A3.1 Resources
A3.2 Teamwork
A3.1 Resources
A3.1.1 Human resources
A3.1.2 Logistical resources and
equipment
A3.1.3 Financial
resources
The resources needed to implement the case study and prepare
proposals for FSD policy, strategies and development programmes are: human,
logistical and financial.
A3.1.1 Human resources
Human technical resources: phase 1
All the stages of phase 1 require a reliable level of
expertise in each discipline plus the capacity to relate the various points of
view and approaches to the problem to derive a coherent view of the matter. It
is essential that experts who have research experience and are well informed
about FSDSs be assigned responsibility for these stages. Preferably, the
pre-case study should be carried out by a food system economist, assisted by an
urban planner (see Table A3.1 for advice on the selection of team members and
Table A3.2 for details on desired qualifications and experience).
Bibliographic research may be assigned to one person. It is
preferable to assign the entire phase 1 to a food system economist and to an
urbanist or town planner with good knowledge of local conditions.
Human technical resources: phase 2
Phase 2 shall be carried out by an interdisciplinary team
comprising a coordinator and several carefully chosen experts (see Table A3.1,
A3.2 and A3.3), among which:
- food-system economist;
- urbanist or town planner;
- food policy analyst;
- legal analyst;
- urban and periurban food production specialist;
- rural- and periurban-urban linkages specialist;
- micro, small and medium food enterprises specialist;
- informal food sector specialist;
- market design and management specialist;
- food transport economist;
- architectural designer;
- project financial analyst;
- FSD-related health and environmental specialist;
- specialist in information and sesitisation campaigns of food traders, producers,
transporters, consumers.
The number of team members, their specialities and the time
they need to spend with the team can vary because:
- cities differ from each other and require professionals with different
expertise to analyse them;
- particular aspects or problems require qualified knowledge (e.g. street
food, food quality control, transport economics, nutrition, interinstitutional
organization and economics, market management and architecture). Experts in
each field will join the team for only a short time. However, their contribution
must be incorporated into the work of the other team members through working
groups and interdisciplinary discussions.
All team members must be able to use word processing and data
management software (e.g. Microsoft Word, Excel, Access). Where appropriate the
team should be familiar with graphics software (e.g. PowerPoint, Adobe
Illustrator, Adobe Photoshop) for slide show presentations and illustration of
documentation.
Human support resources
- One secretary/typist, well-acquainted with all the components of Microsoft
Office package;
- interpreters for local languages, for field visits and surveys;
- interviewers, for large field surveys;
- translators for information and sensitisation material into local languages;
- text editor (to review documents prior to publishing and distribution);
- graphic designer (image processing, scanning, desk top publishing of documents,
etc.).
Table A3.1 Qualifications and Experience of Team Members in
Phase 1
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Food System Economist (Senior)
- A good university degree (a master’s degree or doctorate) in
economics, agricultural economics or related subject;
- excellent knowledge of food supply and distribution systems and urban
food marketing issues for the city in question;
- excellent knowledge of past and present agricultural and food marketing
policies, strategies and development programmes at urban, periurban
and rural level;
- good knowledge of legal and regulatory aspects concerning food supply
and distribution activities in his/her own country/city;
- experience in analysing agricultural/food supply and distribution
issues;
- experience in formulating agricultural/food marketing policies and
development programmes;
- experience in designing vocational training programmes in FSDS-related
topics;
- experience in pre-feasibility studies concerning food marketing infrastructure;
- research experience in areas directly related to FSDSs;
- ability to adequately manage an interdisciplinary team;
- ability to be critical and write concisely and synthetically.
Urbanist or Town Planner (Senior)
- A good university degree (a master’s degree or doctorate) in
urban planning, urban geography, or related subject;
- an understanding of food supply and distribution systems and urban
food marketing issues for the city in question;
- good knowledge of the city in question with respect to:
- its morphology;
- access roads, transport facilities and infrastructure;
- location and functioning of major market infrastructure, food markets,
commercial districts, storage and processing facilities;
- planning documents and regulations at the different scales and
their coverage of the commercial and marketing sectors (new infrastructure,
commercial district development, upgrading plans, etc.);
- detailed knowledge of legal measures, regulations, plans for commercial
and food marketing aspects;
- good knowledge of traffic issues and interventions,
- good knowledge of existing and planned transport plans concerning
access to the city;
- experience in research and planning in areas directly related to
urban planning and management in general and as they relate to food
supply and distribution issues in particular;
- experience in vocational training programmes;
- ability and experience of to work in a multidisciplinary team;
- ability to be critical and write concisely and synthetically.
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Table A3.2 Steps in the Selection of Team Members in Phase
1
- Analyse all the personal histories received;
- Make a preliminary selection of up to three candidates per post;
- Interview each of these three candidates, checking:
- the information contained in the personal histories;
- knowledge of FSDS-related problems;
- knowledge of the national economic and social situation, institutions
concerned and food economy;
- knowledge of existing literature in candidate’s discipline and
of national and international sources;
- aptitude for team work and interdisciplinary dialogue;
- level of expertise in computer use;
- knowledge of the language in which all the team’s documentation
will be drafted;
- knowledge of local languages;
- willingness to travel about the country and talk with people of all
social levels;
- ability to "lead" a working party;
- whether the candidate’s efficiency and acceptability within
or outside the team is compromised due to his/her ethnic group, religion
and political opinions;
- should the interviewee meet the requirements for joining the team,
he/she shall be given a copy of the preliminary TOR and asked to prepare
a short written description of how he/she can contribute to the team’s
work, covering technical matters, methodological approach, proposals
for field visits and surveys and a preliminary proposal of his/her own
TOR;
- a final interview to discuss each selected candidate’s proposals.
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Table A3.3 Team Coordinator
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Qualifications
- A good university degree (a master’s degree or doctorate);
- experience in research and planning in areas directly related to
FSDSs;
- an overall view of the issue;
- an ability to work with others;
- sufficiently well-organized to be able to do the work in his/her
area of expertise and, at the same time, act as coordinator, without
over emphasizing the importance of his/her discipline;
- the ability to be critical, concise and to sum up accurately.
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Functions
- make a critical reading of the papers prepared by the team members,
amalgamate the main ideas contained in the various contributions and
take account of team members’ comments;
- provide the team with all the information likely to interest them;
- manage the team’s document base;
- ensure that each team member prepares his/her specific terms of reference
bearing in mind initial general discussions on the set objectives;
- make a detailed plan of work for the entire study, with its various
components, including the work to be done by each team member. The coordinator
shall ensure that the plan is adhered to;
- hold regular meetings, the frequency of which will be decided in
conjunction with the team;
- keep him/herself informed about meetings held by team members;
- ensure that all the activities of the working parties and the interinstitutional
study groups (ISG) are adequately covered when allocating the tasks
to individuals and groups;
- check the preliminary drafts of papers prepared by team members prior
to their discussion in plenary session, set deadlines for revisions
and check that comments and suggestions are taken into consideration;
- sum up the contributions of the various sectors and submit to the
team for approval, incorporating any pertinent comment into the final
versions;
- keep the IPSC informed about the progress of work;
- ensure that pertinent decisions stemming from the working sessions
are duly recorded and distributed to all team and IPSC members;
- involve the private and public institutions and encourage contacts
between them and the team;
- manage any financial resources made available;
- assign research work to the various team members in accordance with
their specific areas of expertise;
- define the team’s work routine (individual and team work, and
work in mixed groups);
- establish priorities;
- draw up work schedules and set deadlines;
- define requirements in terms of data, external cooperation, etc.;
- determine requirements in terms of the resources to be assigned to
each part of the study.
The coordinator shall preferably be given the responsibility of both Phase
1 and 2, in order to ensure continuity throughout the study.
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Recommendations
- When forming the interdisciplinary team, give priority to candidates
with a mixed training background and avoid, as much as possible, juxtaposing
the disciplines;
- ensure that the team members have the knowledge needed to fulfil
their role to the best of their ability. Their approach to development
problems, a knowledge of FSDSs and the urban situation, and a real interest
in the case study are essential prerequisites. Each team member’s
training and experience will have an important effect on the quality
of the results;
- give preference to candidates with proven expertise and capacity;
- include at least one woman in the team and pay particular attention
to her part in activities;
- ensure that the selected candidates are able to converse with
the various interest groups.
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A3.1.2 Logistical resources and
equipment
The main logistical resources required for the implementation
of the case study are:
- a meeting room equipped with paper, computer, printer, data projector,
overhead projector, slide projector;
- transport facilities for field visits and surveys outside of the city;
- computers, modem, scanner, printers and photocopier;
- telephone line, fax, Internet access and email services.
A3.1.3 Financial
resources
A budget will be needed for each phase. Each budget should be
prepared by the team leader following consultation with the team members and in
conjunction with the institution(s) funding the study. Budgets should be revised
periodically. An accurate accounting system should be kept.
Main budgetary elements:
- honorarium of specialists;
- salaries of human support resources;
- transport expenses and daily allowances;
- office equipment and material;
- workshop expenses;
- duplication of documents and printing;
- communication expenses (mail and telephone, e-mail and internet services).
A3.2 Teamwork
A3.2.1 General briefings
A3.2.2 Interdisciplinary
briefings
A3.2.3 Planning sessions
A3.2.4 Study sessions
A3.2.5 Interinstitutional study
groups
A3.2.6 Internal review
meetings
A3.2.7 The work
programme
The teamwork will take place in plenary sessions, in small
groups and on a one-toone basis. These meetings, repeated as necessary,
are:
- general briefing;
- interdisciplinary briefings;
- planning sessions;
- study sessions;
- interinstitutional study groups;
- internal review meetings.
A3.2.1 General briefings
The reasons for general briefings are to:
- prepare the team members for the work they will have to do, explain the
limits of the study, the method and the various stages of the process. Members
will contribute information on aspects of the study. These briefings provide
an opportunity to harmonize the ideas of team members with those of the people
to whom the results will be submitted;
- encourage each team member to envisage a common approach to the work in
terms of method and procedure;
- prepare the work programme of the team and of each team member;
- define the methods of communication to be used within the group (e.g. meetings
on fixed dates, documents to be produced and group working methods);
A3.2.2 Interdisciplinary
briefings
The team shall examine the areas to be studied in detail
depending on the complexity of the discipline concerned. The problem/approach
grid shows how the disciplines are linked to each other and how such links form
subsystems. The problem of assigning responsibility must be resolved before the
team’s work can be organized.
The case study’s general TORs have to be adapted to local
conditions and the interdisciplinary approach. The study objectives, general and
sectoral methodologies need to be clearly defined.
During this process:
- each team member provides a draft of the TORs from the point of view of
his/her discipline, pointing out the elements of the study which are pertinent
to his/her specialization;
- the diverse positions are reviewed and discussed to reveal any differences
of interpretation, resolve disciplinary conflicts and the juxtaposition of
disciplines;
- a common solution to the interdisciplinary approach to the research will
be decided.
A3.2.3 Planning sessions
The planning sessions mainly serve to recap the results
obtained, revise the TORs and the work programmes and resolve any problems and
conflicts within and outside the team.
A3.2.4 Study sessions
The study sessions are devoted to collecting, analysing and
discussing data and information on a specific issue and drafting interim
reports.
It is important that the other members inspect the data and
information obtained by each team member so they can decide whether additional
data are required.
Each member will state the difficulties encountered. The
intent is to exchange ideas to obtain a clearer view of each member’s
particular problems and see how the group members have reacted to their
TORs.
The study sessions may involve all team members or only some
of them.
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Recommendations
- Set up a documentation management system when there is a large
amount of available data (e.g. statistics, lists of institutions and
their roles and functions, and on-going programmes). This will provide
a useful compendium of statistics and basic data which could be quickly
consulted by the team;
- ensure that all team members make group visits to the various
sites in the city and the extraurban areas. This would encourage interdisciplinary
discussions and would give each one an overall view of the area/issues
and provide a common point of reference (if members subsequently have
to work individually on different aspects of the study);
- as often as possible, consult the bodies, agencies and individuals,
especially the intermediate and lower level supervisory staff in the
public or private institutions (extension workers, cooperative managers,
food transporters, food processors, market traders, shopkeepers and
hawkers) who are usually close to the people in the towns and villages;
- keep abreast of the situations or experiences in other towns
and discuss the results and problems encountered with the various persons
responsible;
- as far as possible, involve the team members in the planning
of the activities they will be in charge of;
- ISG members will be carefully chosen on the basis of their
expertise and, where appropriate, the conditions for their participation
shall be clearly stated;
- a coordinator will be appointed for each ISG and will be responsible
for making internal recommendations, drafting reports or providing information
on the group’s behalf. He/she will preferably be one of the interdisciplinary
team members who will also act as secretary;
- each meeting will be arranged on the basis of clearly defined
objectives;
- as far as possible, the ISG meetings will be limited in number
and duration;
- after each meeting, a short report will be prepared in which
the agreed tasks and responsibilities will be detailed.
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A3.2.5 Interinstitutional study
groups
The analysis of definite processes (e.g. market and traffic
management) may require the participation of technicians, employed by the public
authorities or private organizations (chambers of commerce), with specific
knowledge of and/or responsibility for the subject under study.
In this case, interinstitutional study groups (ISG) may be
established to examine subject areas. The establishment of an ISG should also be
a clear indication of institutional involvement in the team’s efforts and
will pave the way for their support and collaboration in monitoring the FSDS
study.
A3.2.6 Internal review
meetings
Internal review meetings give a member or a group of members
an opportunity to submit the results (interim or final) of work performed and
obtain feedback from the other team members.
A particularly important internal review meeting is the one
where the coordinator’s summary is discussed and approved. The coordinator
will make a note of all the criticisms and ask for further detail when needed.
The revised version of the summary will be resubmitted to the group members
before the external review meeting takes place.
A3.2.7 The work
programme
The implementation of a case study and the formulation of
policies and programmes are exercises for which time and resources are limited.
They must be well planned to ensure that the team can finish its work within the
allotted time and that the results are in keeping with the TORs and
expectations. A number of techniques, from the simple bar chart to sophisticated
network analyses, can assist in the planning task (FAO, 1990, Vol. 1).
Following consultations with the other team members, the
coordinator will prepare a plan of workplan which will include:
- the tasks to be carried out by the team members;
- the starting and finishing dates of the activities and the monitoring programme;
- the choice of the person responsible for providing all the data at fixed
dates;
- consultations with the major bodies concerned; and
- the communication procedures.
Progress will depend on the quality of the work plan. Table
A3.4 and A3.5 give examples of activity charts. Similar charts can be prepared
for each important specific study, team activity and for the activities of each
team member.
Table A3.4: Planning Main
Activities: an Example
Table A3.5: Human Resources
Planning: an Example
