MAJOR PROGRAMME 3.5: COOPERATION WITH EXTERNAL PARTNERS

PROGRAMME 3.5.1: MULTILATERAL AND BILATERAL AGENCIES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
35100	Continuing	Multilateral and Bilateral Agencies	4,707	-	-	-	-
351P1	Continuing	Organizational Support to Resources Mobilization	-	2,258	2,258	2,258	6,774
351S1	Continuing	Outreach to Partners for Resources Mobilization	-	4,028	4,028	4,028	12,084
Total Programme of Work			4,707	6,286	6,286	6,286	18,858
Less External Income			14	1,344	1,344	1,344	4,032
Net Appropriation			4,693	4,942	4,942	4,942	14,826
Real Growth				-	750	750	1,500
Net Appropriation with Real Growth				4,942	5,692	5,692	16,326
Growth in Net Appropriation (Percentage)				0.0%	15.2%	15.2%	10.1%

502.      Programme 3.5.1 Multilateral and Bilateral Agencies aims at the further expansion and diversification of resources under FAO trust funds, through sustained and dynamic dialogue with partners. It is a major actor in the SACOI on Leveraging resources for FAO and its Members. Many donor countries have delegated authority to their embassies or representations in developing countries. Accordingly, headquarters Policy Assistance Branches and Units, and other units in the decentralized offices as required, will jointly ensure that the Organization's field offices are able to engage in active dialogue and partnership with decentralized donors and bilateral cooperation mechanisms. There will be due emphasis on strategic alliances with major donor countries, based on the programme approach and on synergies between field operations and normative activities. Due attention will be paid to field programme development in support of regional strategies. The structure of entities and major outputs below reflects these, as well as other important aspects of resource mobilization efforts.

351P1: Organizational Support to Resources Mobilization

Problem to be addressed:

503.      Agricultural growth needs to be accelerated substantially in most developing countries if they are to achieve internationally agreed goals related to the eradication of poverty and hunger. In addition to their own and external capital investment, including private sector funds, public funding must be mobilized for technical assistance to build capacities, transfer best practice in development and to generate an enabling environment for private investment. FAO needs a coordinated process providing information, guidance and advisory services for resource mobilization.

Expected benefits:

504.      Improved corporate efforts towards mobilization of funding for the Field Programme, including emergency and rehabilitation assistance, permitting FAO to have more direct impact on the ground. The funds mobilized will also support FAO normative activities, as well as make public and private resource flows into agriculture more effective.

Major Output(s)/Indicator(s)

• Information, guidance and advisory services for resource mobilization

- Proportion of formulated projects approved

- Level of funding mobilized under cooperation with decentralized entities

• Coordination of the preparation and finalization of cooperation agreements

- Reduced incidence of uncoordinated and partial agreements with individual donors

• Support to agreements with the private sector, NGO/CSOs and local authorities

- Number of agreements signed with the private sector

- Number of agreements signed with NGOs/CSOs

- Number of agreements signed with local entities

• In-house awareness of emergency response and rehabilitation activities

- Evidence of synergies in emergency and rehabilitation activities.

• Support to the Associate Professional Officer (APO), National Capacity Building through Fellowships Programme (NCBTF) and related programmes

- Satisfaction of FAO users

- Effective capacity building of young professionals

- Performance of the schemes on a yearly basis

• Information and promotional material in support of resource mobilization efforts

- Number of promotional materials and user satisfaction (surveys)

351S1: Outreach to Partners for Resources Mobilization

Problem to be addressed:

505.      Agricultural growth needs to be accelerated substantially in most developing countries if they are to achieve internationally agreed goals related to the eradication of poverty and hunger. Since 1993, external assistance to developing countries as a whole has been around half of what it was in 1982-86 and this trend needs to be reversed, especially in agriculture and rural development.

Expected benefits:

506.      Mobilization of increased resources from traditional and non-traditional donors, partners and recipients to support the non-emergency and emergency field programmes.

Major Output(s)/Indicator(s)

• Outreach to traditional donors, partners and recipients

- Balanced portfolio of programmes/projects from the different funding sources and spread among beneficiary countries

- Resources mobilized at central level

- Resources mobilized at decentralized level

- Developing countries' own unilateral resources mobilized

• Promotion of FAO's activities and programmes with non-traditional donors (private sector, NGO/CSOs/local authorities)

- Number of agreements signed with the private sector

- Number of agreements signed with local entities and level of contributions

- Periodicity of updating information tools and briefs

• Contacts with traditional donors and new potential funding sources on FAO's emergency response and rehabilitation operations

- Responsiveness to donors priorities

- Effective involvement of donors in monitoring activities

- Level of donor contributions for emergency and rehabilitation activities

• Awareness building on FAO's role and contribution to emergency response and rehabilitation activities

- Number of press releases on emergency activities and access to FAO's Web site (TCE).

- Evidence of public interest in FAO's emergency and rehabilitation activities.

• Promotional materials on FAO's field programme and activities

- Access to FAO's Web site

- Demand for outreach and promotion material

PROGRAMME 3.5.2: CIVIL SOCIETY AWARENESS AND PARTNERSHIPS

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
35210	Continuing	Partnerships with Civil Society including the Private Sector and NGOs	2,246	-	-	-	-
35220	Continuing	National Food for All and Other Awareness Raising Campaigns	3,166	-	-	-	-
352P1	Continuing	Corporate Framework for Effective Partnerships	-	1,175	1,175	1,175	3,525
352S1	Continuing	Enhancing the collaboration of FAO with external partners	-	1,508	1,508	1,508	4,524
352S2	Continuing	Increased awareness of and support to FAO objectives through World Food Day, TeleFood and related activities	-	2,798	2,798	2,798	8,394
352S3	Continuing	The International Alliance Against Hunger	-	1,581	1,581	1,581	4,743
Decentralized Resources			-	384	384	384	1,152
Total Programme of Work			5,412	7,446	7,446	7,446	22,338
Less External Income			16	1,700	1,700	1,700	5,100
Net Appropriation			5,396	5,746	5,746	5,746	17,238
Real Growth				-	-	-	-
Net Appropriation with Real Growth				5,746	5,746	5,746	17,238
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

507.      This Programme addresses important components of the cross-cutting strategy (SACOI) on Broadening partnerships and alliances.

• One of the programme entities, 352P1, aims at establishing a comprehensive and effective corporate framework for effective partnerships. During the period 2006-11, this framework will guide the Technical Cooperation Department (TC) and the various organizational units involved, in enhancing cooperation with different external partners such as Civil Society Organizations (CSOs) including non-governmental organizations (NGOs), the private sector, decentralized entities and within the UN Development Group (UNDG).
• Another entity, 352S1, covers specific supportive activities to broaden partnerships inter alia through enhanced dialogue: regular meetings with partners; the formulation of joint activities and concrete partnerships with CSOs, NGOs, the private sector and decentralized entities; and active FAO participation in the UNDG.
• A third entity, 352S2, houses support to World Food Day and TeleFood related activities and along with the fourth below contributes to the SACOI on Communicating FAO's messages.
• A fourth entity led by the Office of Special Advisers to the Director-General (SAD), 352S3, relates to the International Alliance Against Hunger (IAAH), housing the IAAH Secretariat which serves communication and coordination among the Alliance members (FAO, IFAD, IPGRI, WFP, International NGOs, IPC and National Alliances). The IAAH will interface with the implementation process for the UN GA Millennium Declaration and other international efforts in calling attention to policy reforms and programme initiatives to reduce hunger.

352P1: Corporate Framework for Effective Partnerships

Problem to be addressed:

508.      A corporate framework is needed to ensure well coordinated and coherent approach to establishing partnerships with various external actors. Otherwise, partnerships would be left to the initiatives of individual staff and units without well defined and agreed criteria and procedures.

Expected benefits:

509.      Enhanced transparency of cooperation with external partners (including appropriate rules and regulations); improved involvement of these external partners in FAO's activities; in-house coordination of FAO's activities with external partners.

Major Output(s)/Indicator(s)

• Corporate policy, strategies, procedures and guidelines to cooperate with specific partners at various levels including their participation in policy fora organized under FAO auspices

- Client/user satisfaction

- Effective user of the corporate framework for collaboration with external partners

• Advice and support to headquarters and decentralized units in their cooperation with partners and identification and solution of eventual problems

- Civil society participation and interventions in FAO inter-governmental meetings

- Number of requests from the country offices for guidance, clarification, further information

- Number of guidance notes issued to headquarters and decentralized units on policy issues

• Development of FAO positions on policy matters related to the UNDG and humanitarian assistance, internally coordinated and externally disseminated among, inter alia, the relevant UN entities

- Number of requests from the country offices for guidance

- Number of FAO policy positions provided to UNDG bodies

- Number of consultative meetings organized with other specialized agencies members of United Nations Development Group (UNDG)

• Coordination of FAO's position on policy matters related to humanitarian assistance and liaison with relevant UN entities

- Participation in inter-agency discussions regarding humanitarian and rehabilitation policies

- Funds mobilised in response to FAO's components of UN Consolidated Appeals

- Effective partnership between FAO and NGOs in emergency rehabilitation situations

352S1: Enhancing the collaboration of FAO with external partners

Problem to be addressed:

510.      In the changing environment of global development and humanitarian assistance, collaboration with a variety of partners, both state and non state, is critical for success in achieving FAO's goals. Joint action through partnerships has a greater impact on the achievement of global food security and agricultural development than individual actions. This impact is achieved by drawing on each actor's comparative advantages, avoiding duplication, and ensuring that all stakeholders' interests are taken into account in decision-making processes.

Expected benefits:

511.      Continued fruitful cooperation with the UN system partners and other intergovernmental organizations; active dialogue and strengthened cooperation with NGOs/CSOs in follow up to the WFS:five years later; facilitated strategic partnerships with the private sector.

Major Output(s)/Indicator(s)

• Periodic meetings with external partners to promote policy dialogue, concrete collaboration in support of field programme and normative activities and public information/advocacy campaigns

- Number of agreements signed and number and type of other collaboration

- Number of formal meetings organized

- Increased stakeholder participation and broadened dialogue

• "Focal point" to promote joint activities with international agencies, NGO/CSOs, private sector, local authorities and other actors

- Level of participation in and resources for joint programmes/projects

• Issue papers, reports, workshops and/or seminars on issues that are conducive to collaboration with specific external partners

- Number of events organized

- Number of materials produced

- Feedback received on material produced

• Support to collaboration with international agencies and partnerships with external actors on emergency and rehabilitation matters

- Participation in workshops with NGOs, CSOs and PVOs

- Number of programmes implemented in close partnerships with other UN agencies, Non-governmental Organizations (NGOs), Civil Society Organizations (CSOs) and Private Voluntary Organizations (PVOs)

352S2: Increased awareness of and support to FAO objectives through World Food Day, TeleFood and related activities

Problem to be addressed:

512.      Pro-active outreach to civil society and the general public is required to raise awareness and understanding of the issues related to FAO's mandate, particularly the eradication of hunger.

Expected benefits:

513.      Raising public awareness of the mandate of FAO and its central role in reducing world hunger, and the ways in which the broader public can contribute will help meet the WFS and MDG goal of reducing by half the numbers of the chronically hungry and under-nourished by 2015.

Major Output(s)/Indicator(s)

• World Food Day and related activities

- Catalytic role for involvement of Member countries

- Effective use or promotional materials

• Public outreach campaign, associated with resource mobilisation for the TeleFood Special Fund

- Number of countries participating in TeleFood campaign

- Amount of funds raised

- Diversification of funding sources

• Coordination of and support to TeleFood activities together with external partners

352S3: The International Alliance Against Hunger

Problem to be addressed:

514.      The World Food Summit: five years later in 2002 called for the International Alliance Against Hunger (IAAH) to create the political will for policy reform and mobilization of resources necessary to halve the number of undernourished people in the world by 2015. The Summit acknowledged that reducing hunger was not something the governments or UN agencies could do alone, but must involve all people and institutions of civil society.

Expected benefits:

515.      The development of National Alliances Against Hunger aimed at reducing and ending hunger in concerned countries; the convergence into the International Alliance Against Hunger of volunteer organizations, institutions, UN agencies, all these efforts resulting in concrete actions.

Major Output(s)/Indicator(s)

• Development of National Alliances Against Hunger aimed at reducing and ending hunger in various countries

- Accountable, action-oriented national alliances well adapted to local conditions with national programmes which advocate policy reform, action plan and resource commitment to end hunger

• Development of an International Alliance Against Hunger composed of countries, volunteer organizations, institutions and UN Agencies

- Agreed strategy document of IAAH development

- Expanded IAAH partners

- Use of IAAH Newsletters and Web site

• Annual report on progress and concrete actions

- Committee on World Food Security (CFS) guidance and recommendations based on the information received

- Effective use by IAAH members of best practices of policy reforms and programme activities in food security

PROGRAMME 3.5.3: COOPERATION AGREEMENTS WITH MEMBER NATIONS AND SUPPORT TO ECDC AND TCDC

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
35300	Continuing	Cooperation Agreements with Member Nations/Support to ECDC-TCDC	983	-	-	-	-
353P1	Continuing	Coordination of Partnership Programmes	-	928	928	928	2,784
Total Programme of Work			983	928	928	928	2,784
Less External Income			-	-	-	-	-
Net Appropriation			983	928	928	928	2,784
Real Growth				-	-	-	-
Net Appropriation with Real Growth				928	928	928	2,784
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

516.      Through the single entity below, OCD will provide central coordination and support to the implementation of the partnership programmes, taking account of the variety of external and internal stakeholders. Implementation of the Partnership Programmes also benefits Members in terms of capacity building and greater leverage for the limited resources at FAO's disposal. Innovative ways and means of promoting these programmes will be explored to enrich the pool of experts and scientists.

353P1: Coordination of Partnership Programmes

Problem to be addressed:

517.      The Governing Bodies have recommended broadening the sources of expertise used for normative and operational programmes, contributing to making FAO a centre of excellence and leveraging the limited resources at the disposal of FAO. Four partnership programmes (TCDC/TCCT, Visiting Experts, Retired Experts and Young Professionals) have been established with the objective of inter alia fostering self-reliance through enhanced exchange of experience and know-how and national capacity building. In view of the nature of these programmes and the variety of their clients and users, they need to be continuously promoted and central coordination is also necessary.

Expected benefits:

518.      The use of the Partnership Programmes will lead to greater leveraging of the limited resources at the disposal of FAO, as well as enhanced sharing of experiences across regions.

Major Output(s)/Indicator(s)

• Support to the use of the Partnership Programmes

- Number of assignments and number of participants and beneficiaries under the Partnership Programmes

• New Approaches to Operationalizing the Partnership Programmes

- Evidence of adoption of new partnership modalities or innovative mechanisms for their implementation

CHAPTER 4: TECHNICAL COOPERATION PROGRAMME

MAJOR PROGRAMME 4.1: TECHNICAL COOPERATION PROGRAMME

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
41000	Continuing	Technical Cooperation Programme	98,645	98,645	98,645	98,645	295,935
Total Programme of Work			98,645	98,645	98,645	98,645	295,935
Less External Income			-	-	-	-	-
Net Appropriation			98,645	98,645	98,645	98,645	295,935
Real Growth				4,000	13,500	29,000	46,500
Net Appropriation with Real Growth				102,645	112,145	127,645	342,435
Growth in Net Appropriation (Percentage)				4.1%	13.7%	29.4%	15.7%

519.      The Technical Cooperation Programme (TCP) was established in 1976 following approval by FAO’s Council at its 69^th Session (July 1976). It was conceived as a concrete instrument to enable FAO to respond rapidly to member countries’ urgent and unforeseen needs for technical assistance in the agriculture, fisheries and forestry sectors and more generally to address rural development and socio-economic issues.

520.      The TCP contributes inter alia to enhancing food security through increases in food production and productivity, and to raising the income and nutritional standards of farmers and rural workers. It also helps beneficiary countries cope with many of the new challenges facing their agricultural economies. It gives due attention to specific groups such as the Least Developed Countries (LDC), the Low Income Food Deficit Countries (LIFDC) and small-scale producers and workers. It fills a significant gap in the external mechanisms available to countries to assist them with their food security and agricultural development challenges. The main features of TCP are: its unprogrammed character; its flexibility in responding to new technical issues and urgent problems; clear focus; limited scale of intervention; short duration; low cost; practical orientation; and catalytic nature.

521.      Requests for assistance under the TCP may be presented by governments of member countries that qualify for development assistance under the UN system, as well as by intergovernmental organizations of which such countries are members and are recognized as such by the UN system and FAO. They may also be submitted by national non-governmental organizations (NGOs) and national institutions or associations (including non-governmental institutions, national foundations, cooperatives, unions and other private organizations) if endorsed by the Government concerned and conforming with the TCP criteria.

522.      The criteria, which govern the nature and the types of TCP assistance as laid down by the Governing Bodies, specify that requests should:

• give emphasis to increasing production in food and agriculture, fisheries or forestry with a view to increasing incomes of small-scale producers and rural workers;
• be accorded high priority by the government, which must also ensure that the required local support facilities and services will be available and that follow-up action will be taken;
• be directed to an urgent and specific problem or need, limited to a particular sector or area, and involve practical action with well-defined objectives and expected results;
• complement, without duplicating, other development activities, fill a critical gap and, where possible, serve as a catalyst for a larger-scale activity;
• be limited in duration, preferably from one to three months; in no case should the overall duration of project activities exceed 24 months;
• be limited in cost, not exceeding the upper limit of US$ 400,000 per project and preferably much lower, and involve the most effective and least costly method of execution;
• provide assurance of the fullest possible participation of the governments in project execution through such means as the use of national institutions, personnel and resources.

523.      TCP assistance mostly falls under one or more of the following categories: Training (T); Advisory services (A); Emergencies (E); Investment (I); Formulation and programming missions (F); and Assistance to development (D). TCP is managed and coordinated by a dedicated Service (TCOT) in the Field Operations Division (TCO), which reports to the Assistant Director-General of the Technical Cooperation Department (TC).

524.      Chapter 4 covers both the Appropriation available for projects (Major Programme 4.1) and the above TCOT service (Major Programme 4.2). By design of Governing Bodies, the Appropriation for projects is to meet requests which are not known and cannot be prejudged in advance. It is not "pre-programmed" by any dimension (e.g. eventual beneficiary countries and regions, substantive areas of intervention or categories) while of course comprehensive data are available and can be reported ex post facto. The new programme model outlined in FAO's Strategic Framework, as an ex ante technique for formulation with a prime emphasis on results, can however be applied to the work of TCOT (Major Programme 4.2) as done below.

Real Growth Proposal

The Real Growth net increase over the period of the Plan would augment the capacity of the TCP Appropriation to meet requests from countries, and increase its percentage to the total budget by close to two percentage points to 15.7%, somewhat closer to the sought-after figure of 17%.

MAJOR PROGRAMME 4.2: TCP UNIT

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
42000	Continuing	TCP Unit	4,175	-	-	-	-
420S1	Continuing	Programme Management, Monitoring and Coordination of the TCP	-	4,175	4,175	4,175	12,525
Total Programme of Work			4,175	4,175	4,175	4,175	12,525
Less External Income			-	-	-	-	-
Net Appropriation			4,175	4,175	4,175	4,175	12,525
Real Growth				100	200	300	600
Net Appropriation with Real Growth				4,275	4,375	4,475	13,125
Growth in Net Appropriation (Percentage)				2.4%	4.8%	7.2%	4.8%

420S1: Programme Management, Monitoring and Coordination of the TCP

Problem to be addressed:

525.      FAO needs to review and monitor the overall performance of the Programme and its adherence to the guiding principles and established criteria governing the nature of the TCP-funded technical cooperation, as laid down by the Governing Bodies. There is a need to coordinate the Organization's response to incoming requests for TCP assistance and to oversee the process through which these requests can be reviewed and appraised for eligibility under the Programme. TCP guidelines have to be updated as well as the procedures and policies governing the management of the TCP project cycle (appraisal, formulation and approval of TCP projects). Procedures for implementation and monitoring of TCP projects must also be regularly addressed with the aim of proposing improvements. Implementation and assessment reports are prepared for Governing Bodies, and the implementation of the Edouard Saouma Award is supported by this entity.

Expected benefits:

526.      Timely formulation and implementation of projects, and more generally use of the TCP Appropriation in conformity with the directives of Governing Bodies.

Major Output(s)/Indicator(s)

• Support to Project Formulation

- Recipient governments' satisfaction through surveys

• Monitoring of Project Implementation

- Number of budget revisions approved

• Programme overall management

Real Growth Proposal

A small increase would also be warranted for the TCOT service which supports implementation of the TCP.

CHAPTER 5: SUPPORT SERVICES

MAJOR PROGRAMME 5.1: INFORMATION AND PUBLICATIONS SUPPORT

PROGRAMME 5.1.1: PUBLIC INFORMATION AND PUBLICATIONS SUPPORT

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
51140	Continuing	Publishing Policy & Support	4,413	-	-	-	-
51150	Continuing	Media Relations	10,879	-	-	-	-
511P1	Continuing	Multilingual communication	-	4,081	4,081	4,081	12,243
511P2	Continuing	Publishing Policy and Support	-	4,270	4,270	4,270	12,810
511S1	Continuing	Public Information and Outreach	-	5,000	5,000	5,000	15,000
Decentralized Resources			-	1,941	1,941	1,941	5,823
Total Programme of Work			15,292	15,292	15,292	15,292	45,876
Less External Income			-	-	-	-	-
Net Appropriation			15,292	15,292	15,292	15,292	45,876
Real Growth				-	1,000	2,000	3,000
Net Appropriation with Real Growth				15,292	16,292	17,292	48,876
Growth in Net Appropriation (Percentage)				0.0%	6.5%	13.1%	6.5%

527.      Programme 5.1.1 covers all activities related to communication and to management of publishing activities. It ensures a continuous flow of communication to FAO's Members as well as pro-active communications with a broad public. It is central to supporting the SACOI on Communicating FAO's messages, as amplified in the following section. The structure of programme entities is as follows:

• 511P1 - Multilingual communication, supporting the development of FAO's biennial communication strategy and plan, as well as targeted communication strategies for and with the programmes of the technical units;
• 511P2 - Publishing policy and support, providing an integrated cross-media publishing management function which encompasses operational, normative and advisory activities. It also covers co-publication agreements with commercial and academic publishers, publication of FAO material in non-official languages and the administration of FAO's intellectual property and copyright policies;
• 511S1 - Public information and outreach, aimed at raising awareness among key audiences at the national, regional and global levels through comprehensive multilingual media services and public outreach.

511P1: Multilingual communication

Problem to be addressed:

528.      The production of multilingual information products and services is essential for in-house clients in their efforts to raise awareness and understanding of their activities and build support among Members for both Regular and Field Programme activities.

Expected benefits:

529.      FAO's main messages stay at the top of the international agenda through enhanced awareness of its activities, and a consistent and focused corporate identity; facilitated production of high-quality information materials including: professional, broadcast-quality audio and video productions; printed materials, including brochures, fact sheets, folders, flyers and posters; exhibitions and exhibition materials; management of a comprehensive digital photo library; multi-media presentations. Support provided to TeleFood activities, Web site design, and corporate communication planning.

Major Output(s)/Indicator(s)

• Development and implementation of strategic communication plans for corporate clients

- Increased demand for such communication plans from technical units

- Reduction in time taken to deliver working communication plans for specific events

• Conceptualization, design and production of information/ communication materials

- Demand for production of information products

- Demand for video productions

- User satisfaction (customers' surveys)

- Reduction of time taken to produce costed creative briefs for clients

• Development and staging of exhibits and displays at headquarters and in other locations

- Demand for exhibitions and exhibit materials

• FAO Visitor's Service

- Annual count of visiting groups and the total number of visitors

- Visitor satisfaction (surveys)

• Development of Communication Strategies for FAO

- Approval of communication strategies at corporate level

- Requests for separate programme and unit communication strategies

511P2: Publishing Policy and Support

Problem to be addressed:

530.      The collection, analysis and dissemination of information is a primary function of FAO. An important dimension is the publication and distribution of technical, statistical and policy information products. An integrated cross-media publishing management function is required to ensure timely issuance of FAO's high profile, multilingual publications and appropriate treatment of other categories of information products. Co-publication agreements with commercial and academic publishers, and publication of FAO material in non-official languages are also instrumental to the dissemination function, as is the administration of FAO's intellectual property and copyright policies.

Expected benefits:

531.      Advice and support to originating units covers planning, scheduling and monitoring of publishing activities together with concept development, project planning and management (including outsourcing), editorial production and design, external printing and reproduction, sales, marketing and dissemination of information products; cost effectiveness and optimal dissemination of FAO's technical information, as well as the implementation of corporate standards.

Major Output(s)/Indicator(s)

• Development and monitoring of the Corporate Publishing Plan

- Progress towards an integrated publishing management system

- Reduction in preparation time for the Corporate Publishing Plan

• Establishment and maintenance of corporate publishing standards and provision of advisory services

- Feedback from Regional and Departmental and Communication and Publishing Committees

- Use of appropriate section of the Intranet

- Client requests

- Improvement of basic publishing competencies through training of staff from technical units

• Provision of multilingual editorial, design and production services

- Feedback from user surveys

- Cost-effective and competitive services

- Improvement of core technical competencies through training of staff in GI

• Management of external printing services

- User satisfaction with information products in relation to cost, quality and delivery time

- Diversification of printer companies used

• Sales and marketing of information products

- Customer satisfaction with cost of product and delivery time

- Number of orders handled daily by processing clerks

511S1: Public Information and Outreach

Problem to be addressed:

532.      FAO needs to increase public awareness and understanding of the issues related to its mandate and build support for achieving the World Food Summit (WFS) (and Millennium Development Goals - MDG) target of reducing by half the number of the world's chronically hungry and undernourished people by 2015. Key audiences at the national, regional and global levels must be targeted through comprehensive multilingual media services and public outreach. Essential tools in this broad effort are: press releases in official languages; newsroom Web pages in official languages; interviews and press conferences; articles for signature of the Director-General; radio and television materials for broadcasters.

Expected benefits:

533.      Heightened public awareness of world hunger issues and possible solutions will contribute to a supportive climate of opinion whereby decision-makers will be able to muster the political will and allocate the resources required to meet the WFS and MDG goals.

Major Output(s)/Indicator(s)

• Implementation of FAO's Corporate Communication Plan

- Volume of pickup of FAO news materials

- Outcome of selective surveys of journalists conducted electronically

• Communication of FAO's key messages through international media outlets (print and electronic)

- Productivity in creation and delivery of news products to the media

- Media demand for audio products

- Media demand for television products

MAJOR PROGRAMME 5.2: ADMINISTRATION

534.      Major Programme 5.2 includes the provisions for the financial, information technology and human resource services provided by the Administration and Finance Department (AF) and provisions for related services in the Regional and Sub-regional Offices. It also includes the Office of Assistant Director-General, AF (AFD), and the share of the overall Management Support Service (MSS) cost relating to the provision of services to AF divisions.

535.      Given its coverage of a number of essential services in the administrative and human resources management areas, the Major Programme is heavily involved in the implementation of the SACOIs on Ensuring excellence and Continuing to improve the management process.

PROGRAMME 5.2.1: FINANCIAL SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
52130	Continuing	Central Accounting, Reporting and Control	10,016	-	-	-	-
52140	Continuing	Payables and Receivables	7,741	-	-	-	-
52150	Continuing	Treasury Operations	1,340	-	-	-	-
521P1	Continuing	Central Accounting and Financial Reporting	-	9,177	9,177	9,177	27,531
521P2	Continuing	Financial Operations and Systems	-	7,741	7,741	7,741	23,223
521P3	Continuing	Treasury Operations	-	1,340	1,340	1,340	4,020
Decentralized Resources			-	839	839	839	2,517
Total Programme of Work			19,097	19,097	19,097	19,097	57,291
Less External Income			418	418	418	418	1,254
Net Appropriation			18,679	18,679	18,679	18,679	56,037
Real Growth				700	700	700	2,100
Net Appropriation with Real Growth				19,379	19,379	19,379	58,137
Growth in Net Appropriation (Percentage)				3.7%	3.7%	3.7%	3.7%

536.      Major emphasis is to be placed on a client-centred approach in providing user support and guidance for business processes, improving and simplifying transaction cycles for receipts and payments, and making better use of technology to increase efficiency. The programme covers the Finance Division's (AFF) responsibility for: i) compliance and control - ensuring accurate, complete and timely recording of accounting information in FAO systems and reporting financial results to Governing Bodies and External Audit; ii) establishing and enforcing relevant institutional financial policies and procedures; and iii) management of the Organization's assets - ensuring complete and timely collection and follow-up of funds owed to the Organization by Members, donors and other external clients and managing investments and currencies. The programme entities reflect the underlying dichotomy of improving client services, while maintaining requisite levels of internal control.

537.      During the period, AFF plans to implement a number of improvements to the financial systems and achieve better integration of supporting sub-systems with the main Oracle Financial System. This will include the necessary upgrade of the latter system and replacement of the field accounting system to meet emerging business needs in support of the Organization's corporate goals. Much of this work should be funded from the newly created Capital Expenditure Facility.

Real Growth Proposal

The Real Growth level would enable AFF to reinstate five General Service (GS) positions which had to be abolished in the biennium 2004-05, thus meeting the minimum staff complement originally recommended by independent management consultants and as requested by the Finance Committee at its 107^th Session. While efforts will be made in the current biennium (2004-05) to direct resources eventually generated through efficiency gains to reinstate these posts, it is unlikely that sufficient savings will be generated to restore the full amount. Therefore, this Real Growth proposal would put AFF in a position to ensure that response times would be improved, without compromising internal controls.

521P1: Central Accounting and Financial Reporting

Problem to be addressed:

538.      This entity fulfils the institutional requirements to: maintain accounts of the Organization, implement and monitor compliance to financial policies and procedures, provide statutory financial statements, maintain and report on project accounts to donor agencies. It also covers the functional aspects of financial systems.

Expected benefits:

539.      These would include: i) accounts are timely, complete, accurate and in compliance with the Organization's financial regulations and rules; ii) statutory requirement to produce biennial accounts for External Audit and FAO membership met; iii) complete financial results available to extra-budgetary sources; iv) field offices receive the necessary support to prepare accounts in an accurate manner; v) project accounts of the Organization are prepared to the highest standards, facilitating development of the field programme and ensuring due compliance with donor agreements.

Major Output(s)/Indicator(s)

• Accounting support to field and project offices

- Number of field submissions processed on time

• Compliance with financial rules and regulations

- Number of offices audited

• Field Programme financial procedures: guidance, review and support

- Number of project reports produced

• Maintenance of and reporting on project accounts

- Invoices issued to donors within prescribed time limit

• Financial statement preparation for audit

- Timeliness in issuance of financial statements

• Maintenance of accounts of the Organization

- Timely monthly account closure

• Maintenance of functional aspects of financial systems

- Monitoring of daily/monthly data "refresh" for eBMM and GL ledgers

521P2: Financial Operations and Systems

Problem to be addressed:

540.      The Organization needs to keep accurate, complete and timely records and follow-up of funds owed to the institution by internal and external clients. This entity covers invoicing to Members, Trust Fund donors and other organizations, and monitors the collection of the amounts receivable. Other key requirements are to: process monthly payroll, distribute pay slips to staff members and issue salary payment instructions to banks and decentralized offices; record purchase invoices and process all non-payroll payments to vendors and external parties; manage changes to the financial systems, relevant institutional financial polices and procedures.

Expected benefits:

541.      These will include: i) effective use of technology to increase productivity and reduce turn around time for transaction processing; ii) simplification and improvements of business processes to achieve efficiencies; and iii) satisfactory institutional financial polices and procedures.

Major Output(s)/Indicator(s)

• Management and execution of all organizational payments

- Number of invoices/PRFs (payment request forms) processed and time taken

• Management of external receivables and Member Country contributions

- Level of collections achieved

• Management of staff receivables

- Timely recovery of outstanding amounts

• Cash receipts and disbursements

- Number of outstanding cash receipts and disbursements

• Salary and entitlement calculation, verification and disbursements
• Management and co-ordination of financial systems configuration, access, testing and other system related activities
• Coordination of responses to Internal and External Audit Reports and Management Letters

- Timeliness of responses

• Maintenance and communication of policies and procedures

521P3: Treasury Operations

Problem to be addressed:

542.      FAO's total of over US$ 600 million under investment is managed through a network of four investment managers. To ensure that these resources are properly managed, the Treasury Operations Branch: monitors the performance of FAO's investment managers in accordance with established guidelines; provides a quarterly financial performance report to senior management; maintains relationships with FAO headquarters' banks and investment managers; and authorizes the establishment and closure of all bank accounts and amendments to signatory panels.

Expected benefits:

543.      Efficient use of FAO financial resources.

Major Output(s)/Indicator(s)

• Cash and currency management

- Minimizing overdraft interest whilst working with minimal cash balances

• Investment management

- Return variance from benchmarks

PROGRAMME 5.2.2: INFORMATION SYSTEMS AND TECHNOLOGY SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
52200	Continuing	Information Systems and Technology Services	1,581	-	-	-	-
522P1	Continuing	IS & ICT Coordination	-	1,581	1,581	1,581	4,743
902P1	Continuing	Development and Support of IS & ICT Plans, Standards, Policies and Methodologies	2,581	2,581	2,581	2,581	7,743
902P2	Continuing	Monitoring of IS & ICT Services	1,197	1,197	1,197	1,197	3,591
902P3	Continuing	Provision of Information Technology Support Services	10,615	10,615	10,615	10,615	31,845
902P4	Continuing	Provision of Information and Voice Telecommunication Services	4,334	4,334	4,334	4,334	13,002
902P5	Continuing	Provision of Information Security Services	851	851	851	851	2,553
902P6	Continuing	Provision of Help Desk Services	2,420	2,420	2,420	2,420	7,260
902P7	Continuing	Provision of Information System Support Services	4,667	4,667	4,667	4,667	14,001
902P8	Continuing	Provision of Support Services to Departmental System Developments	338	338	338	338	1,014
Total Programme of Work			28,584	28,584	28,584	28,584	85,752
Less External Income			-	-	-	-	-
Net Appropriation			28,584	28,584	28,584	28,584	85,752
Real Growth				-	-	-	-
Net Appropriation with Real Growth				28,584	28,584	28,584	85,752
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

544.      Programme 5.2.2, through entity 522P1, covers only the share of budget of the Information Systems and Technology Division (AFI) which is not under a pool account arrangement, whereby pool costs are recovered from those programmes and projects to which the relevant Information Systems and Information and Communications Technology (IS & ICT) services are delivered. The entities with codes commencing 902 are the activities under this pool account. The use of IS and ICT will become even more pervasive, enabling the Organization to become more effective by leveraging expertise and facilitating programme delivery. Priorities for this programme are largely driven by priorities of the other programmes which it serves, moderated by considerations of best practice and industry developments.

545.      Within constrained resource levels available, AFI has been placing more emphasis on information systems governance and information security. This is to respond to the major review made in 2000 at the request of Finance Committee, and to the increasing level of information security threat in the modern Internet environment.

522P1: IS & ICT Coordination

Problem to be addressed:

546.      The Organization needs to take advantage of continuously evolving information technology to make best use of its limited resources so as to sustain an effective and efficient IS and ICT environment contributing to fulfilment of its mandate and responding to the needs of its constituent programmes. This requires coordination and management of IS and ICT governance, planning and services.

Expected benefits:

547.      The use of IS and ICT will leverage expertise and facilitate programme delivery, thereby increasing the effectiveness of the Organization.

Major Output(s)/Indicator(s)

• IS & ICT Governance Coordination

- Governance mechanisms in place

• IS & ICT Service Management

- Number of Service Level Agreement (SLA) targets achieved

902P1: Development and Support of IS & ICT Plans, Standards, Policies and Methodologies

Problem to be addressed:

548.      In order to ensure efficient use of Information Systems (IS) and Information Communications and Technology (ICT) in the Organization, clear and accessible IS/ICT plans, standards, policies and methodologies are required.

Expected benefits:

549.      Well articulated IS/ICT plans, resulting in improved decision making and prioritization. Clear, well documented standards, policies and methodologies in support of improved governance of these key assets.

Major Output(s)/Indicator(s)

• Development of FAO IS & ICT plans

- Complete and clear organizational plans

• Development of FAO IS & ICT methodologies

- Effective methodologies for Information System (IS) development, service support and delivery

• Ongoing review of FAO IS & ICT standards

- Regularly updated and relevant IS, hardware and software standards

902P2: Monitoring of IS & ICT Services

Problem to be addressed:

550.      The services provided by, or through AFI are elaborated in Service Level Definitions/Agreements (SLD/SLAs) followed by Service Level Reporting (SLR), providing visibility to these services and informing users about what they can expect. They reflect targets of availability, reliability, and satisfaction of user requirements, which are essential towards effective use of technology by headquarters units and decentralized offices.

Expected benefits:

551.      A more accountable IS and ICT infrastructure throughout the Organization, with in particular: (i) measurable achievements, (ii) ability to determine effects of resource shifts, and (iii) sustained availability of information systems and technology.

Major Output(s)/Indicator(s)

• Development and agreement of Service Level Agreements (SLAs) for IS & ICT Services

- Percentage of SLAs developed against targets

- Appropriateness of each SLA developed, including review with user representatives

• Processing of Charge-backs for Corporate Services

- User Satisfaction with charge-back mechanisms and formulae

902P3: Provision of Information Technology Support Services

Problem to be addressed:

552.      FAO is highly dependent on information systems and information and communications technology infrastructure, for the delivery of almost all its programmes and inter-disciplinary activities. The information systems cannot operate without appropriate infrastructures.

Expected benefits:

553.      Continued reliability, resilience and high performance of the ICT infrastructure.

Major Output(s)/Indicator(s)

• Provision of HQ IT operations services

- Achievement of SLA targets

• Provision of decentralized IT operations services

- Achievement of SLA targets for decentralized units

• Provision of technical support to IT users

- Achievement of SLA targets

• Provision of technical support to IS development activities

- Satisfaction of users' requests

• Applications implementation support
• Applications operation support
• Production update processes (e.g. system changes, corporate systems updates)

- Achievement of SLA targets

• Production processes (e.g. payroll, month-end closure, etc.)
• Managing and implementing desktop services design and integration

- User satisfaction (surveys)

• Provision of up-to-date software/hardware environments

- Percentage of systems within manufacturer recommendations

- Periodic system service-pack/patch level audit

• Managing and implementing messaging services design and integration

- User satisfaction (surveys)

• Implementation and management of disaster recovery plan and services

- Frequent updating of the Disaster Recovery Plan

902P4: Provision of Information and Voice Telecommunication Services

Problem to be addressed:

554.      The provision of communications services within and outside the Organization is essential to its daily work.

Expected benefits:

555.      Full capacity to communicate both internally and externally using voice video and data networks

Major Output(s)/Indicator(s)

• Provision of telecommunications infrastructure services

- User satisfaction

• Provision of telephone operations

- Efficiency & user satisfaction (customer satisfaction surveys and quarterly reports)

• Provision of audio visual operations

- User satisfaction

• Provision of CCTV operations (Close Circuit Television)

- User satisfaction

• Operation of the FAO switchboard

- Adequacy of services (statistics on response to user calls)

• Provision of mobile phone services

- User satisfaction

902P5: Provision of Information Security Services

Problem to be addressed:

556.      The information systems and associated assets of the Organization need to be protected in order to ensure continuity and reliability of services, appropriate access to information, as well as to minimize the risk of intentional or unintentional corruption.

Expected benefits:

557.      A well controlled, secure and reliable IS/ICT infrastructure.

Major Output(s)/Indicator(s)

• Implementation of security policy

- User awareness of security policies and procedures

• Administration of systems security
• Provision of security support to headquarters and field users

- Efficiency in response to user requests

902P6: Provision of Help Desk Services

Problem to be addressed:

558.      FAO business processes rely heavily on IS/ICT services, and the problems experienced must be quickly and effectively resolved.

Expected benefits:

559.      Fast and effective resolution of problems experienced with computer hardware and software in order to minimize their impact on end users.

Major Output(s)/Indicator(s)

• Provision of IT support to headquarters and field users

- Efficiency in call back time and interventions

• Deployment of IT equipment and management of IT Inventory

- Request completion time

• Temporary lending of IT equipment

- User satisfaction

902P7: Provision of Information System Support Services

Problem to be addressed:

560.      Information systems are heavily used by technical departments to collect, analyze and disseminate information on food, fisheries and agriculture and to support the management process based on accountability principles and advanced systems for administrative and finance activities. These systems require support, enhancement and updating.

Expected benefits:

561.      Common, shared and well supported solutions to meet the Organization's information system requirements; responsive and effective Information Systems support services.

Major Output(s)/Indicator(s)

• Support of Oracle Financial systems

- Percentage of completed system change requests within the estimated implementation timeframe

• Support of administrative satellite systems and corporate reporting

- Percentage of completed system change requests within the estimated implementation timeframe

• Support to human resources & payroll systems

- Percentage of completed system change requests within the estimated implementation timeframe

• Support of technical information systems developed within the WAICENT framework

- User satisfaction (consolidated survey)

• Support of departmental and divisional applications

- User satisfaction (surveys)

• Support of integrated information resource databases

- Number of databases developed, enhanced and maintained

902P8: Provision of Support Services to Departmental System Developments

Problem to be addressed:

562.      There are many system development activities and projects throughout the Organization, and the availability of training, methods, standards and common tools provides an environment through which these activities can share resources, and maximize synergies.

Expected benefits:

563.      Common and shared development solutions, training, methodologies, tools and experiences in the context of Information Systems development.

Major Output(s)/Indicator(s)

• Support of common application components

- Number of components supported

• Corporate development tools support

- Number of requests attended to

• IS development project management

- Customer satisfaction (survey)

• Applications development support and guidelines

- Feedback from and effective use by developers

• Support of training/seminars in IS & ICT standards

- Number of training courses/seminars organised

• Support of developers pool and roster
• Support of developers with source code management

PROGRAMME 5.2.3: HUMAN RESOURCES SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
52330	Continuing	Health and Medical Services	3,293	-	-	-	-
52340	Continuing	Personnel Policy and Planning	5,644	-	-	-	-
52350	Continuing	Organization Development and Services	2,455	-	-	-	-
52370	Continuing	Social Security	1,676	-	-	-	-
52380	Continuing	Staffing Services	3,799	-	-	-	-
523P1	Continuing	Health and Medical Services	-	3,232	3,232	3,232	9,696
523P2	Continuing	Policy and Legal Services	-	3,043	3,043	3,043	9,129
523P3	Continuing	Planning and Administration of Human Resources	-	2,416	2,416	2,416	7,248
523P4	Continuing	Organizational Development and Staffing	-	3,799	3,799	3,799	11,397
523P5	Continuing	Staff Development Services	-	2,531	2,511	2,511	7,553
523P6	Continuing	Provision of Social Security Services	-	1,676	1,676	1,676	5,028
Decentralized Resources			-	245	245	245	735
Total Programme of Work			16,867	16,942	16,922	16,922	50,786
Less External Income			1,872	1,947	1,927	1,927	5,801
Net Appropriation			14,995	14,995	14,995	14,995	44,985
Real Growth				1,000	2,000	2,000	5,000
Net Appropriation with Real Growth				15,995	16,995	16,995	49,985
Growth in Net Appropriation (Percentage)				6.7%	13.3%	13.3%	11.1%

564.      This programme relates primarily to the work of the Human Resources Management Division (AFH), which will continue to cover the broad spectrum of human resources management issues. The functions of the division have evolved over recent biennia from a traditional rules-based prescriptive approach to a more strategic one, involving the provision of policy and advisory services. A more integrated approach is implemented with respect to human resources planning and human resources development. The programme contributes significantly to the SACOIs on Continuing to improve the management process and Ensuring excellence. The entities below are consistent with these trends.

565.      AFH will continue to enhance its advisory role and provide support to the decentralized offices. It will also ensure that human resources management policies are fully consistent with the cross-organizational priorities and overall strategic dimensions of the Organization. The full implementation by 2007 of a new Human Resources Management System (HRMS), based on Oracle applications, will constitute a major undertaking. The programme also covers the Medical Service placed in AFD.

Real Growth Proposal

The additional resources would accelerate work in three priority areas: i) the establishment of managerial competencies and a complementary development plan; ii) the implementation of the Action Plan on recruitment from under-represented countries (ref. FC 107/16); and iii) the development and improvement of a performance management system linked to the Organization's programme planning regime.

523P1: Health and Medical Services

Problem to be addressed:

566.      An international organization faces the same occupational health and safety issues as any other organization but much complicated by the variety of locations in which staff are required to work.

Expected benefits:

567.      Comprehensive medical guidance for staff to contribute to healthy lifestyles and work environment on a worldwide basis. Reduced number of days lost from work.

Major Output(s)/Indicator(s)

• Provision of Health and Medical Services

- Number of preventative campaigns/programmes

523P2: Policy and Legal Services

Problem to be addressed:

568.      Management of human resources implies retention of the requisite calibre of staff to ensure excellence and arrangements that allow for efficient deployment of such resources. In the light of the projected high rate of staff turnover and the resulting risk of depletion of capacity and institutional memory, and in view of the financial constraints faced by FAO, policy and legal services are essential for the effective utilization of human resources and in developing appropriate measures for acquiring and strengthening the skills and competencies required to face the challenges of the future.

Expected benefits:

569.      HR policies to reflect best practices, ensure productivity enhancement and allow FAO to remain competitive as an employer. Legal administration activities aimed at timely resolution of conflicts and effectively redressing disciplinary cases or cases of poor performance.

Major Output(s)/Indicator(s)

• Policy Formulation
• Administrative Manual Development

- Effective updates and use of the Manual

• Provision of HR Legal Services

- Number of staff grievances handled

- Resolution of disputes and reduction of cases going to formal appeal

523P3: Planning and Administration of Human Resources

Problem to be addressed:

570.      The on-going human resources reform effort includes HR planning, monitoring and management information. This, in turn, relies on the effective operation and maintenance of the existing human resources management system (PERSYS), the related HR management information reporting functions and the eventual transition to the new Oracle-based HR system. The salary administration function, covering such areas as salary scale maintenance, salary and cost-of-living surveys and inter-agency consultations also needs to be managed.

Expected benefits:

571.      An adequate information base to support various aspects of HR policy and advisory services. Salary administration activities compatible with the Common System in addition to keeping the Organization's competitive position in the international labour market.

Major Output(s)/Indicator(s)

• Human Resources Planning
• Support to UN system processes and special projects

- Provision of required data within deadlines established

523P4: Organizational Development and Staffing

Problem to be addressed:

572.      FAO units need advice and support in order to attract and retain staff of required calibre, taking into account issues of gender and geographical distribution. Jobs need to be designed and classified according to standards adopted by the UN Common System, which increasingly will take into account the requirement for more dynamic structures and team-based organizations. Core competencies need to be defined for the General Service category, and jobs have to be reviewed and designed to respond to the Organization's needs so that staff are recruited with the required skills and competencies.

Expected benefits:

573.      FAO units to spend less time on the recruitment process and recruit qualified candidates taking into account objectives of geographical distribution and gender balance. Through better job design and utilization of modern classification tools, units can organize work around teams, facilitating good performance and staff mobility.

Major Output(s)/Indicator(s)

• Reporting and information management

- Timely reports on vacancies

- Reports on time taken to fill posts

• Recruitment

- Reduction in time taken to fill professional vacancies

- Achievement of corporate targets on gender balance

- Reduction in number of countries under or non-represented

• Position classification

- Effective use by line managers of new master standard

• Organizational studies and reviews

523P5: Staff Development Services

Problem to be addressed:

574.      The assessment and development of skills and competencies of staff is essential to carrying out the Organization's programme of work and retaining staff. A definition of core competencies for professional staff (following on the work done for the definition of managerial competencies) is needed as are staff development programmes related to these competencies. This implies demand for skills development programmes for both General Service and Professional staff, with a special emphasis on decentralized offices.

Expected benefits:

575.      To align staff development programmes more closely to programme priorities and to empower managers to be more effective and more proactive in the development of staff, by establishing linkages to personal development plans emanating from performance management.

Major Output(s)/Indicator(s)

• Delivery of training programmes

- Number of training activities supported

- Satisfaction of trainees (surveys)

523P6: Provision of Social Security Services

Problem to be addressed:

576.      In order to ensure that FAO is perceived as an "employer of choice", it must provide a competitive benefit package, including life and medical insurance, as well as adequate pensions.

Expected benefits:

577.      A competitive benefit package would directly contribute to attracting and retaining the high quality staff necessary to carry out FAO's programmes.

Major Output(s)/Indicator(s)

• Life and medical insurance

- Number of claim disputes and staff queries regarding benefits

- Prompt disciplinary actions taken on fraudulent claims

• Pension matters

- Average time taken from the date of staff separation until the separation documents are sent to the UN Joint Staff Pension Fund (UNJSPF)

• Staff Compensation Plan

- Average time delay between submission of a request for recognition and award of a compensation benefit

- Number of third party cases resulting in refunds of monies to the Compensation Plan Fund

PROGRAMME 5.2.9: PROGRAMME MANAGEMENT

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
901P1	Continuing	Provision of Management Support Services	10,857	10,857	10,857	10,857	32,571
901P2	Continuing	Management Support Unit	11,430	-	-	-	-
Total Programme of Work			22,287	10,857	10,857	10,857	32,571
Less External Income			-	-	-	-	-
Net Appropriation			22,287	10,857	10,857	10,857	32,571
Real Growth				-	-	-	-
Net Appropriation with Real Growth				10,857	10,857	10,857	32,571
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

Management Support Services

578.      The Management Support Service (MSS) of AFD provides a range of administrative services, advice and management information to headquarters departments and offices (e.g. in the areas of finance, budget, procurement, personnel and travel). Its cost is distributed over the budgets of the units it supports. Its entire activities, which contribute to the SACOI on Continuing to improve the management process, are captured in the entity below.

901P1: Provision of Management Support Services

Problem to be addressed:

579.      Departmental managers require specific advice and support in the areas of personnel servicing, financial processing, systems user support and travel operations. In addition, the MSS needs to contribute to the internal control structure.

Expected benefits:

580.      The MSS provides for proper internal controls as well as advisory services to departments so that the latter can operate effectively and in accordance with established rules and regulations.

Major Output(s)/Indicator(s)

• Management of the MSS
• Provision of Personnel Services

- Workload statistics generated by PERSYS, Oracle and Atlas systems

• Provision of financial services

- Workload statistics for processing of journals, overtime, Letters of Agreement, backcharges

- Number of Help Desk user queries

- Number of system change requests

• Provision of travel services

- Output statistics

• Provision of Training Courses

- Number of courses delivered

- User satisfaction (Course evaluation sheet completed by users)

CHAPTER 6: COMMON SERVICES

Prog. Entity	Time Frame	Title	PWB 2004-05	MTP 2006-07	MTP 2008-09	MTP 2010-11	MTP Total
60010	Continuing	Documents, Central Records and Communications User Services	8,944	-	-	-	-
60020	Continuing	Buildings Maintenance	20,859	-	-	-	-
60030	Continuing	Procurement	6,915	-	-	-	-
60040	Continuing	Security and Transport	7,753	-	-	-	-
600P1	Continuing	Provision of Documents, Central Records and Communications User Services	-	7,605	7,605	7,605	22,815
600P2	Continuing	Buildings Maintenance	-	20,020	20,020	20,020	60,060
600P3	Continuing	Procurement	-	6,526	6,526	6,526	19,578
600P4	Continuing	Security and Transport	-	7,510	7,510	7,510	22,530
Decentralized Resources			-	2,810	2,810	2,810	8,430
Total Programme of Work			44,471	44,471	44,471	44,471	133,413
Less External Income			385	385	385	385	1,155
Net Appropriation			44,086	44,086	44,086	44,086	132,258
Real Growth				-	-	-	-
Net Appropriation with Real Growth				44,086	44,086	44,086	132,258
Growth in Net Appropriation (Percentage)				0.0%	0.0%	0.0%	0.0%

581.      This chapter covers the cost of common services, including mail and pouch, document distribution, archives and records, procurement, buildings maintenance and security at headquarters, under the management of the Administrative Services Division (AFS). It also covers similar costs for common services in the Regional and Subregional Offices. AFS will continue to manage FAO's procurement activities, the ordinary maintenance of headquarters infrastructure and facilities, and security services. The main challenge will be maintaining an adequate level of service under prevailing resource constraints.

582.      The programme structure below covers the main areas of work. Under procurement, emphasis will be placed on training of staff in the various decentralized offices and on building the institutional capacity of FAO's partners in procurement.

583.      As regards Infrastructure and Facilities, it may be noted that interaction will be ensured with:

• the Italian Ministry of Infrastructures and Transportation in order to ensure coverage of the costs of extraordinary maintenance including the new works on safety of the working environment with a view to making the entire headquarters compliant with national Law 626. The new worksites foreseen in that respect should be the Plenary Hall and building C;
• the Member Nations which have made generous contributions to meeting rooms and public spaces bearing their name with a view to obtaining their continuing support towards the maintenance and upgrading of such spaces;
• private sponsors to obtain additional funds for the upgrading of the premises and for the introduction of energy savings devices.

600P1: Provision of Documents, Central Records and Communications User Services

Problem to be addressed:

584.      The Organization requires consistent management of corporate records and archives, also to maintain adequate institutional memory. It also requires support to internal and external communication (mail, pouch and document distribution). Therefore, this entity covers on-going support to corporate records, archives management and mail, pouch and document distribution services.

Expected benefits:

585.      These include: i) ensuring that accountability standards are met through proper record keeping and preservation of institutional memory; ii) reliable and efficient delivery of FAO documents and publications through mail, pouch and document distribution; iii) a Digital Records Management Systems which will improve internal knowledge management through enhanced record keeping and information retrieval technologies.

Major Output(s)/Indicator(s)

• Records management and archives

- Timely delivery of services and effective use of computerized applications

• Mail, Pouch and Document Distribution

- Performance assessed through periodic statistical reports

600P2: Buildings Maintenance

Problem to be addressed:

586.      Well functioning premises are a prerequisite to smooth operations and delivery of approved programmes and activities. This includes adherence to established health and safety standards, as well as provision of facility management services for the headquarters premises including services such as cleaning, portering, garbage disposal, gardening; maintenance of facilities; procurement of basic utilities and supplies; and meeting safety and security requirements.

Expected benefits:

587.      A safe and supportive working environment in the headquarters premises.

Major Output(s)/Indicator(s)

• Housekeeping services

- User satisfaction (surveys)

- Verification of quality and progress through regular internal controls

• Facilities maintenance

- Continuous improvements to headquarters' technical and civil installations

- Periodic reports on status

• Facilities projects

- Timely refurbishment of existing facilities

• Utilities and supplies

- Adequacy of utilities and supplies required for the operation of headquarters facilities

• Work safety and security

- Compliance with recognized health, safety and security requirements and standards

- Risk assessment surveys

600P3: Procurement

Problem to be addressed:

588.      Competitive and transparent procurement is a key function to obtain services and goods/inputs necessary for the Organization to implement its programme of work in a cost effective manner.

Expected benefits:

589.      Facilitation of the procurement of services and goods leading to selection of the most cost-effective options, at the desired quality standard.

Major Output(s)/Indicator(s)

• Purchasing units

- Improved processing times for purchasing operations

• Contracts units

- Timely processing of contracts

• Processing and control unit

- Improved reporting and capture of information

600P4: Security and Transport

Problem to be addressed:

590.      The Organization needs to provide a secure environment for staff and visitors. Transportation services are also required for handling urgent matters, communications, and in support of the smooth operation of key meetings.

Expected benefits:

591.      Secure working environment for FAO staff, particularly in relation to the potential threat to international institutions.

Major Output(s)/Indicator(s)

• Security, safety and staff assistance services

- Continuous improvements in HQ security and control