Bringing it all together Work planning at FAO Bringing it all together

FAO Commitments to Member States Commitments to Members collectively Strategic Framework MTP/PWB Commitments to Individual Member States 2 years National Priorities Remind participants the vertical commitment of the organization. 4-5 years CPF

What is a work plan? Brainstorming. * dates, budgets, roles and responsibilities, deliverables. WP is about inputs, activities and outputs. The rest of the results chain (outcomes, impacts), have been already defined, captured in a CPF, UNDAF, SF.. The strategies may not be perfect, but they are no longer revisited. We live with them and plan our work so as to achieve the goals stated therein.

FAO’s Strategic Framework Global Goals Strategic Framework (10 years) Strategic Objectives Medium-Term Plan (4 years) Organizational Results Programme of Work and Budget (2years) Organizational Outputs Remind participants of the RBM basics presented during the CPF matrix session and the Project Cycle session. “Impact, Outcome, Outputs” The UN standard nomenclature applies. Explain briefly the strategic planning portion of the Framework - MTP 4-years = FAO commitment to Members on programmatic results measured by ORs (ORs have indicators) PWB 2 years = FAO commitment to Members with approved set budget and the programmatic results Once PWB is approved and $ and programmatic results are defined This is when the operational work = work planning starts! (click all animations) The work starts with Organizational Outputs. (Oos) Products/Services Activities

Work Planning What is it? What for? How? Defining how commitments to members will be achieved What for? Expressing each office’s commitment, including for working jointly Providing basis for harmonization, monitoring, assessment and reporting to members How? Defining Organizational Outputs, products/services and activities for ALL offices and including projects Estimating costs – for all sources of funds Setting milestones Defining clear responsibilities Translating 2-year commitments to 2-year operations.

Biennium!!! Two cautions (1) In FAO terminology, corporate work planning is based on the 2-year timeframes. This time frame is different from the timeframes for the CPF (and therefore with National Programme and UNDAF) and other various frameworks. Regional and sub-regional priorities are biennium though… Caution that CPF Output may not be automatically be made to Output in the Strategic Framework.

Be cautious with terminology. Second caution before looking at OOs. Terminologies do not automatically match. Be cautious with terminology. e.g. “Outputs” in UNDAF, CPF, Projects, CWP

Strategic Objective B: Increased sustainable livestock production OR B-02 OR B-01 OR B-03 AGA RNE RAF SFS and SFC also contribute!! OO B01A202: Countries and RECs' livestock policies, programmes and investment plans to improve and support the productivity of meat, dairy and poultry value chain actors developed and/or implemented (Managed by RAF) PS B01A20201:Capacity development on value chain analysis for sustainable livestock development in Africa (RAF) PS B01A20210 - Fodder best practices for the different production systems assessed and promoted for the SFE countries. (SFE) PS B01A20218 - Provide technical support to ECOWAS Commission for the development of livestock/meat and dairy value chains (SFW) Example of an OO that is led by RAF but with contributions by RO and the four sub-regional offices in the region. ORB01 The livestock sector effectively and efficiently contributes to food security, poverty alleviation and economic development

SFE G01A205 - Policy support towards enhanced Institutional capacity for agribusiness and agro-industry in Eastern Africa (TCI) East African Sorghum Value Chain (EST - MTF/RAF/473/CFC) Technical inputs and training to farmer federations to develop training programmes and related material (SFE) Here is another example. This OO is led by TCI, but various units are contributing, including both HQ and DO. Note that, again, one of the units is contributing through a project.

Other examples… B01N202 - Strengthened capacity of public and private sectors for improved animal productivity in the Near East (RNE) 1. Technical manuals and guidelines elaborated in areas of sustainable livestock production and good agricultural practice (RNE) 2. Strengthened capacity of dairy sector and good agricultural practice to reduce GHG emissions (SNG) 3. Support to institutional managerial and technical capacity of the small Ruminant Producers Associations (SNE) 4. Technical assistance to member countries for the elaboration of their CPF (SNE) L03G201 - Design and supervision of effective public and private sector investments in food, sustainable agriculture and rural development (TCI) 1. Design and supervision of effective public and private sector investments in food, sustainable agriculture and rural development in the SNE subregion (SNE) 2. Support to IFI Disaster Resilience and Livelihood Sustainability Investments in Horn of Africa (TCI) 3. Support to CAADP (TCS – GCP/INT/100/ITA) Walk participants through PIRES to see this information. Note the difference between the WP node (entering by unit) and the SF node (entering by result) Also note that entering by unit, the summary page does not show the full picture, but that it is visible either in the formulation tab or the review tab. Have them go to their own units and take a look at what’s there. Is their unit collaborating with others? Are projects integrated?

What is an Organizational Output? A significant, measurable output essential for achieving an OR or RR, delivered in a biennium Composed of products/services and activities, possibly led by different units and capturing project work The bigger picture Recap on the notion of OO. It is the key output level for the organization (FAO full accountability – no excuse for not achieving!). It is the minimum level possible for budgeting and spending. It comes with indicators (max 2!) to demonstrate the programmatic results. The actual deliverables

ONE result, unless absolutely necessary! Project Integration Principles Contribute to achievement of Organizational Results – integral part of the results framework Project can be an OO, product/service or activity, defined by BH in consultation and collaboration with PTF, strategy team and head of office Delivery foreseen during the biennium. Valid delivery estimate prepared by BH in consultation with PTF. Projects are integrated in work plans, just like regular resources. No more separation! Explain the logic behind the integration, in particular: Considering the biennial achievement Noting that if there is no expected delivery in the biennium, then it is assumed that there is no expected achievement, so delivery estimates must be updated Need for not breaking the logic of the results chain by splitting up the project In most cases Projects are seen as Products/Services in the work plans. Show the tool in FPMIS. Have them explore the situation for their own projects, if they have any and whether they are reflected in their office work plans. This is particularly important for the TF courses. Tool: FPMIS – enter data, systems will do the rest! ONE result, unless absolutely necessary!

Project’s Timeline 2 years 2 years 3-month project 3-year project

Project’s Scope Magnitude Global Goals Strategic Objectives Organizational Results Organizational Outputs Project delivery during the biennium Important to judge the scope and the magnitude of the project. If the project is with a wide scope and complexity, larger budget, it may contribute to more than one OR/OR. If significant direct and unique contributions to an OR, then it may become an OO. Products/Services Activities

Strategic Objective A: Sustainable intensification of crop production OR A-01 OR A-03 OR A-03 AGA RNE AGP OO A01G201: Tools and instruments, which reflect an eco-system approach, for sustainable crop production intensification provided to countries. (AGP led) Highlight the code structure again. Note that parts of the programme may be under the responsibility of another unit, and that this means that the BH for that particular code will be different. Everyone plans the resources they manage; everyone manages the programme (or part thereof) for which they are responsible. Note that the core functions must be applied throughout. They are our comparative advantages, and define in what ways we make our interventions. These are our two levels of outputs. Note that optionally, there can be activities, if further articulation of results or reponsibilities is required. Have them explore a bit their own divisions/offices. Do they find their work? Do they see their projects? Can anybody tell you how to get them in there to ensure the WP is comprehensive? P/S A01G20101: Mainstreaming Save & Grown at national/ regional levels (AGP led) P/S A01G20116: Develop guidelines and tools for sustainable crop production intensification (ESS led, TF)

Work Plans are a tool for… Coordination, inter-disciplinarity and coherence Roles and responsibilities– commitment, accountability and performance measurement Full responsible use of all funds Harmonized monitoring and reporting Wrap up describing the purpose and use of the work plan. Note that as a budget holder, their responsible is to formulate, implement and monitor the work plans.

FAO’s Strategic Framework Global Goals Strategic Framework (10 years) Strategic Objectives Medium-Term Plan (4 years) Organizational Results Programme of Work and Budget (2+2 years) Organizational Outputs Work Planning at the country level = capturing the two dimensional commitments – vertical (corporate) commitments and horizontal (national) commitments within a biennium. CPF (4 -5 years) Products/Services CWP (2 Years)

Defining how the CPF and PWB commitments will be achieved Country Work Planning Defining how the CPF and PWB commitments will be achieved Biennium Project and non-project work All offices Emphasize that it captures work by all offices in the country during the biennium. Try the flipchat exercise of the L shape diagram.

Country Work Plan AT PS OOs

The CWP Template – Draft! CPF Outcome Organizational Result Result Lead unit Country(ies) OO indicator, baseline, target, MoV Project (if relevant) Biennial Budget Organizational Output Product/service Activity Organizational Result B03

Monitoring & Reporting On-going monitoring Mid-Term Review (MTR): mandatory, at the end of the first year of the biennium Programme Implementation Report (PIR): mandatory, at the end of the biennium Point them to the blue wall and remind that CWP MR can be used for CPF MR Every year we report! Just as well use it. MTR – Progress towards OR PIR – Progress in achieving OR

Thank you! In conclusion. Let them know that the following sessions will deal with how to implement what they have planned - financial monitoring and transaction flows. They will also see some of the reporting tools, i.e. financial reporting. Recall that this is complementary to qualitative reporting on results, which is not covered in the course but is also mandatory and a responsibility of the budget holder.

Cape Verde: No. Indicators Baseline Means of Verification Target (2yr) InIndi No. Indicators Baseline Means of Verification Target (2yr) 01  UNDAF 2012-2016 prepared by end of 2011.  NIL  UN and Gov. document signing ceremony.  UNDAF 2012-2016 prepared, signed and published.  02  Two (2) Joint Programmes designed and formulated in 2011 for UNCT resource mobilization and potential lead implementation/ participation by FAO  JPs incorporated into published UNDAF 2012-2016  Two (2) JPs prepared and endorsed by Government, UNCT and partipating agencies. 

Product/ Service or Activity CWP - Example Matrix (3) Product/ Service or Activity Lead Unit Resp. Officer Start End Fund X01A14001 - UNDAF 2012-2016 published. FRCVI  FAOR 01/01/11  31/12/11  GF    X01A1400101 - Participate in the formulation and quality control of the UNDAF 2012-2016 X01A1400102 - Lead the formulation process for UNDAF Pillar 1 X01A14002 - Two (2 ) Joint Programmes designed and formulated OT  X01A1400201 - Lead or participate in JP design/development X01A1400202 - Ensure finalization, quality control and endorsement of JPs

Example Strategic Objective A: Sustainable intensification of crop production OR A-01 Policies and strategies on sustainable crop production intensification and diversification at national and regional levels OR A-02 Risks from outbreaks of trans-boundary plant pests and diseases are sustainably reduced at national, regional and global levels OR A-03 Risks from pesticides are sustainably reduced at national, regional and global levels Adoption by the Commission on Phytosanitary Measures (CPM) of new or revised International Standards for Phytosanitary Measures (ISPMs) Percentage of desert locust affected countries and those affected by major non-locust transboundary plant pests receiving forecasts and other information including control strategies. AGA Show how to find this example in PIRES RNE Many units contribute AGP

Example Strategic Objective A: Sustainable intensification of crop production OR A-01 Policies and strategies on sustainable crop production intensification and diversification at national and regional levels OR A-02 Risks from outbreaks of trans-boundary plant pests and diseases are sustainably reduced at nat, reg. and glob. levels OR A-03 Risks from pesticides are sustainably reduced at national, regional and global levels Adoption by the Commission on Phytosanitary Measures (CPM) of new or revised International Standards for Phytosanitary Measures (ISPMs) Percentage of desert locust affected countries and those affected by major non-locust transboundary plant pests receiving forecasts and other information including control strategies. AGA RNE AGP Recall that this is the example we say we earlier

Example Strategic Objective A: Sustainable intensification of crop production OR A-01 Policies and strategies on sustainable crop production intensification and diversification at national and regional levels OR A-02 Risks from outbreaks of trans-boundary plant pests and diseases are sustainably reduced at national, regional and global levels OR A-03 Risks from pesticides are sustainably reduced at national, regional and global levels AGA RNE AGP Take back to PIRES. Show the WP module. Take to this example. Note the coding structure. Highlight that the budget holder for the code will come from the unit leading the OO. OO A01G201: Support to the Comm. on Phytosanitary Measures OO A01G202: Capacity building in the reduction of the risk of trans-boundary plant pests and diseases on agric. prod. and livelihoods Number of affected countries with access to regular forecast information bulletins on Desert Locust and other transboundary emergency plant pests.

Challenges Ahead Conversion to culture of accountability for results Link to performance management and incentives Enhance monitoring system and training support Further alignment of Organizational practices with RBM approach (RP & EB) Results-based budgeting (RBB) for projects Better integration of decentralized offices – results and priorities, ECP Further integration of systems support Integrated monitoring system 29