1. SESSION 2: SETTING PRIORITIES – COMPARATIVE ADVANTAGE AND OPTIONS ANALYSIS

2. Where we are at ? Key challenges CPF Priority areas Underlying cause/effects for specific challenges CPF Outcomes & outputs Objectives Options analysis

3. How to select objectives ?

4.  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

5. Comparative Advantages Mandate to act FAO Global Goals FAO Strategic Objectives/ORs Core Functions 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?

6. 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 Revealed CA Perceived CA Gaps

7. 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 Tip: Use this methodology and results to discuss comparative advantages with UNCT in UNDAF process

8. Assessing FAO positioning in the country – Portfolio review To assess FAO positioning in the country, identify areas of performance and draw forward looking lessons on how to improve FAO delivery in country. Portfolio analysis : analysis of the information on the status and evolution/ trend of FAO portfolio. ( number of projects, amount of budget, delivery, breakdown by source of funds, by resources partners). (from FPMIS) Analysis of the performance in terms of status of implementation and achievements of expected key results of the completed and on-going projects, lessons learned. (from progress reports, evaluation reports). – Comparison vs other partners involved in the same areas of intervention of FAO : size and type and performance of FAO intervention vs other partners ) (from ADAM – resource partners matrix, profiles, government reports, partners reports, other) - Partners feed back on FAO country performance (surveys, external country assessment)

9. 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

10. Increased Agricultural Productivity Build capacity of Extension Workers Reduce Soil Erosion Support Evidence Based Policy Build Knowledge of Farmers on Marketing Provide Access to Finance Increase Access to Value Chains and Technologies Land Tenure Regularization Improve Statistics System Inject into Govt. Revenue Degree of fit with higher plans/Core Functions What are others doing? FAO comparative advantage and capacity? Alignment with FAO ORs Alignment with country priorities? Risks and assumptions? Who is at risk? Degree of fit with higher plans/Core Functions What are others doing? FAO comparative advantage and capacity? Alignment with FAO ORs Alignment with country priorities? Risks and assumptions? Who is at risk? Use objective criteria to analyse which objectives ‘root’ to prioritise Feasibility? Social criteria Technical Institutional Economic & Financial Environmental Feasibility? Social criteria Technical Institutional Economic & Financial Environmental Options Analysis 10

11. Questions so far...

12. Activity: Selecting the objectives Task: Assess if the following documents provide you quality information to help you prioritize: 1.ADAM report 2.FPMIS report

13. Formulating Results Chain 13 Objectives Selected after Prioritisation Refined Results Chain Increased Agricultural Productivity CPF Outcome 1: Smallholder Commercialization Programme (SCP) is supported to improve productivity and processing Build Capacity of Extension Workers Output 1.1 Technical capacity of the agriculture sector staff at central and district level is strengthened. Improve Statistics System Output 1.2 A system for the collection, analysis and use of agricultural statistics (including fisheries, livestock, land and forestry) for policy making is improved. Increase Access to Value Chains and Technologies Output 1.3 Access to agro-services and value chain development improved Build Knowledge of Farmers on Marketing Output 1.4 Farmers know how for processing and marketing of agricultural and fisheries/aquaculture products is improved

14. DRR for FNS FRAMEWORK PROGRAMME

15.  The result of cross-departmental collaboration throughout FAO including field, spearheaded by NRC and TCE, and guided by the SOI OR1 Technical Team.  Wide consultation process with the Decentralized Offices, Emergency rehabilitation teams and some donors.  Builds on existing DRR work, good practices and processes in FAO. THE DEVELOPMENT OF THE DRR for FNS

16. 1.Number, scale and impact of disasters sharply increasing: minimum USD200 billion of annual economic losses from weather and climate related disasters in 2010 (not counting some losses difficult to monetize such as ecosystems services). 2.Disasters destroy livelihoods, reduce food production and increase hunger. 3.Disasters reverse development and poverty-reduction gains, and compromise the achievement of MDG1. 4.The clear link between shocks and hunger reveals the fragility of current food production systems and their vulnerability to disruptions. 5.2.5 billion smallholders are particularly exposed to disasters/climate risks. Almost 1 billion people are food insecure and vulnerable to disasters. 6.DRR is cost-effective: for every US$1 spent on DRR, $2-4 dollars are returned in terms of avoided or reduced disaster impacts. DISASTER RISKS & FNS: KEY FACTS

17.  FAO Regional Conferences 2010: all identified DRR/DRM as priority. Committee on Agriculture confirmed the importance of a corporate approach to DRR/M. Programme Committee & Committee on Agriculture: underscored the need for synergy between SO I and the other eight strategic objectives.  Improve Results for achieving SO I.  Ad hoc, scattered DRR projects; need for more systematic and programmatic approach.  Limited Knowledge of DRR for the FNS sector.  Low visibility of FAO’s sectoral expertise in DRR/M. WHY AN FAO DRR for FNS FRAMEWORK?

18. WHY? KEY RECOMMENDATIONS  HARMONIZE  COHERENT  CORPORATE APPROACH  INTER-DISCIPLINARY / PROGRAMMATIC  STRATEGIC DIRECTION  PROACTIVE

19. Multiple Threats to Agricultural Livelihoods All natural disasters Protracted Crisis Food chain emergencies Social and economic crisis Climate change => will impact on all above DRR/M in Agriculture includes more than climate induced hazards

20. Prevention Mitigation Preparedness normal economic/social growth pattern DISASTER RISK REDUCTION & MANAGEMENT Relief operations Rehabilitation Transition Response Promotion of hazard proof technologies, Land use planning, Disaster management information system & awareness-raising on DRR, Risk transfer, Scaling up CBDRM Promotion of hazard proof technologies, Land use planning, Disaster management information system & awareness-raising on DRR, Risk transfer, Scaling up CBDRM Preparedness for response Multi-hazard risk and vulnerability assessment Media response Major hazard/disaster Smaller hazard/disaster DRR initiatives DRR planning and monitoring Assessing damage /loss & planning recovery Impacts without DRR initiatives Mainstreaming DRM in development Legal & institutional arrangements for DRM DRR in place Hazard Impacts with Hazard Multi-hazard early warning system Infrastructure rehabilitation Livelihood recovery & rehabilitation

21. SO I & THE DRR for FNS FRAMEWORK FAO Strategic Objective I: improved preparedness for, and effective response to, food and agricultural threats and emergencies. FAO Strategic Objective I: improved preparedness for, and effective response to, food and agricultural threats and emergencies. Organizational Result 1: Countries´ vulnerabilities to crisis, threats and emergencies is reduced through better preparedness and integration of risk prevention and mitigation into policies, programmes and interventions. Organizational Result 2: Countries and partners respond more effectively to crises and emergencies with food and agriculture-related interventions. Organizational Result 3: Countries and partners have improved transition and linkages between emergency, rehabilitation and development. Disaster Risk Management DRR Effective Response Improved Transition Activities under other Strategic Objectives

22. THE THEMATIC PILLARS OF THE FRAMEWORK CROSS-CUTTING PRIORITIES capacity development; knowledge management and communication; strategic partnerships; gender equity.

23. PILLAR 1: ENABLE THE ENVIRONMENT

24. Options for Capacity Development

25. PILLAR 1: ENABLE THE ENVIRONMENT Examples of Good Practice Community-based Disaster Risk Reduction Plan. Philippines Planning and policy advise for improved Disaster Risk Reduction in agriculture. Philippines Belize Nepal Jamaica Ethiopia

26. PILLAR 1: ENABLE THE ENVIRONMENT Examples of Good Practice Ministry of Agriculture RADA NDRM Committee & sub- committees PDCs NADRM Unit NADRM Committee PADRM Committees NGO & Civic Groups Institutional Structure for Agricultural Disaster Risk Management: JAMAICA

27. PILLAR 2: WATCH TO SAFEGUARD

28. Options for Capacity Development Threats to FNS Drought Floods Hurricanes Earthquakes Tsunamis Soaring food prices Plan pests Animal diseases Aquatic animal disease Climate change Threats to FNS Drought Floods Hurricanes Earthquakes Tsunamis Soaring food prices Plan pests Animal diseases Aquatic animal disease Climate change

29. FCC EMPRES: Harvesting healthy cassava GIEWS: Global food price monitor PILLAR 2: WATCH TO SAFEGUARD Examples of Good Practice Cassava disease.

30. GIEWS: Vegetation Index Locust WatchIPC: Integrated Food Security Phase Classification PILLAR 2: WATCH TO SAFEGUARD Examples of Good Practice

31. PILLAR 3: PREPARE TO RESPOND

32. Multiple threats to food security. More frequent and severe climate related hazards. Scaling-up Preparedness for Response and Recovery Preparedness in Member Countries Corporate Preparedness

33. PILLAR 3: PREPARE TO RESPOND Seed reserves Storage facility Livestock shelters Fisheries: emergency guidance & best practice Examples of Good Practice Forest fire mgmt training

34. Strengthen Corporate Preparedness for Improved Response and Recovery Standby agreements for surge capacity. Roster. Staff training. PILLAR 3: PREPARE TO RESPOND Preparedness planning in DO for recurrent disasters. Preparedness planning guidelines. Standard Operating Procedures for preparedness and response. Logistics & Procurement Preparedness. Financial Resources for preparedness. Corporate Preparedness

35. PILLAR 4: BUILD RESILIENCE

36.  Conservation agriculture  Crop diversification  Appropriate crop selection (drought/saline/flood tolerant)  Adjust cropping calendars  Seed systems  Crop breeding  Conservation agriculture  Crop diversification  Appropriate crop selection (drought/saline/flood tolerant)  Adjust cropping calendars  Seed systems  Crop breeding  Fodder conservation.  Proofing of storage facilities and livestock shelters.  Strategic animal fodder reserves.  Resilient animal breeding  Pest management to cope with threats  Fodder conservation.  Proofing of storage facilities and livestock shelters.  Strategic animal fodder reserves.  Resilient animal breeding  Pest management to cope with threats  Implementation of the Code of conduct for responsible fisheries  Aquaculture biosecurity measures to reduce or prevent the spread of fish disease  Fisheries / aquaculture insurance  Implementation of the Code of conduct for responsible fisheries  Aquaculture biosecurity measures to reduce or prevent the spread of fish disease  Fisheries / aquaculture insurance Agriculture Livestock Fisheries PILLAR 4: BUILD RESILIENCE Options for Capacity Development  Rainwater harvesting, conservation & storage  Water reserves to buffer droughts Water  Restoration of degraded lands  Land use/access, tenure & territorial planning  Land and soil management Land Forests  Forest pests prevention  Agro-forestry  Integrated Fire Management  Afforestation / reforestation  Preventive silviculture

37. PILLAR 4: BUILD RESILIENCE Examples of Practice: Resilient Livelihoods Drought tolerant maize Conservation agriculture Biosecurity to control spread of trans-boundary animal diseases Biological pest control Aquaculture biosecurity measures Vaccination of poultry

38. Examples of Good Practice: Redress Drivers of Risk with NRM PILLAR 4: BUILD RESILIENCE Terrace cultivation to reduce soil erosion Nature’s defense capacity against hazards is reduced by deforestation, degradation of catchments / watersheds, degradation of land and coastal ecosystems such as corals and mangroves, among other factors. This degradation also aggravates the impact of disasters such as floods, landslides, storm surges, hurricanes and drought. Soil fixation to reduce land degradation

39. Agroforestry Rainwater harvesting Examples of Good Practice: Redress Drivers of Risk with NRM PILLAR 4: BUILD RESILIENCE Trees can be used as shelterbelts and windbreaks. They can stabilize riverbanks, mitigate soil erosion, protect against landslides and floods. Technologies and practices that use less water, reduce water loss, and increase overall water productivity.

40. Inter- disciplinary Agriculture Livestock Fisheries Forestry Natural Resource Management Global Regional Sustainable Livelihoods and Ecosystem Perspective 2/Watch to Safeguard 1/Enable the Environment 3/Prepare to Respond 4/Build Resilience Programmatic National Local THE APPROACH TO IMPLEMENTING

41. 1/ ENABLE THE ENVIRONMENT 2/ WATCH TO SAFEGUARD 3/ PREPARE TO RESPOND 4/ BUILD RESILIENCE CROSS-CUTTING PRIORITIES Hyogo Framework for Action 2005-2015 Hyogo Framework for Action 2005-2015 Priorities for Action 1. Ensure DRR is a national & local priority with a strong basis for implementation. 2. Identify, assess and monitor disaster risks and enhance early warning. 5. Strengthen disaster preparedness for effective response at all levels. 4. Reduce the underlying risk factors. 3. knowledge, innovation & education to build a culture of resilience. Contributing to the Achievement of MDG 1: the Eradication of Poverty and Hunger. FAO’s DRR for FNS Framework Programme FAO’s DRR for FNS Framework Programme Thematic Pillars THEMATIC PILLARS - ALIGNED TO THE HFA

42. Disaster RiskClimate Change Greater stress on food production systems, pushing upwards food and nutrition insecurity and global hunger. Common concern with climate-related risks and hazards SHARED COMMON OBJECTIVE: Scale-up and accelerate DRR and CCA actions to build resilience. Support the achievement of the Millennium Development Goals and contribute to Sustainable Development. CCA DRR DISASTER RISK AND CLIMATE CHANGE

43. WHAT IS THE NEW FP ON DRR for FNS?  An inter-disciplinary and programmatic approach to DRR.  Structured consolidation of all existing DRR work in FAO (umbrella and menu).  Provides strategic and coherent approach to DRR in FAO.  Leading example of an overall sectoral approach to DRR (FNS).  Guidance for developing region/country tailored DRR for FNS for CPF, programme and interventions.  Supports the scaling-up of DRR actions for FNS.  Advocacy tool for DRR in FNS. IT IS NOT a ready made blueprint for DRR project design!

44. NEXT STEPS  Roll-out of the DRR for FNS:  In priority countries / sub-regions based on demand  Mainstream into Country Programme Frameworks  Streamline regional DRR/M strategies with the DRR for FNS FP  Add in the crisis dimension of complex emergencies  Mobilize Resources / Strategic partnerships with donors and key actors.  Communicate, inform share FAO work on DRR and resilience.  Reinforce multidisciplinary support teams at global, regional, national levels.  Learn from and consolidate joint inter-disciplinary results for DRR-resilience into the next MTP / PWB (already embedded into the organization planning/implementation process in 2012-13).

45. THANK YOU!

46. Blue wall applied exercise 2