92. The main achievements of the Organization during the biennium are summarized here, as well as important work that could not be completed. The structure of the Programme of Work and Budget (PWB) 2000-01 is followed. Tabular information is provided at the major programme and programme level on resources available for the programme of work and on expenditures and Field Programme delivery related to Trust Funds (TFs), the United Nations Development Programme (UNDP), extrabudgetary emergency activities, the Technical Cooperation Programme (TCP) and the Special Programme for Food Security (SPFS). For the technical programmes, tabular information is also provided on the status of outputs planned in the PWB plus new outputs introduced during programme implementation to respond to changing circumstances and requests for assistance from Member Nations. To supplement this report, outputs and implementation status are on the FAO Internet site (http//www.fao.org/pir/). for those who need more detailed information on programme implementation.
Regular Programme |
US$000 |
||
Expenditure before staff cost variance |
17,875 | ||
Staff cost variance |
(645) | ||
Expenditure |
17,230 | ||
Programme of Work |
17,671 | ||
(Over)/Underspending, US$ '000 |
441 | ||
(Over)/Underspending, % |
2% |
||
Field Programme |
US$000 |
||
Extrabudgetary TF and UNDP delivery |
73 |
||
Extrabudgetary emergency project delivery |
0 | ||
TCP delivery |
0 | ||
Total Field Programme delivery |
73 | ||
Ratio of Field to Regular Programme |
0.0 | ||
Technical support services, prof. staff cost |
0 | ||
Technical support services, % of delivery |
0% |
93. This Major Programme covers support to meetings of the Governing Bodies, services to other FAO meetings and use of headquarters conference facilities for consultations by accredited government representatives and for non-FAO meetings. Indicators of activity are given in Table 1.1-1.
TABLE 1.1-1. SUPPORT TO GOVERNING BODIES (SELECTED INDICATORS)
Description |
1998-99 |
2000-01 |
Interpretation provided (days) |
6,947 |
8,655 |
Translation (million words) |
19 |
24 |
Circular letters (policy-level communications) |
163 |
225 |
Agreement letters re FAO meetings |
81 |
85 |
Amendments to correspondence channels (pages) |
1,750 |
2,100 |
Duration of Conference/Council sessions (days) |
27 |
27 |
94. In keeping with Conference recommendations, efforts continued throughout the biennium to achieve savings and efficiency in the governance process and streamline work processes. The period was characterized by intense activity, mainly in preparation for the World Food Summit: five years later (WFS:fyl), originally scheduled for November 2001 but subsequently postponed. Preparations were also undertaken for the Thirty-first Session of the Conference of FAO, held in November 2001.
95. The overall volume of translations carried out for meetings, other FAO documents and publications increased by 28 percent as measured by the number of words translated, particularly in Chinese and Arabic, which increased by 71 and 48 percent, respectively. The translation service continued to implement computer-assisted translation tools and new technologies in areas such as remote translation for major meetings away from headquarters, workflow control, document distribution and archiving.
96. The number of interpretation days provided for meetings of all categories increased by 25 percent compared with 1998-99, mainly because of the expanded use of Arabic and Chinese. Improved scheduling of meetings and greater use of interpreter exchange arrangements with other UN agencies facilitated the provision of these services.
97. The number of policy-level circular communications to heads of state/government and ministers increased by 38 percent, mainly as a result of the preparation for and rescheduling of WFS:fyl. Circular and agreement letters to host governments related to meetings and other official correspondence increased by 5 percent.
Regular Programme |
US$000 | |
Expenditure before staff cost variance |
22,223 | |
Staff cost variance |
(850) | |
Expenditure |
21,373 | |
Programme of Work |
22,479 | |
(Over)/Underspending, US$ '000 |
1,106 | |
(Over)/Underspending, % |
5% | |
Field Programme |
US$000 | |
Extrabudgetary TF and UNDP delivery |
232 | |
Extrabudgetary emergency project delivery |
0 | |
TCP delivery |
299 | |
Total Field Programme delivery |
531 | |
Ratio of Field to Regular Programme |
0.0 | |
Technical support services, prof. staff cost |
1,191 | |
Technical support services, % of delivery |
224% |
98. This Major Programme covers the work of offices in the Office of the Director-General (ODG), including the:
99. This programme covers the immediate Office of the Director-General and the Deputy Director-General including the Cabinet and the Special Adviser to the Director-General dealing primarily with high-level relations with the Host Government.
100. The team, led by the Director-General, attends to the core management of the Organization at the highest level.
101. The programme, carried out by PBE, continued to assist in policy matters related to the Organization's objectives, programme formulation and budget monitoring and control. Evaluation of the Organization's activities and implementation of savings in administrative areas, including the abolition of headquarters Management Support Units and the decentralization of field programme execution to Country Offices helped ensure that resources were used to maximum effect.
102. A key document presented to the Governing Bodies was the Medium Term Plan [MTP] 2002-07 (CL 119/17) which, for the first time, took full account of the planning framework and strategic objectives of The Strategic Framework for FAO 2000-2015 and incorporated the new programme model for the technical programmes. The Programme of Work and Budget 2002-03 (C 2001/3) largely reflected the proposed programme of work for the first two years of the MTP 2002-07, although adjustments were required to account for the lower level of resources approved in the PWB. Post facto reporting was fulfilled with the production of the Programme Implementation Report 1998-99 (C 2001/8) and the Programme Evaluation Report 2001 (C 2001/4) - see further below.
103. Work was initiated to replace the current corporate planning systems with a new Programme Planning, Implementation Reporting and Evaluation Support System (PIRES). High-level business requirements were reviewed, alternative software solutions researched and an overall plan for system development prepared and endorsed by senior management.
104. The thrust of evaluation work continued through gradual implementation of the new evaluation regime endorsed by the Governing Bodies in 1999. The Director-General's Bulletin on "Strengthening the FAO Evaluation System" (DGB no. 2001/33) was issued in November 2001, and preparatory work for the introduction of a new auto-evaluation system during the 2002-03 biennium began, with drafting of guidelines for the technical and economic programmes, in consultation with concerned departments and Regional Offices.
105. The programme evaluation process for the biennium followed the new regime, with five individual evaluation/review reports submitted to the Programme Committee and Council during the biennium. Summaries of these reports, together with comments of programme management and the Programme Committee, were issued in the biennial Programme Evaluation Report 2001 (C 2001/4). The new process generally met with the satisfaction of management and the Governing Bodies. Support was also given to the implementation of external evaluation of the SPFS by a team of consultants, who prepared a report for submission to the Programme Committee in May 2002.
106. Support for the evaluation of field projects continued, including participation in selected individual project evaluations. Annual thematic evaluations of clusters of TCP projects were carried out on policy support and animal health. In addition to the official launch of the Web site on evaluation in 2001, the Evaluation Service (PBEE) contributed to interdepartmental efforts in the preparation of the field programme formulation tool kit and the new staff training course on field programmes. Selective indicators of the work carried out are summarized in Table 1.2-1.
TABLE 1.2-1. EVALUATION WORK (SELECTED INDICATORS)
Description |
1998-99 |
2000-01 |
Project evaluations supported |
89 |
56 |
Participation in project evaluations |
21 |
17 |
Evaluations/reviews assisted |
3 |
3 |
Major evaluations/reviews undertaken |
7 |
8 |
Technical backstopping and training missions undertaken |
9 |
11 |
107. The programme, through the Office of the Inspector-General (AUD), has responsibility for internal audit and inspection as well as monitoring and evaluating the adequacy and effectiveness of the Organization's system of internal control, financial management and use of assets. AUD is also responsible for investigating misconduct and other irregular activities. Accordingly, the scope of audit embraces the role of inspection and managerial control within the concept of comprehensive auditing and includes special investigations and other assignments for senior management.
108. AUD continued to provide independent advice to the Director-General and to senior management both at headquarters and decentralized locations on a wide range of issues, and to participate in various committees and working groups. The budget of the programme also covered the fees of the external auditor, the French Cour des Comptes.
109. The Charter for AUD outlines the audit regime at FAO, which is consistent with international professional internal auditing standards. It was communicated to all staff in a Director-General's bulletin, formally acknowledging the strategic importance of internal oversight in FAO management, and emphasizing the right of staff to communicate with the Inspector-General in full assurance of confidentiality and without fear of reprisal.
110. AUD consists of three groups:
111. The Special Management Assignments group was responsible not only for practically all special inquiries, inspections, special audits and investigations as well as tender panel operations, but also covered the audit of the Oil-for-Food Programme in Iraq, where an auditor has been outposted. The Decentralized Activities group, which included auditors outposted to each of the four major Regional Offices and a management unit at headquarters, had prime responsibility for all audits at the Regional, Subregional, Liaison and Country Offices. The headquarters group conducted comprehensive audits covering the administration and finance department and technical departments.
TABLE 1.2-2. INTERNAL AUDIT REPORTS, REVIEWS AND SERVICES
Headquarters reports issued |
1998-99 |
2000-01 | |
Special reviews, audits and investigations |
39 |
49 | |
Field reports issued: |
Special reviews, audits and investigations |
3 |
7 |
Regional and Sub-regional Offices |
26 |
29 | |
FAO Representatives |
23 |
24 | |
Field projects |
30 |
33 | |
Total |
82 |
93 | |
Other activities: |
Tender panel operations |
557 |
755 |
112. Audits, reviews and investigations were conducted on a wide range of activities, as shown by the following representative sample:
113. In addition, a large number of smaller audits were conducted in accordance with the plan of work sanctioned by the Director-General.
114. The level of tender panel operations increased considerably as compared with the previous biennium, mainly because of the Oil-for-Food Programme in Iraq, activities in Kosovo and deliberate more frequent and wider testing of the market for procurement activities.
115. In line with its constitutional mandate, the Legal Office (LEG) provided legal services required for the management of the Organization. It ensured that FAO's activities were 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. Legal counsel was provided to the Director-General, the Governing Bodies and units of the Organization and to the World Food Programme (WFP). LEG's activities dealt with international legal affairs, including:
116. Development of documentation services continued, supporting legal work in the Organization, including the programme's home page.
117. Attention was given, in particular, to:
118. The Legal Office also provided a lead and services on certain interdepartmental issues, in particular regarding the right to food, and continued to assist various interdepartmental working groups (NGO/CSO, Strategic Framework, Biotechnology, etc.) as well as the Panel of Eminent Experts on Ethics in Food and Agriculture.
TABLE 1.2-3. OFFICE OF THE LEGAL COUNSEL AND GENERAL LEGAL AFFAIRS SERVICE (SELECTED INDICATORS)
Description |
1998-99 |
2000-01 | ||
Technical functions | ||||
Meetings attended for liaison on international conventions |
34 |
65 | ||
Basic texts prepared or amended for conventions where the Director-General exercises depositary functions |
16 |
22 | ||
Services of instruments that are deposited with FAO |
33 |
85 | ||
Administrative functions | ||||
Written legal opinions (including e-mail) |
2,971 |
2,350 | ||
Appeals/submissions prepared for the Director-General, the Appeals Committee (in collaboration with AFH) and the ILO and UN Administrative Tribunals |
168 |
193 | ||
Interventions for legal proceedings involving the Organization |
73 |
56 |
119. OCD responsibility under this programme is to ensure coordination of activities between headquarters and decentralized offices. Other OCD activities are reported under Major Programme 3.4 and Programmes 1.3.2 and 3.5.3. This programme dealt with:
120. The programme also included the management of the Small-Scale Facility which allows FAORs to respond to urgent short-term needs through the use of local consultants. A total of 287 activities were approved under this facility for an amount of about US$430,000.
121. The programme is carried out by the Office of the Special Advisers to the Director-General (SAD) and comprises promotion of World Food Summit follow-up, including organization of the WFS:fyl and the Unit for Relations with the United Nations System (SADN).
122. SADN remained a small unit, with only one professional staff member at P-5 level, although, until September 2000, the unit had benefited from assistance provided by an associate professional officer (APO).
123. SADN prepared and supported FAO participation in the United Nations System's Chief Executives Board for Coordination (CEB), formerly known as the Administrative Committee on Coordination (ACC), which groups executive heads of the UN system. Following the reform of its subsidiary machinery, which led to the creation of a new High-Level Committee on Management (HLCM) and on Programmes (HLCP) as well as to the abolition of all other subsidiary bodies, SADN has represented FAO at meetings of the HLCP and the CEB sherpas. It continued to prepare and assist the Director-General's participation at CEB sessions. During the biennium, handling of ACC/CEB-related matters continued to be an important part of SADN's output.
124. The unit also participated in internal working groups which collaborated on FAO papers and statements for major UN system meetings such as the International Conference on Financing for Development and the World Summit on Sustainable Development. It contributed to briefs for FAO participation in the meetings of the United Nations Development Group (UNDG).
125. Numerous ad hoc and recurrent requests were handled by SADN. External requests were mainly for FAO input to UN system reports and exercises, originating from other UN system organizations. Internal requests were for policy advice related to FAO activities coordinated or pursued jointly with other UN organizations, originating from FAO units. Both covered a wide range of topics of interest to the Organization, including follow-up to the Millennium Declaration and system-wide efforts aimed at realizing the Millennium Development Goals, sustainable development, biological diversity, food safety and security.
126. The unit facilitated and coordinated FAO representation at external meetings organized by UN organizations, with a view to implementing FAO policy regarding attendance at external UN meetings, thus ensuring optimal use of travel funds and a coordinated approach to representation.
127. The receipt, distribution and storage of UN-system documentation are ongoing functions of the Documents and Reference Centre in SADN, which responds to requests for documents throughout FAO. Since May 1999, with the advent of the UN Optical Disk System, UN-system documents and publications relevant to FAO are downloaded electronically and forwarded by e-mail to FAO focal points, including field offices. UN-related electronic news items are also screened and those of interest to FAO are circulated daily to relevant staff.
TABLE 1.3-1. UN DOCUMENTATION AND MEETINGS REQUESTS
Description |
1998-99 |
2000-01 | |
External: |
ACC/CEB (including subsidiary machinery, HLCM and HLCP) |
242 |
235 |
ECOSOC and General Assembly |
98 |
75 | |
Various UN |
351 |
337 | |
Internal: |
Policy advice on requests originating within FAO |
117 |
224 |
Administrative, budgetary and personnel matters |
103 |
109 | |
UN meetings: |
No. of invitations received |
973 |
1 021 |
No. of invitations attended |
623 |
651 | |
UN documentation: |
No. of documents received, distributed throughout FAO, and stored |
5,200 |
5,000 |
UN news items electronically retrieved and distributed within FAO |
3,700 |
3,600 |
128. This programme covers the Liaison Offices with the United Nations (LONY in New York and LOGE in Geneva); for North America (LOWA in Washington, DC); with the European Union and Belgium (LOBR in Brussels); and with Japan (LOJA in Yokohama). LONY and LOGE assisted decision-making at FAO headquarters in relation to developments in the UN system by representing FAO at intergovernmental and inter-agency meetings taking place in New York/Geneva; liaising with intergovernmental, non-governmental and private institutions, including foundations associated with UN-system activities and development in general; contributing to public information and public relations at UN headquarters; dealing with local public information requests; and providing briefing on UN affairs to visiting FAO officers. LOWA continued to assist FAO headquarters in formulating and implementing policy and maintaining communications and cooperation between FAO and the North American governments and public, as well as with Washington-based international organizations. LOBR and LOJA performed similar functions with regard to the European Union/Belgium and the Japanese Government, respectively.
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