1. Day 3: Session 1 What is RM ?

2. Strategic In Resource Mobilization

3. An analogy…

4. Your Experience…. What are your top tips on mobilizing resources??

5. Overview 1.A strategic approach to RM 2.The corporate RMMS 3.The SEC Context 4.New tools – Website, IMPACT, the RM Guide and the RM Intranet

6. A Strategic Approach

7. Programming Resource Mobilization Delivery/Impact Quality programming is a vital prerequisite to attracting resources RM – an essential component

8. The RM Cycle

9. 60% of FAO’s resources come from Voluntary/Extrabudgetary Contributions Resource Mobilization is VITAL to FAO!

10. USD 1.6 Billion for next PWB FAO’s Biennial RM Target

11. 1.EU 2.USA 3.MUL 4.Spain 5.UNOCHA 6.Japan 7.UNDP/MDTF 8.Canada 9.Italy 10.GEF/Belgium 11.UK 12.Sweden/Germany FAO’s Top Resource Partners

12. Ad-hoc approach Many small, isolated projects Fragmentation Economic crisis Critique of FAO (MAR, MOPAN, AMA) New resource partners “on the block” Challenges and Opportunities

13. The Corporate Resource Mobilization and Management Strategy RMMS

14. The Strategy aims to achieve adequate, more predictable and sustainable voluntary contributions that fully support the achievement of FAO’s objectives at the global, regional, subregional and country levels The Corporate RMMS

15. 1.Expanding resource partnerships 2.Communicating priorities for RM 3.Enhancing RM capacities 4.Effectively manage and report on resources RMMS – Outcomes

16. Support FAO’s Strategic Framework and Members’ priorities Comply with FAO’s rules and regulations Are built on trust and mutual accountability Are monitored and accounted for Are coordinated and harmonized Organization-wide Guiding Principles

17. RM roles responsibilities Corporate-level: the TC Department has the lead role, OSP, OCE, TDs/Strategy Team Leaders have a key function Regional level: ADG oversees all RM activities, with specific responsibilities assigned to FP Officers and TOs Subregional level: the SRC manages all resource mobilization efforts with support from TOs and FP Support and Monitoring Officers, and the Regional Emergency Coordinator (where present) Country level: FAOR lead role supported by the AFAOR, the Chief TA, and the Emergency Coordinator

18. IT’S TEAMWORK!

19. The SEC Context From Headquarters to the Country Level Presenter’s name

20. RM Trends in SEC SEC: Azerbaijan, Kazakhstan, Kyrgyz Republic, Tajikistan, Turkey, Turkmenistan, Uzbekistan ODA to the sub-region from OECD countries (for FAO-related sectors) has been increasing, peaking in 2010 with roughly USD 1.2 billion. Turkey is by far the largest recipient in the region, accounting for roughly 58% of the total figure.

21. Delivery by SEC Office (Emergency and Non-Emergency, 2010-2012)

22. SEC’s TOP 10 Resource Partners Spending in Agriculture-related Sectors (Source: ADAM (OECD- DAC), 2006-2012) 1.EU 2.World Bank (IBRD) 3.EBRD 4.World Bank (IDA) 5.United States 6.France 7.AsDB Special Funds 8.AsDB 9.Germany 10.Japan FAO (Source: FPMIS, 2006- 2012) 1.EU 2.FAO (TCP) 3.Turkey 4.Canada 5.Sweden 6.AsDB 7.Italy 8.UK 9.Tajikistan 10.UNDP

23. Most Funded Agricultural Subsectors in SEC from 2006-2010

24. FAO’s new RMMS and its relation to SEC Proposed outcomes:  Consolidation, diversification and expansion of FAO’s resource partnerships  Strengthened awareness among partners and member countries about FAO’s comparative advantage through effective communication  Develop capacity for staff to mobilize resources  Ensure that resources are effectively managed for results to report them internally (to governing bodies) and externally (to partners and donors). Goal of RM strategy: Adequate, more predictable and sustainable voluntary contributions which fully support achievement of FAO’s objectives at the global, regional, sub-regional and country levels

25. At corporate level  Facilitating the expansion of new modalities such as UTFs, SSC, private sector partnership  Push towards decentralization will result in an increased effort to align global programmes to country priorities, meaning countries could have access to funds they might not have known about in the past 1. Consolidation, diversification and expansion of FAO’s resource partnerships  New corporate tools such as ADAM enable new donors to be identified

26. 1. Consolidation, diversification and expansion of FAO’s resource partnerships How does this relate to SEC?  Traditional resource partners such as the EU, the World Bank and the Asian Development Bank have been returning to agriculture in the last years.  Possibilities with new partners: Turkish Trust Fund already due for a second phase, while Kazakhstan and Azerbaijan can be conceived of as new potential donors.  The private sector presents enormous potential, but currently the capacity and the training do not exist so as to exploit it.  Multilateral and new institutions (such as GEF) are already being tapped into as possible funding sources

27. 2. Improved communication for RM At corporate level  The RM website, launched last year, brings visibility for areas where FAO requires resources www.fao.org/tc/rmwww.fao.org/tc/rm  The Impact launch is repackaging the way FAO presents its technical programmes to make them more eye-grabbing to partners  A series of biennial informal meetings for resource partners are helping to better advertise funding needs alongside FAO success stories, meeting with great approval from participants so far

28.  How does this relate to SEC?  SEC can work on advocacy tools (concept notes, project proposals, brochures, presentations, websites)  FAO’s Impact initiative can help SEC to package their communications in an attractive and consistent manner  The RM website, launched last year, can also help with communication, through the Partnerships in Action section. www.fao.org/tc/rm 2. Improved communication for RM

29. 3. Capacity development for RM Support provided to SEC so far  RM Guide developed for FAO staff  Intranet platform developed in an effort to equip all FAO staff with the info they need at a finger tip  ECP has now trained staff in seven sub-regions  Increased training focus on communication, negotiation and new modalities and new donors  TCSR reorientating itself to be increasingly on-hand to support DOs

30. How support is provided  The Field Programme Support Network can help project officers to overcome difficulties  The corporate reports unit for TCP and development is being revitalized so as to make terminal reports more attractive to resource partners to increase FAO visibility at all levels  FAO informal donors are organized to demonstrate achievements on results in 2012 and expression on funding needs to Members and donors oriented on the new SOs will be communicated 4. Reporting and Management of Resources

31. Opportunities with resource partners  Multilateral Organizations  Asian Development Bank, EBRD, European Union, IMF, Islamic Development Bank, World Bank Group, GEF  Bilateral Donors  Germany, Japan, Korea, Switzerland, Turkey, UK, USA  International NGOs  Aga Khan Development Network, Agency for Technical Cooperation and Development, Danish Refugee Council, Eurasia Foundation of Central Asia, FINCA International, Helvetas, International Fertilizer Development Center, Japan International Cooperation Center, Open Society Institute, Population services International, the Regional Environmental Center for Central Asia and Winrock

32. New tools Website www.fao.org/tc/resource-mobilization Websitewww.fao.org/tc/resource-mobilization IMPACT www.fao.org/about/en/www.fao.org/about/en/ RM Guide and Intranet home.fao.org/rmIntranet ADAM www.fao.org/tc/adam ADAM

33. Questions

34. Day 3: Session 2

35. Preparing An RM Strategy and Action Plan

36. IDENTIFYENGAGE NEGOTIATEMANAGE & REPORT COMMUNICATE RESULTS 5 practical steps See RM ‘Tips & Tools’ table

37. Resource Mobilization Situation Analysis… looking at resource trends, the office’s capacity to deliver, and a list of potential resource partners, identified in the Resource Partner Matrix The Resource Target... in line with the CPF Results Matrix Preparing the Strategy/Action Plan (see Guidance note)

38. Achieving The RM Action Plan... outlining a list of activities, roles and a timeframe, in line with the outcomes of the RM Strategy and a set of RM Principles Monitoring and Evaluation... detailing how RM efforts will be tracked, reviewed and adjusted Cont’

39. 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 Ideas to get started

40. Group Work : RM Strategy and Action Planning

41. Day 4: Session 1

42. Engaging Resource Partners

43. Group work/Discussion: EU Host Govt, IFIs and GEF Private Sector UNJPs/MUL Emergency Funds

44. Thank You!