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

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

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

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. “

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  

Please write your views on the flipcharts...

Overview of the Project Cycle Phases Mariangela Bagnardi 7

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

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

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

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

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

Applying a programmatic approach to project Identification Mariangela Bagnardi 13

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

A practical case – CPF Pakistan

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

Project Task Force (PTF) By Daniele Salvini 17

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

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

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.

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

Project Task Force Thanks 22

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

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

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 (tc-fpmis-dataquality@fao.org) 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!!!

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 )

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!!

Project Execution & Implementation Modalities Daniele Salvini 28

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

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

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.

Project Documentation Masa Kato 32

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

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

Risk management matrix

Thanks 36