FAO 28th Regional Conference for Africa - Decentralization and decentralized offices network
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FAO 28th Regional Conference for Africa - Decentralization and decentralized offices network
- 1. ARC-28 African Youth In Agriculture and Rural Development FAO 28th Regional Conference for Africa 24 – 28 March 2014, Tunis (Tunisia) Decentralization and Decentralized Offices Network /14/7ARC/14/7
- 2. ARC-28 African Youth In Agriculture and Rural Development Introduction FAO Council in its 144th Session approved Decentralization proposal with increased focus on: 1. Improved Planning and priority setting at the Regional/Country level 2. Improvements in the Decentralized Office Network 3. Integrated Model for Programme Delivery
- 3. ARC-28 African Youth In Agriculture and Rural Development Progress has been sustained in: • Strengthening country-level leadership and management capacity • Partnership with various national/regional and international partners • Improved programme and administrative management • Increased integration between emergency, rehabilitation and development Introduction
- 4. ARC-28 African Youth In Agriculture and Rural Development Decentralized Offices in Africa • New generation of FAORs • Deputy FAORs posts • Training for FAORs • Members’ contribution to the strengthening of the Decentralized Network through Government Counterpart Cash Contributions (GCCCs) and new partnerships with the Organization
- 5. ARC-28 African Youth In Agriculture and Rural Development Country Programming Framework (CPF) Status Total Number of expected CPF - 47, of which: • Number of CPFs endorsed by the Government -28 • Number of CPFs endorsed by the ADG/RR, awaiting Government endorsement – 4 • Number of completed CPF drafts, under review or finalization – 13 • Number of countries with ongoing process - 2
- 6. ARC-28 African Youth In Agriculture and Rural Development Promoting Strategic and Operational Partnership • Operational partnership at regional and sub-regional levels • Establishment of Africa Solidarity Trust Fund (ASTF) for Food Security • FAO/AU collaboration • Partnership with Regional Economic Commissions • Participation in UN Country Teams • Civil society organizations
- 7. ARC-28 African Youth In Agriculture and Rural Development Resources, office and programme management • Roll-out of the Global Resource Management System (GRMS) • Performance assessment system: 1. Review of CO finance, administrative and programme management 2. Analysis of quantitative data, benchmarking 3. Approach and lessons learned from recent assessments • Skill mix review
- 8. ARC-28 African Youth In Agriculture and Rural Development Integrated model for programme delivery • Transfer of operational responsibilities for emergency and rehabilitation programmes • RAF has been strengthened with additional operational staff • Project Servicing Costs of emergency projects • New model of decentralized management of the emergency responses
- 9. ARC-28 African Youth In Agriculture and Rural Development Strategic fine-tuning for better support to Members • Location of staff tuning based on: 1. Recommendations of Evaluation of Decentralization 2. Strategic Framework 3. Last biennium experience – taking stock of 2012-13 4. Lessons learned • Strengthening of COs, SROs and Resilience Hubs and the Regional Office
- 10. ARC-28 African Youth In Agriculture and Rural Development
- 11. ARC-28 African Youth In Agriculture and Rural Development Thank you!
Notas do Editor
- (Shoji/Haight) As you know, improving decentralization is one of the five main pillars of the programme of renewal of Mr. JoseGraziano da Silva, our Director-General, and it is a critical process in ensuring that the organization is better equipped to serve the member countries and support them in their efforts to eradicate hunger and malnutrition.Good progress has been made and decentralized offices have been given more authority and flexibility to make the most efficient and effective use of the resources available.The purpose of the paper presented to you is to report on the actions taken since ARC 27, and to seek your guidance on the way forward.
- In particular, the efforts of the organization have focused on ensuring that there is better planning and priority setting process at the country,subregional and regional level; a more efficient and cost-effective network of DOs, and an integrated model for programme delivery comprising the integration of development, emergency and rehabilitation activities, as well as the more strategic use of TCP resources and an improved management of human resources.
- All these different elements are conducive to fostering greater accountability and improved country-level delivery. The process is still on-going, and we wish to emphasize that the Governing Bodies have been instrumental in providing their full support by agreeing to a series of measures to be taken.I have the pleasure to ask Mr. Bukar Tijani, the ADG and Regional Representative for Africa to provide an overview of the specific actions that have been taken place, and which are being planned for the region.
- Here are some of the improvements which have been marked in the Decentralized Office Network. In 2013, 16 new FAORs have been appointed in the region among whom 5 women. All FAORs have gone through a management competency assessment. Deputy FAOR positions have been established in countries such as Burkina Faso, Chad, DRC, Mali, Uganda, and may be soon established in Madagascar, Niger, Somalia, South Sudan, where large scale emergency and rehabilitation programmes are implemented. The unit responsible for staff development at Headquarters, CSPL, has been active in developing tailor-made training programmes for the FAO Representatives and a training event is being planned in April for the Reps. The members have provided support to the DO Network through the Unilateral Trust Fund and Partnership programmes, which have been signed, or are being discussed, in countries such as Equatorial Guinea, South Africa, Algeria and Nigeria.
- As you can see, most of the countries in the Africa region have formulated CPFs, some of which are being finalized. There has been an extensive exercise of aligning the CPFs to the Strategic Framework, which have informed our Regional Priorities. The TCPs are being progressively used to support the areas of priority in the CPF.
- As mentioned, strong partnerships are forged, including the establishment for the Africa Trust Fund and collaboration with the AU. FAO is engaged very actively in the Regional Economic Commissions including ECOWAS, SADC, ECCAS, IGAD, to name a few as well as with ECA, where a number of Memoranda of Understanding have been signed. Collaboration with UN sister agencies, whether in humanitarian situations or in development context, is more and more important where FAO is seen as a trusted and principal partner dealing with the critical cluster of agriculture and food security. The CSO community, also present in this conference, are valuable partners of FAO in ensuring that FAO’s programme respond to the needs of communities and segments of society, including the vulnerable, women, and youth in the region. Work with the CSO is particularly important in promoting the Year of Family Farming.
- One of the major improvement in the way we work is in the introduction of the new Global Resource Management System, which has been evaluated as an innovative step in the evaluations not only in the region, but globally for FAO. The management of performance of FAO offices will be three-pronged: one source is the regular review and evaluation of the country office finance, administration and programme management by the Office of Inspector General. The 2nd element is based on analysis of quantitative data on the programme performance, based on socio-economic data of the country. Yet a third element is based on external assessments and will be more quantitative in nature.The Regional Office and the sub regional Offices at the same time have undergone an extensive skills mix review, to better respond to the needs of member countries.
- The decentralization process has been completed with the transfer of responsibilities for emergency and rehabilitation programmes from Headquarters to the FAORs, except for recent UN system-wide Level 3 emergencies in countries such as the Central African Republic and South Sudan. The Regional Office for Africa has been strengthened with additional operational staff based in Accra to support the FAORs deliver emergency programmes. Together with the decentralization, a new model of support cost distribution is being developed, based on guidance of the Finance Committee, making additional resources available at the DO.
- Based on the valuable recommendations of the Africa Evaluation, which is also being presented at this Regional Conference, as well as on the experience of the last biennium, the Regional Office envisages to shift some of the focus of the Subregional Offices and take full advantage of the capacity of emergency hubs in the region. The Regional Office in Accra will be strengthened to manage and supervise all FAOR offices, as recommended by the Evaluation, as well as to provide guidance on the implementation of the CPFs. Based on the requirement of the region, the SRO in Libreville will consolidate the technical capacity in support of natural resources. The SRO in Harare, where a strong capacity in food security and policy exists, will continue to discharge of these technical functions. The SRO in Addis Ababa will provide a strategic liaison function with the AU and UNECA. Meanwhile, the emergency technical hubs in Nairobi and Johannesburg/Pretoria will be strengthened to provide a much required expertise in providing support for resilience programmes, as well as to develop partnership with the important donor communities in these locations. The Country Office in Djibouti will also carry out the function of liaison with IGAD. As these are new elements in our configuration, I will be pleased to receive your comments, and respond to your questions.