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Country Programming Framework and Resource mobilization

Country Programming Framework and Resource mobilization. SFS context. New approach to country programming and priority setting of the Organization – CPF Status of CPF formulation in SFS 3 countries - completed NMTPF/CPFs 13 countries - ongoing/planned CPF process

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Country Programming Framework and Resource mobilization

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  1. Country Programming Framework and Resource mobilization

  2. SFS context • New approach to country programming and priority setting of the Organization – CPF • Status of CPF formulation in SFS • 3 countries - completed NMTPF/CPFs • 13 countries - ongoing/planned CPF process • Importance of Resource Mobilization

  3. IT’S TEAMWORK!

  4. CPF pros and cons - exercise

  5. FAO country programming policies Resource mobilization Corporate process and results (ONE FAO) Coordination and alignment with the UN

  6. Country programming Principles • Adherence to UN programming principles • Strategic focus • Needs driven and functioning as one • Building on lessons learns and good practices • Ownership and empowerment • Mutual commitment • Accountability and alignment • Flexibility

  7. Why CPF? Major step in transition from ad hoc project approach to midterm results driven programme approach Ad hoc projects

  8. Why CPF? Basis for more integrated and two direction process in prioritization and programming in FAO FAO Strategic Framework Regional Conferences RAF regional areas of priority action Medium-term response to country needs within the frame of SF Informs SFS priority areas of action Informs National level Country Programming Framework Informs

  9. The CPF and RM Guide in brief • Builds on the experiences and best practices • Defines policies and principles (min. requirements) with flexibility to adapted to country specific context (NOT one size fits all) • Demonstrates step-by-step approach throughout the process • Points topractical tips and tools

  10. A quick overview of the CPF and RM cycle

  11. CPF Cycle UNDAF M&E CPF CYCLE UNDAF Road Map UNDAF results matrix UNDAF Strategic prioritization UNDAF Country Analysis

  12. The RM Cycle CPF RM TARGET

  13. Reflect Plan Act

  14. Phase 1. Starting • Principles: • alignment to national planning cycle and UNDAF • Leadership and ownership • Institutional arrangements • Government and FAO agreement – Formal government request NOT mandatory (except in case of TCPf) • Resource mobilization for formulation (funds and staff) • Establishment of a joint CPF Core Team (FAO-Gvt) • Concept note – approach [quality assurance at entry] • Actors • Roadmap • Communication and resource mobilization strategy Country context FAOs role Role of partners

  15. RM linked to phase 1

  16. IDENTIFY ENGAGE NEGOTIATE MANAGE & REPORT COMMUNICATE RESULTS 5 practical steps

  17. Within Phase 1 of the CPF Cycle: • Reflect on your RM experience and the RM environment and who should be involved in CPF consultation process • Start to think about mobilizing the resources the CPF will require for implementation • Think about your RM approach, as a cycle of work that involves phases: • PLAN ACTREFLECT

  18. Questions re CPF and RM

  19. Phase 2. Setting priorities • Principles: • Alignment • Complementarity/synergy • Strategic direction What: identify strategic areas where FAO should focus its support to the country - Priority Matrix How: • Situation Analysis – scope (background work; focus) • Assessment of Comparative Advantages – new SF/RF • Prioritization – focus – fewer number of priorities and outcomes Strategic component of CPF document

  20. CPF prioritization process Capacity Priorities Situation analysis Comparative Advantage assessment & Option Analysis Stakeholders Global –Stated CA Priority Matrix Actual - Country specific Results Matrix Other criteria

  21. More on prioritization criteria …

  22. Prioritization process - Criteria • Preferably emerge from a dialogue with the national stakeholders • Not imposed, yet some suggested for consideration • High priority – key strategic areas • High priority, although low likelihood for RM • Moderate priority – not Gvt priority • Low priority – no CA, no capacity 3 2 1 4 • Enabling conditions and capacities for achieving the results • Likelihood of sustainability • Ability to produce the highest level of impact • Contribution to the MDGs/IADGs

  23. Comparative Advantages Strategic Priorities FAO Global Goals FAO Strategic Objectives/ORs Mandate to act 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?

  24. Comparative Advantages Strategic Priorities FAO Global Goals Mandate to act FAO Strategic Objectives/ORs Core Functions Operational Priorities Actual CA at country level Capacity to act Position to act Revealed CA Resources Perceived CA Influence Partnerships Gaps

  25. CPF priorities: Areas of emphasis in Africa

  26. IDENTIFY ENGAGE Within Phase2 of the CPF Cycle: • Linked RM STEPS – • When assessing your comparative advantage, look at what was resourced/funded in the past/track record (Resource partner matrix, profile) • Ensure the CPF stakeholder list identifies the resource partners you aim to engage

  27. From issues to results Cause and effect analysis – possible approach

  28. Low Human Development From problems to objectives and results Low GDP Growth Low labour productivity Increased poverty indicators High rate of malnutrition Migration from rural to urban areas EFFECTS (So what?) Focal challenge: High prevalence of food insecurity outcome or impact • Policy and legal framework • Budgetary allocations Poor agricultural production and productivity Enabling environment CAUSES (But why?) Poor capacity of extension Workers • Institutional motivation – how active they are? • Operational capacity of ext. units Organizations outputs and activities Dependency on rain fed cultivation Decreased Government Budget Individuals • Skills level of extension staff Inefficient irrigation system

  29. Questions

  30. Setting prioritiesPriority Matrix

  31. Phase 3. Programming for results • Defining the results matrix • number of results • level of details • Resources • Setting up M&E mechanism • Principles • modality • calendar • actors • Relevance • Feasibility • Sustainability

  32. CPF results matrix • CPF Results Hierarchy – definitions

  33. Results chain – country examples CPF impact CPF outcome CPF outputs Activities, Projects SMART

  34. SMART RESULTS Specificin terms of the natureand scopeof achievements and changes sought, the target groups and geographical area etc.; Measurable: measurable quantitatively and/or qualitatively; data will be available when needed within the time period Achievableand time-bound in CPF period with the resources available Relevant to national priorities and FAO’s mandate; substantial, necessary and sufficient

  35. M&E and Reporting – principles • Principles • Harmonization with the country and UNDAF M&E system to the extent possible • Integration with the FAO corporate monitoring system through the Strategic Framework results chain and • Integration with the FAO project cycle

  36. Ref to CPF guide to see the templates

  37. IDENTIFY ENGAGE NEGOTIATE MANAGE & REPORT COMMUNICATE RESULTS 5 practical steps RM linked to phase 3

  38. The RM Cycle CPF RM TARGET

  39. NEGOTIATE Within Phase3 of the CPF Cycle: • CPF results matrix will help you: • Define the outcomes and outputs you aim to engage resource partners on – who may fund a % of the CPF, or wish to see a project packaged around a particular CPF outcome • The RM target will become clearer – make sure it is realistic! • This will lead to step (3)

  40. Business rules • Quality assurance (handout) • Roles and responsibility (pg 50) • Reporting schedule

  41. Quality Assurance criteria • Relevance • Alignment and strategic fit (Gvt, UNDAF, FAO SF/ORs/RRs) • Comparative advantages and partnership • Feasibility • Are the proposed Outcomes achievable and measurable • Are the proposed Outputs and type of interventions valid and logically linked, contributing to CPF outcomes • Sustainability • Are the intended Outcomes sustainable (financially, capacities, etc) • Are the risks identified, and mitigation strategies put in place

  42. How to act?

  43. MANAGE & REPORT COMMUNICATE RESULTS Once the CPF is being implemented: • Once the CPF begins to be implemented though programmes and projects: • The RM (CPF) Step 4 – • …are clearly important to maintain resource partners and attract new ones! CPF Final review CPF Midterm Review Annual review

  44. Questions

  45. Back to the roadmap

  46. An overview of DAY 2 • RM potential in SFS – an overview and Q&A • Exercise 1 – RM Action Plan • Exercise 2 – CPF concept note • Exercise 3 – Situation analysis • Exercise 4 – Programming for results • Back to the roadmap and immediate next steps

  47. Resource Partners -SFS and Country Level

  48. Identifying resource partners • ADAM helpsmapresource partner interests (thematic and geographical) • Identifywherethereis a match with FAO’s Comparative Advantage and track record • Verifyresource partner is an acceptable source

  49. Potential Funding Sources

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