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3.4  Expected results and outputs

Expected direct outputs from the project include:

1. Improved co-ordination within MARD regarding planning and implementation of foreign-funded projects/programmes. The evaluation of the ISG-process shows that co-ordination between the departments of MARD and MARD-ICD is insufficient. Improved co-ordination is a prerequisite for more efficient use of external funds. A clear co-ordination role of ICD would minimise competition between the various departments and agencies within MARD, and  would also facilitate a broader programme approach.

2. Improved co-ordination between MARD and other national stakeholders. There are a large number of national agencies and research institutions connected to MARD. Improved co-ordination between these as well as other national stakeholders (including NGOs) involved in areas under MARD responsibilities will contribute to greater efficiency.

3. Improved donor co-ordination.  The evaluation of the ISG noted that there were insufficient co-operation between donor agencies, and even some competition between the agencies. This observation was further confirmed during the workshop in  September 13, 1999. Consequently, to achieve the project purpose further improvements in donor co-ordination is necessary.

4. Improved co-ordination between MARD and donors. A regular dialogue will contribute to improved co-ordination between MARD and donors. The improved co-ordination within MARD, and between donors will also lay the groundwork for a more consultative dialogue in, for exemple, formulation of development project/programmes.

5. Functioning information system. Currently, there is insufficient information concerning ongoing, planned and pipeline projects/programme under the responsibility of MARD and those related to natural resources management and rural in general. A similar situation also exists regarding information on policies, strategies and priorities of MARD and the donor. A database where the government and donor institutions can get necessary information for planning and programming of their respective development programmes, will improve the situation.

6. More systematic learning and documentation of experiences. While almost projects/programmes have their individual monitoring and evaluation reporting, a periodic overall analysis of   implementation performance of projects/programmes would give both governmental agencies  and donors an overview of the utilisation of external support, and provide them with useful experiences and lessons for possible application to future project/programmes.

7.  Contribution to policy and strategy development.  The dialogue, improved co-ordination and systematic learning will contribute to further development of policies and strategies regarding natural resources management and rural development.

3.5     Activities

To produce the results or outputs as defined above, a few key activities have been identified which are outlined below. A detailed plan of activities will be worked out during the final project preparation. Activities identified so far to be undertaken include:

1.  Exchange  experiences  and policy dialogue:

a)  Initiate regular meetings with the departments and agencies within MARD.

b)  Arrange meetings with other ministries and organisations (including NGOs), and keep planning departments in other ministries informed about ongoing activities and planned projects/programmes.

c)  Initiate learning and policy development through:

·  Identification of  a number of priority issues for policy development of special interest for MARD and donors during a regular plenary meeting.

·  Inventory of existing policies should be carried out in relation to the identified issues.

·  Establishing thematic ad-hoc working groups (TAG) for informal exchange between MARD and donor organisations.

·  Presenting findings from the TAG in reports and workshops

·  Compiling and disseminating information concerning experience, results and performance evaluations of donor funded projects.

2. Pro-active role of MARD in project/programme formulation:

a)  Liase with donors and technical departments within MARD, and provide input in early project design - in order to ensure co-ordination and that project contents are in line with government policies.

b)  Keep a list of staff available from the different department that could participate in planning teams and missions for donor funded projects.

3.  Information on on-going and pipe-line projects/programmes:

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