PC 89/7


Programme Committee

Eighty-ninth Session

Rome, 5-9 May 2003

Indicative Rolling Workplan of Thematic and Programme Evaluations 2003-2007

Table of Contents

Background

Programme of Proposed Evaluations

Action Requested from the Programme Committee

Annex 1: Scope and Approach of the Suggested Evaluations

Background

1. The purpose of this note is to seek the advice of the Programme Committee on the workplan for major independent evaluations to be carried out by the Organization under the direction of the Evaluation Service, in particular during the next biennium 2004-05.

2. At its 86th Session in September 2001, the Programme Committee discussed topics to be covered in future evaluations. The Committee “welcomed the consultation process with the Director-General in selecting topics for major programme evaluations to be presented to the Committee” and “agreed that increasing emphasis be given to thematic evaluations in the context of the Strategic Framework and the Medium-Term Plan”. It also recognized “the need for flexibility in planning evaluations” and “decided to review on a biennial basis the planned coverage of topics for possible adjustments”.

3. The Evaluation Service will complete seven major evaluations for presentation to the Governing Bodies in the current biennium 2002-03, as follows:

4. An evaluation of decentralization is being initiated in 2003 to be made available to the Governing Bodies in 2004 (see Annex 1). In addition, the current plan for the period 2002-05, as reviewed by the Programme Committee in 2001, included three additional topics as indicated below. However, as the Programme Committee envisaged in requesting the review of the programme of evaluations on a biennial basis, the relative priority of topics should be kept under review in the light of changing circumstances and new priorities arising. The Evaluation Service’s assessment on these three topics is as follows:

 Programme of Proposed Evaluations

5. The intention would be to produce 5-7 evaluations in each future biennium, depending upon their scope and the available resources. All the evaluations will integrate field and normative aspects as appropriate. In this regard and in order to meet the Organization’s commitment to systematically evaluate the Technical Cooperation Programme (TCP), at least two evaluations per biennium will include substantial coverage of related TCP projects within the evaluation topic. The Programme Committee welcomed the assessment of programmes within the framework of the Strategic Framework and in particular, the comprehensive approach which systematically reviewed normative activities as well as a balanced sample of operational activities1. As a consequence, the proposed evaluations will assess those programmes, programme entities and Field Programme interventions most closely associated with the Corporate Strategies, Strategic Objectives or Cross-organizational Strategies under review.

6. In addition, the Committee will recall that it will also receive a biennial summary of auto-evaluations undertaken by programme managers. These will cover all Technical Projects (TPs) at least once during the projects’ life and all Continuing Programmes (CPs) at least once every six years. The first such biennial summary will be provided to the Committee in 2005.

7. In order to ascertain potential priority topics for evaluation, an analysis was made of the evaluations completed during the last three biennia against: the Strategic Framework (Corporate Strategies and Cross-organizational Strategies); the FAO programme structure; and interest indicated by the Governing Bodies. Department heads were also consulted. On the basis of this, the following topics have been identified, classified into two groups, with higher priority considered for completion in 2004-05 and a second group for reconsideration in 2005 with a view to possible completion in 2006-07. In Annex 1, an indication is given of the scope and proposed approach for each evaluation as well as for the two evaluations initiated in 2003 (crop production and decentralization).

Evaluations proposed with first priority for flexible initiation in 2004-05 (5-7 evaluations):

  1. Within Corporate Strategy B, Strategic Objective B1 (International instruments concerning food, agriculture, fisheries and forestry, safe use and fair exchange of agricultural, fishery and forestry goods) - building on the Codex evaluation, an evaluation of FAO’s role in the development and support of major international instruments and frameworks, including work related to the PAIAs on Biosecurity for Agriculture and Food Production and Climate Change;
  2. Within Corporate Strategy C, Strategic Objective C1 (Policy options and institutional measures to improve efficiency and adaptability in production, processing and marketing systems, and meet the changing needs of producers and consumers) – an evaluation of the strategy component, “Promoting the diversification and specialization of production to take advantage of new opportunities as well as of comparative advantages based on different resource endowments”, covering related programme entities in all the Technical and Economic Major Programmes;
  3. Within Corporate Strategy D, Strategic Objective D2 (Conservation, rehabilitation and development of environments at greatest risk), including related aspects of the PAIAs on Integrated Management of Biological Diversity for Food and Agriculture and Strengthening Capacity for Integrated Ecosystem Management;
  4. For Corporate Strategy E, Strategic Objective E2 (Regular assessments, analysis and outlook studies for food and agriculture), including the PAIA on Global Perspective Studies;
  5. The Cross-organizational Strategy (SACOI) Broadening Partnerships and Alliances - this is proposed to replace the SACOI on Communicating FAO’s Messages for the reasons given above. The evaluation would cover key aspects in working with partners. As can be seen from Annex 1, this would address major current issues; and
  6. Programme 2.3.3 (Fish Exploitation and Utilization) – the programme is a major part of the Fisheries Major Programme, covering many aspects of current interest.

8. The absence of Corporate Strategy A (Contributing to the eradication of food insecurity and rural poverty) may be noted. However, several major evaluations completed in the 2002-03 period related particularly to Strategy A. For example, the evaluations of the Special Programme for Food Security (SPFS); EMPRES (both animal health and desert locust); and of Strategic Objective A3 (Preparedness for and effective and sustainable response to food and agricultural emergencies).

Evaluations proposed with Second-Priority for consideration in 2006-07

  1. Within Corporate Strategy B (Promoting, developing and reinforcing policy and regulatory frameworks for food, agriculture, fisheries and forestry) – the evaluation would cover work related to the PAIA on WTO Multilateral Trade Negotiations and other trade related work falling in Programme 2.2.4 (Agriculture, Food Security and Trade Policy and in Fisheries);
  2. Within Corporate Strategy C, Strategic Objective C2 (Adoption of appropriate technology to sustainably intensify production systems and to ensure sufficient supplies of food and agricultural, fisheries and forestry goods and services) – this would cover the PAIA on Biotechnology Applications in Agriculture, Forestry and Fisheries and significant parts of Programme 2.1.5 (Agricultural Applications of Isotopes and Biotechnology);
  3. Within Corporate Strategy E, Strategic Objective E1 (An integrated information resource base, with current relevant and reliable statistics, information and knowledge made accessible to all FAO clients) – the evaluation would focus on The World Agricultural Information Centre (WAICENT) in particular; and
  4. Livestock policy and production work in Programme 2.1.3 as originally planned for the current biennium.

 Action Requested from the Programme Committee

9. The Committee is invited to provide its views on the priorities among the evaluation subjects proposed.

 

Annex 1: Scope and Approach of the Suggested Evaluations


 General Approach

10. The emphasis is on formative evaluation to build on strengths and correct weaknesses in the future development and execution of programmes. Except where otherwise stated, evaluations will cover work over a period of approximately six years.

11. The methodology usually includes visits to a representative sample of countries and decentralized offices to review the results of work and its relevance to countries. Questionnaires will be sent to the concerned member countries, development partners and other stakeholders to assess the priority they attach to the area of work and their assessments of its relevance, effectiveness, strengths and weaknesses. Each evaluation will be led by a senior staff member of the Evaluation Service often supported by the participation of external consultants to provide subject matter expertise and regional perspectives. In a few specific cases, team leadership by an external consultant may be considered where there is a requirement for particular expertise, or for independence from FAO itself (e.g. CODEX evaluation). This general approach is consistent with the view of the Committee that external evaluations of selected topics were desirable2.

12. Each report of those evaluations which are led by the Evaluation Service will be reviewed by an independent peer review panel, which will discuss it with concerned managers and representatives of the evaluation team and make comments as appropriate on the report. The panel’s report and the management response will also be submitted to the Programme Committee.

Agreed evaluations initiated in 2003

Crop Production: This evaluation covers crop production activities within Programme 2.1.2, Crops and Programme 2.1.5, Agricultural Applications of Isotopes and Biotechnology and the related Field Programme activities, including TCP projects for the period from 1997.

Decentralization: This evaluation will concentrate on the results of the decentralization process initiated by the Organization in 1994, with a view to assessing its strengths and weaknesses. The evaluation will be formative with its primary purpose being to suggest how decentralization could be further strengthened to the benefit of member countries and to increase cost-efficiency. It will examine all the decentralized structures and functions and how these relate to the functions and structures at Headquarters. It will thus examine what functions could be most effectively centralized, as well as decentralized. In assessing this, account will be taken of the views of member countries on the services they require and receive, their efficiency and quality. In addition, the experience of other organizations of the UN system, in particular other Specialized Agencies, will also be considered. The evaluation will also benefit from the output of several internal working groups examining related issues, as well as the relevant reports of the Office of the Inspector-General. In view of the complexity of the evaluation and the need for particular expertise, it may need to be led by a senior external consultant with inputs from Evaluation Service staff and specialist consultants. Visits will be made to a cross-section of decentralized offices and countries and a questionnaire survey will be conducted. The findings and recommendations of the evaluation will probably be finalized in a workshop. Field work for this evaluation could possibly be combined with the evaluation on the Cross-organizational Strategy on Broadening Partnerships and Alliances in the interests of efficiency (see below).

Suggested Evaluations for 2004-2007

Corporate Strategy B - Promoting, developing and reinforcing policy and regulatory frameworks for food, agriculture, fisheries and forestry - Strategic Objective B1 (International instruments concerning food, agriculture, fisheries and forestry, safe use and fair exchange of agricultural, fishery and forestry goods):

Corporate Strategy C - Creating sustainable increases in the supply and availability of food and other products from the crop, livestock, fisheries and forestry sectors:

Corporate Strategy D - Supporting the conservation, improvement and sustainable use of natural resources for food and agriculture:

Corporate Strategy E - Improving decision making through the provision of information and assessments and fostering of knowledge management for food and agriculture:

Cross-organizational Strategy (SACOI): Broadening Partnerships and Alliances (MTP CL 123/7 paragraphs 820–843):

 Programme Evaluations

13. These evaluations would follow the general approach as indicated above and include related TCP projects:

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1 CL 123/12, Report of the 88th Session of the Programme Committee, para. 51.

2 CL 123/11, Report of the 87th Session of the Programme Committee, para. 21.

3 All MTP references relate to document CL 123/7, the Medium-Term Plan 2004-09, FAO, August 2002.