1. Country Programming Framework and Resource mobilization

2. SFS context New approach to country programming and priority setting of the Organization – CPF Status of CPF formulation in SFS 3 countries - completed NMTPF/CPFs 13 countries - ongoing/planned CPF process Importance of Resource Mobilization

3. IT’S TEAMWORK!

4. CPF pros and cons - exercise

5. FAO country programming policies Country priorities, strategies/policies, investment plans/programmes National priorities FAO – Gvt priority areas results and approaches resource requirements FAO Country Programming Framework (CPF) (4-5 years, aligned to national cycle) FAO Organizational Outputs at country level (CO, SRO, HQ) FAO Country Work Plan (CWP) (2 years, aligned to FAO PWB) Resource mobilization Corporate process and results (ONE FAO) Coordination and alignment with the UN

6. Country programming Principles Ownership and empowerment Mutual commitment Accountability and alignment Flexibility Adherence to UN programming principles Strategic focus Needs driven and functioning as one Building on lessons learns and good practices

7. Why CPF? Major step in transition from ad hoc project approach to midterm results driven programme approach Programme Ad hoc projects

8. FAO Strategic Framework National level Country Programming Framework SFS priority areas of action Regional Conferences RAF regional areas of priority action 8 Informs Why CPF? Medium-term response to country needs within the frame of SF Informs Basis for more integrated and two direction process in prioritization and programming in FAO

9. The CPF and RM Guide in brief Builds on the experiences and best practices Defines policies and principles (min. requirements) with flexibility to adapted to country specific context (NOT one size fits all) Demonstrates step-by-step approach throughout the process Points to practical tips and tools

10. A quick overview of the CPF and RM cycle

11. CPF Cycle UNDAF Road Map UNDAF Country Analysis UNDAF Strategic prioritization UNDAF M&E UNDAF results matrix CPF CYCLECPF CYCLE

12. The RM Cycle CPF RM TARGET

13. Plan Act Reflect

15. Phase 1. Starting  Institutional arrangements Government and FAO agreement – Formal government request NOT mandatory (except in case of TCPf) Resource mobilization for formulation (funds and staff) Establishment of a joint CPF Core Team (FAO-Gvt)  Concept note – approach [quality assurance at entry] Principles: alignment to national planning cycle and UNDAF Leadership and ownership Actors Roadmap Communication and resource mobilization strategy Actors Roadmap Communication and resource mobilization strategy Country context FAOs role Role of partners

16. RM linked to phase 1

17. IDENTIFYENGAGE NEGOTIATEMANAGE & REPORT COMMUNICATE RESULTS 5 practical steps

18. Within Phase 1 of the CPF Cycle: Reflect on your RM experience and the RM environment and who should be involved in CPF consultation process Start to think about mobilizing the resources the CPF will require for implementation Think about your RM approach, as a cycle of work that involves phases: PLAN  ACT  REFLECT

19. Questions re CPF and RM

20. Phase 2. Setting priorities What: identify strategic areas where FAO should focus its support to the country - Priority Matrix How:  Situation Analysis – scope (background work; focus)  Assessment of Comparative Advantages – new SF/RF  Prioritization – focus – fewer number of priorities and outcomes Principles: Alignment Complementarity/synergy Strategic direction Strategic component of CPF document

21. CPF prioritization process Key challenges Strategic areas for FAO intervention CPF Priority areas Underlying cause/effects for specific challenges CPF Outcomes & outputs Priority Matrix Results Matrix Situation analysis Comparative Advantage assessment & Option Analysis Priorities Stakeholders Capacit y Global – Stated CA Actual - Country specific Other criteria Other criteria

22. More on prioritization criteria …

23.  Preferably emerge from a dialogue with the national stakeholders  Not imposed, yet some suggested for consideration 1 23 4 1.High priority – key strategic areas 2.High priority, although low likelihood for RM 3.Moderate priority – not Gvt priority 4.Low priority – no CA, no capacity Enabling conditions and capacities for achieving the results Likelihood of sustainability Ability to produce the highest level of impact Contribution to the MDGs/IADGs Prioritization process - Criteria

24. Comparative Advantages Mandate to act FAO Global Goals FAO Strategic Objectives/ORs Core Functions Strategic Priorities KEY QUESTIONS? Does it contribute FAO global goals? Does it fall under the areas that the members want FAO to focus on SO and ORs that FAO committed to achieve? Does it require application of FAOs core functions which are recognized FAO comparative advantages?

25. Comparative Advantages Actual CA at country level Mandate to act Capacity to act Position to act FAO Global Goals FAO Strategic Objectives/ORs Core Functions Resources Influence Partnerships Revealed CA Perceived CA Gaps Strategic Priorities Operational Priorities

26. CPF priorities: Areas of emphasis in Africa Predominantly, livelihoods and resilience Emergency/ Post- conflict/Transition livelihoods, some training, institution building and policy advice Low-Income Countries livelihoods and resilience of vulnerable groups. Increasing attention for training, institution building and policy advice Lower Middle Income Upstream Policy Advice, Advanced Technologies and South-South Cooperation Upper Middle & High Income

27. Within Phase 2 of the CPF Cycle: Linked RM STEPS – When assessing your comparative advantage, look at what was resourced/funded in the past/track record (Resource partner matrix, profile) Ensure the CPF stakeholder list identifies the resource partners you aim to engage IDENTIFYENGAGE

28. From issues to results Cause and effect analysis – possible approach

29. CAUSES (But why?) EFFECTS (So what?) Focal challenge: High prevalence of food insecurity Poor capacity of extension Workers Poor capacity of extension Workers Policy and legal framework Budgetary allocations Policy and legal framework Budgetary allocations Low labour productivity Poor agricultural production and productivity Decreased Government Budget High rate of malnutrition Migration from rural to urban areas Low GDP Growth 29 Skills level of extension staff Dependency on rain fed cultivation Inefficient irrigation system Increased poverty Low Human Development From problems to objectives and results outcome or impact outputs and activities indicators Enabling environment Organizations Individuals Institutional motivation – how active they are? Operational capacity of ext. units Institutional motivation – how active they are? Operational capacity of ext. units

30. Capacity Assessment – building block 30 Dimension s Capacity areas Existing situation Desired situation Interventio ns Responsible Priority (1-4, high to low) Enabling Environment Policy and legal frameworks Land tenure laws need update Supportive land tenure law being implemented Support legal reform FAO (LEG)2 High Economic framework and national public sector budget... Poor budget allocation Need national budget allocation Support to Advocacy activities FAO Rep.1 Very high Organizations Institutional motivation Extension unit needs.... Strong and active extension unit Org. analysis and developmen t support FAO (AGP)1 Very high Operational capacity... Stats unit needs.... Strong stats unit linked with policy makers Training and coordination FAO (ESS)2 High Individuals Skills levels Farmers skills on business improved NGO partners1 Very high Competency development

31. Questions

32. Setting priorities Priority Matrix

33. Phase 3. Programming for results  Defining the results matrix number of results level of details Resources  Setting up M&E mechanism Principles modality calendar actors Relevance Feasibility Sustainability

34. CPF results matrix  CPF Results Hierarchy – definitions 1 CPF resultDefinitionRemarks: IMPACT (Contribute) Contribution that FAO is expected to make towards national priorities – long terms development changes Derived from Gvt priorities/objectives OUTCOME 3-5 outcomes (Attribute) Measurable uptake and use of FAOs outputs (products and services) within the CPF time frame. Challenge: Find ONE indicator to measure change and contribute to higher level indicators OUTPUTS 3 outputs = 1 outcome (Deliver) Significant and measurable result/ deliverable of FAOs activities in the country

35. Results chain – country examples Establishment of Land Information Service Strengthened national capacity to generate land use data Land distribution and management practices improved Sustainable management of natural resources Activities, Projects CPF outputs CPF outcome CPF impact SMART

36. SMART RESULTS Specific in terms of the nature and scope of achievements and changes sought, the target groups and geographical area etc.; Measurable: measurable quantitatively and/or qualitatively; data will be available when needed within the time period Achievable and time-bound in CPF period with the resources available Relevant to national priorities and FAO’s mandate; substantial, necessary and sufficient

37. M&E and Reporting – principles  Principles Harmonization with the country and UNDAF M&E system to the extent possible Integration with the FAO corporate monitoring system through the Strategic Framework results chain and Integration with the FAO project cycle 37

38. Ref to CPF guide to see the templates

39. IDENTIFYENGAGE NEGOTIATEMANAGE & REPORT COMMUNICATE RESULTS 5 practical steps RM linked to phase 3

40. The RM Cycle CPF RM TARGET

41. Within Phase 3 of the CPF Cycle: CPF results matrix will help you: Define the outcomes and outputs you aim to engage resource partners on – who may fund a % of the CPF, or wish to see a project packaged around a particular CPF outcome The RM target will become clearer – make sure it is realistic! This will lead to step (3) NEGOTIATE

42. Business rules Quality assurance (handout) Roles and responsibility (pg 50) Reporting schedule

43. Quality Assurance criteria  Relevance Alignment and strategic fit (Gvt, UNDAF, FAO SF/ORs/RRs) Comparative advantages and partnership  Feasibility Are the proposed Outcomes achievable and measurable Are the proposed Outputs and type of interventions valid and logically linked, contributing to CPF outcomes  Sustainability Are the intended Outcomes sustainable (financially, capacities, etc) Are the risks identified, and mitigation strategies put in place 1

44. Quality Assurance – when and who 44 CPF formulation process QA at entry Actors: CPF focal point – at closest DO level QA Review at exit – Actors: CPF focal point at RO level ADG/RR certification Governme nt approval Self-assessment along the process Review by the Government, other national stakeholders and resource partners CPF endorsement process I draft - Strategic II draft - Final Draft Concept note CPF Quality Assurance and Support Process Final CPF draft QA during formulation process Actors: Technical officers at SRO/RO/HQs level CPF focal points at SRO/RO/HQs

45. How to act?

46. Once the CPF is being implemented: Once the CPF begins to be implemented though programmes and projects: The RM (CPF) Step 4 – …are clearly important to maintain resource partners and attract new ones! MANAGE & REPORT COMMUNICATE RESULTS Annual review CPF Midterm Review CPF Final review

47. M&E and Reporting Plan 47 Evaluation/review modality FocusImplicationsReporting modality CPF annual review Overall progress towards CPF results  Period adjustments corrections/ rescheduling/delaying/cance lling outputs Annual FAORep Report* – (1 page max) CWP midterm/ end of biennium report Mid-term review An in-depth review of the CPF document - the context and the progress towards the results.  Revisions that may change the scope i.e. outcomesCPF Mid-term progress report (3 -5 pages) Final Self- Assessment  The relevance, efficiency, effectiveness, impact and sustainability of FAO’s support to the country.  The findings may provide basic information on the assessment of the role of FAO in the country and on lessons learnt, which will guide the formulation of a new CPF. CPF Final “Completion” report (5-10 pages max)

48. Questions

49. Back to the roadmap

50. An overview of DAY 2 1.RM potential in SFS – an overview and Q&A 2.Exercise 1 – RM Action Plan 3.Exercise 2 – CPF concept note 4.Exercise 3 – Situation analysis 5.Exercise 4 – Programming for results 6.Back to the roadmap and immediate next steps

51. Resource Partners -SFS and Country Level

52. ADAM helps map resource partner interests (thematic and geographical) Identify where there is a match with FAO’s Comparative Advantage and track record Verify resource partner is an acceptable source Identifying resource partners

53. Potential Funding Sources

54. Sub-regional View 2006 - 2010 Trends in sectors relevant to FAO 1.World Bank 2.EU Institutions 3.Spain Top Resource Partners in Agriculture Related Sectors

55. ORDescription Commitments (USD million) SPS- MDT A01Policies on sustainable crop production intensification and diversification1215.56 H02Right to Adequate Food a reformed Committee on World Food Security1146.49 F02 Countries address water scarcity in agriculture and strengthen their capacities to improve water productivity1004.3 G01 Small producers improve competitiveness, diversify into new enterprises, increase value and meet market requirements994.4 H01Policies address the root causes of hunger, food insecurity and malnutrition938.5 I02Effective response to emergencies934.87 F06Improved access to and sharing of knowledge for natural resource management844.2 F05Emerging environmental challenges, such as climate change and bioenergy743.04 F04Land tenure705.5 H04Statistics for improved food security and better nutrition658.16 Are the most funded ORs aligned to SFS’s priorities? YES Top Ten Most Funded Organizational Results in SFS (2006-2010)

56. New Approvals in the SFS Sub-region Substantial decline in resources mobilized in the last three years

57. Group Work: Designing an RM action plan

58. Check you are ready to start... is your 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? Are you ready to start?

59. 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. continued...

60. 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 Teamwork – getting started

61. Brainstorm a SWOT with regards to RM in your country (10 mins) List the top 3-5 resource partners you aim to engage? (10 mins) Can your country office start to build an RM Action Plan? Ref page 56 of the RM Guide (20 mins) Task

62. Presentation 3 – Getting Support

63. See the Handout! RM Intranet http://intranet.fao.org/rm/ http://intranet.fao.org/rm/ ADAM http://www.fao.org/tc/adam/ http://www.fao.org/tc/adam/ Corporate RM Website http://www.fao.org/tc/resource- mobilization/en http://www.fao.org/tc/resource- mobilization/en Where to get support

64. THANK YOU!