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Major Programme 3.3: Field Operations

(All amounts in US$ 000)

 

Programme

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

Trust Fund

3.3.1

Field Operations in Various Regions

14,106

(8,330)

5,776

0

5,776

0

3.3.2

Central Support and Special Activities

5,277

479

5,756

(800)

4,956

0

3.3.3

Emergency Response Operations

3,325

3,907

7,232

0

7,232

0

3.3.9

Programme Management

1,171

(387)

784

0

784

0

Total

23,879

(4,331)

19,548

(800)

18,748

0

Cost Increases

(273)

 

(310)

 

Total - recosted

19,275

 

18,438

 

697. This major programme covers the activities of the Field Operations Division (TCO) which has been restructured following an in-depth review of the field programme. The review concluded that external factors, partially beyond the direct control of FAO (i.e. related to changes in the level of investment in agriculture, the modalities of providing technical assistance, the modes of cooperation with donors, and demand for technical assistance by developing countries and countries in transition) had a major impact on overall resource availability. It noted that FAO's performance was affected by a variety of internal factors, e.g. related to the degree of involvement of technical departments in field programme activities; the capacity of Regional, Sub-regional and Country Offices; insufficient dialogue with donors; management and administrative shortcomings; and the need for a redefinition of the roles and responsibilities in the project cycle.

698. Accordingly, TCO and management arrangements for the field programme were reorganised in 2001, aiming at: a) further lowering the cost for supporting the field programme, b) transferring operation of national projects to the country offices where feasible, and c) increasing efficiency. Responsibility for operating projects is now shared between the decentralized structures and Headquarters along the following lines: FAO Representations are responsible for operating national projects in their respective host country, while countries without FAO Representation and countries under double-accreditation continue to be supported by the Regional Offices which also operate regional projects. Global and inter-regional projects are operated by the concerned Headquarters technical units. TCO will continue to operate emergency projects. This decentralization of operational responsibilities needs to be counterbalanced by strong central work on trend analysis, monitoring, quality control, formulation of policy and procedures to ensure Organization-wide coherence in implementation, reporting and analysis.

699. The reorganisation of TCO is seen as a major step in current efforts to reverse the declining delivery of non-emergency field activities. The restructured TCO is composed of the following four services:

  1. the Technical Cooperation Programme Service (renamed TCOT), with the same mandate but now reporting to the Director of TCO;
  2. the Special Relief Operations Service (TCOR);
  3. the Special Programmes Coordination and Monitoring Service (TCOS); and
  4. the new Field Programme Monitoring and Coordination Service (TCOM).

700. While TCOT, TCOR and TCOS have been strengthened, partially by a redeployment of professional staff, their functions remain essentially unchanged. The creation of TCOM, on the other hand, should enhance the Organization's capacity to manage the field programme, despite the decentralized operating structure. More specifically, TCOM monitors the field programme, covering the entire project cycle, and is responsible for the preparation of analytical reports on current delivery and forecasts, permitting rapid assessment of project delivery performance for management purposes. It also operates the Field Programme Management Information System (FPMIS).

701. In summary, the restructured TCO has the following main functions:

  1. to analyse trends in field activities, preparing delivery forecasts and monitoring progress;
  2. to plan and coordinate field programmes and projects and supervise their implementation;
  3. to provide guidance to units responsible for field operations, advise on the designation of operational responsibilities and establish the procedural framework for operations;
  4. to coordinate FAO's response to emergency situations, implement emergency relief and rehabilitation projects, and link rehabilitation to longer-term development efforts;
  5. to manage and monitor the Technical Cooperation Programme (TCP), the Special Programme for Food Security (SPFS) and other field-related activities, such as projects funded from TeleFood proceeds;
  6. to provide liaison with UN system inter-agency bodies responsible for field programme policy and operations; and
  7. to generally provide support to policy formulation related to the field programme.

Resources

702. While the underlying details are quite complex to describe, the indicated resource allocations can be understood as resulting from the following main factors:

  1. The significant abolitions of field operations-related posts in the Regional Offices (Country Operations Officers and Operations Clerks), a major organizational streamlining which is itself linked to: the need to adjust to lower-expected levels of reimbursements of AOS costs; and the transfer of operational responsibilities to FAORs mentioned above; hence the substantial decline in resources under Programme 3.3.1. However, part of these resources, hitherto assigned to Regional Offices, must be transferred to Major Programme 3.4 to enable the FAO country offices to cope with their increased operational workload, where required.
  2. The restructuring of the TCO Division and other units of the TC Department, including abolition of the former Senior Field Operations Inspector, and further substantial reductions under the fellowships component to maximise efficiencies and take account of income trends. However, provision is made for implementation of a more advanced FPMIS, hence the increased amount under Programme 3.3.2.
  3. The impact of the significantly higher volume of support to emergencies, due principally to the Iraq assistance programme, provided by FAO's Special Relief Operations Service (TCOR) under Programme 3.3.3. As TCOR is mostly financed by levies on extra-budgetary contributions, its staff and other expenditures can - and in fact need to - be flexibly adjusted to evolving workloads.
  4. Some transfers of resources between Programme 3.3.9 (programme management for the TCO Division) and Major Programme 3.9 (departmental management), also reflecting the impact of restructuring measures introduced in the 2000-2001 biennium.

Impact of ZRG Resource Levels
The curtailment of the provision made under real growth to support the full-scale implementation of the Field Programme Management Information System (FPMIS) would critically affect a potentially essential tool in the development and management of the field programme.

Programme 3.3.1: Field Operations in Various Regions

(All amounts in US$ 000)

 

Programme Entity

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

3.3.1.1

Africa

4,172

(2,720)

1,452

0

1,452

3.3.1.2

Asia and Pacific

3,094

(1,632)

1,462

0

1,462

3.3.1.3

Latin America and the Caribbean

3,336

(1,834)

1,502

0

1,502

3.3.1.4

Near East and North Africa

2,089

(1,027)

1,062

0

1,062

3.3.1.5

Europe and Inter-regional/Global Projects

1,415

(1,117)

298

0

298

Total

14,106

(8,330)

5,776

0

5,776

Cost Increases

239

 

239

Total - recosted

6,015

 

6,015

703. In line with the reorganised structure for field operations, a limited operating capacity is retained in Regional Offices, in the form of Operations Groups. The latter operate projects in countries without FAO Representation or under double accreditation, as well as complex and multi-disciplinary regional projects. In addition, they will monitor the field programme delivery in all countries covered by the respective Regional Offices, and coordinate and analyse implementation reports from FAORs in order to keep Headquarters abreast (through TCO) of field programme developments in respective regions. They also have a major role in providing procedural guidance to FAORs, and in monitoring the pipeline of country and regional projects.

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

267

0

267

Global

267

Regular Programme

833

PBEC

(2,361)

0

(2,361)

Inter Regional

0

Secondments to Trust Funds

150

RO

7,870

0

7,870

Africa

1,367

Secondments to STS

2

       

Asia and Pacific

1,385

Secondments to SPPD

2

       

Near East

1,018

Credits for AOS

4,789

       

Europe

293

Programme of Work

5,776

       

Latin America

1,446

Trust Fund Activities

             

Trust Funds

0

           

Trust Fund Activities

0

           

Programme 3.3.1 Total

5,776

 

5,776

0

5,776

 

5,776

Programme 3.3.2: Central Support and Special Activities

(All amounts in US$ 000)

 

Programme Entity

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

3.3.2.0

Central Support and Special Activities

5,277

479

5,756

(800)

4,956

Total

5,277

479

5,756

(800)

4,956

Cost Increases

(315)

 

(352)

Total - recosted

5,441

 

4,604

704. This programme includes a number of key supporting activities to the field programme, such as: implementation of training in the field (except study tours); overall monitoring of project terminal reports; preparation and coordination of country briefs for use by senior management; field programme monitoring information; servicing of the revitalised Field Programme Committee; and facilitation of project appraisal.

705. It covers operation of the Field Programme Management Information System (FPMIS) which is the Organization's response to decentralized management and decision making. During its first phase, the FPMIS made available to FAO Representatives and FAO staff in all locations concerned with field project operations, up-to-date and on-line project-related financial and qualitative information on the status and evolution of projects operated by FAO. This includes electronic copies of project documents and mission reports, as well as project-related procedures. Much of this data is retrieved from existing databases, including the Data Warehouse, but presented in a user-friendly format in one web-based platform. In the second phase, which has already started, the FPMIS will benefit from tools to improve operational responsiveness of field projects in terms of reporting and delivery of inputs; enhanced search and retrieval tools; a tool for preparing management reports as well as the development of a "Pipeline Module" that will permit not only effective monitoring and management of ideas and requests, but also forecasting of field programme delivery. While FPMIS is operated by TCOM, it involves contributions of many units, both at Headquarters and in the decentralized offices.

706. The core foundations for the FPMIS were laid during 2000-2001, but additional resources are required to: enhance the database; widen the base of project documents and reports that can be retrieved; and improve access from remote locations. The documentation accessible through FPMIS is limited to what was already available in electronic format (mainly TCP project documents and reports). More historical documents and reports need to be converted into electronic format to make them accessible to a wider audience within FAO and to achieve the full benefit of the FPMIS also for non-TCP funded activities. This investment will facilitate the access of field offices to project information; improve the Organization's reporting to donors; enhance overall project implementation efficiency; enable FAO's management to monitor the field programme in real-time; and permit cost-conscious field programme implementation. This system is considered essential to a fully decentralized management of the field programme.

707. This programme is also playing a central role, through the re-activated Field Programme Committee, in the review of operational and administrative procedures relating to the entire project cycle, another prerequisite to increasing efficiency and cost-reduction.

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

374

0

374

Global

5,756

Regular Programme

1,541

PBEC

(1,500)

0

(1,500)

Inter Regional

0

Terminal Reports Pool

715

TCA

503

0

503

Africa

0

Credits for AOS

3,500

TCD

1,266

0

1,266

Asia and Pacific

0

Programme of Work

5,756

TCO

5,113

0

5,113

Near East

0

Trust Fund Activities

         

Europe

0

Trust Funds

0

       

Latin America

0

Trust Fund Activities

0

           

Programme 3.3.2 Total

5,756

 

5,756

0

5,756

 

5,756

Programme 3.3.3: Emergency Response Operations

(All amounts in US$ 000)

 

Programme Entity

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

3.3.3.0

Emergency Response Operations

3,325

3,907

7,232

0

7,232

Total

3,325

3,907

7,232

0

7,232

Cost Increases

(145)

 

(145)

Total - recosted

7,087

 

7,087

708. This programme covers the direct cost of the Special Relief Operations Service (TCOR) which is responsible for managing emergency response operations. In the face of a growing volume of work, TCOR will continue to provide leadership for the assessment of emergency relief and early recovery needs in the agriculture sector; formulate and execute relief and rehabilitation projects related to agriculture; and assist NGOs and national authorities in coordinating emergency agricultural assistance.

709. During 2000, TCOR dealt with 114 projects, providing emergency and relief assistance to 43 countries. The total amount of new funding approved during the year 2000 amounted to US$ 385 million, of which more than US$ 320 million related to Iraq under the terms of Security Council Resolution 986, US$ 55 million from trust fund donors and other UN organizations, and US$ 10 million under Technical Cooperation Programme (TCP) funding. Staffing for the unit is largely funded from direct operating cost earnings.

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

304

0

304

Global

622

Regular Programme

560

TCD

318

0

318

Inter Regional

0

Special Relief Operation

6,456

TCO

6,610

0

6,610

Africa

3,303

Credits for AOS

216

       

Asia and Pacific

992

Programme of Work

7,232

       

Near East

331

Trust Fund Activities

         

Europe

1,653

Trust Funds

0

       

Latin America

331

Trust Fund Activities

0

           

Programme 3.3.3 Total

7,232

 

7,232

0

7,232

 

7,232


Major Programme 3.4: FAO Representatives

(All amounts in US$ 000)

 

Programme

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

Trust Fund

3.4.0

FAO Representatives

72,403

5,540

77,943

(4,250)

73,693

93

Total

72,403

5,540

77,943

(4,250)

73,693

93

Cost Increases

2,995

 

2,741

 

Total - recosted

80,938

 

76,434

 

710. FAORs are the focal point for contact with the respective host governments, civil society and the donor community in their countries of accreditation. The FAORs, thus contribute to the effective attainment of the Organization's strategic objectives and play a key role in ensuring synergy between operational and normative activities at country level. They advocate the integration of food security considerations in national policies and programmes, while enabling FAO to focus its expertise where and when it is most needed. As members of the UN country team, they assist with national follow-up to international conferences, monitor national developments relevant to FAO, and channel and coordinate FAO's technical cooperation activities. They alert the Organization on emergencies in FAO's areas of competence, and initiate (and support) the necessary actions.

711. FAORs are involved with various strategies to address cross-organizational issues, which are included in the Strategic Framework and the Medium Term Plan. FAORs indeed contribute to: Enhancing inter-disciplinarity as the leaders of the country teams; Broadening partnership and alliances with development partners, particularly within the UN system and with civil society organizations; Leveraging resources for FAO field programme through contacts with local representatives of the donor community; and Communicating FAO's messages through the local media, particularly within the framework of World Food Day events, including TeleFood.

712. In addition, the majority of FAO Representations have assumed operational responsibilities for national projects in the 2000-2001 biennium, and are expected to play an increasing role in the development of the field programme. In this context, FAORs will continue to have access to limited resources through, for instance, the Small-scale Facility, which assists them in meeting requests for technical or policy support through recourse to local expertise.

713. During the 2002-03 biennium, the geographic coverage of the network of FAO Representatives is expected to reach a total of 131 member countries. This will include 78 country offices, 4 countries served by Regional Offices, 38 countries covered through multiple accreditations and/or National Correspondents, and 11 countries under the new technical officer scheme approved by the Council at its 119th session.

714. The expansion of the network of country offices and their assumption of additional functions, will require strengthening of their capacities. In this context, the staffing level of each office has been the subject of an in-depth review, the results of which will be implemented in 2002-03. It is envisaged that each country office should have as a minimum core requirement one NPO and one administrative support staff provided by FAO. Therefore, the total number of posts of National Professional Officers (NPOs) will increase from 65 to 106, including by replacing 27 posts of Programme Assistant or Programme Clerk. In order to regain competitiveness, retain qualified staff and bring the NPO category in line with general UN practice, a number of NPO posts will be upgraded.

715. To allow FAORs to assume their new operational functions, some additional temporary local human resources will be utilised, and supplementary non-staff resources be provided through AOS funding (shifted from Major Programme 3.3).

716. There will also be a substantial staff training programme which will cover, inter alia, general management skills and project cycle management, particularly project formulation and implementation. The programmes for the enhancement of computer and language skills and the Headquarters briefing sessions for newly recruited FAORs, NPOs and Administrative Officers, will continue. Training on staff security will be provided in collaboration with other UN institutions. Finally, the Organization will pursue the strengthening of the information and communication systems for FAO Representations.

717. The major programme is also concerned with management and administrative backstopping services to the FAORs from the Office for Coordination of Normative, Operational and Decentralized Activities (OCD) at Headquarters. This task covers the handling of field security and emergency-related matters as well as FAO's liaison with the UN Security Coordinator's Office. Some adjustments are made to the organigramme and staff positions within OCD, to further rationalise staff deployment and work-flow.

Resources

718. As mentioned above, part of the net increase in resources (approximately US$ 1.6 million) is due to the additional allocation of AOS income in order to enable selected country offices to cope with increased operational workloads, which can be shifted from Major Programme 3.3.

719. The remainder of the net increase is to serve essentially two purposes:

  1. augmenting FAO's contribution to the functioning of the eleven new country representations, based on the outposted technical officer arrangement introduced in 2001, beyond the cost of the latter officers. In relieving the concerned host countries from part of the substantial obligations inherent in this scheme, this should bring some measure of fairness in relation to other countries benefiting from a fully-fledged FAO office;
  2. as illustrated above, strengthening the human resource capacities of FAO representations, through additional staff to fill critical gaps and the extensive training required by ever-increasing responsibilities, and for the necessary substantial upgrades of telecommunications and computer equipment for their efficient functioning.

Impact of ZRG Resource Levels
Elimination of most of the increase in resources factored in the real growth proposals, would in the first instance limit FAO's contribution to the functioning of the eleven new country representations, based on the outposted technical officer arrangement introduced in 2001, to the cost of the latter officers. ZRG resource levels would also severely hamper the necessary strengthening of human resource capacities and infrastructures in FAO representations. Without the additional staff to fill critical gaps and the extensive training required by ever-increasing responsibilities, it will be very difficult for these offices to operate efficiently. ZRG levels would, however, still reflect the addition of US$ 1.6 million from AOS resources to compensate the current network of country offices for increased workload due to decentralization measures taken in the 2000-2001 biennium.

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

1,369

0

1,369

Global

6,240

Regular Programme

65,486

FAOR

74,735

0

74,735

Inter Regional

0

Credits for AOS

10,787

OCD

4,778

93

4,871

Africa

31,591

Government Cash Contributions

1,670

PBEC

(2,939)

0

(2,939)

Asia and Pacific

12,204

Programme of Work

77,943

       

Near East

9,334

Trust Fund Activities

         

Europe

718

Trust Funds

93

       

Latin America

17,949

Trust Fund Activities

93

           

Programme 3.4.0 Total

78,036

 

77,943

93

78,036

 

78,036

Major Programme 3.5: Cooperation with External Partners

(All amounts in US$ 000)

 

Programme

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

Trust Fund

3.5.1

Multilateral and Bilateral Agencies

3,139

733

3,872

(250)

3,622

2,831

3.5.2

Civil Society Awareness and Partnerships

4,394

522

4,916

0

4,916

0

3.5.3

Cooperation Agreements with Member Nations and Support to ECDC and TCDC

1,253

(12)

1,241

0

1,241

0

Total

8,786

1,243

10,029

(250)

9,779

2,831

Cost Increases

(233)

 

(240)

 

Total - recosted

9,796

 

9,539

 

720. The resource change under Programme 3.5.2 is to consolidate and formalise TeleFood supporting structures, within the framework of World Food Day Special Events. In effect, World Food Day Special Events/TeleFood were so far largely supported through ad hoc arrangements (including temporary posts and occasional reliance on fortuitous savings in other areas), a formula which is clearly not appropriate for a now well-established activity, as sanctioned by Conference Resolution 3/97. In particular, a new post of Deputy Executive Coordinator is to be established. A limited contribution from the Liaison Office for North America is also reflected.

721. Programme 3.5.1 is also being strengthened, in view of its central role in resource mobilisation. Most of the increase is to support a Project Identification Facility (PIF) to develop a project "pipeline" capable of attracting donor support.

Programme 3.5.1: Multilateral and Bilateral Agencies

(All amounts in US$ 000)

 

Programme Entity

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

3.5.1.0

Multilateral and Bilateral Agencies

3,139

733

3,872

(250)

3,622

Total

3,139

733

3,872

(250)

3,622

Cost Increases

(136)

 

(143)

Total - recosted

3,736

 

3,479

722. 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 Strategic Framework. This should also increase the relevance and visibility of the Organization in support of food security and agricultural and rural development. Within this overall context, emphasis will be placed on strategic alliances with key donor countries, based on a programme approach, shared priorities and synergies both in 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 annual (or semi-annual) multi-donor meetings, annual consultations with major donors and ad hoc meetings with selected donors, with a view to presenting FAO's priority programmes and projects requiring donor support.

723. Attention will continue to be paid to the development of the Unilateral Trust Fund (UTF) programme, both within the framework of World Bank-funded investment programmes and through nationally funded technical assistance projects. Special consideration will be accorded to countries willing to utilise their own resources to finance SPFS projects, as a major vehicle for the attainment of WFS goals. The Associate Professional Officer programme should further facilitate the integration of fresh approaches, cutting-edge technology and advanced computer applications into FAO's work. Donors will be encouraged to reverse the current decline and to sponsor an increasing number of APOs from developing countries.

Impact of ZRG Resource Levels
It would be necessary to reduce the provision made to support the Project Identification Facility (PIF).

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

203

0

203

Global

4,023

Regular Programme

1,806

TCD

3,669

2,831

6,500

Inter Regional

2,680

Credits for AOS

2,066

       

Africa

0

Programme of Work

3,872

       

Asia and Pacific

0

Trust Fund Activities

         

Near East

0

Trust Funds

2,831

       

Europe

0

Trust Fund Activities

2,831

       

Latin America

0

Programme 3.5.1 Total

6,703

 

3,872

2,831

6,703

 

6,703

Programme 3.5.2: Civil Society Awareness and Partnerships

(All amounts in US$ 000)

 

Programme Entity

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

3.5.2.1

Partnerships with Civil Society including the Private Sector and NGOs

2,101

(188)

1,913

0

1,913

3.5.2.2

National Food for All and Other Awareness Raising Campaigns

2,293

710

3,003

0

3,003

Total

4,394

522

4,916

0

4,916

Cost Increases

(60)

 

(60)

 

Total - recosted

4,856

 

4,856

724. This programme addresses important components of the cross-organizational strategy on Broadening partnerships and alliances. In its outreach efforts to the private sector, it plays a catalytic role in identifying and attracting private sector partners (including associations, foundations, etc.) for long-term cooperation with FAO. It will facilitate innovative cooperative arrangements initiated by technical divisions, and will develop and update policy and operational frameworks and guidance as relates to private sector cooperation. An Advisory Board is to ensure that cooperation proposals respect established principles and criteria.

725. During the biennium, in collaboration with concerned technical divisions, targeted efforts will be made to inform potential private sector partners about projects and programmes in developing countries which offer opportunities for their support, in terms of investment and/or technology and to negotiate mutually beneficial agreements. The possibility will be considered of setting up an FAO-private sector consultative committee, with the participation of selected companies, associations and foundations, so as to identify projects and partnership arrangements. It is also intended to facilitate enhanced collaboration with the private sector in developing countries through identification of industry groups and companies active in the agriculture and food sectors which offer potential for cooperation.

726. Partnerships with non-governmental and civil society organizations will build on the solid basis established during the previous biennium through: the issuance of the Policy and Strategy for Cooperation with NGOs and CSOs; regional consultations held with NGOs and CSOs in 2000; NGO and CSO participation in 2001 sessions of the Technical Committees of the Council, and the important effort of mobilisation for civil society involvement in the WFS: fyl. These activities have helped to structure FAO's interface with this sector and to identify priority objectives of common concern regionally and globally.

727. Operating through a network of NGO/CSO focal points in technical divisions and field offices, the programme will pursue the following activities:

  1. Information: the NGO/CSO page on the FAO website will be further developed to serve as a dynamic corporate means for information exchange. Regional Offices will strengthen their communication outreach. The WFS: fyl is expected to lead to a significant increase in NGO/CSO public information campaigns in support of WFS objectives.
  2. Policy dialogue: emphasis will be given to enhancing national dialogue following the WFS: fyl. NGO/CSO consultations feeding into the FAO Regional Conferences will be held, subject to availability of extra-budgetary funds. A global NGO/CSO advisory committee will be established based on the experience of the NGO/CSO planning committee for the WFS: fyl. FAO's procedures for granting formal status to NGOs and for their participation in meetings will be reviewed, taking into consideration practice in other UN agencies, and results reported to the FAO Governing Bodies.
  3. Field-level work: capacity building programmes will be formulated at the request of farmers' organizations and other CSOs; their participation in FAO's field programmes will be strengthened building on existing positive experience. Lessons drawn from FAO's cooperation with NGOs in special relief operations will be applied to reinforce this important collaboration. "Triangular" approaches to resource mobilisation involving governments, intergovernmental agencies and NGOs will be pursued in areas of joint interest like the Horn of Africa Initiative and other food security projects.

728. Sub-programme 3.5.2.2 includes the work in the General Affairs and Information Department (GI) for coordination, planning and implementation of World Food Day and related activities, the use of FAO Ambassadors, and for promotion of country-level involvement and civil society participation through the dissemination of information materials. The World Food Day Special Events/TeleFood programme will continue to embody corporate efforts aimed principally at raising public awareness on the plight of the hungry, while mobilising resources to fund micro-projects targeted at helping poor farmers. It may be noted that the public information contribution of the Information Division (GII) is under Programme 5.1.1.

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

209

0

209

Global

4,387

Regular Programme

4,567

GID

2,388

0

2,388

Inter Regional

0

Credits for AOS

349

LOWA

69

0

69

Africa

399

Programme of Work

4,916

RO

529

0

529

Asia and Pacific

93

Trust Fund Activities

 

SAD

216

0

216

Near East

37

Trust Funds

0

TCD

1,505

0

1,505

Europe

0

Trust Fund Activities

0

       

Latin America

0

Programme 3.5.2 Total

4,916

 

4,916

0

4,916

 

4,916

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

(All amounts in US$ 000)

 

Programme Entity

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

3.5.3.0

Cooperation Agreements with Member Nations/Support to ECDC-TCDC

1,253

(12)

1,241

0

1,241

Total

1,253

(12)

1,241

0

1,241

Cost Increases

(37)

 

(37)

Total - recosted

1,204

 

1,204

729. The partnership programmes, in particular the use of Technical Cooperation among Developing Countries (TCDC) and Technical Cooperation among Countries in Transition (TCCT) experts, aim at enhancing national capacity and self-reliance, reducing the cost of FAO's services and enhancing impact and sustainability of FAO's technical cooperation. The involvement of visiting experts from premier academic and research institutions in the Organization's work enhances the exchange of knowledge between FAO and other centres of excellence. The retirees programme enables the Organization to benefit from the accumulated experience of retired staff at reduced cost levels, whereas the direct association of qualified young professionals with FAO's activities contributes to the development of national capacities of the countries of origin.

730. Programme 3.5.3 will continue to respond to the evolving needs of Members, while seeking innovative approaches. This includes promoting further Members' participation in the various partnership programmes. Modern technology will be used to disseminate information and foster their use in the activities funded from both the Regular Programme and extra-budgetary resources.

2002-03 Estimates by Funding Source, Unit and Region (US$ 000)

Funding Source

Organizational Unit

Region

Fund

Total

Unit

Programme

Trust

Total

Region

Total

     

of Work

Fund

     

Programme of Work

 

AFIP

67

0

67

Global

1,241

Regular Programme

1,241

OCD

1,174

0

1,174

Inter Regional

0

           

Africa

0

Programme of Work

1,241

       

Asia and Pacific

0

Trust Fund Activities

         

Near East

0

Trust Funds

0

       

Europe

0

Trust Fund Activities

0

       

Latin America

0

Programme 3.5.3 Total

1,241

 

1,241

0

1,241

 

1,241

Major Programme 3.9: Programme Management

(All amounts in US$ 000)

 

Programme

2000-01 Programme of Work

RG Programme Change

RG 2002-03 Programme of Work

ZRG Programme Change

ZRG 2002-03 Programme of Work

Trust Fund

3.9.0

Programme Management

882

1,042

1,924

0

1,924

67

Total

882

1,042

1,924

0

1,924

67

Cost Increases

(147)

 

(147)

 

Total - recosted

1,777

 

1,777

 

731. This major programme covers the direct Office of Assistant Director-General (TCD), including the Programme Coordination Unit (TCDP) and a consolidated departmental Registry as the result of restructuring. Hence, the net increase shown, stemming from transfers from other programmes under the chapter.

18 Administrative and operational support services

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