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PWB CHAPTER 5: SUPPORT SERVICES

Major Programme 5.1: Information and Publications Support

Regular Programme

 

US$000

 

Programme of Work

14,073

 

Budgetary Transfers

1,650

 

Final Programme of Work

15,723

 

Expenditure

15,732

 

(Over)/Under Spending, US$ '000

(9)

 

(Over)/Under Spending, %

0%

Field Programme

 

US$000

 

Extra-Budgetary TF and UNDP Delivery

553

 

Extra-Budgetary Emergency Project Delivery

0

 

TCP Delivery

0

 

Total Field Programme Delivery

553

 

Ratio of Field to Regular Programme

0.0

 

Technical Support Services, Prof. Staff Cost

6

 

Technical Support Services, % of delivery

1%


Achievements

Programme 5.1.1: Public Information and Publications Support

442. The programme, implemented by the Information Division (GII), assists in communicating to member governments, development partners and the general public information about the work of the Organization, including messages about FAO's mandate, priorities and technical programmes. Activities include:

The programme also absorbed the shortfall on the Information Products Revolving Fund (IPRF). The proceeds of sales of information products and related advertising revenue is credited to the IPRF, but the costs of sales exceeded revenue by US$ 0.4 million.

443. The Corporate Communication Policy and Strategy was developed in 1998 and published in 1999 to provide guidance to staff, including those in the technical departments, on aspects of their work relating to public information. Special attention was given to review and monitoring of departmental and regional communication and publishing plans in order to ensure that information products were of the highest quality and projected a consistent and appropriate corporate image of the Organization.

444. Media Relations. Efforts to reach out to print media, radio, television and Internet audiences were integrated to ensure coordination and clarity of FAO messages. In cooperation with technical staff, an effort was made to identify and highlight key normative work related to current topics of global concern. As indicated in Table 5.1-1, the number of news releases and radio reports and programmes increased, while more costly activities such as press conferences, seminars and reportage missions were reduced. Fewer feature articles reflect the preference on the part of news outlets to prepare their own stories, with assistance from FAO staff and data. In addition to focusing on low-cost media outreach activities, the division sought wherever possible to work in partnership with technical departments. The resulting cost-sharing arrangements permitted an increase in the number of video productions, which in turn permitted the division to offer video footage to television outlets wishing to develop reports based on the Organization's news releases.

Table 5.1-1: Public Information Activities (selected indicators)

Description

1996-97

1998-99

Press releases

135

151

Feature articles

36

17

Press conferences, seminars, reportage missions

   

– Headquarters

41

15

– Elsewhere

20

3

Briefings for journalists

3 800

2 000

Radio reports, interviews, programmes

450

550

Video productions (including co-productions)

50

73

445. Information Materials Production. Efforts to build public awareness were launched as part of the World Food Day/TeleFood campaign, including production of brochures, booklets, interactive multimedia CD-ROMs and an Internet site, as indicated in Table 5.1-2. The public information component of the Internet site became an important tool for reaching target audiences and adding a new dimension to multimedia information campaigns. New digital technology and production techniques increased the quantity and improved the quality of FAO multimedia exhibits and presentations, such as those for the High-level Consultation on Rural Women and Information. The digital photograph archive, accessible over the Internet, significantly increased use, sales and awareness of FAO photographs.

Table 5.1-2: INFORMATION MATERIALS (selected indicators)

Description

1996-97

1998-99

Exhibits and displays

20

30

Public information materials, including CD-ROMs (all languages)

50

60

Internet pages generated (all languages)

3 666

4 000

446. Publishing Policy and Support. The changes following the review of FAO's publishing structure in 1996-97 were supplemented in 1999 with the establishment of the Corporate Communication Committee (CCC), replacing the former Publications Committee. The CCC oversees implementation of the FAO Corporate Communication Policy and Strategy. Departmental and Regional Communication and Publishing Committees (D/RCPCs) were set up to develop plans as part of the Programme of Work and Budget preparation process. Representatives from GII are members of the D/RCPCs and work with technical departments in formulating and developing communication and publishing plans.

447. With the establishment of the CCC, existing categories of information products were revised to present a more focused approach to identifying the purpose and target audience for FAO publication titles. The new categories are:

448. The Organization's publication programme indicators are given in Table 5.1-3. FAO's first major advocacy publication under the new system of categorization, The state of food insecurity in the world (SOFI) was published in 1999 in English, French, Spanish and Arabic. Written in a reader-friendly and communicative style, the publication made use of graphics and design techniques to present statistical information in a visually attractive way, drawing considerable media interest. Produced by the Economic and Social Department (ES) and GII, SOFI provided the latest estimates of the number of chronically hungry people in the developing world and introduced the first comparable estimates ever made of the number of people who go hungry in industrialized countries and countries in transition. Subsequent editions of SOFI will serve as regular progress reports on global and national efforts to reach the World Food Summit goal of reducing by half the number of undernourished people in the world by 2015.

Table 5.1-3: Publications (selected indicators)

Description

1996-97

1998-99

Major publications:

   

– Books, monographs (all languages)

347

384

– Booklets, brochures and leaflets (all languages)

245

342

– Electronic products (all languages)

8

20

– Periodicals (individual titles)

6

6

– Yearbooks (trilingual)

8

8

Publications in non-FAO languages

46

65

Co-publications with commercial publishers

0

10

449. FAO policy documents published in the biennium include FAO's normative role, the Strategic Framework for FAO 2000-2015 and FAO Policy and Strategy for Cooperation with Non-governmental and Civil Society Organizations.

450. The Chinese publishing programme, in conjunction with the Chinese Academy of Agricultural Sciences, continued throughout the biennium with an increasing number of titles proposed for publication in Chinese by technical departments. FAO's publishing programme in non-official languages was much sought after, with 65 titles published in 26 languages.

451. During the biennium, GII negotiated co-publishing agreements with commercial publishers, resulting in publication of ten titles during 1999. This initiative was undertaken in an effort to increase visibility and reach of FAO titles and to achieve cost savings.

Major Programme 5.2: Administration

Regular Programme

 

US$000

 

Programme of Work

52,055

 

Budgetary Transfers

(1,650)

 

Final Programme of Work

50,405

 

Expenditure

50,374

 

(Over)/Under Spending, US$ '000

31

 

(Over)/Under Spending, %

0%

Field Programme

 

US$000

 

Extra-Budgetary TF and UNDP Delivery

2

 

Extra-Budgetary Emergency Project Delivery

0

 

TCP Delivery

0

 

Total Field Programme Delivery

2

 

Ratio of Field to Regular Programme

0.0

 

Technical Support Services, Prof. Staff Cost

18

 

Technical Support Services, % of delivery

900%


Achievements

452. The Major Programme covers the Organization's accounts, financial control and reporting systems; assists programme managers and technical staff in the use of modern information technology; and develops and administers personnel policies, ensuring that FAO is served by competent and motivated staff.

453. The major achievement, with contributions from all programmes, was the implementation of Oracle Financials and Atlas Travel systems, replacing FINSYS as the Organization's main financial system. Roll-out of these systems to departments commenced. The participation in each of the programmes is described below.

Programme 5.2.1: Financial Services

454. This programme covers financial administration provided by the Finance Division (AFF) and related financial services within the Regional Offices. Systems under development in the last biennium were implemented, comprising Oracle (general ledger, project accounting, accounts payable and receivable and procurement) and a new travel system, ATLAS. A Field Accounting System (FAS) was introduced for decentralized offices. A Budget Maintenance Module (BMM) and a data warehouse were made available for forecasting and reporting. Because of the complexity of the change, the Organization experienced implementation problems relating to software and procedures, which are being systematically addressed.

455. Implementation of the systems was supported by training at Headquarters and Regional Offices to ensure that all users were prepared for the changeover. Manuals were issued providing guidance on accounting for Regular Programme and project activities and Imprest account management in decentralized offices.

Programme 5.2.2: Computer Services

456. The biennium saw consolidation of the Information Systems and Technology Division (AFI) with the creation of the Corporate Services Branch. The transfer of responsibility for telecommunications from the Administrative Services Division (AFS) was planned to occur effective 1 January 1998 but actually took place in July 1999. Development work continued on corporate systems such as the World Agricultural Information Centre (WAICENT) and Oracle Applications (Table 5.2-2). Support was provided to the corporate decentralization policy by upgrading the Information Technology and Telecommunications (ITC) infrastructure of the previous biennium in Regional and Sub-regional Offices and FAO Representations. The division was responsible for the Year 2000 project, which ensured the transition into the new millennium of FAO systems and Information Technology (IT) infrastructure.

Table 5.2-2: Computer Services (selected indicators)

Description

1996-97

1998-99

Support of administrative applications

   

– FINSYS/PERSYS/payroll, change requests resolved

386

287

– Complementary applications

38

40

– Staff time for Oracle Financials (work months)

95

200

Support of technical applications

   

– FAOSTAT number of statistical data collections

24

38

– FAOSTAT data bank accesses (external Users)

725 186

2 335 890

– FAOSTAT records downloaded (external users)

100 962 601

303 543 963

– Internet, average number of hits (per month)

1 138 109

3 711 357

– Intranet, average number of hits (per month)

-

563 995

Use of HQ infrastructure, mainframe and network services

   

– E-mail accounts supported

3 050

3 030

– Help desk calls (average per month)

1 000

1 415

– Mainframe accounts supported, including Regional Offices

1 770

1 940

– Oracle Applications accounts supported, including Regional Offices

-

1 191

– Online transactions, including Regional Offices (per month)

1 570 000

1 278 000

Use of decentralized offices infrastructure

   

– Decentralized offices with e-mail connection

85

91

– Decentralized offices with local area networks

23

46

– Decentralized offices with Internet connections

65

70

– E-mail accounts in decentralized offices

750

982

457. Administrative and technical applications were supported. Oracle Financials and FAS became operational during 1999. Parts of the previous systems continued to operate while Oracle replacements were developed. Applications supporting technical information systems made extensive use of evolving Internet technologies. Enormous growth continued in access to the FAO Internet site, particularly the Corporate Database for Substantive Statistical Data (FAOSTAT).

458. Information Technology in decentralized offices was upgraded, particularly Regional and Sub-Regional Offices. Regional Offices were connected to Headquarters, allowing direct access to administrative systems. System and communication network performance problems were experienced by some of these offices, such as the Regional Offices for Africa (RAF) and for Latin America and the Caribbean (RLC), and are receiving attention. All actions were aimed at consolidation of the infrastructure deployed in 1996-97, introducing improved speed, reliability and accessibility. FAS was deployed to Sub-regional Offices/Liaison Offices and FAORs. A plan to address initial problems is being pursued. Technical support and coordination was provided to ensure Year 2000 compliance by all offices.

Programme 5.2.3: Personnel Services

459. The programme is carried out by the Personnel Division (AFP). The Human Resources Action Plan endorsed by senior management aims to move Personnel Division away from rule-based transaction processing into partnership with the general management of the Organization. Initiatives in performance management, succession planning and re-engineering of the division were given priority for future AFP work. Using total quality management techniques, work was initiated on streamlining establishments and recruitment. Problems were identified with the assistance of stakeholders; solutions and recommendations were proposed to senior management. Several areas, including recruitment and staff training, increased (Table 5.2-3).

Table 5.2-3: Personnel Services (selected indicators)

Description

1996-97

1998-99

Staff with fixed-term/continuing appointments (as at end of biennium)

   

– Headquarters

2 415

2 243

– Decentralized offices

2 016

1 882

Total

4 431

4 125

Recruitment and appointment of staff

763

882

Recruitment of consultants & special service agreement holders

3 646

2 8891

Staff training days (participants x duration)

   

– Project/programme design and management, average course duration 5 days

1 670

352

– Management, average course duration 2.6 days

79

134

– Strategic planning, average course duration 1.5 days

 

120

– Computer skills, average course duration 1 day

7 125

7 814

– Language, average course duration 11 days

12 152

13 062

Insurance and compensation claims

   

– Medical insurance claims handled

143 086

144 010

– Staff compensation claims handled

372

267


1 As at 31/5/99

460. The FAO Manual was converted into a format suitable for the FAO Intranet in English, French and Spanish. Staff Regulations were placed on the Intranet; updated manual sections will be added to reflect changes as they occur. The Corporate Roster was deployed to the Regional Offices and is functioning in the Regional Offices for Asia and the Pacific (RAP) and for the Near East (RNE). In RAF and RLC system configuration was initiated. A proposal for improving the system was prepared and agreement in principle obtained to proceed.

461. The division's efforts to provide timely staff relations advice to managers resulted in a reduction in administrative appeals. Policy and position papers were prepared for senior management on aspects of employment law. Coordination was provided for staff redeployment resulting from implementation of the zero nominal growth budget scenario, including separation of staff under agreed terms using the US$ 12 million authority approved by Conference.

462. AFP coordinated and monitored the 1999 professional staff gender targets exercise. At the end of 1999, FAO had achieved a gender balance of 23 percent (target 24 percent). The number of women professionals grew from 280 to 311 during 1999. AFP reviewed implementation of the Gender Mainstreaming Corporate Plan, contributing to the report presented to the Programme Committee, Council and Conference. This led to a Council resolution for implementation of an FAO gender balance programme.

463. AFP continued to assist decentralized personnel offices of the management support units on application of personnel rules. Personnel groups in RAF and RAP were reviewed to ensure adequate staffing. Guidelines and training on Servicing and Orientation on Personnel Issues for the Intranet was prepared and implemented. Improvements were made in human resources management information, particularly systems providing information to management, member countries, governing bodies and others.

464. In collaboration with regional staff, support was provided for decentralization, streamlining procedures and analysing staffing requirements. Decentralization of administration and operations to the Regional Office for Africa, establishing the management support unit and operations branch, was completed. This included establishment and recruitment of 55 posts and arranging staff transfers from the Field Operations Division (TCO) to RAF. Reviews were carried out of the 85 RAP general service posts and the staffing pattern of FAO Representations. Core post descriptions for the Forestry (FO) and the Fisheries (FI) Departments and decentralized offices were implemented.

465. In keeping with the Organization's 1997 training needs survey and addressing corporate strategies determined by the Strategic Framework, new staff development programmes were launched. A pilot programme of team-based training was conducted, in line with the Organization's shift to interdisciplinary operation and establishment of partnerships. Framework and planning workshops were provided to all divisions in support of the preparation of the 15-year Strategic Framework.

466. A new staff orientation programme was introduced, in Intranet format, on video and as a handbook for supervisors. A training programme supporting implementation of Oracle was launched, which will continue as a priority for 2000-01 to support roll-out to divisions. A language-training policy initiative was adopted to improve support for requirements in this area, in line with corporate communication goals.

467. The voluntary Group Life, Accident and Disability Insurance Plan (GLADI) was tendered for and subsequently implemented on 1 April 1998. A tender was issued to select a consulting actuary, who in April 1999 began a comprehensive review of the medical insurance scheme.

468. The Medical Service intensified work on its recently introduced prevention and health promotion activities and finalized planning and preliminary work for new services. Traditional functions required by the statutes of the Organization continued.

 

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