Overview of the Session A.Setting the context – from the corporate to the country level B.A guide to resource mobilization C.Developing programmes and forming an RM action plan Goals of the Session 1.Reminder of the importance of aligning RM to priorities 2.Impetus towards programme development and engaging resource partners 3.Discussion of opportunities and challenges facing SFW, and a stronger network to ensure SFW is successful Effective Country Programming – Resource Mobilization

Global Strategy RAF Strategy SFW Strategy Country Strategies A. The Corporate Context Why? 55% of FAO’s resources come from Voluntary/Extrabudgetary Contributions Ever more of these contributions are available at country level. Goal: These strategies aim to achieve adequate, more predictable and sustainable voluntary contributions that fully support the achievement of FAO’s objectives at all levels How?

1.Expanding resource partnerships SFW analysis of sub-regional priorities. Consultant to work on SFW programme development and quality assurance Working group assembled to review sub-regional programme and investigate new sub-regional partners 2. Communicating priorities for RM A flagship SFW publication will be prepared annually detailing priorities and successful FAO actions and projects in response SFW compiles inventory of thematic events in sub-region for RM 3. Enhancing RM capacities Training focal point identified and awareness of HQ training initiatives is raised 4. Effectively manage and report on resources FPSMO continues to work with FPSN to ensure projects are well managed Working group monitors levels of mobilized resources in SFW per biennium Working group monitors underperforming projects, with troubleshooting missions organized to deal with problems The Pillars of the Strategies SFWHIGHLIGHTSSFWHIGHLIGHTS

B. A Guide to Resource Mobilization 1. Identify 2. Engage 3. Negotiate 4. Manage & Report 5. Communicate Results ACT

1. Identifying Potential Resource Partners a) Map resource partner interests (thematic and geographical) b) Identify where there is a match with FAO’s Comparative Advantage and track record Tip: ADAM is a useful tool at this stage c) Verify resource partner is an acceptable source Tip: Consult TCSR or TCE (nb OCE also recently published FAO’s Private Sector Guidelines)

1. Identifying Potential Resource Partners Many different types of partner exist. Make sure to consider them all. The new FAO intranet platform for resource mobilization contains fact sheets on many of these modalities: HQ can help link to global programmes eg Save and Grow Just ask TCSR focal points HQ can help link to global programmes eg Save and Grow Just ask TCSR focal points

2. Engaging with Resource Partners MAKE SURE YOUR COMMUNICATIONS ARE: ■ face to face or personal ■ short and appealing ■ thorough and up to date ■ well timed ■ demonstrate track record ■ and do not forget to use every opportunity.

3. Negotiating with Resource Partners Get the relevant expert advice Before reaching a signed agreement, check the resource partner’s conditions of agreement and that they comply with FAO’s rules and regulations. In particular, look out for specifications on: ■ audit; ■ procurement; ■ financials ■ recruitment; ■ project costs ■ evaluation Consult TCSR or TCE if unsure. * FAORs can negotiate and reach an agreement with a resource partner up to USD

4. Reporting to Resource Partners Timeliness is crucial. Thanking resource partners is essential for good relations, and securing future funding. This can be done by: ■ writing a letter of acknowledgement with special thanks from higher management; ■ using the resource partner’s logo ■ inviting representatives from their organization to project events. Regular feedback on progress of work is important (inc financial reporting). Emphasis is on results - showing the tangible impact of FAO’s work on beneficiaries’ lives and livelihoods, rather than on activities.

5. Communicating Results & Advocacy Communications should emphasize success stories and beneficiaries’ testimonials to capture interest. Various communication tools can be used: Brochure Video Website Invites to the field to see the programme in action. Attract the interest of a wider audience, beyond the original programme partners, to raise FAO’s visibility. Some resource partners have their own specific requirements on their visibility in partnering with the project (eg EC) Step 5 completes the cycle and brings us back to Step 1, where communicating the successes of a programme or project partnership can strongly motivate and advocate for further resources.

ACT is just part of the cycle

Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM Some ideas to get started… Assign donor focal points within the office team, if possible Strengthen a team approach to RM by having regular meetings, information sharing, updating knowledge through training and developing contacts with local expert consultants Integrate RM activities into the Office’s work plan Get in touch with HQ to find out about opportunities

Practical Steps ActivitiesResponsibleTime-frame Identify  Develop a matrix of resource partners, mapping their interests to FAO’s Strategic Framework, Regional Priority Areas of Action and the CPF.  Use tools for identifying resource partners such as ADAM or local knowledge  Ensure each resource partner listed is an acceptable source (it will be important to cross reference FAO Private Sector Guidelines) Engage  Review or develop concept notes and programme/project proposals, to ensure they are in line with the relevant FAO programming frameworks (and input into FPMIS).  Refine resource partner matrix, matched to specific concept notes/proposals.  Develop a communication plan detailing how each resource partner identified will be engaged. Review the various Resource Partner Guidance Notes provided by TCSR.  Make sure all communications are in line with OCE’s guidelines  Develop promotional materials and update website to communicate key priority programmes and projects  Engage resource partners through field visits/workshops/meetings Negotiate  Liaise closely with the RO, SRO and relevant donor liaison officers in TCSR/TCE to ensure the resource partner is an acceptable source and their rules and regulations are compatible with FAO’s  Review and use standard MOU (e.g. GCP, UTF etc.) agreements, where relevant Manage and report  Ensure reporting is conducted in a timely fashion, both via FAO reporting mechanisms and as agreed with the resource partner Communicate results  Develop project highlight sheets to widely communicate the success of programmes and projects  Set up regular communication channels with resource partners e.g. newsletters, s, field visits, etc to foster relationships and build trust In support of the above: Institutionalise RM as a key function  Assign donor focal points within the office team, if possible  Strengthen a team approach to RM by having regular meetings, information sharing, updating knowledge through training and developing contacts with local expert consultants  Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM  Integrate RM activities into the Office’s work plan Reflect on Lessons Learned in RM  Monitor programme and project budgets vs. funding approvals to keep track of meeting the RM target  Refocus efforts, where needed, through further outreach to resource partners RM Strategy/Action Plan Template

Using ADAM for Country Programming CPF Outcome 1: Enhanced capacities through support to Smallholder Commercialization Programme (SCP) to improve productivity and processing in agriculture and fisheries Link to National Priorities1.Agenda for Change (PRSP II) priority/pillar: Pillar II: enhancing productivity in agriculture and fisheries” 2. PRSP II Priority/Pillar III: developing the national transportation network 3. SCP Programme Components: Component 1:  Smallholder Agriculture and Commercialization  Sub Component 1.1: Production intensification through support to grassroots FBOs and the FFS methodology (MAFFS/FAO)  SCP Sub component 1.2: Improved commercialization through access to agro-services and value-chain development  SCP Sub component 1.3: Enhanced long-term technical support and representation through the institutional development of MAFFS and Farmers’ organizations (FO) Link to UN JVProgramme 4: National Agricultural Response Programme; Component 2: to stimulate food production, local markets and the economy Programme 12: Data collection, Assessments and Planning; Component 3: Monitoring of Agricultural Statistics Link to FAO Global strategic ObjectivesA. Sustainable intensification of crop production B. Increased sustainable livestock production C. Sustainable management and use of fisheries and aquaculture resources G. Enabling environment for markets to improve livelihoods L. Increased and more effective public and private investment in agriculture and rural development OUTPUTSINDICATORSBASELINEINDICATIVE BUDGET (US$) 1.1 Technical capacity of the agriculture sector staff at central and district level is strengthened so that relevant institutions have increased knowledge and skills for strategic planning and economic analysis. 1. Number of capacity building/ training programmes conducted for MAFFS and related institutions 2. Effective implementation of agricultural programmes as a result of strengthened capacity of MAFFS and relevant institutions 3. Number of farmers trained in FAO supported FFS 4. Increase in agriculture output as a result of seed management system 5. Number of FFSs/ABCs in business partnership with seed multiplication unit (SMU) *MAFFS received technical support from FAO with the implementation of the SCP. Technical staff were recruited to manage the EUFF project and some staff were also recruited for other sections of the MAFFS, FAOSL supports policy and programmed design of the MAFFS-NSADP and others 1,503,711 (SP&E) 2,200,000 (SEED) 1,123,500 (south-south) 2,622,746 (Irish Aid) 500,000 (right to food) 2,938,565 (GAFSP) [1] [1] These are estimates obtained from ongoing projects.

Analyse these resource gaps with the resource partners you already know of: Development Partner Coordination: The major donors in the agriculture sector are: European Community, World Bank (WB), African Development Bank (AfDB), Islamic Development Bank (IsDB), IFAD, USAID, JICA and the United Nations agencies. DFID is the largest bilateral donor in the country but focuses primarily on governance, education, health and private sector development.