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

2. 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

3. 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.

4. 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

5. 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.

6. 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.

7. 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

8. 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 B01A Fodder best practices for the different production systems assessed and promoted for the SFE countries. (SFE)
PS B01A 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

9. 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.

10. 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?

11. 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

12. 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!

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

14. 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

15. 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)

16. 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.

17. 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)

18. 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.

19. Country Work Plan AT PS
OOs

20. 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

21. 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

22. 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.

24. Cape Verde: No. Indicators Baseline Means of Verification Target (2yr)
InIndi
No.
Indicators
Baseline
Means of Verification
Target (2yr)
01 
UNDAF prepared by end of 2011. 
NIL 
UN and Gov. document signing ceremony. 
UNDAF 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  
Two (2) JPs prepared and endorsed by Government, UNCT and partipating agencies. 

25. Product/ Service or Activity
CWP - Example Matrix (3)
Product/ Service or Activity
Lead Unit
Resp. Officer
Start
End
Fund
X01A UNDAF published.
FRCVI 
FAOR
01/01/11 
31/12/11 
GF 
X01A Participate in the formulation and quality control of the UNDAF
X01A Lead the formulation process for UNDAF Pillar 1
X01A Two (2 ) Joint Programmes designed and formulated
OT 
X01A Lead or participate in JP design/development
X01A Ensure finalization, quality control and endorsement of JPs

26. 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

27. 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

28. 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.

29. 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