1. “Act” Delivering through projects

2. Effective Country Programme = Effective Projects What is important for effective delivery of FAO’s projects?

3. Purpose of the New Project Cycle (PC): Effective Projects Delivery New Guide to Project Cycle aims to: Improve strategic alignment of projects and their contribution to country results Improve accountability Support decentralization Support Results Based Management of projects Mainstreaming quality standards through the projects cycle steps including the mainstreaming of the UN common programming principles

4. Overview of the new PC Upgrade of PC management based on best practices Applies to all projects, including emergency and UNJP. Supersedes previous Field Programme Circulars and TC procedures concerning the Project Cycle. Tools: PC guidelines, practical guidance, FPMIS web- based workflows and users manual. Support available: TCDM advice, training sessions, FPMIS help desk.

5. FAO Project Cycle - phases Identification Formulation Appraisal and Approval Implementation and Monitoring Evaluation Closure Project document Terminal reportConcept Note Progress reports

6. Five Steps: 1.Identification of a project  to address specific problem/need of members  to support the achievement of agreed higher level outcomes (CPF) 2.Establishment of a Project Task Force 3.Preparation of the Concept Note (CN) 4.Formalization of relations with Resource Partners 5.Appraisal and endorsement of the CN Phase 1. Identification : Steps

7. More holistic and reinforced Project Task Force (PTF) Roles and responsibilities clarified Under the authority of a Chair according to the new rules Start operating at the identification stage Evolve at subsequent stages into a fully-fledged structure with appropriate skill mix Designation of Lead Technical Officer (LTO) & Technical Unit (LTU) 1.FAO Circular on Responsibilities and Relationships 2.Identified by PTF chair based on geographic proximity, LTU always consulted. 3.ROs accountable for assessing their capacity as LTU. 4.Functional relationship between LTO and technical divisions maintained. Phase 1: Identification, step 2 Establishment of the Project Task Force (PTF)

8. Composition of the PTF: Type of ProjectChairperson Members NationalFAO Representative Project formulator, LTO, Funding Liaison Officer, other relevant technical officers. SubregionalSubregional Representative/Coordinator RegionalRegional Representative Interregional/GlobalHead of technical division EmergencyTCE Division Director Phase 1: Identification, step 2 establishment of the Project Task Force (PTF)

9. Identification Step - Concept Note The Project Concept Note is necessary for all type of projects: Ensures strategic fit between a project idea and higher level outcome (CPF/OR) Structures preliminary stakeholders and problem analysis in terms of relevance, feasibility and potential sustainability (preliminary analysis of the UN PPs) To be downloaded from FPMIS Phase 1: Identification, step 3 The Concept Note

10. Phase 1: Identification, step 5 Concept Note Work Flow __ Applies to regional, sub-regional and national projects Steps __ Applies to global and interregional projects Responsible officer __ Applies both Endorsement of the CN MDT officers and other representatives of technical divisions not represented in the MDT for all substantive issues which are relevant for the project ;NR officer validates the categorization Technical divisions’ officers as well as DOs officers relevant for the project ; NR validates the categorization for categorization Project formulator PTF chairperson: RR/SRC/FAOR or a delegated officer Head of the technical division/service or delegated officer Funding Liaison Officer Project formulator Peer Review of the CN The CN is finalized and uploaded into FPMIS Review of resource mobilization opportunities Preparation of the CN

11. Phase 1. Concept Note in FPMIS A DEMO

12. PD formulated by the Project formulator with the full support of the PTF members Use generic template generated in FPMIS PD further supported by FPMIS tools for the preparation of: – the logical framework matrix, – results-based budget which feeds into Oracle, – work plan – risk matrix FAO formulation Outputs: – Project Document (25 pages + annexes) – project agreement – funding agreement Phase 2. Formulation – Project Document

13. Project Document Template 25 PAGES

14. 3.The New Appraisal Process Applies to all projects including emergency and UNJP A two step process which cover all current technical, financial, operational and PPRC clearances FPMIS based transparent work flow Accountability rests with the PTF Support retrieval of lessons learned

15. Consists of : 1.Interdisciplinary Technical Review PD submitted to MDT and other relevant officers 2.Quality Assurance Review: one submission for all clearances. PD submitted to project appraisal committee for financial, technical and operational clearance and adherence to the programming principles Two QA reports per year produced by TCDM in collaboration with ROs on the results of the appraisal providing a picture of the quality of project documents by quality criteria. Lessons learned available to inform future design of projects. Phase 3. The New Appraisal Process

16. Project appraisal committee coordinated by regional officer for national, sub regional and regional projects. Check list used to appraise Phase 3. The New Appraisal Process: the Quality Assurance Review Officer in charge of the review Relevance LTU CSF LEG Operational clearance by BH, SFPO Feasibility Officer in charge of the review Sustainability

17. Group exercise From CPF outcome: 1.Identify a project within an existing programmatic framework (CPF, SRF, RF) 2.Propose a title and an outcome statement for your project 3.Identify an OR to which this project will contribute If you can: Participants & other stakeholders Sustainability of the proposal Synergies with other FAO projects/programmes

18. Main features of the new monitoring and reporting framework: Single framework positions BH /managers to meet reporting requirements Information from projects consolidated for corporate needs: CWP, CPF, OR. Significant share of information generated by information systems (FPMIS and PIRES) Phase 4: Monitoring and Reporting Framework

20. UNJPs

21. UN Joint Programmes procedures in FAO: the current picture Until now, no formal procedures or workflow (only ad hoc e-mails and guidance) UNDG standard format for UNJP document exists, but JPs vary considerably in quality and depth FAO components in UNJPs not always well defined and info provided not sufficient for smooth operations Most of the clearances in FAO are given post-factum, not allowing for proper quality assurance

22. The new Project Cycle Hanbook incorporates UNJPs A common approach to UNJPs across the Organization FAO components in UNJPs technically sound as any other FAO project Proper quality assurance in place for FAO to delivery on its joint commitments (and to secure funding, when UNJP allocation criteria is based on performance!) There is no duplication - not a full SPD needed, but only a short “FAO project description” (see page 21)

23. 1 23 4 8 6 5 7 The UNJP cycle in FAO based on the timeline at the country level

24. Last but not least Project Support Cost (PSC) for UNJPs Although FAO usually charges 13% PSC, in the case of Joint Programmes there is an inter-agency agreement to apply a 7% PSC. For UN Organizations where the PSC policies foresaw higher PSC rates reimbursements than 7%, it was accepted that support costs that could be identified at country level would be budgeted and charged as direct costs (6%) against the extrabudgetary funds channeled to the Organization for implementation of the joint programmes.