Chapter 3: Cooperation and Partnerships

584. This chapter involves close contacts with governmental authorities (e.g. for policy assistance and field programme development work) as well as collaboration with a number of essential partners – funding sources for technical cooperation and emergency assistance, international financial institutions, civil society organizations (CSOs) and the private sector. It relates to several organizational units at Headquarters, as well as field offices, in direct support to Members' development efforts. It includes: policy advisory services; support to field programme development and project formulation, with particular emphasis on projects with investment potential; and operational services for the execution or implementation of country programmes. The budgetary provision for FAO country offices and other activities in support of external cooperation and resource mobilization, are also included.

585. Chapter 3 is heavily dependent on external income, besides the Regular Budget Appropriation, particularly under Major Programme 3.2, Support to Investment (contributions from partner financial institutions), and Major Programme 3.3, Field Operations (e.g. AOS reimbursement income). Therefore, budget estimates for the Programme of Work need to reflect the expected evolution of these external resources in the next biennium. The net resource changes are explained under the relevant programme headings, in part reflecting the adjustments which are needed to match expenditure plans to the prospects for external income.

Major Programme 3.1: Policy Assistance

Substantive Programmes – Distribution of Resources by Strategic Objectives

Main Substantive Thrusts and Priorities

586. This major programme is central to: the provision of sound policy advice to countries; 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. In line with the recommendations from the evaluation of FAO’s policy assistance activities, it ensures the interface between the normative work of technical departments at Headquarters and policy assistance provided to countries, particularly through an enhanced Field Programme. Close links between country focussed policy advice and Field Programme development are ensured by the policy assistance branches and units at Regional and Sub-regional Offices, with the thrust of analytical and advisory work being on those policy issues in each region and sub-region that most influence agriculture and rural development, agro-processing, trade and food security. A major concern is to assist countries in the process of reviewing and updating national policy and strategic frameworks, in consistency with other development instruments such as the Poverty Reduction Strategy Papers (PRSPs).

587. Policy advice is also extended to 21 Regional Economic Organizations around the world, in the preparation and implementation of Regional Programmes of Food Security, covering aspects related to agricultural trade facilitation, food safety measures and regional support to national food security efforts. In Africa, this Major Programme is instrumental in helping individual countries and Regional Organizations in securing convergence of policies and priorities and in preparing action plans for the Comprehensive Africa Agricultural Development Programme of the New Partnership for Africa’s Development (NEPAD). Programme 3.1.2 covers the work of the decentralized branches and units, while Programme 3.1.1 covers the activities at Headquarters.

588. With appropriate variation according to individual regions and sub-regions, the main priorities include:

Policy development and implementation

1. fostering inter-departmental coordination in policy assistance work;
2. developing policy guidelines and conducting supportive thematic analyses, while ensuring their normative underpinning;
3. supporting countries in reviewing and updating national policy and strategic frameworks regarding agricultural and rural development and food security; and
4. providing advisory and capacity building support to Members in relation to specific policy and strategy issues impinging on food security and sustainable agricultural and rural development.

Field Programme development and backstopping

1. coordination of Field Programme development activities;
2. supporting Regional Economic Organizations in preparing and implementing regional programmes of food security; and
3. supporting African countries in implementing the NEPAD Comprehensive Africa Agriculture Development Programme at national and regional levels.

Country Focus

1. strengthening country focus, in particular through support to FAO country offices;
2. maintenance of a corporate, Web-based country information system, including the preparation of country briefs; and
3. supporting the constraints analysis component related to the up-scaling of the Special Programme for Food Security (SPFS).

589. 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. It covers a range of advisory and information services within three components: technical advice, legal information and development of the regulatory framework. The latter two components are conceived as complementary, giving governments and non-governmental partners the tools they need to devise legal regimes and administrative structures that are practical and fair and reduce conflicts, while implementing national policies.

Resources

590. 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 the Policy Assistance Division (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

591. The programme supports TCA’s decentralized units and seeks inter alia to:

1. enhance country focus in FAO by ensuring availability of relevant data on country situations and strategic priorities through a web-based country information system;
2. strengthen the field programme, so as to ensure effective provision of technical assistance related to core issues of agricultural development and food security; and
3. ensure that relevant policy advice and capacity building is efficiently delivered to Members, in particular through inter-disciplinary approaches.

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

592. 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 & methodological texts, case studies and exercises) on regional integration and food security and on agricultural policy and poverty

311P1 - Coordination of Policy Assistance

593. 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

594. 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

595. 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 agricultural and 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, regional integration, and policies for food security and poverty reduction

311P4 - Coordination of Country Focus

596. 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

597. 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 & rural development issues
• Support to regional initiatives, in particular follow-up to FAO/Development Banks programmes in food security

Impact of ZRG Resource Levels

The lack of resources to strengthen TCA coordinating capacity, particularly of field programme development activities – at a time of growing complexity of tasks assigned to the decentralized units – would necessarily impact on the performance and outputs of the latter.

Extra-budgetary Resources

598. Some extra-budgetary support will be forthcoming, essentially for organizing workshops for the exchange of experience on priority policy issues and for the development of training materials. Such resources will, therefore, facilitate work on: comparative studies and exchanges of experiences in selected regions and capacity building, including distance-learning, in agricultural and rural development policies.

Programme 3.1.2: Policy Assistance to Various Regions

599. This programme covers the work of TCA's decentralized policy assistance branches and units, which are at the forefront of providing consistent policy advice and programme development support to meet requests from governments and other parties concerned. It plays a major role in maintaining country focus for FAO's activities. Sector and sub-sector reviews and analyses of selected policy issues are conducted to underpin policy advice.

600. As recalled above, an important dimension of this work is to assist countries in adjusting their national policy and strategic frameworks, for aspects falling under FAO’s mandate, and to support regional organizations in developing and implementing regional programmes of food security.

312P1 - Enhancement of Country Focus

601. 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

602. 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

603. 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

604. 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

Impact of ZRG Resource Levels

While not of high relative magnitude, the reductions inherent in ZRG resource levels from the Real Growth (RG) allocations, would not facilitate full implementation of planned activities by TCA decentralized units, as regards field programme development, for which they have a lead role.

Extra-budgetary Resources

605. Extra-budgetary resources will continue to facilitate the outreach of FAO's policy work, through specific projects on food and agricultural policies in support of food security at both global and regional levels.

Programme 3.1.3: Legal Assistance to Member Nations

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

606. 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

607. 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 (Reduced in ZRG)
• Dissemination of legislative studies (Reduced in ZRG)

313S1 - Provision of Technical Advice

608. 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)

Impact of ZRG Resource Levels

The principal impact of ZRG would be in terms of reduced information services. The merger of FAOLEX and ECOLEX would be delayed and few translations of publications would be possible. Technical advice would be constrained by lack of both staff and non-staff resources.

Extra-budgetary Resources

609. Extra-budgetary resources are likely to include an estimated five person-years of Associate Professional Officer (APO) inputs. These APOs are used in the full range of activities, including information collection and dissemination, technical assistance and development of the regulatory framework.

Major Programme 3.2: Support to Investment

Main Substantive Thrusts and Priorities

610. This major programme will continue to promote investment in agriculture, rural development and sustainable use of natural resources. The Investment Centre Division (TCI) will continue to work closely with its partners to generate investment going into agriculture and rural development, both by international institutions and by national governments, contributing to the reversal of falling trends. Given the complexities inherent in preparing and implementing viable agriculture and rural development projects and programmes and that resources available for such work – both in financial and human terms – have shrunk drastically, TCI, with about 100 full-time professionals and with access to other technical experts in FAO, can play a critical role.

611. 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 programme, involving cooperation with some 20 major financing and related institutions. On average, 60 percent of the total cost of FAO's investment support work is met by extra-budgetary resources.

612. TCI will pursue dialogue with the international financing institutions and national governments in carrying out analytical work and pilot activities on which to build. This will include giving a stronger rural focus to critical analytical and strategy exercises, such as the PRSPs and CASs, as well as working closely with governments to strengthen their capacity to formulate agriculture and rural development projects and programmes. Specific efforts are also made to bring together multilateral and bilateral institutions which provide investment funds for agriculture and rural development.

613. During the course of the biennium, TCI will also support FAO's Programmes at large, through the formulation of expanded national programmes for food security, together with the SPFS Coordination and Monitoring Service (TCOS), as well as post-emergency recovery and reconstruction projects, with the Emergency Operations and Rehabilitation Division (TCE). The Division anticipates increased activities concerned with mobilizing transfers to countries of a non-lending nature, e.g. 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.

614. TCI 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 key initiatives such as NEPAD and concerned sub-regional bodies.

Resources

615. In line with expected strong demand from the World Bank, a significant increase in the provision is made to keep to the agreed cost-sharing formula and commitment of the Organization to this key partner. Regrettably, this implies a lower FAO contribution to joint work with other partner institutions under the Investment Support Programme (ISP). It may be noted that TCI has been reorganized to allow for further integration of activities with other parts of FAO and increase its responsiveness to demands in countries, as well as those of international financing institutions. TCI’s structure has been fully “regionalized”, based on five operational services, to create opportunities for building larger groups of staff with specialized regional and country knowledge. In addition, advisors placed in the Director’s office will spearhead pre-investment work, liaison with FAO’s normative programmes, coordination of strategic issues with the international financing institutions and investment pipeline development.

Programme 3.2.1: FAO/World Bank Cooperative Programme

616. This programme mobilizes resources under the FAO/World Bank Cooperative Programme and mobilizes investment resources for agriculture, rural development and sustainable use of natural resources. Demand is strong and it is hoped to increase delivery, pursuing the established cost-sharing formula with the World Bank.

Programme 3.2.2: Investment Support Programme

617. This programme mobilizes investment resources from financial institutions other than the World Bank. The overall demand for services remains strong, although 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 expected to continue, 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 also continue. However, as explained above, it will not be possible to maintain the same overall volume of activity.

Impact of ZRG Resource Levels

It will not be possible to maintain the same level of cooperation with partner International Financing Institutions (IFIs), aggravating more particularly the already lower volume of activity foreseen under the Investment Support Programme (3.2.2).

Major Programme 3.3: Field Operations

618. The 2002-2003 period was marked by the consolidation of the new support structure for the field programme, namely the restructured Field Operations Division (TCO) and the decentralization of operational responsibility from the Regional Offices (operations branches) to FAO Country Offices and technical officers. The reorganized TCO is now fully operational with new features that are designed to:

1. reduce the cost of supporting the field programme;
2. bring the operation of national projects closer to where the action takes place; and
3. increase efficiency.

619. 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 and analysing problems in project operations, developing operational and management solutions and providing guidance and orientation to budget holders;
5. planning and coordinating field programmes and projects and supervising their implementation including advising on the designation of operational responsibilities;
6. managing and monitoring of the Technical Cooperation Programme (TCP), SPFS and other field-related activities, such as projects funded from TeleFood proceeds;
7. providing liaison with UN System inter-agency bodies responsible for field programme policy and operations; and
8. generally providing support to policy formulation related to the field programme.

620. Recognizing the need for sustained training and briefing on operational and administrative procedures, it is envisaged to pursue three-way (Country Offices – Headquarters – Regional Offices) interactive workshops, whereby the focus would be adapted to actual needs and problems to be resolved. This would supplement the widespread recourse to distance learning in the form of improved manuals, procedures, answers to frequently-asked-questions (FAQs), electronic fora and video conferences.

621. In the course of the biennium, the emergency operations were also separated from TCO and a new division, TCE, was created. 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.

Resources

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

1. reductions under 3.3.1 reflecting further adjustment of staff resources in the regional operations branches to match the transfer of responsibilities to country offices and declining volumes of delivery;
2. under 3.3.2, a reduction due mostly to the transfer to programme 3.1.1 of the unit in charge of country briefs;
3. higher extra-budgetary resources for emergency activities, which are used to strengthen TCE’s work on preparedness and post-emergency rehabilitation; and
4. a limited increase under 3.1.9 arising from a technical adjustment in the distribution of the costs of the Management Support Service (MSS) in AFD.

Impact of ZRG Resource Levels

Reduced resources under ZRG, affecting mostly Programme 3.3.3, would entail removing of several new posts proposed to strengthen TCE’s work on rehabilitation.

Programme 3.3.1: Field Operations in Various Regions

623. In line with the reorganized structure 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 (FAOR) 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 projects, maintain an updated pipeline of national and regional projects, perform help-desk functions in support of the FAO Representations’ and Regional Technical Groups’ operational responsibilities and, through TCO, keep Headquarters abreast of field programme developments in their respective regions.

624. As can be expected from such a complex reorganization and decentralization process, unforeseen difficulties emerge as decisions are implemented and adjustments have to be made. This relates particularly to the role and responsibilities of the Operations Branches and the changing nature of services they are rendering, mainly in support of the Budget Holder function of the FAORs. A review of the decentralization process and its implications for FAO's Field Programme is underway under the leadership of the Field Programme Committee. The purpose of the review is to arrive at a lean and cost-effective structure that is responsive to the needs and expectations of the Members, as well as to efficient management of a decentralized organization. Further restructuring of these Branches may be an outcome of this review.

Programme 3.3.2: Central Support and Special Activities

625. This programme covers a number of supporting activities to the Field Programme, such as: implementation of training and education in the field (except study tours); overall monitoring of project terminal reports; provision of field programme monitoring information; servicing of the revitalized Field Programme Committee; and facilitation of project appraisal.

626. FPMIS became fully operational in 2002 and is the Organization’s prime tool for field programme-related data in the new decentralized environment. It presents a variety of financial and project progress reports in a consolidated format using Web-based information technology, and makes maximum use of existing information and accounting tools (Oracle and DataWarehouse). Through FPMIS, all FAO staff now have access to up-to-date field project and programme information covering all dimensions of the project cycle, from pipeline to project closure. Moreover, it provides tools for managing FAO’s technical support services to projects, for monitoring input and output delivery on-line as well as for keeping track of deadlines for the delivery of mandatory reports to donors. The “Pipeline Module” serves to improve the Organization’s response to requests for technical assistance as well as to improve the management of ideas for field projects, drawing also on inputs from decentralized offices. Due to its accessibility through the Internet, FPMIS facilitates coherent action by all organizational units dealing with field programme matters, and has an integrated interface with other corporate databases. Most importantly, the system allows for improved response to donor and recipient governments. Core elements will be available to a broader public audience through the World Agricultural Information Centre (WAICENT) portal.

627. Distance learning programmes will be supplemented by interactive workshops and consultations in the Regions designed to identify operational problems impeding efficient and cost-effective delivery of services and to support the strengthening of operational capacity, particularly that of the FAO Representations. This will be done through:

1. ongoing, regularly scheduled briefing and training sessions for new FAO Representation staff and those country offices experiencing difficulties in implementing the Field Programme in accordance with established project work plans;
2. cooperation with concerned units throughout the House to streamline procedures to better meet current requirements; 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

628. This Programme covers activities implemented by the new TCE Division, and the coordinating role of the Secretariat of the Emergency Coordination Group (ECG). Through the ECG, the programme will facilitate emergency response by:

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

629. The programme responds to needs for emergency assistance in countries affected by exceptional natural or human-induced calamities. It covers a wide range of activities related to 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 US$ 163 million, of which US$ 93 million related to Iraq under the terms of Security Council Resolution 986, US$ 58 million from Trust Fund donors and other UN organizations and US$ 12 million under TCP funding. Staff are largely funded by direct operating cost earnings. As reflected in the preceding table, TCE's major areas of activity include:

Management of emergency operations and coordination of rehabilitation programmes

This will be achieved through:

1. methods and guidelines that enhance beneficiary targeting, identify needs and develop intervention strategies, share information and assess impact;
2. timely implementation of projects and strengthened coordination in the field;
3. streamlining and adjustment of administrative procedures;
4. sensitization and training of staff and promotion of activities that enhance the transition from emergency relief to rehabilitation and development, including capacity building;
5. information systems that support the formulation of strategies and programme frameworks in relation to potential emergencies; and
6. formulation of contingency plans for the provision of agriculture relief.

Support to countries and other partners by promoting the formulation and application of rehabilitation and humanitarian assistance policies

This will include:

1. preparation for, 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 the Common Agricultural Policy (CAP);
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;
4. promotion within FAO of rehabilitation interventions; and
5. enhanced partnership with Non-governmental Organizations (NGOs), private voluntary organizations and CSOs in emergencies and rehabilitation activities.

Mobilization 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, the Office of the United Nations High Commissioner for Refugees (UNHCR) and other selected UN agencies;
3. participation in regional workshops with NGOs, Private Voluntary Organizations and CSOS; and
4. development and maintenance of an emergency and rehabilitation Web site.

Major Programme 3.4: FAO Representatives

630. During the 2004-05 biennium, the geographic coverage of the network of 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(OTO)/FAOR scheme approved by the Council at its 119^th session.

631. 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.

632. 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 Common Country Assessment (CCA), the United Nations Development Assistance Framework (UNDAF) and PRSP processes.

633. 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.

Proposals for 2004-05

634. 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.

635. The main additional resource requirements are shown between parentheses below.

Strengthening of OTO/FAORs

636. 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 FAORs. 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 (National Professional Officer [NPO]) and one Administrative Assistant as well as 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 (US$ 1.2 million).

Improvement of the administrative capacity of FAORs

637. Locally recruited professionals will be increasingly used to better perform administrative functions by the budget-neutral conversion of senior General Service (GS) posts. The system of roving administrative support will be strengthened to, inter alia, enhance Headquarters’ oversight capacity, assist in the streamlining of administrative procedures and systems and provide administrative and financial training to the FAOR staff (US$ 240,000). Services now covered by lower-graded GS posts will be increasingly outsourced and the grade structure of FAOR secretaries will be rationalized.

Strengthening programming and project operations in FAO Representations

638. 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 (US$ 300,000); 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 (US$ 700,000);
3. enhancing the Organization's presence in multiple accreditation countries by increasing the frequency of visits by the concerned FAORs; and
4. further rationalization 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)".

Better information management

639. Information management in country offices will be enhanced by further improving the communications infrastructure and increasing central computer services (US$ 1 million) and through the establishment of a firmer information technology analysis and implementation capacity. Additional hardware will be installed (US$ 525,000), also to reap the benefits from the Wide Area Network (WAN). Work on the Country Office Information Network (COIN) will continue to enhance the flow of administrative information between decentralized offices and Headquarters (US$ 180,000). FAORs will be progressively connected to the e-Registry, the Virtual Library and WAICENT and will be encouraged to develop Web sites. Arrangements will be made for contracting local Information and Communication Technology (ICT) support (US$ 160,000). These developments allow greater functional synergy by combining library, registry, information technology (IT) and communication functions into new G-4 Information Resources Clerk posts. This will be achieved in a phased manner with the creation of Information Resources Clerk posts at G-4 level in 50% of the FAORs (37 posts), through conversion of existing G-4 posts and some upgradings from G-3.

Minimal capacity for knowledge and technology transfer

640. Based on the new connectivity created by WAN, FAORs will be able to extend their information centre functions to include the transfer of knowledge and technology through WAICENT. A pool of appropriate technologies built up by FAO and its partners (such as the Consultative Group on International Agricultural Research [CGIAR]) is increasingly accessible through WAICENT. This pool is fed by FAO and global knowledge-generating institutions such as universities and research institutions abroad and their sub-regional, regional and international networks. Action by FAORs will benefit national knowledge generating institutions (national universities and research institutions), the SPFS as well as the UN Country Team Network. There are already positive examples of FAO Representations, with the assistance of the Library and Documentation Systems Division (GIL) and national institutions, which have been able to significantly increase access to WAICENT information by local users. A provision (US$ 300,000) is foreseen under the RG scenario to provide FAORs with seed money to initiate well-focused activities in this area, including:

1. integration of national knowledge-generating institutions with the thematic groups affiliated to the UN country team;
2. facilitation of linking arrangements between national and international knowledge-generating institutions;
3. national capacity building through training and seminars; and
4. formulation of action plans to remove obstacles to knowledge and technology transfer.

Security

641. Major Programme 3.4 also covers management and administrative backstopping services to FAORs from the Office for Coordination of Normative, Operational and Decentralized Activities (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 Advisory Committee on Administrative and Budgetary Questions (ACABQ). The Organization must meet these new requirements that concern both decentralized offices as well as Headquarters, and two posts will be created in OCD for this purpose (US$ 400,000).

Impact of ZRG Resource Levels

Under the ZRG scenario, it will not be possible to achieve the intended improvements in the operational and programming capacity of the FAOR Network, as there would be insufficient funds for staff training. Moreover, it would not be possible to provide FAORs with the limited non-staff resources necessary for their more pro-active participation in the work of the UN Country Team and increase the capacity of OTO/FAORs to play an effective role in project operations and field programme development.

Similarly, the sought after improvement of information management in the FAOR network as well as the development of COIN and the purchase of additional hardware would have to be postponed. The intended initiative of greater partnerships for knowledge and technology transfer would not be implemented, as connectivity restrictions would continue to apply.

Finally, the further expansion of the FAOR Network would not be possible despite the pressing demands from some member countries. The additional workload linked to project operational responsibilities would inevitably affect field programme development and the FAORs' support to the normative functions of the Organization, if current budget constraints were to continue.

Major Programme 3.5: Cooperation with External Partners

642. The increase under 3.5.1 is partly to strengthen TCA's cooperation with donors and also to augment resources available for the Project Identification 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.

Impact of ZRG Resource levels

By foregoing part of the increases provided under RG, the interface of the Organization with such essential partners as Trust Fund donors and the NGOs/CSOs community would not be ensured at the required level. The impact of awareness activities such as World Food Day and TeleFood would be much more dependent on extra-budgetary support or sponsorships.

Programme 3.5.1: Multilateral and Bilateral Agencies

643. This programme is aimed at the expansion and diversification of the FAO Field Programme through sustained and dynamic dialogue with all development partners in consistency with the strategy on Leveraging resources for FAO and its Members. This includes adjusting the focus of the Field Programme to respond to the agenda set by the International Conferences of the 1990s, culminating in the Millennium Development Goals (MDGs), and taking account of major country development frameworks like the PRSP and UNDAF.

644. The translation into action of the WFS goal of halving the number of chronically undernourished persons by 2015 and of other MDGs, including for poverty reduction and sustainable development processes, requires a country-owned strategy aimed at food security, sustained growth and poverty reduction and supported by coordinated action from cooperation partners. This is consistent with the well-recognized Programme Approach to Development, based on two principles: national ownership and coordination.

645. The Programme will also take account of the sharpening of links between normative and operational activities. As set out in the Strategic Framework 2000-2015, it is important to translate into operation and action the concepts and findings developed through normative activities and to enrich the Organization’s normative work through feedback from field experience.

646. At Headquarters and decentralized offices, areas of interest to donors will be reviewed annually in consultation with technical departments. Resource mobilization 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 priority programmes and projects. PIF will continue being instrumental to the development of a project pipeline capable of attracting donor support.

647. The APO programme will continue to ensure valuable contributions to on-the-job training of promising individuals and bringing at the same time fresh approaches and cutting-edge technology into FAO’s work. Donors will be encouraged to reverse the current decline in APO approvals and to sponsor an increasing number of APOs from developing countries.

Programme 3.5.2: Civil Society Awareness and Partnerships

648. 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. Other activities under this programme relate to World Food Day, the FAO Ambassadors and TeleFood.

649. 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; and 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. Key activities include: information exchange and joint information activities; strengthening NGO/CSO participation in policy dialogue (including through regional NGO/CSO consultations in conjunction with the FAO Regional Conferences in 2004); reinforcing NGO/CSO cooperation in FAO's normative and operational activities such as the SPFS; and supportive mechanisms and procedures for collaboration with NGOs/CSOs at Headquarters, regional as well as country levels.

650. 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: institutionalizing 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. Major outputs will be a new Web site and database on FAO's private sector partners, an updated version of the "Principles and Guidelines for FAO cooperation with the Private Sector", internal workshops to raise awareness on public-private partnerships and the development of new partnership agreements between FAO and the private sector.

651. 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.

652. 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; mobilize 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. Based on the experience from recent initiatives with local entities in Italy and France and their counterparts in developing countries, decentralized cooperation programmes will be expanded to other countries.

653. As recalled above, 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.

654. 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

655. 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;
5. pursuing the effective use of TCDC/TCCT experts as well as of retirees; and
6. increasing the opportunities for young professionals from developing countries.

Major Programme 3.9: Programme Management

656. This major programme covers the direct Office of the Assistant Director-General (TCD), including the Programme Coordination Unit (TCDP), the coordination and monitoring role of which will be further strengthened.