PART II: MEDIUM-TERM PROGRAMME OF WORK

193.      As mentioned in the Director-General's Introduction, this Part of the document now covers the entire PWB programme structure, whereas the equivalent Part of the previous two versions (MTPs 2002-07 and 2004-09) covered only the technical activities under PWB Chapter 2 and Major Programme 3.1.

194.      In the spirit of a “rolling plan”, detailed information regarding the rationale, objective(s), indicator(s) and major output(s) has been provided only for technical programme entities that are new or substantially reformulated since the MTP 2004-09. It may be noted that in several instances, changes to the programme structure have been introduced in response to recent evaluations or annual assessments. Conversely, for those entities which have remained basically unchanged, their codes and titles are listed in the recapitulative programme-level tables, together with indicative resource requirements and timeframes. It is recalled that full details for all entities can be obtained by consulting FAO’s Web-site at the address http:/www.fao.org/mtp.

195.      The non-technical and technical cooperation (NT/TC) areas (i.e. under the remainder of PWB Chapters and Major Programmes) are presented for the first time on the basis of results-based principles in this document. The corresponding entities are described in terms of their rationale, itself covering the “problem to be addressed” and the “expected benefits”, and the “major outputs” and attendant “indicators”. While the same expression has been used and the concept of an “output” as a product or a service remains valid, the tendency in the NT/TC context is for the emphasis to be on on-going services rather than on products which are often the form of output produced by technical programmes. The approach to the design of these entities is more fully explained in the front section entitled: “Enhanced MTP Process”.

196.      It is also noted that, although the vast majority of the NT/TC programmes have been reformulated according to results-based principals, in few exceptional cases (e.g. External Audit, Liaison Offices, etc), activities within these areas have not been converted to the new programme planning model. This was due to a number of factors including that the activities did not lend themselves to a meaningful application of this approach, or where development of a revised work-breakdown structure under RBB was dependent on the outcome of organizational reviews currently pending. These areas are nonetheless shown in the recapitulative tables for the sake of completeness.

197.      For ease of reference, the types of entities used for the NT/TC areas are: Continuing Services (CSs); Support services to Members and other partners (SPs); and Projects (PRs). Those used for technical work are: Technical Projects (TPs), Continuing Programme Activities (CPs) and Technical Services Agreements (TSs).

198.      Finally, to assist in understanding the six-year view of resources shown in the recapitulative tables, it is important to specify the meaning of resources shown in these tables under the headings of "Programme Reserve" and "Decentralized Resources".

199.      The "Programme Reserve", which pertains to the Organization's technical programmes only, refers to resource amounts to be allocated to future areas of work and arises from the fact that many TPs reach their planned end date during the period of the Plan. The procedures in place require that such projects be subject to auto-evaluation, the results of which would lead into the decision to extend the project into a new phase, perhaps modified to reflect the outcome of the evaluation, or to terminate the project. Programming these TPs at this stage (i.e. three to five years ahead of their end dates) is pre-judging both the performance of the entity, its evaluation and the eventual management decision. As previously noted in the section on "Enhanced MTP Process" technical departments were allowed, but not formally required, to identify new programme entities to institute in 2008 or later, but these are not presented in the document for the above reasons.

200.      The "Decentralized Resources" pertain exclusively to non-technical programmes, and refer to resources planned by decentralized offices against the pre-existing NT/TC sub-programmes in the PWB 2004-05, and which are to be apportioned or otherwise programmed across the newly formulated programme entities in the PWB 2006-07.

CHAPTER 1: GENERAL POLICY AND DIRECTION

MAJOR PROGRAMME 1.1: GOVERNING BODIES

201.      Major Programme 1.1 covers key activities related to Governing Bodies, ensuring that the governance process of the Organization is carried out according to established rules. It includes direct provisions for sessions of the Conference, Council and other Council Committees, as well as for liaison and protocol activities at headquarters. In addition, it manages language services (i.e. interpretation and translation) although the costs are charged to the users of such services. The application of the new programme model entailed a detailed analysis of the tasks undertaken under this Major Programme, leading to a new structure of programmes and corresponding shifts in resources between these programmes to determine constituent Programme Entities.

202.      The main shift of resources was due to the transfer of some of the activities of Support to Governing Bodies and Relations with Governments from Programme 1.1.2 to Programme 1.1.1, while maintaining the operational tasks in Programme 1.1.2. Additionally, the activities related to Meetings of Permanent Representatives, previously included under Programme 1.1.1, have been transferred to Programme 1.1.3. These changes bring a stronger focus and clarity to the programmes and the corresponding activities and services to be delivered, as detailed in the following paragraphs.

PROGRAMME 1.1.1: CONFERENCE AND COUNCIL

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
11110	Continuing	Conference	1,325	-	-	-	-
11120	Continuing	Council	2,031	-	-	-	-
11130	Continuing	Finance Committee	833	-	-	-	-
11140	Continuing	Programme Committee	669	-	-	-	-
11150	Continuing	Committee on Constitutional and Legal Matters	110	-	-	-	-
11160	Continuing	Other Council Committees	133	-	-	-	-
11170	Continuing	Regional Conferences	1,133	-	-	-	-
11180	Continuing	Meetings of Permanent Representatives	525	-	-	-	-
11190	Continuing	McDougall Memorial Lecture and Commemorative Awards	90	-	-	-	-
111P1	Continuing	Organization of the Conference and Council sessions and Interdepartmental Coordination of Governing Bodies sessions	-	6,910	6,910	6,910	20,730
111P2	Continuing	Official Correspondence	-	1,403	1,403	1,403	4,209
111P3	Continuing	Liaison with Intergovernmental Organizations	-	432	432	432	1,296
Decentralized Resources			-	1,133	1,133	1,133	3,399
Total Programme of Work			6,849	9,878	9,878	9,878	29,634
Less External Income			-	-	-	-	-
Net Appropriation			6,849	9,878	9,878	9,878	29,634
Real Growth				-	1,000	1,000	2,000
Net Appropriation with Real Growth				9,878	10,878	10,878	31,634
Growth in Net Appropriation (Percentage)				0.0%	10.1%	10.1%	6.7%

203.      Three entities cover the main areas of work: the preparation and organization of the Conference and Council Sessions and of the other FAO main bodies, in collaboration with other departments; the production of official correspondence; and relations with Intergovernmental Organizations. There is on-going attention to seeking: efficiency in document preparation, production and distribution for sessions; enhanced use of Web platforms for posting of session-related documentation and correspondence; and enhanced cooperation and liaison activities with intergovernmental organizations (IGOs). Contributions to the Strategies to Address Cross-Organizational Issues (SACOIs) include the role of the programme in the information production process (Communicating FAO's messages) and liaison with IGOs (Broadening partnerships and alliances).

111P1: Organization of the Conference and Council sessions and Interdepartmental Coordination of Governing Bodies sessions

Problem to be addressed:

204.      The process of organizing and supporting the FAO Conference and the Council sessions has to be adequately prepared and delivered in a timely fashion, including contributions to the preparation of the Regional Conferences. Liaison activities with the Secretaries of Council Committees are also required for issues relating to the governance process.

Expected benefits:

205.      Ensuring that the governance process of FAO is carried out according to high standards and established rules.

Major Output(s)/Indicator(s)

• Organization of FAO Conference and Council sessions

- Number of staff overtime hours spent for Conference and Council sessions

- Percentage of main documents dispatched according to established deadlines

• Coordination of other FAO Governing Body sessions

- Satisfaction of delegations

• Liaison with FAO Members and Divisions on matters relating to Governing Bodies

- Timeliness in providing responses to specific requests

- User satisfaction with the assessment provided

111P2: Official Correspondence

Problem to be addressed:

206.      Timely processing of all official communications between the Organization and the Member Nations regarding policy matters and all scheduled sessions is of major importance in order to ensure that the relevant processes are carried out transparently and according to the established rules.

Expected benefits:

207.      Ensuring that all official communications addressed to Member Nations are processed to a high degree of accuracy and in a timely manner.

Major Output(s)/Indicator(s)

• Management of all Official Correspondence, including that of the Director General's office

- Number of circular letters

- Number of agreement letters related to FAO meetings

• Monitoring and continuous improvement of norms and standards for FAO Official Correspondence

- Number of amendments to correspondence channels

- Proportion of official correspondence dispatched through electronic channels

111P3: Liaison with Intergovernmental Organizations

Problem to be addressed:

208.      In conformity with Director-General Bulletin 96/12 and FAO's Manual Section 120, the Conference, Council and Protocol Affairs Division (GIC) is the focal point which covers relations at policy level with Intergovernmental Organizations (IGOs) outside the UN system (excluding funding institutions). The purpose is to promote and enhance cooperation, coordination and partnerships with those organizations.

Expected benefits:

209.      Ensuring that all Intergovernmental Organizations having formal relations with FAO are adequately consulted and/or informed of the policies developed by FAO; ensuring updated information is available regarding relationships between FAO and Intergovernmental Organizations.

Major Output(s)/Indicator(s)

• Management of a documentation and reference database for IGOs

- Number of contacts taken with IGOs

- Number of IGOs referenced in the database

• Processing of requests from IGOs and monitoring of correspondence related to meetings

- Number of invitations to meetings received from IGOs

- Number of contacts taken with IGOs

PROGRAMME 1.1.2: CONFERENCE SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
11210	Continuing	Support to Governing Bodies and Relations with Governments	4,296	-	-	-	-
11220	Continuing	Meeting Programming and Documentation Services	3,738	-	-	-	-
112P1	Continuing	Programming of meetings at Headquarters and in the Field	-	2,187	2,187	2,187	6,561
112P2	Continuing	Provision and monitoring of FAO language services	-	2,319	2,319	2,319	6,957
Total Programme of Work			8,034	4,506	4,506	4,506	13,518
Less External Income			-	-	-	-	-
Net Appropriation			8,034	4,506	4,506	4,506	13,518
Real Growth				-	-	-	-
Net Appropriation with Real Growth				4,506	4,506	4,506	13,518
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

210.      Programme 1.1.2 covers programming of meetings at headquarters and in the field and provision and monitoring of language services. The main avenues for more cost-effective delivery in the future are: an integrated approach to the coordination and supervision of meeting facilities and document workflow preparation; and the implementation of new technologies in the documentation and translation workflow and in digital printing.

112P1: Programming of meetings at Headquarters and in the Field

Problem to be addressed:

211.      The smooth organization of meetings is a critical factor in the decision-making process and policy development of an inter-governmental organization. It is necessary to provide adequate coordination and supervision, taking account of all the factors impinging on the organization of these meetings, avoiding overlapping and ensuring that common services are provided in a timely manner.

Expected benefits:

212.      Ensuring that FAO meetings are organized according to the established rules and that the necessary resources are planned accordingly. Efficient scheduling of meetings can lead to minimizing the resources needed to cover meetings.

Major Output(s)/Indicator(s)

• Programming and planning of FAO meetings at headquarters and in the field and of the related meeting documentation

- Proportion of document processing requests entirely managed through the appropriate system (E-DPR)

- Satisfaction of staff involved in meeting with the programming arrangements

• Programming and provision of support to non-FAO meetings held on FAO premises

- Number of non-FAO meetings organized

- User satisfaction (surveys)

• Coordination and supervision of facilities for meeting at headquarters

- Average occupancy rate of meeting facilities managed under this programme entity

- Increased speed and reduced costs of usage of meeting facilities

112P2: Provision and monitoring of FAO language services

Problem to be addressed:

213.      The provision of the required language services is essential in the implementation of the programme of work of the Organization, including facilitating the policy-making process in which Members take part. More broadly, the entity supports the implementation of the FAO Language Policy, as defined by the Governing Bodies.

Expected benefits:

214.      Translation of all the meeting documents and other products, the interpretation services for meetings and the printing of documents provided in a timely manner and according to the highest quality standards; ensuring that the FAO Language Policy is adequately implemented.

Major Output(s)/Indicator(s)

• Terminology and reference services

- Number of new technical concepts and titles added in the FAOTERM database

- Average monthly number of hits to the FAO Terminology Web site

- Proportion of translation documents for which reference research has been provided

• Translation and quality control of meeting documentation, selected major publications and other non-meeting documentation

- Ratio of the number of words translated in relation to the number of staff translators

-

Total number of words translated

- User satisfaction

• Interpretation services at headquarters and in the field

- Number of interpretation days

- Percentage of interpretation sessions covered by internal staff interpreters

• Printing services for all meeting documentation and selected non-meeting products

- Total number of page impressions

- Utilization rate of equipment

- Number of titles and copies printed on demand

• Improvements in technology and services to support multilingualism

- Percentage of documents processed using assisted translation technologies

PROGRAMME 1.1.3: PROTOCOL SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
11300	Continuing	Protocol Services	2,099	-	-	-	-
113P1	Continuing	Liaison with FAO Members and with the Host Country	-	2,598	2,598	2,598	7,794
Total Programme of Work			2,099	2,598	2,598	2,598	7,794
Less External Income			-	-	-	-	-
Net Appropriation			2,099	2,598	2,598	2,598	7,794
Real Growth				-	-	-	-
Net Appropriation with Real Growth				2,598	2,598	2,598	7,794
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

215.      Programme 1.1.3 provides for liaison activities with Members and with the Host Country. It includes an active flow of communications with Permanent Representatives, all protocol and logistical arrangements for official visits and the preparation and dispatch of the Director-General’s correspondence. It also encompasses the issuance and renewal of administrative documents to FAO staff. The enhancement of information dissemination to Permanent Representatives and Regional Groups is a major focus and the means by which this programme contributes to the SACOI on Communicating FAO's messages.

113P1: Liaison with FAO Members and with the Host Country

Problem to be addressed:

216.      It is essential that all Permanent Representations accredited to FAO, both in Rome and abroad, can rely on a first point of contact. Continuous liaison must be maintained with Member countries and their respective Regional Groups. Within the framework of the Headquarters' Agreement, close liaison is also necessary with the Host Country covering administrative support and immunities and privileges for FAO/WFP staff, as well as for Independent Missions accredited to FAO.

Expected benefits:

217.      Ensuring that protocol activities are carried out in accordance with the established rules.

Major Output(s)/Indicator(s)

• Provision and monitoring of protocol services to Permanent Representations and meetings of Members, and maintenance of a Ministerial database

- Number of meetings and presentations organized for the Permanent Representatives

• Issuance and renewal of UN Laissez-Passer, identity cards and visas

- Number of administrative documents issued/processed

MAJOR PROGRAMME 1.2: POLICY, DIRECTION AND PLANNING

218.      This Major Programme covers the immediate Office of the Director-General (ODG - 1.2.1), the Office of Programme, Budget and Evaluation (PBE - 1.2.2), and the Office of the Inspector-General (AUD - 1.2.3). It also includes the share of the total costs of the Legal Office (LEG - 1.2.4) as relates to legal services to the Organization, and the share of the cost of the Office for Coordination of Normative, Operational and Decentralized Activities (OCD - 1.2.5) as relates to its overall coordination responsibilities. The remaining activities of the latter two offices are under Programme 3.1.3, Legal Assistance to Member Nations, Major Programme 3.4, FAO Representatives, and Programme 3.5.3, Cooperation Agreements with Member Nations and Support to ECDC and TCDC. These offices have sought to apply results-based budgeting (RBB) principles to the presentation of their activities, as developed below.

PROGRAMME 1.2.1: DIRECTOR-GENERAL'S OFFICE

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
12100	Continuing	Director-General's Office	7,361	7,361	7,361	7,361	22,083
Total Programme of Work			7,361	7,361	7,361	7,361	22,083
Less External Income			-	-	-	-	-
Net Appropriation			7,361	7,361	7,361	7,361	22,083
Real Growth				-	-	-	-
Net Appropriation with Real Growth				7,361	7,361	7,361	22,083
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

219.      In view of the self-evident overall managerial and supervisory function of ODG, it was not deemed appropriate to identify component entities for Programme 1.2.1.

PROGRAMME 1.2.2: PROGRAMME PLANNING, BUDGETING AND EVALUATION

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
12220	Continuing	Evaluation	3,957	-	-	-	-
122A1	2001-2007	Programme Planning, Implementation Reporting and Evaluation Support System (PIRES) Project	878	878	-	-	878
122P1	Continuing	Planning, Programming and Budgeting	1,742	1,862	2,301	2,301	6,464
122P2	Continuing	Programme Implementation Support and Monitoring	1,318	1,463	1,902	1,902	5,267
122P3	Continuing	Evaluation	-	3,957	3,957	3,957	11,871
122S2	Continuing	External Liaison	380	380	380	380	1,140
122S3	Continuing	Policy Formulation	265	-	-	-	-
Total Programme of Work			8,540	8,540	8,540	8,540	25,620
Less External Income			229	229	229	229	687
Net Appropriation			8,311	8,311	8,311	8,311	24,933
Real Growth				-	750	750	1,500
Net Appropriation with Real Growth				8,311	9,061	9,061	26,433
Growth in Net Appropriation (Percentage)				0.0%	9.0%	9.0%	6.0%

220.      An attempt at the application of RBB principles was already made at the stage of the PWB 2004-05, with the identification of component entities contributing to the strategy on Continuing to improve the management process. These are now detailed below.

221.      With respect to evaluation, during the next three biennia, it will play its part in promoting organizational learning, as emphasized under the strategies for Ensuring excellence and Enhancing interdisciplinarity, while continuing to serve the needs of the membership for independent evaluation of FAO's work under all sources of funds. The Evaluation Service will constantly examine how the usefulness and effectiveness of evaluation can be enhanced, and intends to concentrate more of its evaluations at the strategic level. An outcome of the Evaluation Service' s work will be to add to the information base for decision making by management and the Governing Bodies on the future of FAO programmes, including from its support to auto and field programme evaluation.

122A1: Programme Planning, Implementation Reporting and Evaluation Support System (PIRES) Project

Problem to be addressed:

222.      The entity responds to the need to upgrade procedures and information systems for programme planning, implementation monitoring and evaluation with a new, integrated solution that has been designed within the overall corporate model for administrative data and making use of information technology that is consistent with FAO's standards.

Expected benefits:

223.      Strengthening the linkages between the Strategic Framework and medium-term and biennial planning; supporting results-based budgeting approaches, including the new programme model and the new evaluation regime; providing tools for effective programme management at the working level; facilitating the production of major corporate planning and accountability documents; and producing comprehensive programme-related data to help meet reporting and analytical requirements at all levels.

Major Output(s)/Indicator(s)

• Information Systems for Planning, Programming and Budgeting

- Total effort required to prepare major programming and planning documents

- Feedback from Members on documents

- Effective functional linkages with other corporate systems

• Information Systems for Programme Implementation Support and Monitoring

- Effective use by working-level programme managers

- Improved budgetary performance and programme delivery

122P1: Planning, Programming and Budgeting

Problem to be addressed:

224.      Like any large organization there is a basic need to plan at the strategic, corporate, operational and personal levels. Such planning and budgetary processes need to be transparent and their outputs readily available to all stakeholders reflecting results-based principles. There is also a need to ensure that corporate planning remains relevant and translates into realistic plans which cascade down through division, service, group and individual staff member.

Expected benefits:

225.      A coherent set of planning documents covering long, medium, and short term periods, which permits Management to monitor progress towards achievement of programme priorities and objectives, and provides Members the opportunity to furnish guidance at the various levels of the planning cycle.

Major Output(s)/Indicator(s)

• Strategic Framework

- Periodic update of the document, including analysis of context

- Continued relevance to Members

• Medium Term Plan

- Usefulness of MTP data to FAO managers in programme prioritization and planning

- Closeness of correlation between MTP and PWB proposals

- Number of staff trained in RBB

- Overhead cost of producing the document

• Programme of Work and Budget

- Correspondence of programme proposals and prioritization to Member expectations

- Overhead cost of producing the document

• Liaison with and support to Governing Bodies

- Satisfaction of Members, especially the Programme Committee

122P2: Programme Implementation Support and Monitoring

Problem to be addressed:

226.      Financial Regulation 4.6 requires the Director-General to manage the budget Appropriations so as to ensure that adequate funds are available to meet expenditures during the biennium. The results-based approach requires the monitoring and assessment of the achievement of the programme objectives. A process must be in place for this to effectively take place.

Expected benefits:

227.      The biennial Appropriation is spent according to agreed priorities and that programme outputs and outcomes address Members' needs.

Major Output(s)/Indicator(s)

• Budget, Monitoring and Reporting

- Correspondence of programme implementation to approved programme of work

• Support to annual workplanning and assessment

- Full and appropriate use of the Regular Programme allotments

- Effort required to develop annual work plans and perform monitoring and annual assessments

- Number of staff trained in workplanning, monitoring and assessment

• Reporting to Governing Bodies (Annual Report on Budgetary Performance [ARBP], Programme Implementation Report [PIR], Support Costs)

- Reports prepared

- Views of Members

122P3: Evaluation

Problem to be addressed:

228.      FAO is accountable to its membership for the effective and efficient utilization of the resources provided to it. There is a need to ensure that the Organization's work is focused on the priorities established by Members in the Strategic Framework and Medium Term Plan. The Organization must assess the extent to which it is achieving the stated objectives and outcomes and it must also be able to learn lessons from past experience, in order to improve the relevance, design (in particular outcomes and impact) for all programmes and projects.

Expected benefits:

229.      Effective evaluation will lead to: 1) increased confidence of member countries in FAO's substantive accountability; 2) strengthened decision making by the Governing Bodies and managers for all aspects of FAO's work; 3) informed decisions by managers and by donors and developing countries cooperating with FAO in extra-budgetary projects and programmes; and 4) lesson learning internally and externally on the factors for success in all areas of FAO's work.

Major Output(s)/Indicator(s)

• Evaluations for Governing Bodies (Programmes and Strategies)

- Governing Bodies' satisfaction with the evaluation reports

- Follow-up to the evaluation

• Field Programme Evaluation

- Evaluation user survey

• Auto-evaluation Support

- Number of auto-evaluations carried out of good standard and the number of programme entities covered

- Evidence of use made of auto-evaluation results by managers

• Evaluation Follow-up, Organizational Learning and Internal Studies

- Evaluation user survey

• Organizational Planning and Programming Support and Feedback

- Strengthened strategic and results-based programming and budgeting

122S2: External Liaison

Problem to be addressed:

230.      The Office of Programme, Budget and Evaluation (PBE) is the designated focal point for cooperation with the Joint Inspection Unit (JIU) of the UN system. Interface with the JIU requires inter alia inputs from FAO at various stages of preparation of JIU Reports, and support to the Bodies considering such reports. PBE also represents the Organization at the Administrative Committee on Administrative and Budgetary Questions (ACABQ) and needs to keep abreast of developments in the UN system in relation to key disciplines or aspects relevant to its responsibilities (budgeting, programming, formats of documents).

Expected benefits:

231.      Positive interaction with the JIU and ACABQ. Distillation of useful lessons from practices in other organizations.

Major Output(s)/Indicator(s)

• JIU Liaison

- Number of JIU reports handled

- ACABQ meetings attended

• Review of developments in UN system

- Number of interventions with HLCM and HLCP

PROGRAMME 1.2.3: AUDIT AND INSPECTION

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
12310	Continuing	Internal Audit	5,160	-	-	-	-
12320	Continuing	External Audit	900	900	900	900	2,700
123P1	Continuing	Internal Audit, Inspection and Monitoring of the Organization's System of Internal Control and Financial Management	-	5,156	5,156	5,156	15,468
Decentralized Resources			-	4	4	4	12
Total Programme of Work			6,060	6,060	6,060	6,060	18,180
Less External Income			105	105	105	105	315
Net Appropriation			5,955	5,955	5,955	5,955	17,865
Real Growth				-	750	750	1,500
Net Appropriation with Real Growth				5,955	6,705	6,705	19,365
Growth in Net Appropriation (Percentage)				0.0%	12.6%	12.6%	8.4%

232.      The work of Office of the Inspector-General is captured through one programme entity: Internal Audit, Inspection and Monitoring of the Organization's System of Internal Control and Financial Management. The functions covered by this entity include: internal audit and inspection, monitoring and assessing the adequacy and effectiveness of the Organization's system of internal control, financial management and use of assets, as well as investigating fraud, misconduct and other irregular activities. Three major outputs have been defined. The entity is expected to result in improved internal control, financial management and use of assets.

123P1: Internal Audit, Inspection and Monitoring of the Organization's System of Internal Control and Financial Management

Problem to be addressed:

233.      FAO's Financial Regulations (FR 10.1) require the Organization to have an internal audit function. This is further elaborated in the Financial Rules and in the formal Charter for the Office of the Inspector-General which is incorporated in the FAO Administrative Manual. The main functions include internal audit and inspection, monitoring and evaluating the adequacy and effectiveness of the Organization's system of internal control, financial management and use of assets as well as investigating fraud, misconduct and other irregular activities.

Expected benefits:

234.      Improved internal control, financial management and use of assets.

Major Output(s)/Indicator(s)

• Defined planned internal audit reviews as per the biennial work programme

- Follow up to audit reports

- Periodic reporting to Audit Committee and Director-General

• Unplanned internal audit reviews and investigations in response to management requests and changing priorities

- Responsiveness to special requests

• Provision of independent advice to senior management at headquarters and decentralized locations and participation in various committees and working groups

- Satisfaction of users of contributions

- Quarterly reporting to the Director-General and review by Audit Committee

PROGRAMME 1.2.4: LEGAL SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
12400	Continuing	Legal Services	2,599	-	-	-	-
124P1	Continuing	Legal Services Required for the Management of the Organization	-	2,599	2,599	2,599	7,797
Total Programme of Work			2,599	2,599	2,599	2,599	7,797
Less External Income			444	444	444	444	1,332
Net Appropriation			2,155	2,155	2,155	2,155	6,465
Real Growth				-	-	-	-
Net Appropriation with Real Growth				2,155	2,155	2,155	6,465
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

235.      Programme 1.2.4, Legal Services covers the legal services required for the management of the Organization, ensuring that FAO's activities are carried out on a sound legal and constitutional basis, consistent with the Basic Texts and the status of FAO as an intergovernmental organization of the UN system.

124P1: Legal Services Required for the Management of the Organization

Problem to be addressed:

236.      This entity provides essential in-house legal counsel work, including advice to FAO's Governing Bodies, the Director-General and technical and administrative departments. It provides advice on legal aspects of relations with the host government, with other governments and with international organizations. It represents FAO in judicial proceedings and in settlements of disputes and, in particular, handling of cases before the ILO Administrative Tribunal. It also services the Committee on Constitutional and Legal Matters. In addition, it advises the WFP Secretariat and Executive Board.

Expected benefits:

237.      Ensuring that FAO's activities are carried out on a sound legal and constitutional basis, consistent with the Basic Texts and the status of FAO as an intergovernmental organization of the UN system.

Major Output(s)/Indicator(s)

• Advice to the Director-General, technical and administrative departments, and Governing Bodies of the Organization on legal matters including relations with the host government and with other governments and international organizations

- Positive feedback to advice provided

• Servicing of the Committee on Constitutional and Legal Matters (CCLM)

- Members' satisfaction

• Preparation and follow-up, from the legal point of view, of international legal agreements at the global and regional levels, as well as provision of legal assistance in their implementation

- Effective participation in agreements negotiations and follow-up

• Performance of the Director-General's depositary functions regarding a number of international treaties

- Notifications to, and feedback from users

• Representation of FAO in judicial proceedings and in settlements of disputes and, in particular, handling of cases before the International Labour Organization (ILO) Administrative Tribunal

- Number and outcome of proceedings and cases

• Services to the World Food Programme (WFP) Secretariat and Executive Board

- Appropriate and timely handling of cases

PROGRAMME 1.2.5: PROGRAMME AND OPERATIONAL COORDINATION

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
12500	Continuing	Programme and Operational Coordination	1,772	-	-	-	-
125P1	Continuing	Decentralization Policy and Coordination	-	1,772	1,772	1,772	5,316
Total Programme of Work			1,772	1,772	1,772	1,772	5,316
Less External Income			-	-	-	-	-
Net Appropriation			1,772	1,772	1,772	1,772	5,316
Real Growth				-	-	-	-
Net Appropriation with Real Growth				1,772	1,772	1,772	5,316
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

238.      Under a single entity, the Office for Coordination of Normative, Operational and Decentralized Activities (OCD) covers support to the decentralization policy and coordination between headquarters and decentralized offices. Effective decentralization and coordination seeks to allocate tasks to the levels where they can be implemented in the most cost-effective manner. Basic aims are to establish an enabling environment where the offices concerned can ensure: i) effective and timely responses to requests from Members; ii) quality of programme implementation; iii) synergies between headquarters and decentralized offices based on effective two-way communication; and iv) coherence between normative and operational aspects of FAO's work. The programme entity includes securing oversight on and coordination for the effective and timely preparation and organization of the Regional Conferences and supporting regional events.

125P1: Decentralization Policy and Coordination

Problem to be addressed:

239.      Decentralization must be effectively managed. Organizational changes resulting from adjustments to the structures and processes to meet changing circumstances, evolving demand from the membership and/or the requirements of FAO's partners, including the UN system must be adequately supported. Coordination is essential to ensure quality control and unity of purpose and synergy between all FAO's headquarters and decentralized units.

Expected benefits:

240.      A well articulated decentralization policy and effective coordination which contribute to: (i) satisfaction of FAO Members with the quality and timeliness of programme implementation; (ii) collaboration between headquarters and decentralized units based on effective two-way communication; and (iii) improved synergy between normative and operational dimensions of FAO's work.

Major Output(s)/Indicator(s)

• Review and Formulation of Decentralization Policies

- Acceptance of decentralization policy proposals

• Coordination, Oversight and Monitoring related to Decentralization

- Positive feedback from units concerned and management

• Coordination of the Regional Conferences and Support to other Regional Events

- Timeliness in monitoring of the reporting process including the distribution of all related documents and final reports

MAJOR PROGRAMME 1.3: EXTERNAL COORDINATION AND LIAISON

241.      Programme 1.3.1 is the only Programme for which analytical work has led to the design of two constituent entities, as further explained below. This programme also includes FAO's contributions to several jointly-funded inter-agency mechanisms.

PROGRAMME 1.3.1: EXTERNAL RELATIONS AND COORDINATION

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
13110	Continuing	United Nations System Organizations	2,674	-	-	-	-
13130	Continuing	Contributions to Inter-agency Coordination Mechanisms	8,468	8,468	8,468	8,468	25,404
131P1	Continuing	External Relations and Coordination	-	766	766	766	2,298
131P2	Continuing	Strategic Policy Advice on the UN System	-	1,295	1,295	1,295	3,885
Total Programme of Work			11,142	10,529	10,529	10,529	31,587
Less External Income			-	-	-	-	-
Net Appropriation			11,142	10,529	10,529	10,529	31,587
Real Growth				-	-	-	-
Net Appropriation with Real Growth				10,529	10,529	10,529	31,587
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

242.      The structure reflects two basic entities, one focused on external relations, in particular with the Host Government; and the other on strategic policy advice on cooperation with the UN system, and supportive activities. The latter entity will encourage a selective approach to FAO's involvement in UN system initiatives, based on relevance to the Organization's mandate. It will, where possible, prepare FAO inputs to UN system reports and initiatives, as well as FAO statements to UN system meetings.

131P1: External Relations and Coordination

Problem to be addressed:

243.      This entity covers the work of the Special Adviser to the Director-General who assists with external relations and high-level liaison with the Host Government.

Expected benefits:

244.      Continued good relations with external partners and with the Host Country to further enhance the impact of the work of the Organization.

Major Output(s)/Indicator(s)

• Assistance and advice provided to the Director-General on external and Host Country relations

- Extent of collaboration between the Host Country and FAO

• Liaison with the Host Country
• Facilitation and coordination of events in the Host Country

131P2: Strategic Policy Advice on the UN System

Problem to be addressed:

245.      Headquarters units require advice on policy issues relating to cooperation and coordination among UN system organizations at the global level. The entity facilitates effective participation of FAO in UN system initiatives, including bringing to bear FAO's sectoral expertise and perspective on multisectoral initiatives. It also advises on the global UN system policy context, allowing identification of linkages with broader multidimensional policy issues under consideration at the UN.

Expected benefits:

246.      FAO to be perceived by its membership and by other UN system organizations as a valid and active partner, contributing to multisectoral analysis of key policy issues before the UN system and to multisectoral approaches advocated at national and community level. More effective use of staff time travel funds, and policy coherence in positions taken, at UN meetings. Information selection and filtering from a vast collection of UN system documentation and news, so that concerned units are able to keep abreast of relevant developments in the UN system.

Major Output(s)/Indicator(s)

• Advice to ODG and concerned units on interagency coordination and cooperation and on the interface between FAO sectoral activities and intersectoral UN system work

- Number of times advice provided

• Facilitation and coordination of FAO representation at meetings organized by the UN system

- Number of meetings handled

• UN system documentation services, including selection and retrieval of documents of relevance to FAO and their distribution to concerned FAO units

- Number of UN documents selected and distributed

247.      It was not yet possible to apply the principles of the new programme model to Programme 1.3.2 covering the work of the five Liaison Offices, which will be done in all likelihood for the next PWB.

PROGRAMME 1.3.2: LIAISON OFFICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
13210	Continuing	United Nations	4,884	4,884	4,884	4,884	14,652
13220	Continuing	North America	2,954	2,954	2,954	2,954	8,862
13230	Continuing	Other Liaison Offices	2,651	2,651	2,651	2,651	7,953
Total Programme of Work			10,489	10,489	10,489	10,489	31,467
Less External Income			769	769	769	769	2,307
Net Appropriation			9,720	9,720	9,720	9,720	29,160
Real Growth				-	-	-	-
Net Appropriation with Real Growth				9,720	9,720	9,720	29,160
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%