1. Mariangela Bagnardi, OSD
What is “Effective Country Programming in FAO?” Country Programming Policies and Principles in the Organization
Mariangela Bagnardi, OSD

2. CP Policies and Principles
They are defined in the 108th
Programme Committee Document

3. CP Policies Policy 1: Integration Policy 2: Alignment with
Priority setting, CPF, CWP
Emergency operations and Disaster Risk Management
Resource mobilization (e.g., resoure requirements and gap)
Project cycle management
Policy 2: Alignment with
Country programming cycle
UN Programming cycle
FAO reform process (e.g., decentralization and roles and responsibilities)
Policy 3: Subsidiarity
Policy 4: Results-based

4. CP Policies and Principles
Extract from the 108th Session Report of the Programme Committee
“The new approach requires that CPF and CWP be adopted for all countries receiving FAO support, regardless of whether there is an FAO country representation.
Exceptions to the preparation of CPF are proposed by the FAO Representative to the ADG/RR, who assesses the reasons for the exception. “

5. ECP in practical terms
Being Strategic: The Country Programming Framework (CPF)
Getting the resources: Resource Mobilization (RM)
Developing and delivering on projects: The Project Cycle (PC)
Planning and managing the work: The Country Work Plan (CWP)
Being Strategic: The Country Programming Framework (CPF) – Guidance on how to define priorities for Government-FAO collaboration and results to be achieved in the medium-term
Getting the resources: Resource Mobilization (RM) – Strategic direction and practical steps on how to achieve adequate, predictable and sustainable voluntary contributions that fully support the CPF and projects and programmes therein
Developing and delivering on projects: The Project Cycle (PC) - Practical steps on how to develop, manage and report on FAO projects
Planning and managing the work: The Country Work Plan (CWP) - Guidance on formulating a workplan that responds to country needs as expressed in the CPF

6. Please write your views on the flipcharts...

7. Overview of the Project Cycle Phases
Mariangela Bagnardi 7

8. Effective Country Programme = Effective Project Delivery
Brainstorming: What is important for effective delivery of FAO’s projects?

9. Purpose of the New Project Cycle (PC): Effective Project Delivery
New 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 throughout the project cycle including the application of the UN common programming principles
Applies to all projects, including UNJPSs, with exception of TCPs and Telefood.
Strategic alignment with national development goals + FAO SOs
Subsidiarity: coordinating role of RO + SRO in managing the field programme
UN normative principles: HRBA/Right to Food, Gender Equality, Environmental Sustainability: enabling: CD and RBM
Build on web-based work streams

10. Results Based Management
The 5 UN programming principles at the basis of the new PC: 3 reinforcing normative principles and 2 enabling principles
Results Based Management
Capacity Development

11. Overview of the new PC
Upgrade of PC management based on best practices
Applies to all projects, including emergency and UNJPs
Supersedes previous Field Programme Circulars and TC procedures concerning the Project Cycle
PC composed of guidelines, practical guidance, FPMIS web-based tools & workflows and user manual
Support available: OSD advice, training sessions, FPMIS help desk
Distinc t requirments for emergency operations are outined

12. FAO Project Cycle - Steps
Identification
Formulation
Appraisal and Approval
Implementation
and Monitoring
Evaluation
Closure
Terminal report
Concept Note
Progress reports
Project document

13. Applying a programmatic approach to
project
Identification
Mariangela Bagnardi 13

14. Indicators, Targets, and baselines Means of verifications
CPF results matrix
CPF results
Indicators, Targets, and baselines
Means of verifications
Assumptions
Priority area
Outcome
Outputs
Organizational results
UNDAF outcome 14

15. A practical case – CPF Pakistan

16. Identification Phase: the Steps
Five Steps:
Identification of a project
to address specific problem/need of members and/or exploit opportunities to advance agenda of FAO
to support the achievement of agreed CPF outcomes
Establishment of a Project Task force
Preparation of a Concept Note (CN)
Appraisal and endorsement of the CN
Formalization of relation with Resource Partners

17. Project
Task
Force
(PTF)
By Daniele Salvini 17

18. Project Task Force – What it is?
It is a management, consultative and supporting body
It is established and guided by the (prospective) BH
It consists of representatives of technical, opera-tional and administrative units supporting the project
Each PTF member is formally appointed by its respective unit

19. Project Task Force - Constitution
It is established by the PTF Chair (prospective BH) at the beginning of project identification phase
Members are immediately involved in all the phases of the project cycle
Overall principle is the geographic proximity and the subsidiarity principle
Composition of the PTF
Type of Project
Chairperson
Members
National
FAO Representative
Project formulator, LTU, LTO, Funding Liaison Officer, other relevant technical officers.
Subregional
Subregional Representative/Coordinator
Regional
Regional Representative
Interregional/Global
Head of technical division

20. Project Task Force - Roles
PTF Chair (BH) guides, coordinates and manages project cycle, from identification, through implementation, until its closure. S/he’s full accountable for it.
Pr. Formulator: s/he works under the overall supervision of the PTF Chair. S/he can be a SM or a Consultant. In this case the supervising Technical Officer assumes her/his responsibilities versus FAO. The Pr. Formulator has to submit the draft PRODOC to the ITR (Interdisciplinary Technical Review) before the final approval.
LTU: should always be in HQ to ensure corporate norms are maintained and applied with the same standards in FAO´s field work.
LTO: ensures and coordinates all highest-possible quality level technical inputs to the project from the identification to its completion. S/he designated by the ADG/RR in RAP. S/he maintains functional links with the HQ technical division.
FLO: Maintains corporate relations with Donors, controls the Funding Agreement and the Project Agreement, checks and forward progress reports and budget revisions.

21. Project Task Force - Recommendation
During the “identification”, “Formulation” and “Appraisal/ Approval” phase of each new project,
PLEASE
Keep Mr. Kenya KONNO, FPG Officer, always copied

22. Project Task Force
Thanks 22

23. Project formulation: Project document and FPMIS tools (M. Bagnardi)23

24. Formulation Phase – Steps
Review and confirmation of PTF members
Formulation of the PD by the Project Formulator with the full support of the PTF members
Identification of project implementation modality (DEX versus NEX)
Provision of standard Project Documentation: Project Document (25 pages + annexes) and project agreement
Provision of Funding and Resource Partner Agreement

25. Formulation – web-based FPMIS Tools
For the time being the PD is a Word Doc
The formulation process is further standardized through FPMIS support tools providing templates for the preparation of:
the Project Results Matrix (Logical Framework)
the Results-based Budget (that feeds into Oracle)
the Work Plan, and
the Risk Management Matrix (under construction)
Note: The use of the first 3 FPMIS-based templates is already mandatory!!!

26. Tips for development of the project results chain (contribution)
IMPACT - longer term positive changes that the project aims to contribute to (ideally to correspond to a CPF and/or UNDAF priority)
OUTCOME – Expected short and medium-term positive effects for the project. The outcome is not entirely deliverable (= not fully within the project manager’s control, as it will depend on stakeholders’ actions and assumptions )

27. Tips for development of the project results chain (attribution)
OUTPUTS – describe what the project will deliver in order to achieve outcome. They are the deliverables in control of project manager!
ACTIVITY – actions to be undertaken to achieve each output. TO NOTE: in an RBM environment carrying out or completing an activity does not constitute a development result!!

28. Project
Execution &
Implementation
Modalities
Daniele Salvini 28

29. Who will execute the project?
Project execution entails overall technical and fiduciary accountability of the use of the available resources and the achievement of the agreed results
FAO (or DEX)
Government (or NEX)
Project implementation needs also to be clarified. It can be:
FAO or
NGOs/CSOs or the
Government

30. Who will execute the project?
Execution
Implementation
Accountability/Procedures
DEX
FAO is technically and fiduciary accountable for the achievement of pr. objectives
FAO
FAO buys, recruits and implements as per its rules
NGO/CSO
NGO/CSO is accountable to FAO for the results, and buys & recruits following its own rules if internationally accepted . LoA + HACT
Government (NIm)
Usually through LoA or using its own rules if accepted by FAO
NEX
Gov. is technically and fiduciary accountable for the achievement of pr. objectives
FAO is accountable to the Gov. but FAO buys, recruits and implement as per its rules
NGO/CSO is accountable to the Gov. For the results, and buys & recruits following its own rules if internationally accepted
Government
FAO gives advice during pr. cycle, Gov. buys, recruits and implements as per its rules if accepted by FAO

31. Who will execute the project?
In DEX modalities (the vast majority of current projects) FAO has received the resources and it is technically and fiduciary accountable for the final results of the project.
In NEX modalities, (NEX guidelines and procedures are still under development in FAO. for the time being only 1 project is implemented under NEX arrangements, in Ecuador), FAO has received the funds and transfer them to the Government which becomes technically and fiduciary accountable for the final results of the project.

32. Project
Documentation
Masa Kato 32

33. Project Document Template
The PD frames the project into three standard quality criteria:
Relevance:
The extent to which the objectives of a development intervention are consistent with beneficiaries’ requirements, country needs, global priorities and partners’ and donors’ policies.
Feasibility
A measure of how economically resources/inputs (funds, expertise, time, etc.) are converted to results
Sustainability:
The continuation of benefits from a development intervention after major development assistance has been completed. The probability of continued long-term benefits. The resilience to risk of the net benefit flows over time.
These quality criteria will be assessed from formulation to evaluation and closure.
25 PAGES

34. Results Matrix Format (the template to be used is in FPMIS)

35. Risk management matrix

36. Thanks 36