Day 3: Session 4

Strategically Mobilizing Resources

An analogy…

Overview 1.The need for a strategic approach 2.The corporate RMMS and subsidiary strategies 3.New tools – Website, the RM Intranet and ADAM

A strategic approach

Programming Resource Mobilization Delivery/Impact Quality programming is a vital prerequisite to attracting resources RM – an essential component

The RM Cycle

60% of FAO’s resources come from Voluntary/Extrabudgetary Contributions Resource Mobilization is VITAL to FAO!

Average and 2012/13 Target VC trend and projections

USD 1.6 Billion for next PWB FAO’s biennial RM Target

1.EU 2.USA 3.MUL 4.Spain 5.UNOCHA 6.Japan 7.UNDP/MDTF 8.Canada 9.Italy 10.GEF/Belgium 11.UK 12.Sweden/Germany FAO’s top resource partners

Ad-hoc approach Many small, isolated projects Fragmentation Economic crisis Critique of FAO (MAR, MOPAN, AMA) New resource partners “on the block” Challenges and Opportunities

RAF/SFW’s Resource Mobilization and Management Strategy RMMS

The corporate Resource Mobilization and Management Strategy RMMS

The Strategy aims to achieve adequate, more predictable and sustainable voluntary contributions that fully support the achievement of FAO’s objectives at the global, regional, subregional and country levels The Corporate RMMS

1.Expanding resource partnerships 2.Communicating priorities for RM 3.Enhancing RM capacities 4.Effectively manage and report on resources RMMS – Outcomes

All resource mobilization efforts should.... Support FAO’s Strategic Framework and Members’ priorities Comply with FAO’s rules and regulations Are built on trust and mutual accountability Are monitored and accounted for Are coordinated and harmonized Organization-wide Guiding Principles

Subsidiary RMMS’s On the map… Regional level Subregional level Country level

Decentralized RM Strategies Regional OfficeSubregional Office Country Office

RM roles and responsibilities Corporate-level: the TC Department has the lead role, OSP, OCE, TDs/Strategy Team Leaders have a key function Regional level: ADG oversees all RM activities, with specific responsibilities assigned to FP Officers and TOs Subregional level: the SRC manages all resource mobilization efforts with support from TOs and FP Support and Monitoring Officers, and the Regional Emergency Coordinator (where present) Country level: FAOR lead role supported by the AFAOR, the Chief TA, and the Emergency Coordinator

IT’S TEAMWORK!

Questions

New tools Website Website RM Guide and Intranet home.fao.org/rmIntranet ADAM ADAM

Day 4: Session 1

Preparing An RM Strategy and Action Plan

Brainstorm in pairs: How have you gone about mobilizing resources)? Do you have some ‘top tips’? Your experience?

IDENTIFYENGAGE NEGOTIATEMANAGE & REPORT COMMUNICATE RESULTS 5 practical steps

Check you are ready to start... is your programme framework (at country level – the CPF) in place? Strategically position FAO... does FAO have a clear comparative advantage/niche? Review priorities and the resource requirements... what is realistic? Analyse the resource environment... who is out there? Preparing the Strategy/Action Plan

Achieving Establish the goal, outcomes, key outputs and guiding principles... is RM considered important to the everyday? Identify resource partners and match interests to priority areas... find out who is really interested Develop an Action plan (identify, engage, negotiate, manage and report and communicate results)... get practical and make it your everyday. Cont’

Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM Assign donor focal points within the office team Strengthen a team approach to RM by having regular meetings, information sharing, updating knowledge through training and developing contacts Integrate RM activities into the Office’s work plan Ideas to get started

Assessing the RM Environment

Delivery by Region (Emergency and Non-Emergency, )

SFW: SO and FO View (Field Programme, )

SFW: Most Funded ORs (ADAM, ODA Commitments, ) A01: Policies on sustainable crop production intensification and diversification G01: Small producers improve competitiveness, diversify into new enterprises, increase value and meet market requirements F02: Countries address water scarcity in agriculture and strengthen their capacities to improve water productivity H02: Right to Adequate Food a reformed Committee on World Food Security H01: Policies address the root causes of hunger, food insecurity and malnutrition H04: Statistics for improved food security and better nutrition G02: Rural employment creation, access to land and income diversification are integrated into agricultural and rural development policies L02: Improved public and private sector organisations' capacity to plan, implement and enhance the sustainability of food and agriculture and rural development investment operations L03: Public/private sector investment programmes developed and financed F06: Improved access to and sharing of knowledge for natural resource management

SFW: Top 10 Donors (ADAM, ODA Commitments ) The top five OECD donors in SFW are the United States, World Bank (IDA), the EU, France and Japan.

Top Resource Partners (FAO-Related Sectors: ) Côte d’Ivoire 1.World Bank (IDA) 2.EU 3.Japan 4.France 5.United States RAF 1.United States 2.World Bank (IDA) 3.EU 4.Japan 5.France Cape Verde 1.Spain 2.Japan 3.World Bank (IDA) 4.Luxembourg 5.United States Gambia 1.Japan 2.United States 3.Islamic Development Bank 4.World Bank (IDA) 5.Spain SFW 1.United States 2.World Bank (IDA) 3.EU 4.France 5.Japan Ghana 1.United States 2.Denmark 3.Canada 4.World Bank (IDA) 5.African Development Fund Senegal 1.United States 2.World Bank (IDA) 3.France 4.Canada 5.Netherlands Togo 1.Canada 2.IFAD 3.World Bank (IDA) 4.Islamic Development Bank 5.EU

Group Work : Initiate the RM Strategy and Action Plan

Day 4: Session 4

Engaging Resource Partners

Group work/Discussion: EU Emergency funds GEF Host Govt and IFIs Private Sector UNJPs/MUL