The Platform will share knowledge, capture and exchange initiatives in order to effectively advocate for improved ARD assistance, through strengthening existing and creating new networks. It will seek to influence all donors engaged in country rural development programmes at political and technical levels, and seek to enhance its influence by an expanding membership.
The Platform's principle focus will continue to be:
- To coordinate and manage knowledge sharing to enhance capacity of member organisations
- To engage in coherent and evidence based advocacy in support of increased and more effective ARD in developing countries.
In delivering the activities above, the Platform will need to be explicit about its added value to beneficiaries, in particular in demonstrating the impact it has on partner organisations and the rural poor.
The Platform will share knowledge, capture and exchange initiatives in order to effectively advocate for improved ARD assistance, through strengthening existing and creating new networks. It will seek to influence all donors engaged in country rural development programmes at political and technical levels, and seek to enhance its influence by an expanding membership.
The Platform's principle focus will continue to be:
- To coordinate and manage knowledge sharing to enhance capacity of member organisations
- To engage in coherent and evidence based advocacy in support of increased and more effective ARD in developing countries.
In delivering the activities above, the Platform will need to be explicit about its added value to beneficiaries, in particular in demonstrating the impact it has on partner organisations and the rural poor.
The Platform will share knowledge, capture and exchange initiatives in order to effectively advocate for improved ARD assistance, through strengthening existing and creating new networks. It will seek to influence all donors engaged in country rural development programmes at political and technical levels, and seek to enhance its influence by an expanding membership.
The Platform's principle focus will continue to be:
- To coordinate and manage knowledge sharing to enhance capacity of member organisations
- To engage in coherent and evidence based advocacy in support of increased and more effective ARD in developing countries.
In delivering the activities above, the Platform will need to be explicit about its added value to beneficiaries, in particular in demonstrating the impact it has on partner organisations and the rural poor.
for agriculture and rural development Amended edition, July 2014 cover-strtegie2:Layout 1 09.07.2014 10:36 Uhr Seite 3 Amendment to second edition As per Platform Board decision on 26 June 2014, the validity period of the Strategic Plan 2012-2014 has been extended to the end of calendar year 2015. References made to the original validity period in the previous edition of March 2012 have been changed accordingly. No further editorial changes to the original. strategie:Layout 1 09.07.2014 10:40 Uhr Seite 2 01 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Abbreviations 02 Executive Summary 03 Strategic Plan 2012-2015 05 1. Background 05 Part A: Vision and overall results 07 2. Vision and overall results 07 Part B: Roles and functions of the Platform 3. Role of the Platform 08 4. Objectives 09 5. Criteria for prioritising activities 10 Part C: Implementation arrangements and resources 11 6. Ownership is a reflection of quality and usefulness 11 7. Human and financial resources 12 8. Performance management and monitoring 13 Annex 14 Table of Contents strategie:Layout 1 09.07.2014 10:40 Uhr Seite 3 02 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Abbreviations AAA Accra Agenda for Action AE Aid effectiveness AECF Africa Enterprise Challenge Fund AGA Annual General Assembly (of the Platform) ARD Agriculture and rural development AU African Union BMZ Federal Ministry for Economic Cooperation and Development of Germany CAADP Comprehensive Africa Agriculture Development Programme (of AU-NEPAD) CSOs Civil Society Organisations FP Focal Point GAFSP Global Agriculture and Food Security Programme GPAFS Global Partnership for Agriculture and Food Security GIZ Deutsche Gesellschaft fr Internationale Zusammenarbeit HLF High Level Forum IFI International financing institution MDG Millennium Development Goal NEPAD New Partnership for Africas Development ODA Official Development Assistance OECD Organization for Economic Development and Cooperation Platform Global Donor Platform for Rural Development PBA Programme-based approach PP Partnership Platform (of CAADP) RBM Results-based management SOFA State of Food and Agriculture (FAO) SOFI State of World Food Insecurity (FAO) SWAp Sector-wide approach strategie:Layout 1 09.07.2014 10:40 Uhr Seite 4 03 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development The Global Donor Platform for Rural Development (Platform) is a network of all the major bilateral and multilateral donors and international financing institu- tions who share a common vision of the role that ARD plays in reducing poverty. They are committed to achieving increased and more effective aid for agricul- ture and rural development. International development partners agree that national and global poverty reduction targets will not be met un- less rural poverty is reduced. With only three years to go until the 2015 MDG target date, 1.4 billion individu- als still live on less than USD $1.25 a day and it is esti- mated that currently about 925 million people are undernourished. The 2008 food price crisis brought ad- ditional international attention to the underlying prob- lem of food insecurity in which millions of people suffer food deficits and pushed an additional one hundred million people into poverty. The recent volatility in food prices has highlighted the impact of decades of under- investment in developing country agriculture and a general neglect of rural development. Food prices are likely to remain volatile for the foreseeable future. Re- current famine shows that hunger now remains higher than before the food price crisis, and a major problem. In 2009, the Platform created its first Strategic Plan 2009-2011 with the aim to make the network more fo- cused and strategic. In its meeting in Paris on 16 June 2011, the Platform Board decided to update the docu- ment and extend it until 2014, which was approved by the Board on 2 March 2012. In a virtual meeting on 26 June 2014 the Board then took the decision to further extend the documents validity for the year 2015. The document at hand is therefore the revised Strategic Plan for 2012-2015. Changes in this edition in compari- son to March 2012 edition are not editorial but only re- flect changes where the period of validity is mentioned. Under the Platform members overall commitment to engage for increased and more effective assistance for ARD, the Strategic Plan defines the roles of the Plat- form. According to members views, the Platforms focus should be to share knowledge and coordinate re- garding aid effectiveness in agriculture and rural devel- opment and to advocate for more and better ARD. Further Platform aims concern knowledge manage- ment and networking on key themes and issues in ARD, and service provision to facilitate these core ob- jectives. Collegial networking and internal information sharing should underpin the above functions and be seen rather as a method of working than objectives of Platform activity in and of themselves. The Platform will share knowledge, capture and ex- change initiatives in order to effectively advocate for improved agricultural and rural development assis- tance, through strengthening existing and creating new networks. It will seek to influence all donors engaged in developing country rural development programmes at political and technical levels, and seek to enhance its influence by an expanding membership. Two main roles thus define the Platforms main outputs for the new period 2012-2015, to 1) Coordinate and manage knowledge sharing to enhance capacity of member organisations to deliver more ef- fective support for agriculture and rural development and to engage in 2) Coherent and evidence based advo- cacy in support of increased and more effective agri- culture and rural development in developing countries. In delivering these activities, the Platform will need to be explicit about its added value to beneficiaries, in particular in demonstrating the impact it has on part- ner organisations and the rural poor. In the next phase of the Strategic Plan, the Platform will work towards the following two objectives that are inextricably linked: Executive Summary strategie:Layout 1 09.07.2014 10:40 Uhr Seite 5 Objective 1: Coordinate knowledge sharing to enhance capacity of member organisations to deliver more ef- fective support for agriculture and rural development The Platform will aim to provide a space for discussion and debate on controversial and topical issues, and to foster research into best solutions for confronting key challenges in ARD. The Platform will also assist agri- culture and development practitioners to enhance and extend expertise and capacity through knowledge ex- change initiatives focused on both external environ- mental challenges and the implementation of aid effectiveness measures. Activities within the next three years will include: Prepare technical and policy briefs on lessons learned and best practice on topical issues Facilitate the exchange of information between donors on regional and country-level donor coordina- tion Facilitate exchange of information on new sources of funding for agriculture, in particular investments by the private sector and new funding mechanisms Support global or regional donor coordination initia- tives, such as the CAADP Development Partners Task Team, as a means of supporting and enhancing na- tional and regional agricultural programmes, as well as exploring possibilities for regional cooperation in other regions (Asia & Latin America) Deliver/support training and e-learning events with member organisations on key aid effectiveness and ARD issues Host knowledge events on key ARD issues Objective 2: Coherent and evidence based advocacy in support of increased and more effective agriculture and rural development in developing countries. The Platform will advocate with its development part- ners to raise awareness of the needs of the rural poor and encourage better and higher investments in agri- culture and rural development in developing countries. The Platform will focus its efforts to influence develop- ment partners in prioritising agriculture and rural de- velopment investments. Activities within the next three years will include: Provide a forum for the discussion of critical and/or contentious issues in ARD Support collaboration by Platform members with CSOs, the private sector, foundations and non-tradi- tional donors in the ARD sector Contribute to organising relevant high-level global and regional conferences and dialogues Improve outreach within member organisations to mobilise and involve different staff in Platform advo- cacy activities 04 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development strategie:Layout 1 09.07.2014 10:40 Uhr Seite 6 1. Background Introduction When the Global Donor Platform for Rural Develop- ment (Platform) was created in 2003, its vision was of a rather informal network of like-minded professionals working for the main bilateral donors and international financing institutions (IFIs) in the field of agriculture and rural development (ARD). There was a keen sense at that point in time that ARD had fallen off the global development assistance agenda, reflected in the un- precedented low share of official development assistance (ODA) that it attracted. Although it was unfashionable and undocumented at the time, the individuals concerned shared a strongly-held belief that ARD was central to poverty reduction in developing countries and to the achievement of the Millennium Development Goals (MDGs), in particular MDG1 to halve poverty and hunger in the world. There was also a growing aware- ness that the professionals concerned and their organi- sations needed to work much more closely together if they were to have the desired impact on hunger. The need to act urgently to restore ARD to the priority it deserved in the global development agenda, and for donors to act more effectively together in pursuit of this objective, became manifest in the First European Forum on Rural Development in 2002. As a result, the Platform was created. During its first few years, the Platform established a small Secretariat in Bonn, under the auspices of BMZ. Gradually, a clearer vision of what the Platform was trying to achieve emerged, fo- cusing on the need to strengthen advocacy in support of ARD and to enhance aid effectiveness. This focus was reinforced by the issuing of the Paris Declaration on Aid Effectiveness (PD) in 2005. The vision was trans- lated into reality through a number of activities, fi- nanced by ad hoc contributions from a number of the Platforms members, in particular the EU and BMZ. The Platforms governance moved towards being less informal with the formulation of a Charter which was eventually endorsed by members in mid-2005 and which, inter alia, stated its three outputs, specified minimum subscription rates, and defined the role of Focal Points (FPs) and the Steering Committee. The Charter was substantially revised in late 2007 (Annex 2), at which point a Board of full subscription-paying members, and a Steering Committee comprising six Board members for day-to-day supervision of the Sec- retariat and the work programme, were constituted. Although clearly driven by its three founding principles of advocacy, shared learning and country-level har- monisation, throughout its early years the Platforms activities were somewhat ad hoc, determined by oppor- tunities that arose and rather uncertain financing. The absence of a clearly-defined set of monitorable outputs and an associated work plan and budget, was high- lighted by the Platform Network Evaluation carried out in 2007 1 , the principal recommendation of which was that: The Platform Board should immediately take steps to make the network more focused and strategic. It should initiate a strategic process aimed at clarify- ing the Platforms role and objectives and should culminate in strategic and operational business plans to guide the Platforms future development. A first Strategic Plan was endorsed by the Platform in March 2009. This present Strategic Plan draws upon the Strategic Plan for 2009-2011 and is the Boards response to a mid-term evaluation. It is the first step towards the formulation of an operational business plan including a work plan and budget. Changing context The Platform operates in the context of the evolving aid architecture for agriculture and rural development, which again achieved important milestones in recent years. After world leaders had been galvanised into ac- tion by the unprecedented rise in food prices that started in 2007 and developed into an international food crisis in 2008, a series of responses to diminish its ef- fects, tackle the underlying causes and increase food security followed. At the G8 summit in LAquila in July 2009, leaders agreed on five principles for sustainable global food security and committed USD 22 billion for sustainable agricultural development and safety nets. This AFSI initiative and the LAquila principles were en- dorsed at the World Food Summit in Rome in 2009. To assist the implementation of the USD 22 billion pledge, a G20 meeting in Pittsburgh reaffirmed the call for a World Bank-managed food security trust fund, the Global Agriculture Food Security Programme (GAFSP). 05 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Strategic Plan 20122015 1 Global Donor Platform for Rural Development: Network Evaluation, Universalia, September 2008 strategie:Layout 1 09.07.2014 10:40 Uhr Seite 7 In 2010, the G20 Summit in Toronto committed to provide USD 350 billion in capital funding to multilateral develop- ment banks to increase their financial support of eco- nomic and social activities in developing countries. The UN Summit on the Millennium Development Goals in New York concluded with the adoption of a global action plan to achieve the eight anti-poverty goals by their 2015 target date. The first meeting of a reformed Committee on World Food Securitywas held in Rome in October 2010. The 3rd European Forum on Rural Development met in early 2011 in Palencia. The 4th High-level Forum on Aid Effectiveness (HLF4), which was held in Busan, South Korea in October/ November 2011, looked at the achievements of the Paris Declaration and setting an agenda for aid and development effectiveness in the post-Paris Declaration context. In the course of this process, a series of priorities are being established internationally 2 : A higher level of attention is being paid to agricul- ture and food security, including consideration of an international governance framework for addressing global food security, but those interviewed believe there is still a long way to go. Among many issues raised, food, aid, for example is not yet being ade- quately addressed. Priorities are changing, however: there have been significant increases in investment in ARD in some organisations such as the World Bank; and more beneficiary countries are being en- couraged to ask for assistance specifically for ARD. What has happened is a real shift in understanding that more solutions are needed beyond increasing agricultural productivity. Related issues on land and water management need to be better understood. The Platform is viewed as having a critical role to play in looking at the broader picture of rural devel- opment and its relationship to agriculture and food security and other sectors that contribute to the eradication of rural poverty. The comparative advan- tage of the Platform is to bring together multilateral and bilateral donor organisations on a regular and long-term basis (assembly, board meeting) that allows fostering mutual trust and synergies between the members and the partners. The attainment of the MDGs: with the deadline of 2015 looming, greater attention from the develop- ment assistance community is turning towards what interventions might be possible or necessary to move closer to achieving the targets; within the ARD sec- tor, goals one and seven (eradicating extreme poverty and hunger; and ensuring environmental sustainabil- ity), are top of mind. On food security in particular: There is a need to ad- vocate for policy options to respond to the volatility of food prices; and there is a need to find new and bet- ter ways to invest in food production and distribution; in particular, how to fully engage the private sector in the ARD agenda. How to strengthen resilience in communities and households in rural areas could be part of the food security priority. On agriculture and climate change: Agricultures role in addressing climate change is coming onto the agenda slowly; there are a number of difficult coun- try positions that will take time and effort to resolve. Nevertheless, agriculture and climate change is an- other rapidly growing field; and there is again a need to bring diverse organisations together around a common agenda. More work is needed to inform de- veloping countries of the linkages between climate change with agriculture, on both the mitigation side (emissions and carbon sinks) and the adaptation side (water management, crop diversification and so forth). It is viewed that there is an important inter- section of climate change, agriculture, food security, energy, and the environment, but this complex nexus needs to be approached in a coherent, coordinated manner. The impact of the global financial crisis: Although in- vestments in ARD are increasing in some organisa- tions, priorities are being affected in other organi- sations by the financial crisis and deficit reduction pro- cesses. One impact of the financial crisis is that donors are being forced to concentrate on more results based evidence of results/impacts for their investments. Newapproaches for rural development: Work on eco- nomic valuation of ecological goods and services, and its role in new economic development approaches for rural areas, is slowly moving out of the academic com- munity into the policy making community; with the United Nations Environment Programme (UNEP) and others initiating research and training for bureaucrats in Sudan, Laos, and other countries. In the Strategic Plan 20122015 set out below, the main thread focuses on how to enhance its services to its members, partners and clients in the developing world and how it can respond flexibly to the changing global context. The Plan presents clearly-defined and mea- surable outputs upon which it will focus over the period 2012-15, and for which it will be accountable. 06 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development 2 Drawn from interviews, Mid Term Review, p. 10 strategie:Layout 1 09.07.2014 10:40 Uhr Seite 8 2. Vision and overall results The Platform endorses and works towards the com- mon objectives of its member institutions to support the reduction of poverty in developing countries and enhance sustainable economic growth in rural areas. Its vision is to be a collective, recognised and influential voice, adding value to and reinforcing the goals of aid effectiveness in the agricultural and rural development strategies and actions of member organisations in sup- port of partner countries. More effective aid for agriculture and rural development The successful outcome of the Platforms efforts should be more effective aid in support of agriculture and rural development, including both Official Develop- ment Assistance (ODA) provided by Platform members going to ARD, as well as aid flows from foundations and non-traditional donors mobilized through Platform efforts. Greater coherence in donor assistance as members agree to work more closely together and ra- tionalise their support for ARD is additional evidence of more effective aid. This so-called division of labour as well as more widespread alignment with national strategies and country systems for programme imple- mentation, and greater participation in sector-wide (SWAps) and programme-based (PBAs) approaches in the sector are also ways to demonstrate more effective aid. Other approaches e.g through public private part- nerships and new funding mechanisms (e.g. Africa En- terprise Challenge Fund and Global Agriculture and Food Security Program private sector window to lever- age private sector investment) should be considered to be an integral part of improving aid effectiveness. Recognising that sustainable and long-lasting develop- ment is achieved through interdisciplinary approaches, specific attention will also be given to environmental sustainability in agriculture MDG7 and natural re- source management in particular. Although agriculture as a productive sector is central to the Platforms vi- sion, the social dimensions of rural development, food security, gender equity and nutrition, are explicit priori- ties of some of its members. The Platform will continue to be a convenor of global partnerships and contribute to targets in MDG8. The Platform in 2015 a recognised influence in international agriculture and rural development By 2015, the end year of the present strategic plan, the Platform aims to have further enhanced its role as a trusted and influential player in the world of agricul- ture and rural development, contributing to the goal of increased and more effective aid in support of ARD. It will seek to achieve this aim by knowledge exchange and management, articulated by effective networking and targeted advocacy. In its operations it will be guided by specific underlying approaches: Higher incomes and improved food security at the household level by both rural women and men Strengthened and inclusive in-country capacities for agricultural and rural development Increasing responsible private sector investment in agriculture and rural development Efficient and sustainable management of natural resources (land, water and biodiversity), and Endorsement of the partnership commitments of the Paris Declaration and the tenets of country owner- ship, mutual accountability and results as conveyed in the Accra Agenda for Action. In order to achieve this outcome, the Platform will streamline its processes, enhancing ownership on the part of its members through providing high quality and useful products, broadening membership and energis- ing its Focal Points. It will define specific time bound measurable outputs that will be achievable through a coherent and carefully formulated work plan and bud- get. By establishing a results based monitoring system, it will be able to report back each year on its results and performance at the end of the plan period. 07 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Part A: Vision and overall results strategie:Layout 1 09.07.2014 10:40 Uhr Seite 9 3. Role of the Platform The Platform operates through its individual member organisations to advance the two stated objectives of coordinating knowledge sharing and providing coherent evidence-based advocacy in favour of more effective aid to ARD. The Platform aims to mobilise members ef- forts and facilitate networking and collaboration among members to fulfil its principal roles: As observer, reporting back to its members on issues, decisions and their implications As advocate, preparing well-informed, tailor-made briefings for members who attend HLFs, identifying particular champions for different issues As facilitator of donors dialogue on policies, ap- proaches and instruments used to improve efficiency in aid delivery for ARD and increased finance for pro- grammatic approaches The global level is the Platforms main arena, operating through its members The most important arena for the Platformas a whole is at global level and in high level fora (HLF) at which issues relating to agriculture, food security, rural development and poverty reduction are discussed. Prior to any HLF, briefing materials would be, as appropriate and needed, prepared by members or by the Platformitself, and meet- ings would be convened to discuss key issues. Sometimes this will lead to a collective agreement on positions by the key players. However, achieving consensus by all mem- bers should not be the primary objective of the Platform. Regional initiatives offer unique opportunities for knowl- edge sharing and advocacy. Members support the role that the Platformhas played in support of the NEPAD Comprehensive Africa Agriculture Development Pro- gramme (CAADP). Its role at this regional level has been mainly the sharing of information, an activity managed by a CAADP-dedicated member of the Secretariat. The Plat- formwill continue to advance the CAADP agenda through providing an opportunity for members to collaborate, dis- cussing obstacles to implementation, and facilitate en- gagement of Platformmembers in the informal CAADP development partners task team(DP TT) and other fora. Where opportunities arise, the Platform will expand its regional role through partnerships in Asia and Latin America. In this way, the opportunity for sharing expe- riences and learning between regions can be en- hanced, and south-south exchange can be facilitated. An advantage of the Platform is to facilitate link- ages between global and regional initiatives with country level coordination The real results in ARD are at country level this is where achievements in meeting MDG1 will be as- sessed. It is therefore vital for the Platform to demon- strate how it delivers results to beneficiaries at country-level. Country-level coordination remains the domain and role of in-country representatives of donor member organisations, and not a priority activity of the Platform. However, the Platform should play on its strengths and expand its role in bridging or connecting global and regional processes with country-level pro- cesses. This will go a long way in helping the Platform demonstrate its value to helping the rural poor at country-level. Advocacy and knowledge sharing are inextricably linked and must be strengthened if the Platform is to achieve its objectives. Effective knowledge sharing strengthens advocacy and efficient networking drives both processes. The comparative advantages of the Platform need to be strengthened by further exchanging information about the policies, approaches and instruments used by the individual donor organisations in achieving the vision and objectives of increased aid effectiveness for ARD, consistent with the Paris Declaration. The linkages be- tween direct budget support, sector-wide approaches and other programmatic tools of national governments and ODA and international finance, for example for cli- mate change, are critical. It is crucial for the donor community to increase the information and mutual un- derstanding amongst the community on the way for- ward in meeting the objectives of food security. The Platform should play an active role in making knowl- edge available within its members organisations to in- duce change at country level. In addition, the Platform will act as a convenor on ARD issues. In this role, it will provide a neutral forum in which its members can freely discuss provocative or controversial issues. It would also take on the task of monitoring the implementation of the Paris Declaration on aid effctiveness and the Accra Agenda for Action in ARD. 08 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Part B: Roles and functions of the Platform strategie:Layout 1 09.07.2014 10:40 Uhr Seite 10 Different roles for different members The Platform will become more flexible and responsive to the different needs of its members. The Platforms 34 current members are diverse in terms of size and function, unified by their interest in agriculture and rural development and in the belief that MDG1 cannot be achieved without successfully developing this sector. Although dominated by traditional bilateral donors, there are international financing institutions (IFIs) and UN agencies, as well as think-tanks among the associ- ate members. The diversity of membership means that, as pointed out by the evaluation, there are widely dif- ferent expectations about what the Platform can de- liver. As the Platform broadens its membership to include all donor organisations including foundations and emerging donors such as China, Brazil and India, the challenge of satisfying expectations grows. In order to avoid frustrating diverse expectations, the Platform will explicitly acknowledge this diversity and, as far as possible, target members with different and tailored products and communications. For example, smaller donors are more interested than larger donors in the Platforms work in preparing briefs on hot top- ics and other documents that provide insights into HLFs or regional initiatives (such as CAADP) in which they are not directly involved. Smaller donors also see the Platform providing an opportunity to table and leverage their own concerns and positions by having them disseminated through the member network and discussed. Larger donors welcome the opportunity af- forded by the Platform to network and discuss impor- tant issues and to set the agenda for HLFs collectively. Technical agencies and international financing institu- tions are important sources of information and knowl- edge, which could benefit the broader donor community. 4. Objectives Platform member organisations are committed to con- tributing to the achievement of the MDGs through sup- port for agriculture and rural development. They are united in the belief that agriculture and rural develop- ment are uniquely effective in reducing poverty and hunger (MDG 1), the achievement of which underpins all other MDGs. At the same time ARD contributes en- vironmental benefits of global importance (MDG 7) and enhanced partnerships (MDG 8). The food security crisis of 2008 facing over 850 million people has not abated. The crisis has highlighted the impact of decades of under-investment in agriculture and a general neglect of rural development on the part of most developing country governments and donors. The crisis has highlighted the impact of decades of un- dernvestment in agriculture and a general neglect of rural development on the part of most developing country governments and donors. Although both food and energy prices have recently declined, the persis- tence of hunger and undernutrition continues to be a global challenge. The Global Partnership for Agricul- ture and Food Security (GPAFS) has been formed and the LAquila Food Security Initiative (AFSI) is in place to track the needed investment commitments. The need to substantially increase ODA and to meet ex- isting development financing commitments is likely to be even more difficult as the impact of the financial cri- sis and world-wide recession begin to be felt. Working more effectively together as donors and genuinely sup- porting national development strategies and using na- tional systems, are especially difficult challenges in ARD. The High Level Forum in Accra was able to point to some progress on aid effectiveness following the Paris Declaration, but also showed that there was still much work to be done. The December 2011 HLF Busan Out- come document has established the Global Partnership for Development and, in this regard, there is much the agricultural and rural development sector can offer as lessons and on-going partnerships with a series of stakeholders. This places the sector and Platform members in an advantageous position to move forward on both the results agenda and the need to establish accountability mechanisms between those actors. During the implementation phase of the Strategic Plan 2012-2015 the Platform will work towards the following two objectives: Objective 1: Coordinate knowledge sharing to enhance capacity of member organisations to deliver more effective support for agriculture and rural development The Platform will aim to provide a space for discussion and debate on controversial and topical issues, and to foster research into best solutions for confronting key challenges in ARD. It will also assist agriculture and development practitioners to enhance and extend ex- pertise and capacity through knowledge sharing initia- tives focused on both external environmental challenges and the implementation of aid effectiveness measures. The Platform adds value to the efforts of its individual members by facilitating exchange of knowledge and ev- idence-based good practices. The overall aim will be to enhance the capacity of member organisations to de- liver more effective support to ARD. To this end, knowl- edge sharing and communications strategies will 09 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development strategie:Layout 1 09.07.2014 10:40 Uhr Seite 11 include forging links with other networks in ARD, at least three newsletters per year, and a means of facili- tating informal exchange between FPs. In addition to its regular schedule of meetings, the Platform will offer a neutral forum for the debate of at least one controver- sial issue each year, in each case identifying a cham- pion to lead the discussion. Enhancing the capacity of donor field level staff in implementing AE measures through training and e-learning events will be a priority and will be developed on request from and in collabo- ration with country-level donor working groups. The Platform will also contribute to knowledge sharing and management by supporting the preparation of evi- dence-based pieces that synthesise important topics in ARD, and by reviewing seminal publications for the benefit of its members. The preparation of policy briefs will continue to provide concise tangible recommenda- tions and options for members on specific topics in ARD. As part of enhanced Knowledge management, the Platform will strengthen its support to link global, re- gional and country-level initiatives, and ensure that in- formation flows effectively across these different levels. Objective 2: Coherent and evidence based advocacy in support of increased and more effective agriculture and rural development in developing countries. Members have a clear vision of the Platform as a net- work that advocates to development partners for ARD and aid effectiveness in the global fight against hunger and poverty. It remains a priority for the Platform to ensure that ARD remains high on the development agenda, in particular as the next few years are pre- dicted to be lean years for development assistance. The articulation of coherent and evidence-based advocacy in support of increased and more effective aid in ARD will be a secondary priority for the plan period. Advocacy will be enhanced through making agree- ments with other stakeholders and networks related to ARD, increasing outreach to CSOs and the private sec- tor, and seeking to expand membership to foundations and non-traditional donors. Advocacy in support of aid effectiveness in ARD will be targeted at developing country partners to increase their share of national budgets allocated to ARD. The Platform will respond to the outcomes of the 4th High Level Forum on Aid Effec- tiveness. In addition to aid effectiveness, the Platform will continue to target topical issues such as food secu- rity or f climate change, and help in the preparatory process for members attending HLFs or other major events. Platform representatives will also attend inter- national meetings and report back to all members on outcomes, and support will be provided to a number of major events. For the most part, the Platform achieves its objectives through the activities of its individual member organi- sations. Where there are gaps in advocacy or knowl- edge, the Platform will act as a catalyst, using its convening powers to bring critical issues to the atten- tion of the development community, applying the prin- ciple of subsidiarity, and always in collaboration with one or more members. However, the Platform itself will be held accountable for the implementation of the activities that constitute the programme of work each year in support of its members. To facilitate these core activities the Platform will act as a service provider to assist members in networking and internal information sharing. Over the three year period of this strategy, the Platform wants to achieve: An increase in linkages between ARD and other de- velopment processes such as climate change, health, education, etc. Tangible progress in the implementation of the Paris Declaration Paris Declaration on aid effctiveness and Accra Agenda for Action (AAA) commitments at country level Increase of policies that pay attention to the impor- tance of aid effectiveness for ARD as well as the op- portunities ARD offers in achieving AE 5. Criteria for prioritising activities The overriding criterion for prioritising activities to be conducted by the Platform is to test whether or not each activity directly contributes to the achievement of a specific output in the Platform log frame. Although this is tautological, it is a useful test that should be ap- plied at all stages of work plan preparation. The criteria for the selection of activities outlined in the Platform Charter include both positive and negative factors. In addition to being consistent with the Plat- form's output, each activity should: Have the potential to result in a global public good Make a contribution to the rural development debate and support the comprehensive approach to rural development Be expected to have an impact on aid effectiveness Have operational value, easy replicability and mea- surability Complement operational work conducted by any member organisation 10 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development strategie:Layout 1 09.07.2014 10:40 Uhr Seite 12 Provide benefits to the majority of Platform members Demonstrate value and benefit to Platform member beneficiaries partner organisations and rural poor Be demand-driven (by government or field staff of Platform member-organisations) and/or need-driven (by Platform FPs or headquarters of Platform mem- ber organisations) Be approved by a majority of Platform members Be compatible with a majority of members priorities and avoid doing what individual members are already doing Link country level learning experiences to high level political fora Support enhanced high level coordination, and Contribute to capacity development 6. Ownership is a reflection of quality and usefulness Ownership on the part of FPs is determined by the quality and usefulness of the outputs provided by mem- bers themselves beyond the formal membership through financial contributions. Reports, briefs, notes, and information documents of high quality strengthen the feeling of ownership at a personal level, and those that add knowledge that could be useful to the FPs or- ganisation earn institutional ownership. On the basis of this feedback and in order to strengthen FP and institutional ownership, the Platform will take steps to enhance quality and relevance of its outputs. This will include: More active monitoring of the entire activity cycle in- cluding the formulation of clear terms of reference and instituting a formal review mechanism for all documents before they are disseminated this would not necessarily involve peer review by FPs as in the past, but would rather seek the views, on a regular basis, of respected individuals and organisations in relevant fields, and applying rigorously remedies for outputs that receive negative review or peer review Carefully structuring information flows by refining e- mail information and targeting them more precisely at the most relevant users Maintaining and updating the website frequently Focal Points will become more engaged At present, individual organisations constitute the membership of the Platform but each organisation for- mally appoints a Focal Point (FP) to fulfil its responsi- bilities. The primary function of a FP is to ensure that the headquarters and field staff in their respective or- ganisations are well-informed about Platform activities and to exchange data and information with the Plat- form and other member organisations. All FPs operate on a voluntary basis without specific time set aside in their work for Platform activities. The individuals con- cerned are invariably heavily overloaded with regular work responsibilities. Coming from widely varying pro- fessional backgrounds, focal points are mutually sup- portive working jointly on outputs and achieving jointly the objectives of the Platform. The Platform seeks to enhance the engagement of FPs in three ways: (a) by delivering tailored, demand-driven support to the individual FPs through responding to requests for information, providing advocacy material etc. so as to strengthen their position within their own organisations; (b) by inviting all organisations to appoint two FPs with complementary profiles for ex- ample one with a technical background and one with a political/institutional background as representative and alternate; and (c) by encouraging member organi- sations to make Platform FP responsibilities an explic- itly recognised output, with time allocated for which the individual is accountable. 11 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Part C: Implementation arrangements and resources strategie:Layout 1 09.07.2014 10:40 Uhr Seite 13 A donor platform should include all donors With the emergence of major new donors with an inter- est in ARD, it is important for the Platform to take im- mediate steps to broaden its membership to include all donor organisations. Foundations which contribute substantial resources to programmes in ARD, and emerging economy donors, will be encouraged to join the Platform. This will provide a forum for bringing new donors actively into the harmonization and aid effec- tiveness debate, honouring the Busan Partnership for Effective Development Cooperation, and will also bring into the network partner bilateral donor countries that have an immediate interest in ARD themselves and have important experiences to share. Partners are vital for outreach The Platforms partners are interested parties such as think-tanks, development research and policy institu- tions working in ARD, or regional and inter-govern- mental organisations (such as NEPAD-CAADP) who all share a common interest in achieving the Platforms goals. All partners will be invited to the annual General Assembly and will be able to access Platform knowl- edge resources, engage in discussions at the General Assembly and will be encouraged to channel their own knowledge contributions through the Platform, includ- ing the website. The Platform will strengthen its partnerships with CSOs and the private sector building upon its positive links with CSOs that were evident from the Busan Aid Effectiveness consultations. It will actively forge strate- gic relationships with CSOs or private sector entities to leverage their experience and knowledge in order to advance certain topical issues. In each year the Plat- form could identify key organisations with which to de- velop stronger relationships regarding priority themes in that year. Similarly, stronger links will be forged with policy and technical networks in order to align agendas and agree on common objectives. These efforts will help the Platform demonstrate how its work reaches and has impact on the lives of the rural poor. 7. Human and financial resources As a network, the success of the Platform depends upon the extent to which it is able to mobilise the pool of talented and committed professionals that constitute the network and the light hand of administration that facilitates network operations. The Platform Secre- tariat is hosted by BMZ with GIZ contracted to manage the Platform [multi-donor] trust fund and the Platform Secretariat, applying standard GIZ financial and admin- istrative rules. Financial resources will be allocated fol- lowing the priorities that have been chosen by members, with consideration of the overall manage- ment and support costs: * The indirect support costs of managing the funds charged by GIZ are not included In order to allocate resources outside the percentage bounds set, the approval of the Board would be re- quired. The time and imputed cost of all staff resources including the Secretariat will be set against the specifi- cally defined outputs, a system that will be facilitated by time-recording by staff and consultants. The annual budget report will be presented against the main out- put categories above, and will include reporting on ex- trabudgetary resources that have been earmarked for specific activities. All non-core programme activities that are funded from extra-budgetary resources must be clearly attributable to an agreed output and be linked to the log frame. 12 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Role Knowledge management Advocacy Governance, secretariat management, administration Percentage of available budget* 50% 30% 20% strategie:Layout 1 09.07.2014 10:40 Uhr Seite 14 8. Performance management and monitoring In order to facilitate the assessment of performance, a system for monitoring and reporting on both inputs and outputs is needed and results-based management (RBM) will need to be developed during the implemen- tation of this strategic plan. RBM is built upon clear definition of outputs, careful monitoring of perfor- mance, the achievement of outputs, and clear lines of accountability for delivering the outputs. As a network, the Platform will pursue its defined outputs primarily through activities implemented by its members and/or the Platform Secretariat. The principle of subsidiarity will be applied, meaning that all substantial activities in the programme of work (such as studies and major meetings) shall, by de- fault, be carried out by members organisations. The co-Chairs with inputs from Board members will assist the Secretariat in preparing the Platforms an- nual work programme, within the three-year strate- gic plan. The annual work programme and budget will be discussed and approved by the Board. The an- nual work programme will be implemented on the basis of results-based management principles. The annual work plan will comprise a priority core work programme, based on known and reliable fi- nancial resources, and a non-core programme the implementation of which will depend upon the avail- ability of resources. Activities will be coordinated and supported by the Platform Secretariat. The Annual General Assembly is the flagship event of the Platform and as such will provide an opportu- nity for all stakeholders in ARD to network in the community of professionals in the field, comment upon the Platforms performance and to provide in- puts to guide its medium term plan and annual pro- gramme of work. The Secretariat will report to the steering committee. Results-based management is based on the log frame The management of the Platforms performance will be facilitated by its work plan. The annual work plan be- comes an annual budget with allocations to specific outputs. This will be an important document of the Platform, guiding the Secretariat in its day-to-day im- plementation and support activities. The output-budget relationship will be monitored on a quarterly basis and an analysis presented to the co-Chairs. The co-Chairs, with inputs from Board members as appropriate will then adjust human and financial resources during the course of the year to ensure that the agreed annual outputs are achieved. Management performance at all levels will be regularly reviewed The performance of the Secretariat staff will be man- aged through the GIZ contracts under which the Secre- tariat are recruited and supported. The GIZ annual performance reviews will include inputs and assess- ments by the Chair and Vice-Chair of the Platform. Given the dependence of the Platform on its members themselves for leading, conducting and participating in Platform activities, the Platform will also undertake a short annual review of the input by Platform members in activities as part of an overall annual evaluation of the Platforms activities which would form the basis for the inputs into the annual report. 13 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development strategie:Layout 1 09.07.2014 10:40 Uhr Seite 15 Description Contribute to reduced poverty in rural areas of developing countries More effective assistance for ARD by Platform members 1: Coordinate knowledge sharing 2: Coherent and evidence based advocacy Indicator[and target] Enhanced, equitable and socially and environmentally sustainable economic growth in rural areas MDG 1, 7 & 8 Tangible progress in Paris Declaration and AAA commitment implementation by members in agriculture including at country level Share of PBAs/SWAps in ARD and development of new approaches to fund ARD and leverage private sector funding [increase from 2011 baseline] Volume of information flow between Platform members [knowledge exchange in- creased, and learning events conducted]Number of knowledge products pro- duced by Platform (policy briefs, research papers, etc) [at least 1 per year] Contribution of members to knowledge sharing, knowledge products or tools [at least 50% of members contribute to products by 2015, and contributions in- crease by 50% by 2015 from 2011 baseline] Number of knowledge products accessed by member focal points [FPs access at least 2 Platform knowledge products or information on improved AE measures per year] Number of contributions made to harmonised donor positions at HL events [At least 1 contribution from the Platform is made at major HL events] Targeted group-specific messages or meetings [At least 1 per year] Number of presentations given and meetings/conferences attended by members advocating Platform messages [An increase in presentations and participations in each year] Platform advocacy reflected in major ARD events [Demonstrate at least 1 policy linkage between Platform advocacy and event outcome] Volume of information flow between Platform task teams and global or regional ini- tiatives or development partner [corresponence and communication increased] Reference to Platform in member publications [More than 50% of members refer to Platform membership in publications] 14 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development Annex: Strategic Plan Log Frame Impact Outcome [Expected benefits at the end of the defined period (2012-15)] Activities [Tangible goods and services that are delivered under Platform (members) control] Activities for this logframe will be approved by the Board on a yearly basis. The discussion and decision of the annual strategie:Layout 1 09.07.2014 10:40 Uhr Seite 16 Source of Verification SOFA (FAO) SOFI (FAO, IFAD, WFP) WB reports OECD reports High level meeting reports IFI reports Implementa- tion completion reports Public expenditure reviews Donor reports AE assessment Platform publications and web presence (web- stats/Google analytics) Secretariat records Partner reports Platform publications and web presence (web- stats/Google analytics) Secretariat records Partner reports Assessments Risks/Assumptions More and better investment from other stakeholders in ARD is forthcoming Other stakeholders implement coherent policy and institutional reforms Members utilise Knowledge Sharing system output Members learn from and adapt policies in response to advocacy and enhanced knowledge Lead donors in Donor working group at country level see the benefit of accessing Platform material and feeding back information CAADP remains Africas agriculture continental Framework Focal Points who are well networked into their own organisations are selected Focal Points network inside their organisations with messages derived from the Platform (including to decision makers) Platform outputs exert influence on decision-makers ARD has an accepted place in donors political economy Platform remains the leading donor network in ARD CAADP remains Africas agriculture continental framework 15 Strategic Plan 2012-15 Achieving increased and more effective aid for agriculture and rural development workplan takes place in and following the Board meeting closest to the end/beginning of the calendar year strategie:Layout 1 09.07.2014 10:40 Uhr Seite 17 Prepared by: Platform Secretariat Published by: Global Donor Platform for Rural Development Secretariat Godesberger Allee 119 53175 Bonn, Germany Original publication March 2012 Amended edition July 2014 strategie:Layout 1 09.07.2014 10:40 Uhr Seite 18 strategie:Layout 1 09.07.2014 10:40 Uhr Seite 19 Contact: Secretariat of the Global Donor Platform for Rural Development, c/o Federal Ministry for Economic Cooperation and Development (BMZ) Dahlmannstrae 4, 53113 Bonn, Germany Phone: +49 228 24934 165 Fax: +49 228 24934 215 Email: secretariat@donorplatform.org Website: www.donorplatform.org Original Publication: March 2012 Amended edition: July 2014 donorplatform.org cover-strtegie2:Layout 1 09.07.2014 11:54 Uhr Seite 2