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CHAPTER 3: COOPERATION AND PARTNERSHIPS

(All amounts in US$ 000)
 
Major Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
3.1 Policy Assistance 26 500 (213) 26 287 14%
3.2 Support to Investment 50 504 (2 517) 47 987 26%
3.3 Field Operations 40 282 (5 417) 34 865 19%
3.4 FAO Representatives 66 341 (503) 65 838 35%
3.5 Cooperation with External Partners 8 600 425 9 025 5%
3.9 Programme Management 2 308 (5) 2 303 1%
Total 194 535 (8 230) 186 305 100%

MAJOR PROGRAMME 3.1: POLICY ASSISTANCE

(All amounts in US$ 000)

Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
3.1.1 Coordination of Policy Assistance and Related Capacity Building 5 436 2 5 438 21%
3.1.2 Policy Assistance to Various Regions 14 265 (204) 14 061 53%
3.1.3 Legal Assistance to Member Nations 3 381 54 3 435 13%
3.1.9 Programme Management 3 418 (65) 3 353 13%
Total 26 500 (213) 26 287 100%

Medium-Term Objectives and Priorities

381. The objectives of this programme are:

382. Priorities during the period will include: (a) direct training and advisory support to Members in relation to the forthcoming multilateral trade negotiation; (b) assisting countries in the implementation of the World Food Summit (WFS) Plan of Action; (c) preparation of programming framework papers; and (d) coordination and guidance on constraints analysis component and the expansion phase of the SPFS, and on the formulation of national agricultural rehabilitation programmes.

Changes in Resources at Major Programme Level

383. The principle cause of the changes shown are reductions in income. For Major Programme 3.2 Support to Investment, expenditure and related reimbursement have been reduced to reflect more realistic targets, in particular for the World Bank (WB). In the case of Major Programme 3.3 Field Operations, a decline in administrative and operational support cost income is foreseen with the consequent necessary reductions in expenditure in support of field operations.

Programme 3.1.1: Coordination of Policy Assistance and Related Capacity Building

(All amounts in US$ 000)

Sub Programme/ Project Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work
31110 Coordination of Policy Assistance 2 948 (2 948) 0
31120 Food and Agricultural Policy Training 2 488 (2 488) 0
311P1 Coordination of Policy Assistance and Advice 0 1 189 1 189
311P2 Coordination of Field Programme Development Activities 0 1 226 1 226
311P3 Development of Training Materials and Methods in Food and Agriculture Policy Analysis 0 1 386 1 386
311S1 Direct Support to Agricultural Policy Work in the Regions 0 191 191
311S2 Capacity Building Support to Member Nations in Food and Agricultural Policy Analysis 0 1 086 1 086
311S3 Support to Building In-house Capacity in Food and Agricultural Policy Analysis 0 360 360
Total   5 436 2 5 438
311P1: Coordination of Policy Assistance and Advice
311S1: Direct Support to Agricultural Policy Work in the Regions

384. Objective: Ensure that effective and coordinated sectoral policy advice and assistance is efficiently delivered by the decentralized policy assistance teams with adequate support from other technical units.

385. Outputs: Review and clearance of country briefs, sub-sectoral policy papers, etc. prepared by decentralized teams and analyses of specific policy issues.

311P2: Coordination of Field Programme Development Activities

386. Objective: Ensure that effective and coordinated FAO assistance frameworks, projects and programmes, of interest to donors, are developed for the benefit of countries.

387. Outputs: Guidelines for programming technical cooperation at country level, constraints analysis reports for SPFS and overall coordination of Field Programme development.

311P3: Development of Training Materials and Methods in Food and Agricultural Policy Analysis
311S2: Capacity Building Support to Member Nations in Food and Agricultural Policy Analysis

388. Objective: Enhanced national capacities to carry out analysis and make effective decisions on agricultural and rural development policies and plans.

389. Outputs: Training materials for sector, sub-sector and investment analysis and planning and for decentralized development and investment. Projects and advice to strengthen national institutional capacity.

311S3: Support to Building In-house Capacity in Food and Agricultural Policy Analysis

390. Objective: FAO staff involved in agricultural and rural development policy issues at sectoral and sub-sectoral level better able to carry out their tasks.

391. Output: Trained FAO staff leading to improved quality of advice.

Programme 3.1.2: Policy Assistance to Various Regions

(All amounts in US$ 000)

Sub Programme/ Project Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work
31210 Africa 4 748 (4 748) 0
31220 Asia and Pacific 2 400 (2 400) 0
31230 Latin America and Caribbean 3 120 (3 120) 0
31240 Near East 2 589 (2 589) 0
31250 Europe 1 408 (1 408) 0
312P1 Enhancement of Country Focus 0 2 050 2 050
312P2 Field Programme Development 0 3 951 3 951
312S1 Advice in Sector Policy 0 3 196 3 196
312S2 Support and Training in Sector/Sub-sector and Specific Agricultural Policies 0 2 366 2 366
312S3 Technical Support to Field Projects 0 2 498 2 498
Total   14 265 (204) 14 061
312P1: Enhancement of Country Focus

392. Objective: Improved FAO support at national level through availability of strengthened databases on country situations for the use of FAO as a whole.

393. Outputs: Country briefs and databases, information to countries on FAO capacities and programmes.

312P2: Field Programme Development

394. Objective: Ensure that effective FAO assistance frameworks, projects and programmes, of interest to donors, are developed for the benefit of countries.

395. Outputs: Programming mission reports and project and programme ideas and documents.

312S1: Advice in Sector Policy
312S2: Support and Training in Sector/Sub-sector and Specific Agricultural Polices

396. Objective: Improved policies and programmes in member countries as a result of efficient and effective advice.

397. Outputs: Sector/sub-sector review and strategy papers, analyses of national policy issues, workshops and training.

312S3: Technical Support to Field Projects

398. Objective: Through provision of FAO technical support, an effective FAO Field Programme, including SPFS and emergencies.

Adjustments arising from the Growth Scenario:

The growth scenario includes an additional US$ 502 400 to cover the cost of providing capacity for policy advice in the Sub-regional Offices of Central Asia and Central America.


Programme 3.1.3 Legal Assistance to Member Nations

(All amounts in US$ 000)

Sub Programme/ Project Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work
31300 Legal Assistance to Member Nations 3 381 (3 381) 0
313P1 Collection and Dissemination of Legal Information 0 1 195 1 195
313S1 Provision of Technical Advice 0 2 240 2 240
Total   3 381 54 3 435

Medium-Term Objectives and Priorities

399. Promote the adoption of national policies, institutional and legal mechanisms and appropriate technology to ensure that (a) agricultural, fishery and forestry products meet national needs and accepted international regulatory standards and (b) the management of relevant natural resources, responds to national requirements and priorities and international obligations.

400. Priorities in 2000-01 will be (a) provision of technical advice; and (b) collection and dissemination of legislation.

313P1: Collection and Dissemination of Legal Information

401. Objective: Provide Members with a multi-lingual source of information on legislation for food, agriculture, fisheries and forestry to assist them in the development of their own legislation.

402. Outputs: Full texts of laws to be made available on-line for 50 countries. The number of countries for whom regular updates are received will increase to 80 in preparation for on-line access in the following biennium. Approximately 1 500 pages of printed and on-line publications.

313S1: Provision of Technical Advice

403. Objective: Assist Members in the development of sound national legislation which meets the needs of the country concerned.

404. Outputs: Written and oral advice including draft legislation, and on-the-job training of national legal staff.

MAJOR PROGRAMME 3.2: SUPPORT TO INVESTMENT

(All amounts in US$ 000)

Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
3.2.1 FAO/World Bank Cooperative Programme 26 184 (1 534) 24 650 51%
3.2.2 Investment Support Programme 24 320 (983) 23 337 49%
Total 50 504 (2 517) 47 987 100%

405. This Major Programme will continue to promote investment in agriculture and rural development by providing assistance in the preparation of investment and technical assistance projects that respond to developing and transition countries' development priorities and which meet the lending criteria of multilateral financing agencies. This work is performed by the Investment Centre (TCI) through cost-sharing arrangements with major financing and related institutions. On average, 40 percent of the total cost of FAO's investment support work is met by the Regular Budget Appropriation.

406. In 2000-01, cooperation will be pursued with sub-regional funding institutions and selected national development banks. Major areas of emphasis will be investment projects aimed at increasing food production, small-scale low-cost water control, enhancing soil fertility, improving land and natural resources management and increasing the effectiveness of agricultural services including extension and research. Environmental aspects and gender issues will be given special attention. Eradication of poverty and food insecurity will be an important aim of most programmes and the role of private enterprise will be encouraged. In 2000-01, TCI will also provide support to preparing the expansion phases of SPFS pilot schemes.

407. The process of decentralization initiated during 1996-97 now involves 11 professional posts (against 8 professionals in the PWB 1998-99), primarily to enhance and deepen partnerships with International Financing Institutions (IFIs) but also to take advantage of economies which can arise in the area of travel costs, etc. Efficiency improvements are also planned to be realized by reducing support structures including elimination of the separate printing unit in favour of the Conference, Council and Protocol Affairs Division's (GIC) much improved on-demand printing facilities and the reduction in support staff posts with greater reliance on temporary support staff to cover peak periods. Two professional and two general service posts are proposed to be abolished.

Programme 3.2.1: FAO/World Bank Cooperative Programme

(All amounts in US$ 000)

Sub Programme/ Project Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work
32110 FAO/World Bank Cooperative Programme 22 259 (1 014) 21 245
32190 Programme Management 3 925 (520) 3 405
Total   26 184 (1 534) 24 650

408. The overall volume of activities of the World Bank Cooperative Programme will be maintained at the same level over the next two years. However, the 1998-99 budget foresaw additional expenditure and related cost reimbursements from the WB (amounting to US$ 1 million), which are reversed in the proposals for 2000-01. The programme of work for 2000-01 is consequently adjusted downwards to bring the budgetary allocations precisely in line with the provisions of the governing Memorandum of Understanding between FAO and the World Bank, where FAO covers 25 percent of the costs of the programme. The WB's contribution to this programme is estimated at US$ 18.4 million.

Programme 3.2.2: Investment Support Programme

(All amounts in US$ 000)

Sub Programme/ Project Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work
32210 Investment Support Programme 21 355 (1 190) 20 165
32290 Programme Management 2 965 207 3 172
Total   24 320 (983) 23 337

409. This programme mobilizes increased flows of investment to agriculture and rural development with financial institutions other than the WB. The overall demand for services of the Investment Support Programme continues to remain strong, although shifts may occur in the levels of cooperation with individual institutions. Demand from the International Fund for Agricultural Development (IFAD), the African Development Bank and Asian Development Bank is expected to remain strong, and cooperation with the European Bank for Reconstruction and Development (EBRD) is expected to grow. The decline in resources reflects the direct allocation of staff time in support of Programme 2.5.6 Food Production in Support of Food Security in LIFDCs.

MAJOR PROGRAMME 3.3: FIELD OPERATIONS

(All amounts in US$ 000)

Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
3.3.1 Field Operations in Various Regions 24 566 (3 673) 20 893 60%
3.3.2 Central Support and Special Activities 9 018 (1 830) 7 188 21%
3.3.3 Emergency Response Operations 3 618 39 3 657 10%
3.3.9 Programme Management 3 080 47 3 127 9%
Total 40 282 (5 417) 34 865 100%

410. The Major Programme covers primarily the activities of the Field Operations Division (TCO) at Headquarters and in the regional operations branches, under Programme 3.3.1. The decentralized branches have become fully operational during the current biennium, with the coordination and operational support for global and inter-regional field activities and projects in the European region remaining at Headquarters. The process of decentralization has already resulted in substantially lower costs, primarily as a result of lower general service salary costs in the Regional Offices. However, further reductions in Field Operations costs are necessary in 2000-01 to counter-balance the reduced support cost reimbursements resulting from a projected decline in delivery compared with the levels assumed in the current budget.

411. This Major Programme also covers, under Programme 3.3.2, the functions of field operations inspection, which will continue to cover review and oversight of the performance of field operations, and the activities of the Information and Procedures Unit (TCDI), pursuing the streamlining of procedures and the strengthening of management information capacity and management control for the entire project cycle in a system within the Oracle environment. TCDI also provides the interface between FAO and sister UN and inter-agency machineries. Other key responsibilities include the preparation and coordination of country briefs for the Director-General, for which efforts to streamline the process will continue, given the increased demand.

412. Programme 3.3.2 also encompasses field-project related training and education programmes (fellowships and study tours) and the overall monitoring of project terminal reports. This area of activity will be reorganized, with the elimination of a number of posts, to improve the efficiency of these operations and to also take account of the forecast of a substantially lower level of income from project terminal reports than was budgeted in the current biennium.

413. The direct administrative cost of FAO's response to emergency situations is provided under Programme 3.3.3, through the Special Relief Operations Service (TCOR). Emergency projects have seen a substantial increase in activity during the present biennium, which is expected to continue through 2000-01.

MAJOR PROGRAMME 3.4: FAO REPRESENTATIVES

(All amounts in US$ 000)

Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
3.4.0 FAO Representatives 66 341 (503) 65 838 100%
Total 66 341 (503) 65 838 100%

414. The FAO Representative (FAOR) network serves a total of 116 member countries, through 78 FAORs, four country offices served by Regional Offices and 34 national correspondents, including double/multiple accreditations.

415. FAORs continue to be the focal point of contact with the respective host governments and civil society within the country, making the expertise of FAO more readily available where it is most needed and monitoring national developments of concern to FAO. The network plays a pivotal role in channelling and coordinating the use of FAO's resources in assisting governments and other entities in the planning and execution of technical cooperation activities, alerting the Organization on emergencies in FAO's areas of competence and initiating necessary actions.

416. The proposed level of resources will not allow for an expansion of the network, despite the demand from a number of countries where the Organization does not have a local presence. However, the streamlining of procedures and the implementation of the Oracle-based Field Information System, as well as other advances in information and communications technology, will increase the efficiency and effectiveness of the FAOR network. The addition of an Information Technology Officer post is proposed to further facilitate this process.

417. Moreover, the provision of limited resources directly to these offices through the Small-Scale Facility, which assists FAORs in meeting requests for technical or policy support through recourse to local expertise, will make the offices more responsive to local needs. Such resources, although managed by the FAORs, remain under the relevant technical programmes.

418. The grades of the FAOR posts, which currently span from P-4 to D-2, will be re-balanced to better reflect the structural requirement for these positions, so that there will be no D-2 or P-4 posts for the position of Representative. This will result in the downgrading of seven D-2 positions and the upgrading of a similar number of P-4 positions to P-5, as well as the downgrading of several D-1 posts to P-5 so that an equal number of Representative positions are established at the P-5 and D-1 grades.

419. The Major Programme also covers management and administrative backstopping services to the FAORs from the Office for Coordination of Normative, Operational and Decentralized Activities (OCD) at Headquarters. This includes handling field security and emergency-related matters. FAO's liaison with the UN Security Coordinator's Office and the UN designated officials in each country, are also covered.

MAJOR PROGRAMME 3.5: COOPERATION WITH EXTERNAL PARTNERS

(All amounts in US$ 000)

Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
3.5.1 Multilateral and Bilateral Agencies 3 106 107 3 213 36%
3.5.2 Civil Society Awareness and Partnerships 4 219 300 4 519 50%
3.5.3 Cooperation Agreements with Member Nations and Support to ECDC and TCDC 1 275 18 1 293 14%
Total 8 600 425 9 025 100%

420. Programme 3.5.1 covers the work of the Unit for Cooperation with Multilateral and Bilateral Agencies (TCDM), which will continue to ensure sustained financial support from various sources for a viable Field Programme, by building up effective partnerships with bilateral and multilateral funding agencies. The programme will also follow-up on the pledges by individual donors made to TeleFood. In 2000-01, a series of innovative programmes related to civil society in donor countries will be undertaken, particularly with cities and local government.

421. Under Programme 3.5.2, the Unit for Cooperation with Private Sector and NGOs (TCDN) will give emphasis to facilitating the financial investment and other resources needed to achieve the objectives of the SPFS, by extending outreach to the private sector and civil society. Activities will specifically include new brochures and the development of a new site within the FAO and UN/Business Internet site.

422. Programme 3.5.2 also includes the activities of the Unit for Liaison with National Committees (GIDN), which will promote country-level involvement and civil society participation in the Food for All campaigns through the dissemination of information materials, and support to government institutions, the private sector and NGOs. The promotion of World Food Day, TeleFood activities and other special events will continue to play an important role in raising the awareness and support of civil society.

423. Programme 3.5.3 covers the work of OCD in relation to the new partnership agreements and support to Technical Cooperation among Developing Countries (TCDC). The focus will be on achieving cost-effectiveness, longer-term sustainability and an expansion of the Partnership Programmes, comprising TCDC/Technical Cooperation among Countries in Transition (TCCT) experts, visiting experts from academic and research institutions, use of retirees and "on-the-job" training for young professionals.


CHAPTER 4: TECHNICAL COOPERATION PROGRAMME

(All amounts in US$ 000)

Major Programme Description 1998-99 Programme of Work Programme Change 2000-01 Programme of Work Percent of Total
4.1 Technical Cooperation Programme 76 672 (395) 76 277 97%
4.2 TCP Unit 2 188 190 2 378 3%
Total 78 860 (205) 78 655 100%

424. The Technical Cooperation Programme (TCP) will continue to respond to urgent or unforeseen requests for technical assistance of Members, in close association with other components of the Regular Programme. It will keep to its main characteristics: ability to respond to urgent requests; limited project duration; low costs; practical orientation; and catalytic role and complementarity to other sources of assistance. The transfer shown allows strengthening of the Coordinating Unit with a view to speeding up the approvals procedure.

425. Updated statistical information is provided below. Since the creation of TCP in 1976 until the end of 1998, 6 459 projects were approved, for a total amount of US$ 718 million, i.e. an average allocation of about US$ 111 095 per project.

Distribution of TCP Allocations by Region (US$ million)

Year/Biennia Africa Asia and Pacific Europe Latin America and Caribbean Near East
1998 14.0 7.8 4.1 7.7 3.6
1996-7 36.8 19.7 9.7 17.3 9.9
1994-5 38.8 22.7 5.5 16.9 9.1
1992-3 35.1 19.1 4.8 16.8 12.2

Distribution of TCP Allocations by Categories (Percentages)

  1994-95 1996-97 1998
Training (T) 20.1 13.4 11.8
Advisory Services (A) 57.7 62.5 52.7
Emergency (E) 15.3 20.3 25.8
Investment (I) 2.4 1.7 0.5
Formulation/Programming (F) 2.8 1.9 1.1
Support to TCDC (C) 0.8 - 0.5
Support to Development (D) 0.8 0.2 7.5

426. TCP criteria remain those laid down by the FAO Governing Bodies which require that requests for this type of assistance:

427. TCP will support specifically projects within the framework of the Special Programme for Food Security to the extent that the TCP criteria are met.

428. TCP is managed and coordinated by the TCP Unit which reports to the Assistant Director-General of the Technical Cooperation Department (ADG, TC). The TCP Unit ensures adherence of approved projects to the TCP criteria, coordinates the appraisal of requests as well as the Organization's response to incoming requests for TCP assistance. FAO Representatives and technical officers in the Regional/Sub-regional Offices, as well as at the technical and operations divisions at Headquarters, participate in the formulation and appraisal process. During implementation, the TCP Unit reviews and monitors, in close cooperation with field and Headquarters offices, the performance of the programme as a whole and of projects. A process for systematically evaluating thematic clusters of TCP projects has been implemented. Two evaluations have so far been carried out covering projects in the fields of food control, and of apiculture and sericulture.

429. As in the case of the SPFS, attention is drawn to the fact that under the new arrangement for handling income and internal transfers, part of the resources under Major Programme 4.1 is subject to transfer, as reimbursement of administrative and operational services (AOS) and technical support services (TSS) provided by  Field Operations Division (TCO) and technical units respectively. The related provision for these expenditures in support of TCP are US$ 6.5 million for AOS under Major Programme 3.3 and US$ 4.3 million for TSS largely under technical programmes and for evaluation.

Adjustments arising from the Growth Scenario:

The Technical Cooperation Programme was subject to Conference Resolution C 9/89 which required the Director-General to make every effort to restore the resources available to TCP to the former level of 14% of the total Regular Programme budget and, if possible, to raise it to 17%. The increase in the growth scenario of US$ 2 170 000 would raise the level to 14.1% (before cost increases) the highest level achieved (in 1986-87).

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