CHAPTER 3: COOPERATION AND PARTNERSHIPS

(All amounts in US$ 000)

Major Programme 3.1: Policy Assistance

(All amounts in US$ 000)

Main Substantive Thrusts and Priorities

207. This major programme is central to these areas of keen interest to Members: the provision of sound policy advice to individual countries and regional groupings; the development of the field programme; and capacity building in the formulation and implementation of policies, strategies and programmes aimed at sustainable agricultural and rural development and food security.

208. In line with the recommendations emerging from the evaluation of Policy Assistance Work, it ensures the interface between the normative work of technical departments at Headquarters and policy and technical assistance provided to countries, including through an enhanced field programme. Close links between policy advice and field programme development activities, which are both country-focussed, will be ensured by the policy assistance branches and units at Regional and Sub-regional Offices.

209. Of particular importance is the on-going support to countries in reviewing and updating national strategic and policy frameworks, in consistency with other major development instruments such as the Poverty Reduction Strategy Papers. Policy advice is also delivered to 21 Regional Economic Organizations around the world, in connection with Regional Programmes of Food Security, covering aspects related to agricultural trade facilitation, food safety measures and regional support to national food security efforts.

210. In Africa, this major programme will remain instrumental in helping countries and Regional Organizations to prepare and implement the NEPAD Comprehensive Agricultural Programme.

211. It is recalled that Programme 3.1.2 covers the work of the decentralised branches and units, while Programme 3.1.1 covers TCA activities at Headquarters. Main priorities include:

1. support to and coordination of field programme development activities throughout the FAO;
2. fostering inter-departmental coordination in policy assistance;
3. developing policy guidelines and conducting supportive thematic analyses, while ensuring their normative underpinning;
4. maintenance of a corporate, web-based, country information system including the preparation of Country Briefs;
5. support to countries in reviewing and updating national strategic and policy frameworks regarding agricultural and rural development and food security;
6. support to Regional Economic Organizations in preparing and implementing regional programmes of food security;
7. support to African countries in implementing the NEPAD Comprehensive Agricultural Programme at national level;
8. ensuring a comprehensive country focus;
9. advisory and capacity building support to Members in relation to specific policy issues impinging on food security and sustainable agricultural development; and
10. support to the constraints analysis component related to the expansion of the Special Programme for Food Security (SPFS).

212. Programme 3.1.3, Legal Assistance to Member Nations, is designed to improve the legal and institutional framework for agricultural development and natural resources management in Member Nations. It is based on the premise that effective legal regimes must be designed for each country's situation, and that FAO can bring important lessons of comparative experience to these situations. The main focus is to make these lessons available in different ways, by increasing the participation of the Legal Office in inter-departmental groups, developing guidelines, plans of actions and other instruments to help governments frame national law and policy; and to expand coverage, and improve accessibility of FAO's legislative information system.

213. Proposed changes in resources are intended to address more explicitly the development of the Field Programme at national and regional level, in areas of comparative advantage of the Organization, while responding to growing requests for assistance aimed at improving the capacities to prepare, implement and evaluate sectoral and sub-sectoral policies.

Changes in resources

214. The increase under Programme 3.1.1 is in part caused by the transfer of the unit in charge of country briefs from Programme 3.3.2 and also to strengthen coordination capacity of TCA at Headquarters. The provision for Programme 3.1.2 is also being increased to augment resources in the decentralized offices, particularly for field programme development work. The increase under Programme 3.1.9 is only of a technical nature, as the formula for apportionment of management costs in decentralized offices has been adjusted to correct previous anomalies.

Programme 3.1.1: Coordination of Policy Assistance
and Field Programme Development

(All amounts in US$ 000)

311A1 - Development of FAO's Capacity to Provide On-line Training in Food, Agriculture and Rural Development Policy and Planning

Objective

Wide availability to interested governments and academic or training institutions of electronic learning resources for enhancing policies in food, agriculture and rural development.

Biennial Outputs

• On-line training courses implemented by cooperating institutions
• Modular electronic learning resources on food security policies
• Modular electronic learning resources (conceptual and methodological texts, case studies and exercises) on regional integration and food security and on agricultural policy and poverty

311P1 - Coordination of Policy Assistance

Objective

Coherent approach to FAO policy advisory services to the membership.

Biennial Outputs

• Policy papers, notes and reports prepared by PABs and PAUs reviewed and technically cleared
• Methodological material on constraints analysis applicable to SPFS up-scaling initiatives
• Guidelines on the organization of a policy formulation and implementation process, including participation of stakeholders
• Operational guidelines and briefs on the formulation of national and regional strategies for food security and agricultural development
• Updated national strategies for about 100 countries reviewed
• Support to NEPAD Action Plans preparation at continent level and to 9 African Regional Economic Organizations
• Analytical and methodological material on the impact of agricultural policy on poverty and on the formulation of common agricultural policy mechanisms
• Two workshops on agriculture strategy formulation and regional policy integration (agricultural trade, food safety measures and support to national food security efforts) organized to increase advisory capacity of policy staff
• One workshop on agriculture in PRSP processes (Eliminated in ZRG)

311P2 - Coordination of Field Programme Development Activities

Objective

Improved regional, national and local level conditions to achieve sustainable rural and agricultural development, through coordinated field programme development.

Biennial Outputs

• System for monitoring and evaluation of regional field programme development strategies
• Guidelines for convergence of national with regional food security programmes (Eliminated in ZRG)
• 40 National and 10 sub-regional mid-term technical cooperation programmes developed

311P3 - Development of Training Materials and Methods in Food and Agriculture Policy Analysis

Objective

Improved policy and institutional settings in countries for agricultural and rural development and greater national capacities for sector, sub-sector and local policy making.

Biennial Outputs

• Training materials on rural development strategy and policy formulation and implementation, and on the policy cycle
• Training material on selected sub-sectoral policy themes
• Training material on strategic area development, micro-projects and development facilitation

311P4 - Coordination of Country Focus

Objective

Enhanced country knowledge in order to enable FAO to provide well-tailored technical assistance for agricultural development and food security.

Biennial Outputs

• Unified electronic tool-kit for the preparation of country and regional entities' briefs
• Corporate-wide system to facilitate access to and utilization of country and regional entities briefs
• Briefs on Member Nations and Regional Entities

311S2 - Technical Support to Capacity Building in Food, Agriculture and Rural Policy Development Planning and Policy Analysis

Objective

Improved policy and institutional frameworks aimed at facilitating initiatives, organization and alliances amongst multiple stakeholders.

Biennial Outputs

• Guidelines to FAORs on prioritisation of FAO/government areas of cooperation (Eliminated in ZRG)
• Demand-driven direct policy advice provided to member countries and regional economic organizations
• Contributions to UNDAF and CCA processes, as well as PRSPs, in LIFDCs to include food security and rural development issues
• Support to regional initiatives, in particular follow-up to FAO/Development Banks programmes in food security

Programme 3.1.2: Policy Assistance to Various Regions

(All amounts in US$ 000)

312P1 - Enhancement of Country Focus

Objective

Enhanced country knowledge in order to enable FAO to provide well-tailored technical assistance for agricultural development and food security.

Biennial Outputs

• Country task forces, analytical database and up-to-date assessments of technical assistance requirements at national level

312P2 - Field Programme Development

Objective

Generation of a dynamic field programme, attuned to the requirements of recipient countries and the expectations of funding sources.

Biennial Outputs

• Updated regional field programme development strategies
• Resource mobilization support to national/regional technical assistance programmes
• Training of FAORs in funds mobilisation from decentralized donors (Eliminated in ZRG)

312P3 - Advice, Support and Training in Agricultural Policies

Objective

Enabling policy and institutional frameworks at national and regional levels, conducive to rural development and food security.

Biennial Outputs

• Policy advice to member countries and support in policy analysis and preparation
• Policy papers, notes and reports
• Technical support to the preparation of national strategies horizon 2015 on food security and agricultural development
• Capacity-building workshops on policy-related issues
• Support to the preparation of plans and strategies for rehabilitation and development following emergencies

312S3 - Technical Support to Field Programmes

Objective

Improved policy and institutional frameworks aimed at facilitating initiatives, organization and alliances amongst multiple stakeholders.

Biennial Outputs

• Direct advice on policy to countries, including constraints analysis
• Technical support to field projects (including formulation, implementation and backstopping)
• Technical and organizational support to 5 FAO Regional Conferences

Programme 3.1.3: Legal Assistance to Member Nations

(All amounts in US$ 000)

313A1 - Support to the Development of a Regulatory Framework for Food and Agriculture

Objective

Effective national implementation of international norms in priority areas.

Biennial Outputs

• Preparation of guidelines, manuals, codes of conduct and action plans to provide the basis for national legislation related to international legal instruments in the priority areas of food law and fisheries law

313P1 - Collection and Dissemination of Legal Information

Objective

Improved legislation for food and agriculture and greater national capacity to frame such legislation.

Biennial Outputs

• Merger of FAOLEX and ECOLEX and constant updating of the database (Eliminated in ZRG)
• Dissemination of legislative studies (Eliminated in ZRG)

313S1 - Provision of Technical Advice

Objective

Appropriate legislation for food and agriculture.

Biennial Outputs

• Direct advice, including draft legislation, and on-the-job training of national legal staff, for up to 30 countries (Reduced in ZRG)

Programme 3.1.9: Programme Management

(All amounts in US$ 000)

215. This programme covers the office of the Director TCA and those parts of Regional Office direction attributable to policy assistance.

Major Programme 3.2: Support to Investment

(All amounts in US$ 000)

216. This major programme will continue to promote investment in agriculture, rural development and sustainable use of natural resources. Assistance in the preparation of investment and technical cooperation projects that respond to the development priorities of developing and transition countries, and which meet the funding criteria of multilateral financing agencies, remains the main focus of the Investment Centre Division (TCI), cooperating with some 20 major financing and related institutions. On average, 60 to 70 percent of the total cost of FAO's investment support work is met by extra-budgetary resources, including partner institutions and bilaterally- or nationally-financed trust funds which meet part of the Division's costs.

217. Most of these projects are expected to contribute to the eradication of hunger and to poverty alleviation. During the course of the biennium, the Investment Centre will also support FAO's Regular Programme at large, through the formulation of expanded national programmes for food security, together with TCOS³⁰, as well as post-emergency recovery and reconstruction projects, with TCE³¹. The Division anticipates more activities concerned with mobilising transfers to countries of a non-lending nature. In this context, cooperation is to continue with the Global Environment Facility (GEF), as well as assistance to countries in relation to the use of debt-for-development swaps and the exploration of options for attracting resources for carbon sequestration and other non-traditional forms of development assistance.

218. The Investment Centre is expected to be particularly active in Africa, assisting in the design of investment programmes focusing on water control systems, as well as providing support for regional investment programmes in collaboration with relevant initiatives such as NEPAD³² and concerned sub-regional bodies.

Changes in Resources

219. The provisions are in line with expected contributions from partner institutions. The staffing structure will be adjusted to reflect the evolving responsibilities of the five operational services, and the functions of the Director's office with respect to pre-investment work, linkages to FAO's normative programmes, coordination of strategic issues with financing institutions and investment pipeline development. The five regional services would have operational responsibility for all the activities of the IFIs³³ in respective regions.

Programme 3.2.1: FAO/World Bank Cooperative Programme

220. This programme mobilises resources under the FAO/World Bank Cooperative Programme and mobilises investment resources for agriculture, rural development and sustainable use of natural resources. Demand is strong and it is hoped to increase delivery through the cost efficient use of Regular Programme resources whereby FAO covers 25 percent of the costs of the programme.

Programme 3.2.2: Investment Support Programme

221. This programme mobilises investment resources from financial institutions other than the World Bank. The overall demand for services remains strong, although inter-annual shifts may occur in the levels of cooperation with individual institutions. Demand from the African Development Bank (AfDB), the Asian Development Bank (AsDB) and the Inter-American Development Bank (IDB) is expected to remain steady. Joint work with the International Fund for Agricultural Development (IFAD) and the World Food Programme (WFP) is also expected to continue at the level attained in 2002-2003, while work with other specialised and sub-regional Funds and Banks, as well as in support of FAO Trust Funds and other technical Divisions will expand.

Major Programme 3.3: Field Operations

(All amounts in US$ 000)

222. The 2002-2003 biennium was marked by the consolidation of new support structures for the field programme, through the reorganised Field Operations Division (TCO), the decentralization of operational responsibility from the Regional Offices to FAO country offices and the establishment of the new Emergency Operations and Rehabilitation Division (TCE). It is pertinent to recall that operational responsibility for projects is now assigned as follows:

1. FAO Representations for national projects;
2. Regional Offices for regional projects and national projects in countries without an FAOR;
3. technical departments at Headquarters for inter-regional, global and normative projects; and
4. TCE for emergency projects.

223. TCO has overall responsibility for field programme operations, monitoring and reporting, including in particular:

1. analysing trends in field activities, preparing delivery forecasts, monitoring progress, and providing Management with periodic status reports;
2. managing and coordinating the Field Programme Management Information System (FPMIS);
3. coordinating the review, preparation and release of operational and administrative procedures for the field programme;
4. identifying problems in project operations through ad hoc and consultative mechanisms, developing operational and management solutions and providing guidance and orientation to all budget holders;
5. planning and coordinating non-emergency field programmes and projects, and supervising their implementation;
6. providing guidance to units responsible for field operations, advising on the designation of operational responsibilities;
7. managing and monitoring of the TCP³⁴, the SPFS³⁵ and other field-related activities, such as projects funded from TeleFood proceeds;
8. providing liaison with UN system inter-agency bodies responsible for field programme policy and operations; and
9. generally providing support to policy formulation related to the field programme.

224. In 2002, TCO implemented interactive workshops, coupled with individual country visits by operations specialists aimed at enabling project budget holders in FAOR offices to handle all dimensions of project operations. The need for sustained training and briefing on operational and administrative procedures calls for further interactive workshops, the focus of which would be adapted to actual problems to be resolved, coupled with distance-learning resources, in the form of updated manuals, answers to frequently-asked-questions, electronic fora and video conferences.

225. TCE has overall responsibility for emergency field programmes and the elaboration of rehabilitation and humanitarian assistance policies. It leads the assessment of needs for agricultural relief and rehabilitation arising from natural or man-made disasters, and subsequently the formulation and implementation of programmes and projects for urgent agricultural relief and early rehabilitation, drawing on the expertise of concerned technical units. TCE elaborates policies and programmes in support of the transition from emergency relief to rehabilitation and development in the food and agricultural sectors. It provides information and advice on emergency and rehabilitation issues to senior management, including through the Emergency Coordination Group, and supports FAO's participation in the Inter-Agency Standing Committee, its Working Group, task forces and reference groups and in other inter-agency fora.

Changes in Resources

226. The indicated resource allocations result from the following main factors:

1. reductions under Programme 3.3.1 reflecting readjustment of staff resources in regional operations branches to match the transfer of responsibilities to country offices and declining volumes of delivery;
2. higher extra-budgetary resources for emergency activities;
3. increased resources to support distance learning and workshops and training in administrative and operational procedures for project operations, under Programme 3.3.2, which is masked by the transfer of the unit dealing with country briefs to Programme 3.1.1; and
4. an increase in Programme Management under 3.1.9 arising from a technical adjustment in the distribution of the Management Support Service located in AFD.

Programme 3.3.1: Field Operations in Various Regions

227. In line with the reorganised arrangements for field operations, a limited operating capacity is retained in Regional Offices, in the form of operations branches. The latter operate projects in countries without a resident FAO Representative, as well as complex and multi-disciplinary regional projects. They coordinate and analyse implementation reports from FAORs, monitor delivery of national and regional projects, follow-up with project operators (budget holders) on critical issues, maintain an updated pipeline of national and regional projects, perform help-desk functions in support of the FAORs' and regional technical groups' operational responsibilities, and, through TCO, keep Headquarters abreast of field programme developments in their respective regions.

228. The role and responsibilities of the operations branches and the changing nature of services they provide, mainly in support of the budget holder function of the FAO Representatives, are currently being analysed jointly by TCO and AFH³⁶. The outcome of this review will complement a parallel review of FAO Representations conducted by OCD³⁷, both feeding into the evaluation of the decentralization policy to be completed in 2004.

Programme 3.3.2: Central Support and Special Activities

229. This programme covers a number of activities which support the field programme, such as: implementation of training and education in the field (except study tours); overall monitoring of project terminal reports; inputs into country briefs for use by senior management; provision of field programme monitoring information; servicing of the Field Programme Committee; facilitation of project appraisal.

230. The Field Programme Management Information System (FPMIS) became fully operational in 2002. It includes a variety of financial and monitoring reports in a consolidated format, using Web-based information technology, linking to other major information systems (Oracle and Data Warehouse). Through FPMIS, all FAO staff now have access to up-to-date information on field projects and programmes, covering all dimensions of the project cycle, from pipeline to project closure. Its "pipeline module" serves to improve the Organization's response to requests for technical assistance, starting from the storage of potential ideas for field projects. Core elements of the FPMIS will be provided to a broader audience, accessible through the WAICENT portal.

231. This programme includes the above-mentioned interactive workshops and other consultations in the Regions designed to identify operational problems impeding efficient and cost-effective delivery of services. The overall training effort includes:

1. scheduled briefing and training sessions for new FAOR staff and those country offices experiencing difficulties in field project implementation in accordance with established work plans;
2. streamlined procedures; and
3. an up-to-date, user-friendly Field Programme Manual, to be available to all concerned FAO staff through FPMIS.

Programme 3.3.3: Emergency Operations and Rehabilitation

232. This Programme covers activities implemented by the new Emergency and Rehabilitation Division (TCE). The programme will continue, through the Emergency Coordination Group (ECG), to:

1. sensitise concerned departments and divisions in relation to emergency and humanitarian assistance requirements; and
2. foster inter-disciplinary thinking and action in this area.

233. The programme addresses the urgent rehabilitation of agricultural, livestock and fisheries production in disaster-stricken areas. It also assists with preparedness and post-emergency rehabilitation. During 2002, TCE operated over 210 projects, providing emergency and rehabilitation assistance to 70 countries. The total delivery was estimated in early 2003 at US$ 148 million, of which nearly US$ 95 million related to Iraq under the terms of Security Council Resolution 986, US$ 43 million from Trust Fund donors and other UN organizations, and US$ 10 million under TCP funding. Staff is largely funded from direct operating cost earnings. TCE's major areas of activity include:

234. Management of emergency operations and coordination of rehabilitation programmes- this will be assisted in particular by:

1. methods and guidelines to enhance beneficiary targeting, assess needs and develop intervention strategies, share information, and assess impact;
2. dissemination of updated administrative procedures;
3. sensitisation and training of staff and promotion of activities favouring the transition from emergency relief to rehabilitation and development, and capacity building; and
4. information systems to support the formulation of strategies and programme frameworks in relation to potential emergencies.

235. Support to countries and other partners by promoting the formulation and application of rehabilitation and humanitarian assistance policies - this will involve, inter alia:

1. participation in, and follow-up to inter-agency discussions regarding humanitarian and rehabilitation policies, coupled with the coordination of FAO's participation in specific inter-agency processes such as CAP³⁸;
2. sharing of lessons learnt from emergency projects and elaboration of relevant interventions;
3. elaboration of immediate post-emergency strategies and programme frameworks in selected countries and regions; and
4. enhanced partnership with NGOs³⁹, private voluntary organizations and CSOs⁴⁰ in emergencies and rehabilitation activities.

236. Mobilisation of resources for emergency and rehabilitation programmes - this will entail:

1. analysis of donor priorities, and active contacts with donors, including effective reporting on achievements and seeking their involvement in monitoring and evaluation exercises;
2. collaboration with WFP, UNHCR⁴¹ and other selected UN agencies;
3. participation in regional workshops with NGOs; and
4. development and maintenance of an emergency and rehabilitation Website.

Programme 3.3.9: Programme Management

237. Programme 3.3.9 covers Programme Management costs of the office of Director TCO.

Major Programme 3.4: FAO Representatives

(All amounts in US$ 000)

238. During the 2004-05 biennium, the geographic coverage of the network of FAO Representatives (FAORs) is expected to reach a total of 133 countries. This will include 74 fully-fledged FAORs, 4 countries covered by Sub-regional Offices, 4 countries served by Regional Offices, 39 countries covered through multiple accreditations and/or National Correspondents, and 12 countries benefiting from the new Outposted Technical Officer/FAOR (OTO/FAOR) scheme approved by the Council at its 119^th session.

239. FAORs will continue to be the essential focal point for contact with the respective host governments, civil society and the donor community in countries of accreditation. They help focus FAO's expertise where and when it is most needed, monitor national developments relevant to food and agriculture, and channel and coordinate FAO's technical cooperation activities. In countries hit by natural or other disasters, FAORs provide vital liaison functions with the governments concerned and contribute to the needs assessment for emergency intervention in the agricultural sector.

240. In addition, the majority of FAO Representations now have operational responsibility for national technical cooperation projects, and support emergency and regional projects with activities in their country. As donors delegate greater responsibility for project approvals to the country level, FAORs play an increasingly critical role in the development of the field programme, in collaboration with the policy branches and units in Regional and Sub-regional Offices. In this context, FAORs closely cooperate with the other members of the UN Country Team within the framework of the Resident Coordinator System, often involving participation in the CCA⁴², UNDAF⁴³ and PRSP⁴⁴ processes.

241. FAORs will continue to have access to resources, through the Small-scale Facility and the TCP, to assist them in meeting requests for technical or policy support through recourse to local expertise.

242. Improved administrative capacities in FAORs will be achieved by: the increased use of locally recruited professionals to cover administrative functions; establishing a roving administrative support system that will, inter alia, enhance Headquarters oversight capacity, assist in streamlining the administrative procedures and systems and provide administrative and financial training to the FAOR staff; more outsourcing of services now covered by lower graded GS posts; and the rationalisation of the grade structure of FAOR secretaries.

Changes in Resources

243. The following enhancements of the FAOR Network are contemplated:

1. limited expansion through OTO/FAORs, multiple accreditations and National Correspondents;
2. broadening of the tasks of the OTO/FAORs with non-technical business functions;
3. strengthening of the programming and administrative capacity of FAORs to allow them to absorb additional responsibilities for project operations and field programme development without crowding out emergency work, their established advocacy role and the support they provide to the normative programme;
4. a more proactive participation of the FAORs in joint UN programming exercises at country level, and their greater integration in the UN system Country Teams;
5. better information resource management for knowledge and technology transfer; and
6. implementation of the additional security policies and measures adopted by the UN system.

244. Strengthening of OTO/FAORs - as decided by the Council at its 119^th session, the cost of the OTO/FAOR is to be borne by the Host Government (with the exception of the salary of the concerned officer) and the incumbents would combine technical work with their duties as FAO Representatives. From experience to date, it is apparent that their presence has greatly improved the access of host countries to the services of the Organization. At the same time, it has become clear that their usefulness - both for the country of assignment and for FAO - could be further enhanced, if they were given the means to perform the normal non-technical business functions of an FAOR (i.e. project operations and field programme development). It is, therefore, proposed to augment the programming, administrative and operational capacity of OTO/FAORs by adding a post of Assistant FAOR (NPO) and one Administrative Assistant, and some minor non-staff provisions. This arrangement would also reduce the existing inequity between those countries benefiting from a fully-fledged FAOR, and the ones benefiting from an OTO/FAOR.

245. Strengthening programming and project operations in FAORs - the programming and operational capacity of the FAOR network would be further improved by:

1. increasing resources for continuous training and learning programmes for FAOR staff; an effective training programme should cover, inter alia: project cycle management, particularly project formulation and implementation; training for the enhancement of computer and language skills, and job-related competencies; and specific training sessions for newly recruited FAORs, NPOs and Administrative Officers as done hitherto;
2. proactive participation of FAORs in the UN Country Team under the Resident Coordinator System, including adequate technical and other inputs from the perspective of FAO's mandate, to joint programming mechanisms such as CCA and UNDAF;
3. enhancing the Organization's presence in multiple accreditation countries by increasing the frequency of visits by the concerned FAORs; and
4. further rationalisation and improved grade structure of the NPO category to attract and retain highly qualified national experts - the job title of NPOs was recently changed into "Assistant FAOR (Programme)".

246. Better information management and improved knowledge and technology transfer - information management in country offices will be enhanced through the establishment of a firmer information technology analysis and implementation capacity. Additional hardware will be installed, also to reap the benefits from the Wide Area Network. Work on the Country Office Information Network (COIN) will continue to enhance the flow of administrative information between decentralized offices and Headquarters. FAORs will be progressively connected to: the e-Registry, the Virtual Library and WAICENT⁴⁵. FAORs will be encouraged to use this greater connectivity for knowledge and technology transfer to local partners. Expanded partnerships with local "knowledge generating" institutions will facilitate the latter's access to FAO's store of knowledge and technologies, inter alia, through WAICENT.

247. Security - Major Programme 3.4 also covers management and administrative backstopping services to FAORs from OCD at Headquarters. This includes handling of field security and emergency-related matters, as well as FAO's liaison with the UN Security Coordinator's Office. Field security requirements have received significant additional emphasis recently, resulting in a number of measures that have the firm political support of the UN General Assembly, its Fifth Committee and the ACABQ⁴⁶. The Organization must meet these new requirements that concern both decentralized offices as well as Headquarters, and additional capacity in the form of two additional posts is proposed for OCD to deal with these issues in a satisfactory and consistent manner.

Major Programme 3.5: Cooperation with External Partners

(All amounts in US$ 000)

Changes in Resources

248. The increase under 351 is partly to strengthen TCA's cooperation with donors, and also to augment resources available for the Programme Implementation Facility (PIF), which is instrumental in building up the field programme pipeline. Under 3.5.2, increased resources are to benefit a broad range of awareness activities in the context of FAO's cooperation with NGOs and the private sector, as well as World Food Day Special Events and TeleFood.

Programme 3.5.1: Multilateral and bilateral agencies

249. This programme will aim at the further expansion and diversification of FAO trust funds, through sustained and dynamic dialogue with all development partners, in full consistency with the strategy for Leveraging resources for FAO and its Members approved as part of the FAO Strategic Framework 2000-2015. Within this overall context, emphasis will be placed on strategic alliances with key donor countries, based on a programme approach, shared priorities and synergies between field operations and normative activities. For this purpose, areas of interest to donors will be reviewed annually in consultation with technical departments. Resource mobilisation efforts will include periodic multi-donor meetings, consultations with major donors and ad hoc meetings with selected donors, with a view to presenting FAO's country driven priority programmes and projects requiring donor support. Assistance is to be provided to the decentralised units to enhance cooperation with donors which have decentralised decision-making and bilateral cooperation mechanisms. The programme will support the implementation of Regional Strategies for Field Programme Development, based on national technical cooperation needs assessments.

250. The expansion of Unilateral Trust Funds (UTFs) will be pursued, both within the framework of International Financing Institutions-funded investment programmes and through nationally funded projects. Innovative modalities for national execution and use of the Project Identification Facility will provide increased opportunities to leverage resources in support of agricultural and rural development and food security. Special consideration will be accorded to countries willing to utilise their own resources to finance the expansion of SPFS projects, as a major vehicle for the attainment of WFS goals.

Programme 3.5.2: Civil Society Awareness and Partnerships

251. Programme 3.5.2 addresses important components of the cross-cutting organizational strategy on Broadening partnerships and alliances. The establishment in 2002 of the Resources and Strategic Partnerships Unit (TCDS) has given stronger impetus to this work.

252. In fostering cooperation with NGOs and other civil society organizations, the programme will be guided by the joint FAO-civil society action plan developed in follow-up to the WFS: five years later and the parallel NGO/CSO Forum held in June 2002. This plan targets key areas of mutual concern such as: the right to food; local peoples' access to productive resources; sustainable agro-ecological approaches to food production; food sovereignty and food security. The accent will be on decentralized, field-oriented cooperation and policy dialogue, with Regional Offices playing a key role, but attention will also be given to enhancing civil society participation in global policy fora and the International Alliance Against Hunger. The programme will continue to operate through a network of NGO/CSO focal points in technical divisions and field offices.

253. In its outreach to the private sector, the programme will play a catalytic role in identifying and attracting private sector partners (including associations, foundations, etc.) for cooperation with FAO. Priority will be given to: institutionalising FAO's cooperation with the private sector; strengthening dialogue and exchange of information between FAO and the private sector; promoting and facilitating international and local private sector investment in developing countries; and mobilizing private sector support to FAO's programmes and activities.

254. Programme 3.5.2 will also facilitate coordination of FAO's participation in the UN Development Group (UNDG), which the Organization joined in 2001. This covers reviewing the UNDG annual priorities and ensuring that they are in line with the Organization's mandate and consistent with FAO's rules and regulations. The Programme will monitor the outcome of UNDG discussions to apprise senior management of the implications and identify policy options for the Organization.

255. In promoting the involvement of sub-national and local entities as new partners in rural development and food security, the programme will: develop a policy framework for cooperation with decentralized entities; incorporate related experience in FAO information systems and enhance information exchange with and between these entities from developed and developing countries; mobilise their financial resources for FAO programmes and projects in developing countries and promote technical assistance to counterparts in developing countries, with particular reference to the SPFS.

256. Programme 3.5.2 also includes the work in the General Affairs and Information Department for coordination, planning and implementation of World Food Day activities, the use of FAO Ambassadors, and promotion of country-level involvement and civil society participation through the dissemination of information materials.

257. The World Food Day Special Events/TeleFood programme will continue to raise public awareness of the plight of the hungry and mobilize resources to fund micro-projects targeted at helping poor communities. Since 1997, promotional events have been organized around the world with a view to promoting solidarity and generosity in the fight against hunger. The TeleFood Special Fund, as of January 2003, has been able to support more than 1200 micro-projects in 116 countries.

Programme 3.5.3: Cooperation Agreements with Member Nations
and Support to ECDC and TCDC

258. During the 2004-05 biennium, OCD will pursue enhanced use and impact of the Partnership Programmes, including greater involvement of Member Nations, their institutions and experts. Main actions will be:

1. conveying to external stakeholders the comparative advantages of the partnership programmes;
2. strengthening in-house capacity to fully exploit the cooperation opportunities offered by the partnership programmes;
3. promoting the partnership programmes, in printed and multi-media form;
4. expanding cooperation with academic and research institutions, with emphasis on institutions that can provide most advanced knowledge and technology; and
5. increasing the opportunities for young professionals from developing countries.

Major Programme 3.9: Programme Management

(All amounts in US$ 000)

259. This major programme covers the direct Office of the Assistant Director-General (TCD), including the Programme Coordination Unit (TCDP) and a consolidated departmental Registry.

³⁰ Special Programmes Coordination and Monitoring Service

³¹ Emergency Operations and Rehabilitation Division

³² New Partnership for Africa's Development

³³ International Financing Institutions

³⁴ Technical Cooperation Programme

³⁵ Special Programme for Food Security

³⁶ Human Resources Management Division

³⁷ Office for Coordination of Normative, Operational and Decentralized Activities

³⁸ Coordinated Appeal Process

³⁹ Non-governmental Organizations

⁴⁰ Civil Society Organizations

⁴¹ Office of the United Nations High Commissioner for Refugees

⁴² Common country assessment

⁴³ United Nations Development Assistance Framework

⁴⁴ Poverty Reduction Strategy Paper

⁴⁵ World Agricultural Information Centre

⁴⁶ Advisory Committee on Administrative and Budgetary Questions