Major Programme 3.3: Field Operations
|(all amounts in US$ 000)
||2004-05 Programme of Work
||ZRG 2006-07 Programme of Work
||ZNG 2006-07 Programme of Work
||RG 2006-07 Programme of Work
||Field Operations in Various Regions
||Central Support and Special Activities
||Emergency Operations and Rehabilitation
|Programme Change from 2004-05 Programme of Work at MP level
Substantive thrusts under ZRG conditions
435. Support arrangements for the field programme comprise the Field Operations Division (TCO) and the decentralization of operational responsibility from the regional offices (operations branches) to FAO country offices and technical officers. They became fully operational during 2004-2005, thereby reducing cost of support to the field programme and bringing the operation of national projects closer to where action takes place.
436. Major Programme 3.3 will continue to seek enhanced information, transparency and streamlined procedures and processes covering the entire project cycle. It is expected to be affected significantly by follow-up to the Independent Evaluation of FAO’s Decentralization, particularly as regards design of cost-effective and efficient processes and structures for field programme implementation in the regions and at country level.
437. Under Programme 3.3.1, the Regional Operations Branches (ROBs) ensure coordination, backstopping and monitoring of the field programme in the region, with the following main functions:
- to provide analytical information on the performance of the field programme as well as continuous analysis of current and forecast performance (delivery forecasts and pipeline monitoring);
- to operate national projects in countries without FAORs and regional projects within the region; and
- to support the various project budget holders in the region through effective monitoring and training and preventive measures to address problems in project operations.
438. Programme 3.3.2 covers, in particular: close cooperation with administrative units to streamline procedures and enhance information technology (IT) tools at the disposal of operating units, including FAOR offices; updated procedures for field programme development, operations and monitoring; maintenance and enhancement of the Field Programme Management Information System (FPMIS); monitoring and reporting on the field programme, including periodic or ad hoc reviews and responses to audit reports, and improved reporting for senior management at headquarters and regional offices. Emphasis will continue to be placed on training, in particular for new FAO Representatives and other staff involved with the field programme, and to identification of risks, issues or constraints that could arise from a changing operational environment, including on-site visits to selected decentralized offices and projects.
439. The programme includes other activities such as: overall management of the preparation of project terminal reports; support to the Field Programme Committee; the Secretariat of the Programme and Project Review Committee (PPRC); and management of fellowship programmes.
440. Programme 3.3.3 covers activities of the Emergency Operation and Rehabilitation Division (TCE). In 2004, TCE managed more than US$ 270 million in operations, while FAO’s emergency and rehabilitation activities have evolved from input distribution to a broader range of assistance to deal with complex emergencies and rehabilitation programmes. Through direct assistance in the field, FAO’s overall strategy is to save, restore and enhance agriculture and fisheries based livelihoods to reduce vulnerability, increase self-reliance, and enable an exit from food aid. The programme gives priority to: 1) gathering and disseminating information on affected livelihoods and external assistance required; 2) contributing to the mobilisation of resources in response to emergency crises; 3) strengthening partnerships with other UN agencies and NGOs149
including within the Resident Coordinator system. It seeks to ensure optimal involvement of all concerned FAO units and that dialogue with donors is at the appropriate decision-making level. An increase in the small Regular Budget share of 3.3.3 is made to strengthen TCE's capacity to deal with rehabilitation programmes.
Zero Nominal Growth Impact
441. Under ZNG conditions, non-staff resources would need to be reduced substantially, putting at risk cohesion and coherence of the field programme in a decentralized operating environment. The risk of non-compliance with basic standards would, therefore, augment, particularly in decentralized offices. This would entail increased cost for corrective action and reduced field programme delivery performance.