 80% of total official development assistance (ODA) in the field of rural development. In essence, the Platform serves as a global learning network for partner countries as well as for donor headoffices and their field staff.

The Platforms decision-making body is the Steering Committee, composed of the representatives (called Focal Points) of six of its member organisations. The Steering Committee in 2006 was co-chaired by Christoph Kohlmeyer of the German Federal Ministry of Economic Cooperation and Development (BMZ) and Michael Wales of the Food and Agriculture Organisation of the United Nations (FAO) Investment Centre.
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3. STRUCTURE AND MEMBERSHIP


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Established in 2005, the technical support unit to the membership, the Platform Secretariat, grew in the course of 2006 to 1 full-time and 2 part-time staff members and interns. (See also page 15, Management and Governance.) The Platform works through the Focal Points of its member organisations and promotes its messages at conferences and through its website www.donorplatform.org, publications, pamphlets, brochures and the broad media. Our activities are supported through either financial or in-kind contributions by our members.

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Asian Development Bank (ADB) Austrian Development Agency (ADA) Belgian Federal Public Service Foreign Affairs, Foreign Trade and Development Cooperation Directorate-General for Development Cooperation (DGDC) Canadian International Development Agency (CIDA) Department for International Development (DFID) European Commission Directorate General for Development (EC DG DEV) Food and Agriculture Organization (FAO) French Development Agency (AFD) German Federal Ministry for Economic Cooperation and Development (BMZ) German Technical Cooperation (GTZ) Inter-American Development Bank (IDB) International Fund for Agricultural Development (IFAD) Irish Aid Department of Foreign Affairs (IA) KfW Development Bank (KfW) Ministry of Finance and Economy Italy (MEF) Ministry of Foreign Affairs Austria (MFA At) Ministry of Foreign Affairs Denmark (MFA Dk) Ministry of Foreign Affairs Finland (MFA Fi) Ministry of Foreign Affairs France (MFA F ) Ministry of Foreign Affairs Luxembourg (MFA Lux) Ministry of Foreign Affairs Norway (MFA N) Ministry of Foreign Affairs The Netherlands (MFA Nl) Norwegian Agency for Development Cooperation (Norad) Organization for Economic Cooperation and Development (OECD) Swedish International Development Cooperation Agency (Sida) Swiss Agency for Development and Cooperation (SDC) United Nations Office on Drugs and Crime (UNODC) United States Agency for International Development (USAID) World Bank (WB) Welcoming new members Platform membership is open to any development agency, bi-or multilateral donor interested in streamlining efforts to tackle rural poverty. The Steering Committee welcomed three new Platform members in 2006: Austrian Development Agency (ADA), Cooperation Directorate-General for Development Cooperation (DGDC); the Irish Aid-Department of Foreign Affairs (IA) and the Livelihoods Division of the United Nations Office on Drugs and Crime (UNODC).

Platform Members in 2006

2003 DECEMBER: 1st Meeting to establish the Global Donor Platform for Rural Development in Bonn, Germany. Theme: Setting agenda and objectives 2004 MARCH: Rural Week 2004, World Bank, Washington DC. Theme: Introducing the Platform JUNE: 2nd Platform Meeting, Paris, France. Theme: Establishing a Work Plan

DECEMBER: 3rd Platform Meeting, Bonn, Germany. Theme: Selection of four Platform pilot countries: Cambodia, Tanzania, Nicaragua and Burkina Faso 2005 FEBRUARY: Implementation of four assessment studies: Harmonisation and Alignment in Rural Development in Four Pilot Countries MARCH: Rural Week 2005, World Bank, Washington DC. Presentation: The State of Play in Donor Harmonisation and Alignment in Rural Development. JUNE: 5th Platform Meeting, Paris, France. Theme: Endorsement of the Platform governance charter and creation of the Steering Committee (SC) APRIL: 4th Platform Meeting, Washington DC. Theme: An action plan for Platform support to in-country harmonisation & alignment efforts in the four pilot countries SEPTEMBER: 1st Meeting of the Platform Steering Committee, Ottawa, Canada: Action plan for upcoming Platform publications: The Rural Focus of PRSPs, Current Modes of Delivery in the rural sector; Outline for a Joint Donor Rural Concept (JDRC)

4. PLATFORM CHRONICLES 2003-2006

NOVEMBER: Steering Committee endorses development of a Platform communication strategy.

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DECEMBER: Platform General Meeting and Donor Consultation Workshop on the World Development Report 2008, Washington DC. Theme: Progress of Platform activities, Lessons Learned, new initiatives and innovative projects

2006 JANUARY: Discussion and development of a communications strategy by the Steering Committee; Roundtable meeting on sector-wide approaches (SWAPs), Managua, Nicaragua APRIL: Annual General Meeting, Brussels. Theme: Assessment of progress and strategic direction

MARCH: Establishment of an e-forum for the development of the Joint Donor Rural Concept (JDRC); Kick-off workshop on programme-based approaches (PBAs), Burkina Faso; 1st visit of the Platforms International Facilitator to Cambodia NOVEMBER: Platform-convened Donor Consultation Workshop on the Comprehensive Africa Agricultural Development Programme (CAADP), Geneva. Theme: Devising ways and means to support the CAADP Framework

MAY-JUNE: Publication of first instalments, Platform Speaking interview series on www.donorplatform.org; call to Focal Points for proposals for great challenges, Hot Topics, in rural development SEPTEMBER: Publication of the JDRC, Hot Topics and Operational Guidelines to the Facilitation Service; start of SWAP study, phase II; Platform-sponsored study trip to Nicaragua by Honduran rural development experts

In 2006, the Platform focused its attention on: G Strengthening Outreach, Shared Learning and aid effectiveness in rural development, contributing to regional and international conferences, improving its communication strategy and publishing the Joint Donor Concept on Rural Development, Hot Topics in Rural Development and the Operational Guidelines to the Platforms Facilitation Service; G Providing support to the preparation of the World Development Report 2008 by collecting accounts of best practices and organising regional consultation workshops (page 13); G Intensifying donor collaboration with regional initiatives, especially with NEPADs Comprehensive Africa Agricultural Development Programme CAADP (page 13). G Strengthening human resources at the Secretariat, exploring strategic partnerships with foundations and regional initiatives and admitting new members (page 4);

5. PRIORITIES IN 2006

5.1. Outreach, Shared Learning and Aid Effectiveness

The Platforms work towards the harmonisation of donor procedures and practices in rural development is guided by three complementary pillars. Initially called advocacy, shared learning and in-country facilitation, these pillars changed names as our understanding of their function broadened. Our advocacy expanded into a successful outreach programme inside and outside our member organisations, through speeches, conferences and the media. Our comprehension of in-country facilitation amplified significantly in 2006 towards a better understanding of the nitty-gritty of increased aid effectiveness as a whole and a thorough analysis of what works and what doesnt in the new aid architecture.

A: CONFERENCES Throughout the year, our Focal Points were active participants and speakers at more than a dozen conferences, advocating for the goals of the Platform. In turn, the Secretariat provided tailor-made presentations and brochures for them. Thanks to successful lobbying by Focal Points, the Platforms work was cited by prominent speakers at a number of international events. Increasing the volume of public investment in agriculture but also making it more effective are of absolute necessity. One major mechanism is the Global Donor Platform for Rural Development, a consortium of 26 development agencies, which seeks to improve donor aid effectiveness and focus action on achieving the Millennium Development Goals. FAO Director-General Jacques Diouf, Opening Speech, World Food Day, October 16, 2006, Rome

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G Platform General Meeting, Washington DC, Dec. 4-5 On December 4 and 5, the Platform held its General Meeting on World Bank premises in Washington D.C. Aiming to explore strategic partnership and mutual learning with the philanthropic sector, the event brought together different actors with the common goal of reducing poverty in developing countries. Various participants from the philanthropic sector, UN agencies, and Platform Members and Associates discussed ways of fostering a wider understand-

G Annual General Meeting, Brussels, April 26-28 Jointly held with the Directorate General for Development of the European Commission, the Annual General Meeting attracted over 60 participants from 25 multi- and bilateral donor institutions and development research think tanks plus government representatives from the Platforms four pilot countries. The event focused on Platform progress, strategic direction and future agenda. Among the results of this meeting, decisions to strengthen cooperation with NEPAD/CAADP, to contribute to the WDR 2008 and to raise the Platforms public profile are now being transformed into concrete action. See www.donorplatform.org for the conference report and the audio files.

Further active participation at international and regional events included: 1. Regional Conference on Rural SWAps in Central America, Managua, January 2006 2. IFAD General Meeting, February 2006 3. International Conference on Alternative Development in a Drugs Environment, Vienna, May 2006 4. The World Bank European ESSD Forum, Paris, June 2006 5. Oslo Conference on African Green Revolution, Oslo, August 2006 6. Comprehensive Africa Agriculture Development Program (CAADP) 1st Partnership Platform Meeting, Midrand, September 2006 7. FAO World Food Day, Rome, October 2006

B: PLATFORM EVENTS The Platform in 2006 also organised a number of meetings tailored to the needs of its member organisations.

G CAADP Donor Consultation Workshop, Geneva, Nov. 16-17 The Platform and its member-organisation USAID jointly convened a two-day meeting in Geneva devoted to finding ways to strengthen coordinated donor support for CAADP. The event was the first such donor meeting to support this Africanled initiative to boost African agriculture and economic growth. It resulted in a series of important new measures to support CAADP implementation. The Platforms engagement in the CAADP process is explained in more detail on page 13 of this report.

D: PUBLICATIONS G The Joint Donor Rural Concept Though the Platform members did not find it easy to agree on either the drivers of rural development or the guiding principles and approaches, the discussions that got underway in 2005 in Wakefield, Canada and continued through the 2006 Annual General Meeting in Brussels and via an online forum on the Platform website finally concluded in October 2006 with the publication of the 26-page Joint Donor Concept on Rural Development, highlighting a growing consensus between donors on the direction needed to reinvigorate agriculture and rural development. While the drivers, principles, and approaches described in this document are not necessarily new, they do represent new common ground for the worlds major donors and marked a milestone in the Platforms efforts to harmonise global policies and was adopted shortly after its publication by the Swiss Development Cooperation (SDC) as a basis for its own rural development strategy.

C: COMMUNICATION The volume of email, video- and teleconferences with members about progress and activities increased significantly throughout the year. In January 2006, the Platforms communications advisor presented a communications strategy to the Steering Committee. A major aspect of the new strategy is the importance of showcasing the extraordinary breadth and diversity of practical expertise represented in the Platforms membership. New communication products included the publication on www.donorplatform.org of Platform Speaking, an exclusive series of interviews with members and other experts driving rural reform in the developing world. The interviews are also available in the form of a printed publication.

G WDR Donor Consultation Workshop, Washington DC, Dec. 8 Together with the editors of the 2008 World Development Report, which will appear in September, 2007, the Platform convened this Donor Consultation Workshop to provide for the first time an opportunity for the wider donor community to directly interact with the WDR team and to give an overview of latest findings (for more details please refer to page 13 and to www.donorplatform.org).

ing of the harmonisation agenda. The event also witnessed the start of work on a new Platform study, Core Indicators for Agriculture and Rural Development, led by the World Bank and scheduled for publication in 2007. See www.donorplatform.org for the conference report.

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G Progress on SWAp study The Platform study SWAps in Agriculture and Rural Development got into full swing in 2006. It assesses the new modes of delivery in rural development under the new aid architecture and is led by Platform member FAO and executed by the UKs Overseas Development Institute (ODI). Phase 1, a desk review identifying key issues and an analytical framework, was published in April and presented for comments to the Platform membership during the AGM in Brussels. Phase 2 started in September and involves field studies in Tanzania, Mozambique, Vietnam and Nicaragua, as well as a desk review of a further four to six country and sector experiences.

G Operational Guidelines to the Platforms Facilitation Service The new way of doing business under the principles of the Paris Declaration requires time, patience and a change of mentality, among other things. The Platform in 2004 selected four pilot countries, Cambodia, Tanzania, Burkina Faso and Nicaragua, in which to first assess the current state of donor harmonisation and alignment (H&A) in rural development and then to seek ways of enhancing existing H&A efforts. The guidelines document, which appeared in September 2006, is an account of over one years worth of on-site experience. It explains the background of the initiative and includes principles and definitions, services and procedures, and offers a summary of the first lessons learned. E: AID EFFECTIVENESS In 2006, the Platform worked hard to improve the complementarity of all its ongoing activities to reach the goal of improved aid effectiveness in rural development and agriculture.

HOT TOPICS In a further successful move to define common ground, Platform members agreed upon 10 globally important hot topics relevant to their work in rural development and agriculture. This list, though subject to amendments and change over time, will serve as orientation and starting point for Platform policy in the coming years. 1. Agriculture, the environment and natural resources management 2. The future of smallholder agriculture 3. Aid modalities 4. Rural finance 5. Value chains and supermarketisation 6. Agriculture and health 7. Trade agreements 8. Rural-urban development 9. Biotechnology 10. Bioenergy

The studies also revealed poor understanding of linkages and trade-offs between poverty reduction and growth, with a tendency, in many cases, to treat poverty reduction and growth as one and the same thing (growth benefits will eventually trickle down to the poor). In other cases particularly under the first generation of PRSPs more emphasis was placed on social sectors than on growth. The Platform Steering Committee decided in late 2005 to sponsor a series of products on the rural focus of poverty reduction strategies. IFAD accepted subsequently to lead the study, focusing on the following questions:

G Rural Focus of PRSPs Several studies by Platform member organisations in recent years have focused on the treatment given to rural poverty and the rural economy in the poverty reduction strategy papers (PRSPs) drawn up by governments in developing countries. These studies identified several weaknesses and knowledge gaps, among other things: Poverty assessments and diagnostics that tend to treat the poor as a homogeneous group and say little about poverty dynamics and the context-specific needs of the rural poor; The gaps and disconnects between poverty diagnostics and the prioritisation of public intervention, target setting and resource allocation; The public expenditure bias of policy interventions, giving insufficient emphasis to enabling and regulatory measures.

Phase 3 will be completed in 2007. It will comprise a synthesis of the main issues arising from the country studies and deliver key policy messages and recommendations.

What are the root-causes for the identified weaknesses in PRS processes, in particular with regard to the limited participation of rural stakeholders, and the observable disconnects between poverty assessments and the prioritisation of policy public action and resource allocation? In the light of experience to date, how can PRS processes be strengthened to improve long-term development impact?

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Burkina Faso Since early 2005 the Platform has been providing support to the agricultural donorgovernment roundtable meetings in Burkina Faso. After a three-day workshop coorganised with the countrys Rural Development Partners Coordination Framework, known as the Cadre de concertation des partenaires du dveloppement rural (CCPDR), this culminated in March 2006 in the Declaration of Kaya, stating the engagement of the development partners in a SWAp in A&RD. The Platform arranged for an expert from the PROAGRI programme in Mozambique to attend the workshop. Following the decision to embark together on the preparation of a SWAp, the CCPDR decided to receive training by Train4Dev (see www.train4dev.net). It was agreed that the Platform would join the process again at a later stage. Regional networks In Central America, the Platform worked with the Regional Unit for Technical Assistance (RUTA) and organised the visit by a delegation from Honduras to PRORURAL in Nicaragua. The Platform also actively participated in a regional conference on SWAps in Central America in February 2006, organised by RUTA.

The PRSP case studies have been conducted in Burkina Faso, Ethiopia and Mozambique (for the Africa region), Bolivia (for Latin America region) and Cambodia (for the Asia region). Under the guidance of IFAD, the core team comprising members from ODI, GTZ, Norad and IFPRI elaborated a joint study concept and executed the indepth country case studies. The synthesis report is expected in summer 2007. Nicaragua & Cambodia The Platforms external facilitation service that started in Nicaragua in June, 2005 was successfully continued, providing support to the implementation of that countrys rural development programme PRORURAL and the Action Plan on Ownership, Harmonisation & Alignment. In Cambodia, Platform facilitation got underway in March 2006 and continued throughout the year, with four visits by the International Facilitator. Starting in January 2007, a National Facilitator for Cambodia will join the Platform team to provide support to the Cambodias Technical Working Group Land for the preparation of a programme-based approach (PBA). See Annex B for a short summary of emerging results and lessons learned in these two countries.

Tanzania In Tanzania, where the Platform had been asked to await the end of the transition period from old to new government (elections were held in December 2005), contact was established again in October 2006 with the Agricultural Development Partners Group (ADPG). A Platform visit is envisaged for early 2007 to assess potential options for cooperation between ADPG and the Platform.

The Global Donor Platform in 2006 agreed to provide content for the 30th edition of the World Banks annual World Development Report (WDR), one of the most important vehicles for debate and dialogue within the development community. The title of WDR 2008, scheduled for publication in September 2007, will be Agriculture for Development. Steering Committee members held talks with the editors of WDR 2008 in Paris on June 13 and 14, 2006, to identify prospective contributions to the report. One of the main Platform tasks is to support the WDR editorial team through regional consultations that can provide a basis for well-founded policy conclusions. Another is to collect accounts of best practices from member organisations and to help ensure that WDR 2008 is disseminated as widely as possible. The Donor Consultation Workshop on December 8 in Washington DC (page 9) provided a good overview of latest findings and for the first time provided an opportunity for the wider donor community to directly interact with the WDR team. It also outlined the challenges of focusing on just a few key aspects of agriculture and rural development and the challenge of handling controversial topics like trade reforms and genetically-modified organisms (GMOs). In keeping with the Paris Declarations emphasis on donor harmonisation, the workshop participants also agreed to publication in WDR 2008 of the best practices as no logo contributions. Rather than featuring the names and logos of the respective contributing organisation, each best practices contribution to WDR 2008 will feature only the name of the Global Donor Platform for Rural Development.

5.2. World Development Report 2008

5.3. Intensifying collaboration with CAADP

The African Union / New Partnership for African Development (AU/NEPAD) Comprehensive Africa Agriculture Development Programme (CAADP) is a framework to boost growth in agriculture through improving agricultural productivity, competitiveness and livelihood resilience in Africa. CAADP provides a basis for closer alignment and harmonisation among development partners. Following the discussion during the Platform AGM in Brussels (page 8) and the decision to develop an intensified collaboration with regional entities in order to vertically link knowledge and coordination at global level with regional and national levels, the Platform became engaged more closely with the NEPAD Secretariat and its CAADP implementation. The aim of its Country and Regional Compacts is to establish a coherent investment plan to implement CAADP at the respective levels, within the context of national development plans and sector strategies. The analysis is carried out by various actors at national and regional level, including development partners in technical missions after the initial country-roundtable kick-offs. The Platform will facilitate effec-

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G Support to African processes and institutions Enhanced opportunities for African regional entities (e.g. AU, NEPAD, RECs etc.) for a systematic exchange of visions and ideas as well as engagement with the wider donor community in dialogue, particularly regarding regional or continental issues, around the implementation of CAADP. G Technical assistance Mobilisation of technical assistance on behalf of Platform members and under the Operational Guidelines for the Platforms Facilitation Service.

tive participation in these meetings by communicating the dates and content of the meetings and organising opportunities for pre-meeting preparations and discussions as needed. It will ensure that the facts are adequately addressed and analysed at international level as for example at the CAADP Partnership Platforms. The purpose of the Platforms support is to facilitate: G Dialogue and harmonisation - Enhanced awareness amongst donors about CAADP objectives and principles and the implications for donor action at different levels in terms of policy and other strategic interventions. This should lead to enhanced donor engagement in the CAADP agenda. G Shared learning support the dissemination of best practices, innovation and knowledge over the global, regional and national level; commission analytical work which fosters a greater understanding on how to improve the implementation of CAADP in a coordinated manner and provide a global public good for its members.

G Steering Committee The Steering Committee (SC) is the decision-making body of the Platform. It is composed of the Focal Points of six full members (in 2006, BMZ, CIDA, DFID, EC, FAO and World Bank) who are elected by all other full members for two-year terms. The SCs main responsibility is to consider long-term strategies for the Platform and approve its annual work programme, the annual financial plan and proposed activities to be financed from the Platform Trust Fund which holds the financial contributions of its members. The Steering Committee met every six weeks in 2006 via videoconference to discuss and decide on the work plan of the Platform, enabling it to take fast and informed decisions. Through these regular meetings SC members were able to discuss and react quickly to upcoming challenges and opportunities. The increased coordination enabled the Platform to position itself with credible decisions and arguments on the global agenda. Throughout 2006, the Platform was co-chaired by Christoph Kohlmeyer of the German Federal Ministry of Economic Cooperation and Development (BMZ) and Michael Wales of the Food and Agriculture Organisation of the United Nations (FAO) Investment Centre. Established in 2005, the technical support unit to the membership, the Platform Secretariat, grew in the course of 2006 to 1 full-time and 2 part-time staff members and interns. G Staff In 2006, the Platform enlarged greatly its scope of activities and as a result the Secretariat has been strengthened successively with more personnel. It consists now of one full-time Coordinator, one part-time senior Coordinator, a Task Leader for Aid Effectiveness, a Financial Advisor and a Junior Professional Officer as World Development Report liaison. Short-term consultants included: 1 expert to support work on WDR 2008 (seconded by the Norwegian Agency for

5.4. Management and governance

With the development of the Platform Charter in 2005, the following working bodies were laid out: Focal Points, Steering Committee and Secretariat. The Charter also addresses membership principles, eligible expenditures, reporting and auditing arrangements and funding procedures. The Platform Charter will be adapted to new Platform realities in 2007.

G Secretariat The main responsibility of the Platform Secretariat is to put into practice the decisions taken by the Steering Committee and to ensure transparent communications with and between all Platform members. In particular, it works to increase overall understanding of harmonisation and alignment as expressed through the Platforms in-country work, the JDRC, Hot Topics and so forth. Using the active Platform network, it disseminates knowledge to provide the basis for informed decision-making and provides insights to H&A bottlenecks.

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G Budget and expenditures in 2006 (see Annex A) As laid out in the Charter, members may contribute to the Platform activities financially and/or in-kind by taking over tasks initiated and designed by the Platform. Financial contributions are handled in the Platform Trust Fund which is administered by GTZ and by the FAO-Investment Centre. The funding includes untied core-funding and funds allocated to specific activities. All budget allocations for activities are managed by the Secretariat in accordance with the work plan endorsed by the Steering Committee. Untied financial contributions to the Platform totalled 1,227,877 Euro in 2006 and were provided by the European Commission via a facility held in the FAO Investment Centre while the Swiss Development Cooperation, the World Bank, the BMZ and CIDA directly transferred funds to the Platform Trust Fund. In-kind contributions to the Platform included joint support from IFAD, NORAD and GTZ to the Platform-commissioned study Rural Focus of PRSPs (see page 11) while the Platform support to World Development Report 2008 (see page 13) was made possible through a BMZ-paid Junior Professional Officer acting as WDR liaison and the secondment of a senior part-time advisor from NORAD. These in-kind contributions totalled 327,117 Euro. Combined, in-kind and financial contributions to the Platform in 2006 amounted to 1,554,994 Euro. The projected budget for planned Platform activities in 2006 amounted to 1,98 Mio Euro while the actual Platform expenditure in 2006 totalled 1,329,213 Euro. This significantly lower spending (67 %) was mainly caused by rescheduling and the postponing of planned activities in Tanzania and Burkina Faso (see 5.1e). The USAID in-kind contributions coming through IFPRI in the form of policy briefs could not yet be presented in the financial summary tables but will be listed in the next review after receiving the policy briefs in 2007. Finally, further to is financial annual contribution, the BMZ provides in-kind support with two fully equipped offices and their running costs for the Secretariat.

G Partnerships The Platform last year acted on the need for strategic partnerships in the global arena. The General Meeting in December 2006 in Washington DC culminated in an invitation to the Rockefeller Foundation, the Bill and Melinda Gates Foundation and other NGOs and development programmes to discuss mutual strategies for tackling rural poverty and to paint a clearer picture of what works and what doesnt.

Given the increased visibility and recognition of the Platforms work as well as increasing demand on the Platform Secretariat to coordinate activities and ensure quality, the Steering Committee also decided in 2006 to contract a Rural Development Advisor and a CAADP Task Force Leader to support the Secretariat in 2007.

Development Cooperation (NORAD) 1 communication advisor 1 website specialist 2 International Facilitators 1 National Facilitator

Core Indicators for Agriculture and Rural Development (A&RD) (working title); Platform study to be led by World Bank Thematic work to broaden and deepen the Hot Topics with opinion pieces and policy briefs Continued support for WDR 2008 and CAADP implementation Strengthening cooperation with regional development networks Updating the Platform Charter Election of a new Steering Committee and Chairperson Improving the effectiveness of Focal Points as advocates for Platform policies in their member institutions Facilitating joint work on a Code of Conduct as a guideline for donor harmonisation and alignment processes in A&RD Completing the Platforms PRSP and SWAp studies. The Platform Secretariat is looking forward to continuing the excellent cooperation it has enjoyed so far with Platform members and to working further towards to the common goal of improved donor cooperation and coordinated dialogue in rural development with partner countries.

We aim to maintain steady progress towards becoming an efficient and well-coordinated initiative in rural development by supporting our members in the translation into reality of the Paris Declaration. In the coming year, the Platform aims to merge the theoretical work of various studies it has commissioned with the practical findings of our in-country activities. This will help us piece together a clearer picture of what works and what doesnt as we join forces in our steady realisation of the new architecture of international development assistance. We also look forward to consolidating our own governance. Three years after the Platform was launched and two years after formation of the Steering Committee, 2007 will see election of a new Steering Committee, as stipulated in the Platform Charter. We will start the new year with an evaluation of the Platform work itself. Here are some of the tasks ahead in 2007:

6. PLANS AND PROJECTS FOR 2007

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SWAP Study (FAO Facility) Sub total (III) OUTPUT 3

Sub total (I) Output 1

New Joint Donor Strategy Papers Consultancies and Travel Task Leader Aid Effectiveness Sub-total (II) OUTPUT 2 OUTPUT 3: AID EFFECTIVENESS

Rural Focus of PRSP Study 5 countries (in-kind supported by IFAD, NORAD, GTZ) Nicaragua Endorsed country program Cambodia Endorsed country program Management staff costs: Secretariat Co-ordinator Donorplatform Finance Administrator Burkina Faso Endorsed country program TanzaniaCountry program (to be endorsed) Procurement: Office equipment (server, computer, etc.) Local taxes, social security, GTZ costs Local consultancies + GTZ in-country services Miscellaneous costs (communication, print jobs,etc.) Running Costs: Office rent, communication, etc. Sub total (IV) Management and Governance Travels of Platform staff Tickets and travel costs DONORPLATFORM - MANAGEMENT AND GOVERNANCE Platform Contribution to WDR (in-kind-supported by NORAD and BMZ/GTZ)

Communication Strategy Short Term Consultancies & Travel Layout & print jobs Web site update OUTPUT 2: SHARED LEARNING

Brussels Event (50 pax/4 days incl. Travels) Documentation (reports, web, press)

Capacity Development Acitivities 2 events or capacity development activities / workshops

OUTPUT 1: OUTREACH

Annex A: Platform Budget and Expenditures in 2006

Budget [ ] 234,200 483,615 899,000 371,316 102,000 36,000 10,000 186,316 12,000 25,000 140,000 135,000 115,000 115,000 310,000 84,000 133,000 194,615 116,000 40,000 107,000 40,000 40,000 10,000 37,200

Planned

Expenditure [ ]

147,107 323,019 569,743 289,344 138,000 12,000 31,141 11,282 96,921 120,879 275,630 84,000 11,255 44,977 26,141 6,861 0 165,117 116,000 17,579 24,323

53,185 44,339 15,000 34,583

Exp. in % of Planned Budget 150% 93% 100% 61% 86% 39% 89% 13% 85% 100% 100% 100% 125% 100% 113% 52% 78% 67% 63% 8% 0% 63% 67% 50% 55%

Total estimated budget and expenditure of the Platform in 2006

1,988,131

1,329,213

Table 2: Management of resources and expenditures


Available budget and total expenditures BMZ/GTZ WDR in-kind contribution Available budget in FAO Investment Center Available budget in Platform Trust Fund NORAD WDR in-kind contribution Expenditures coordinated by IFAD (includes NORAD contribution to PRSP study FINANCIAL CONTRIBUTIONS TO THE PLATFORM 1,554,994 Available Budget [ ] 310,000 917,877 70,000 46,000 211,117

World Bank (includes 100,000 from 2005 contribution) BMZ GTZ Canadian CIDA Total available budget resources of the Platform BMZ/GTZ contribution (WDR support) Total value in-kind contributions Total Resources of Platform IFAD contribution (Rural Focus of PRSPs) NORAD contribution (WDR support) NORAD contribution (Rural Focus of PRSPs)

Table 3: Donor budget and monetarised in-kind contributions to the Platform


Swiss Development Cooperation (SDC) European Commission through FAO Investment Center IN-KIND CONTRIBUTIONS TO THE PLATFORM 1,329,213 70,000

Expenditure [ ] 275,630 772,466 46,000 165,117

1,554,994

1,227,877 327,117 114,596 70,000

414,000

105,760

133,000

265,117 46,000

310,000 96,521

225,781

145,411 0 0

Balance 34,370 46,000

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The overall context at the time the Platforms International Facilitator first visited Nicaragua to prepare a Rural Development H&A assessment report (issued in March 2005) was that the Government of Nicaragua (GoN) and donors increasingly recognised serious problems impeding the effectiveness and impact of donor assistance. They were in the early stages of establishing and launching a system of sector roundtables, initiating discussions to prepare a national H&A plan, completing a national development plan (NDP), and in the early stages of preparing several SWAps for 3 key sectors, including the rural productive sector. In this sector, beginning in May 2004, the Ministry of Agriculture (MAGFOR), together with 4 other public sector agencies, and about 10 donor agencies, were actively engaged in preparing a SWAp for the rural productive sector, based on a comprehensive sector strategy (prepared in 2003/04). In early 2005, MAGFOR (together with the endorsement of the Donor Working Group) requested the Platforms assistance to facilitate the preparation & subsequent implementation of PRORURAL, beginning with preparation of a participatory sectoral H&A assessment report.

Annex B: Results and Lessons Learned of the Platforms In-country facilitation in Nicaragua and Cambodia
NICARAGUA Baseline Situation:

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Table 1: Summary of Baseline Situation to Providing Facilitation Services (Feb., 2005) in Nicaragua
KEY THEMES AND ISSUES A: Leadership & Ownership (refers to the partner countries exercise of effective leadership over their devt. policies, and strategies and in the coordination of development actions in Nicaragua, including the rural productive sector) C: Alignment (refers to donors basing their overall support on Nicaraguas natal and sectoral devt. strategies, institutions and procedures) STRENGTHS

B: Harmonisation (refers to the donor actions regarding harmonisation, transparency and collective effectiveness)

GoN had prepared/launched a NDP An emerging national plan for pro-

(2004), with high priority on the rural productive sector MAGFOR had prepared/completed a national development plan for rural productive sector, in a participatory manner (in 2003/04) GoN & donors launched a national roundtable system (2004), with subroundtables for key sectors, to enhance coordination, including a rural productive sector sub-roundtable (with support of a small technical coordination secretariat) GoN, with donor support, initiated (in early 2005) a process for developing a national level harmonisation and alignment (H&A) plan President Bolanos made a presentation on H&A strategies at the Paris conference for H&A (March, 2005), giving a strong and positive signal to GoN agencies and donors moting enhanced H&A of donor assistance Rural Sector Donor Group was playing an active role in coordinating donors, and facilitating dialogue and participation of donors in the preparation of PRORURAL

These national initiatives (NDP, roundta Large number of donor missions (about
CHALLENGES

An emerging PRORURAL proposal,

which included plans for a common fund, & for using strengthened national systems and procedures MAGFOR (technical level) led the process in formulating a SWAp for the rural productive sector (called PRORURAL), including 3 joint GoN/donor preparation missions (Aug. 2004, Jan. 2005, Sept., 2005). About 10 donor agencies were participating in an active and constructive mode

bles, H&A plan) were all at their early stages of implementation, and faced significant hurdles to change a donor-driven culture and dependency The sectoral strategy lacked an operational framework and priority inv. (which was the focus of PRORURAL) Governance situation at the macro-political level was complex, resulting in major obstacles to needed instal and public expenditure reforms. There was mixed and variable commitment and capacity within multiple GoN and donor agencies to achieve better coordination, and to effectively lead the subrountable and PRORURAL processes Processes tended to be very centralised in Managua, with limited local govt. and private sector/farmer participation Rural Productive subroundtable was at infant stage, requiring strengthening and effective sector leadership, which was generally weak at that time 300 missions in 2004, & about 75 for the rural productive sector). Major donors were resisting adopting PRORURAL (due to diverse internal requirements, weak GoN capacities, and old modes of assistance)

Fragmented and weak institutional roles,


arrangements and capacities (5 agencies), which impeded alignment process in the rural productive sector There was uneven understanding of and commitment to PRORURAL (and its processes) by GoN agencies (central and sectoral) and donors, resulting in misunderstandings and at times resistance (GoN agencies and donors) (especially during 2004 and early 2005)

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Table 2 summarises the main accomplishments and lessons learned of the Platforms on-going facilitation services in the rural productive sector of Nicaragua (since June, 2005), in support of the preparation and on-going implementation of its rural SWAp (PRORURAL) and the supportive LH&A action plan. The agreed stated outcome of the LH&A action plan (June, 2005) was: GoN, through its rural sector agencies (5), to utilise more effectively, efficiently and transparently donor assistance, with a greater and more sustainable impact. It is noteworthy that the most critical actions involve the leadership/ownership actions, which pave the way for achieving better H&A results. The current transition to a new Government (which will take office in early 2007) is the main challenge in the coming months, in order to ensure continued efforts and strategic results. Given that the Platforms Nicaragua facilitation team (1 local and 1 international consultant) have made a deliberate effort to enhance the leadership and ownership roles by GoN and donor officials, there has been a low-key profile of the Platforms facilitation role, with efforts to work invisibly visible (i.e., to support/catalyse coordinated GoN and donor efforts to generate strategic results in PRORURAL and the H&A action plan for the rural productive sector).

Key Milestone, Results and Lessons Learned of In-country facilitation in Nicaragua


KEY THEMES AND OUTCOMES STRENGTHS CHALLENGES

Table 2: Summary of Key Milestones, and Emerging Results and Lessons Learned Support to strengthening of the rural

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A: Leadership/ Support to GoN/donor agreement of an The demand (by GoN & donors) for adoptOwnership & action plan for enhanced leadership, ing and implementing the LH&A action Managing for Results harmonisation, and alignment (LH&A) plan, and the Platforms facilitation servicin the rural productive sector (based on es, have been driven by the requirements Note: many of these an agreed assessment report and parof a PBA (in this case, PRORURAL). It is actions have a posititicipatory LH&A workshop process, important to promote active linkages with ve effect on promoheld in May/June 2005). the national H&A action plan. ting enhanced H&A Support to GoN and donor formula A demand-driven approach to offering results below (Refers tion/agreement (March Sept. 2005), facilitation services requires continuous, to the weaknesses in and on-going implementation (since coordinated, and transparent interaction partner countries Oct. 2005) of PRORURAL, integrating with key actors from GoN and donors, exercise of effective key elements of the LH&A action plan, whereby: (a) the local facilitator plays a leadership over their promoting a greater territorial inkey role in providing day-to-day facilitation devt. policies, and volvement (via workshops and particisupport (with focus on key processes and strategies and in the pation in key activities), promoting the neutral role); (b) the international facilitacoordination of deveneeded institutional reforms for the tor focuses on sharing relevant internalopment actions in sector (whereby efforts are still in protional good practices (both process and Nicaragua, including cess), and a demand-driven approach to relevant content), backstopping local facilithe rural productive providing the Platforms facilitation sertator, providing a honest broker role, and sector) vices at key stages of PRORURAL (as an promoting (together with the Secretariat example of a specific Program-based team) HQ. donor agency support to inApproach/PBA). Of the 22 donors in the country agency efforts through the Platfsector, there are now about 5 which are orms donor agency focal persons and actively engaged, 10 moderately Steering Comm. members (potential to be engaged, and 7 on the margins. tapped). productive sector sub-roundtable, and its operating mechanisms (including operational guidelines, 3 working groups, especially the working group #2 (CoC/LH&A action plan), to help institutionalise and drive PRORURAL, and its supportive LH&A action plan (since June 2005 to date) It is important to find a suitable institutional base for the Platforms facilitation services (in this case working group #2), which will help deepen both GoN and donor ownership and leadership of the LH&A action plan, and ensure the facilitation services remain demand-driven to support both GoN and donors (and the challenges of a good balance)

C: Alignment (Refers to donors basing their overall support on Nicaraguas natal and sectoral devt. strategies, institutions and procedures)

KEY THEMES AND OUTCOMES

B: Harmonisation (Refers to donors actions being more harmonised, transparent and collectively effective)

STRENGTHS

Support to preparation, discus-

sion/agreement and on-going implementation of a code of conduct/CoC by GoN and donors in support of the rural productive sector (agreed in 9/05, and on-going implementation); Support to preparation, discussion/agreement of a self-evaluation exercise of the LH&A action plan and Code of Conduct, with an action plan to update them for generating enhanced behaviour and results (completed in October 2006, facilitated by local consultant, in process).

Support to formulation and adop-

Support to formulation and discus-

sion of a portfolio review of ongoing projects in the rural productive sector, where results and action plan provides basis for promoting improved operational alignment and harmonisation of ongoing projects to PRORURAL and the LH&A action plan (supported by the Platform, during 2006). Implementation phase will be in 2007. Support to formulation and consensus of Sectoral Medium Term Expenditure Framework (2005 and updated in 2006) and annual sector budget & work plans (in 2006 and 2007) are key instruments for ensuring alignment to PRORURAL objectives by GoN & donors.

tion of a Memo of Understanding/MOU of a common fund, by GoN and several donors, adopting strengthened national procedures and systems (March 2006, followed by another donor (Oct/06), & another donor in process.

Facilitation of a code of conduct early in Review and re-alignment of on-going


CHALLENGES

the PBA process will facilitate trust and working together. Periodic (each year) independent and participatory assessment of progress of the LH&A action plan & CoC provides a valuable input for updating/consolidating ownership of the LH&A action plan, commitment to enhanced H&A behaviour, and ensuring a demand-driven and effective role of the Platforms facilitation services

The MOU/CF provides an excellent opera-

portfolio of projects needs to be an integral part of preparation of a PBA, rather than leaving it for implementation phase. This exercise provides an enhanced tangible basis for applying LH&A action plan and strengthening GoN and donor agency commitment. It is vital to actively promote processes & good practices for a: (a) sound, agreed and periodically updated sectoral MTEF, as part of agreeing on a PBA, and (b) a strategic approach to preparing the annual sectoral budget/work plans, and promoting active inputs to the formulation process and priorities from local govt. and the private sector/farmers.

tional instrument for concretizing the LH&A action plan on a number of key issues, & where the facilitation services can provide a demand-driven honest broker role, & promoting added donor participation.

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The Royal Government of Cambodia (RGC) is in the process of operationalising its policy of harmonisation and alignment (H&A). In this context the Technical Working Group Land (TWGL) requested assistance from the Global Donor Platform (the Platform) in facilitating the process of developing an enhanced programme based approach (PBA) for support to the land agenda in Cambodia. The sectoral framework for this is the Land Management, Administration and Distribution Programme (LAMDP). The first mission carried out by the Platform assessed the situation in the land sector from a PBA viewpoint, drawing the following conclusions (March 2006):

CAMBODIA Baseline Situation:


KEY THEMES AND OUTCOMES 1. Ownership and leadership 2. Policies and strategies 5. Mid-Term Expenditure Framework 4. Institutional aspects 3. Monitoring and evaluation 6. Public Finance Management

Table 3: Summary of Baseline Situation to Providing Facilitation Services in Cambodia


TWG Land monitors several Joint Monitoring Indicators. LMAP has a M&E mechanism that may be further developed to sector needs. Land sector has a clear political support. The general H&A process is advancing. Council for Land Policy (CLP) and Ministry of Land Management, Urban Planning and Construction (MLMUPC) are accepted by all as the leading institutions in the sector. STRENGTHS CHALLENGES

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Political support provides basis for fur- MLMUPC capacity needs substantial ther strengthening of CLP/ MLMUPC strengthening considering the requireand elaboration of PBA. ments of the sector strategy. Public service reform provides potential Besides LMAP other land related projects PMUs may act separately from and/or parfor institutional development. allelly with the Ministry, creating inequali Devolution of responsibilities to provincial level. ties between its units. MTEF has been introduced as a RGC tool. Increasing RGC and donor interest in the Land sector underlines the importance of a sector MTEF. Absence of a sector MTEF undermines the value of the respective strategy. Performance-based budgeting is not yet applied.

RGC is committed to strengthen reform To meet the requirements for alignment, most donors consider the PFM systems not on PFM systems. yet being sufficiently efficient and reliable. MLMUPCs financial management unit has acquired capacity through manag- Most donors continue applying their own agency-specific systems. ing resources of various donors.

All recognise the importance of the Operationalisation of the strategy is needed Land sector as a key in Cambodias to give more guidance to RGC actions and development. donor interventions. Most stakeholders agree with the inter- Land agenda includes sensitive issues that im sector policy. are difficult to tackle. Three pillars of the strategy (land Some stakeholders consider not having administration, land management, land been sufficiently consulted. distribution) offer an adequate basis for operational arrangements. Sectorally relevant commonly agreed indicators, including process indicators, need further elaboration. Reliable data sources need to be defined.

H&A is only partially operationalised to sector levels. Involvement of various sectoral institutions may cause conflicts of interests about mandates and responsibilities.

Milestones and Outcomes of the Platforms Facilitation Service in the Land Sector of Cambodia
Phase / Component Sector policy and strategy Harmonisation and Alignment PBA/LAMDP process Institutional aspects and capacity building Milestones / Outcomes

Because of involvement of many stakeholders, many of the tangible outcomes of a PBA/SP process are not always easily linked to Platform efforts, and the value added by the Platform may be difficult to discern. What counts is the customer satisfaction, i.e. the importance the Government, Development Partners and other stakeholders attach to the work carried out by the Platform. The following table summarises the main accomplishments of the Platform in the land sector of Cambodia in 2006:

Table 4: Summary of Milestones and Outcomes of the Platforms Facilitation Service in the Land Sector of Cambodia:

KEY THEMES AND OUTCOMES 7. Participation of stakeholders

8. Donor coordination and harmonisation

Creation of TWG Land has permitted interested stakeholders at central level to participate in sector issues. Much emphasis has been put to increase the participation in provincial and local levels.

Assessment of the land sector situation from the PBA viewpoint (March 2006). Facilitating a participatory consultation to define a road map for a sector programme and assisting in drafting an action plan for LAMDP (June 2006). Support to and collaboration with National Facilitator, recruited by the Ministry and the Platform to assist the PBA/LAMDP process (December 2006). In 2006, carrying out four missions to Cambodia by the International Facilitator. Facilitation in preparation of the Code of Conduct to define the partnerships between the RGC and Development Partners in the land sector (August 2006 on-going). Facilitating the enhancement of coordination between the key development partners in the land sector (March 2006 on-going).

Shared awareness among the RGC and Coordination process needs to be deepDevelopment Partners of the need of ened and broadened. harmonisation & alignment as Considering capacity constraints, RGC may expressed in Paris Declaration. find it difficult to lead the coordination Existence and functioning of TWG Land. process in the land sector. RGC and donors welcome new partners Some actors consider that TWG focuses to the LAMDP. excessively on LMAP issues. Some donors think that new interventions are not sufficiently coordinated with the old ones and may lead to unbalanced sector development. Training of the CLPs and Ministrys core groups in principles and methods of sector approach and sector programmes (December 2006). Presenting principles and concepts of PBA and sector approach to the members of the TWGL (March June 2006).

STRENGTHS

Many incidents in land administration, management, and distribution indicate that serious shortcomings exist regarding fair and equal treatment of stakeholders and beneficiaries. Some TWGL members consider that information is not sufficiently circulated.

CHALLENGES

Facilitating the process of sector strategy formulation (October on-going 2006). Assisting in preparation of a Strategy Status Assessment as the first step in the sector strategy formulation (October 2006 on-going). Facilitating the establishment of the PBA/LAMDP Task Force within the TWGL and assisting in its functioning (June 2006 - on-going).

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SWAps in Agriculture and Rural Development 40-page desk review, Donor Platform, FAO, IDS, ODI; April 2006 Improving Donor Collaboration for Rural Development Background note; Donor Platform; March 2004

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Targeting Rural Poverty to Achieve Millennium Development Goal 1 Advocacy pamphlet; Donor Platform; September 2005

The Role of Agriculture and Rural Development in Achieving the MDGs A Joint Donor Narrative 50-page report; Donor Platform; September 2005 Please see our website www.donorplatform.org for full documents

LIST OF PUBLICATIONS

Assessment Study on Harmonisation & Alignment in Rural Development in Four Pilot Countries 88-page working paper; Donor Platform; March 2005

Joint Donor Concept on Rural Development 26-page report, Donor Platform; November 2006

Hot Topics Platform Consensus on Rural Development Issues of Global Significance in 2006 14-page working paper, Donor Platform; November 2006 Platform Speaking 49-page interview series, Donor Platform; November 2006 Operational Guidelines for the Platforms Facilitation Service 18-page report, Donor Platform; October 2006

Asian Development Bank (ADB) Austrian Development Agency (ADA) Belgian Federal Public Service Foreign Affairs, Foreign Trade and Development Cooperation Directorate-General for Development Cooperation (DGDC) Canadian International Development Agency (CIDA) Department for International Development (DFID) European Commission Directorate General for Development (EC DG DEV) Food and Agriculture Organization (FAO) French Development Agency (AFD) German Federal Ministry for Economic Cooperation and Development (BMZ) German Technical Cooperation (GTZ) Inter-American Development Bank (IDB) International Fund for Agricultural Development (IFAD) Irish Aid Department of Foreign Affairs (IA) KfW Development Bank (KfW) Ministry of Finance and Economy Italy (MEF) Ministry of Foreign Affairs Austria (MFA At) Ministry of Foreign Affairs Denmark (MFA Dk) Ministry of Foreign Affairs Finland (MFA Fi) Ministry of Foreign Affairs France (MFA F ) Ministry of Foreign Affairs Luxembourg (MFA Lux) Ministry of Foreign Affairs Norway (MFA N) Ministry of Foreign Affairs The Netherlands (MFA Nl) Norwegian Agency for Development Cooperation (Norad) Organization for Economic Cooperation and Development (OECD) Swedish International Development Cooperation Agency (Sida) Swiss Agency for Development and Cooperation (SDC) United Nations Office on Drugs and Crime (UNODC) United States Agency for International Development (USAID) World Bank (WB)

MEMBERS OF THE GLOBAL DONOR PLATFORM FOR RURAL DEVELOPMENT

27

Prepared by Platform Secretariat May 2007

29

Published by Global Donor Platform for Rural Development, c/o Federal Ministry for Economic Cooperation and Development (BMZ) Adenauerallee 139-141, 53113 Bonn, Germany Printed by W.B. Druckerei, Hochheim, Germany

Layout Iris Christmann, Wiesbaden, Germany

Photos Platform Secretariat if not indicated otherwise Photo page 13, below right, Djibi Diallo Paper Printed on special 9Lives photo paper (PaperLinx), certified according to FSC

www.donorplatform.org
Contact: Secretariat of the Global Donor Platform for Rural Development, c/o Federal Ministry for Economic Cooperation and Development (BMZ) Adenauerallee 139-141, 53113 Bonn, Germany Phone: +49 (0) 228 535 3276 and 3699 Fax: +49 (0) 228 9910 535 3276 Email: secretariat@donorplatform.org Website: www.donorplatform.org Publication date: May 2007