fao, the new strategic framework, and the role of · pdf filefao, the new strategic...
TRANSCRIPT
FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS 1 AFCAS 23, 2013
FAO, the New Strategic Framework, and the Role of Statistics
Josef Schmidhuber Statistics Division (ESS)
Food and Agriculture Organization of the United Nations
AFCAS 23, 2013 2 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Outline
Introduction/Background
The new Strategic Framework
Statistics within the new Strategic Framework
Recommendations for discussion by AFCAS members
Background
AFCAS 23, 2013 4 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Introduction/Background
FAO vision in support of three Global Goals of Member countries: • A world free from hunger and malnutrition where food and agriculture
contribute to improving the living standards of all, especially the poorest, in an economically, socially and environmentally sustainable manner
Three Global Goals that Member countries aim to achieve:
1. eradicate hunger, food insecurity and malnutrition; 2. eliminate poverty through economic and social progress for all; and 3. ensure sustainable management and utilization of natural resources.
2010, FAO introduces a Results Based Management hierarchy with:
• Strategic Framework - 10 year horizon • Medium Term Plan (MTP) – 4 year horizon • Operational Programme of Work and Budget (PWB) – 2 year horizon
• to allocate resources in line with FAO’s 2-year budget cycle
Background 1: the old SF
• FAO’s PWB is highly multi-disciplinary, its admin structure is mono-disciplinary, with weak coordination, risk of duplication
• IEE: Silo/department structure impedes synergies, risks duplication.
• Budget allocation by mono-disciplinary Departments.
• Too many SOs, SO coordination not fully formalized/ensured.
OLD SF Departments/“Disciplines”/ “Silos” AG ES FO FI TC NR
Inputs/products/services
No SOCs: Weak
coordination thru Depts.
SO-A
SO-B
SO-C
SO-D
SO-...
SO-X
SO-Y
Supply driven
Background 2: the new SF
• New SF: FAO implements an RBM system as of 2014
• Budget allocation by SO (only 5 SOs) • Coordination by SOCs, demand driven • Admin, technical and training expertise,
etc. still rests with Departments/Divisions Matrix between SOs and Depts. • Dual role of statistics: output AND function
NEW SF Departments AG ES FO FI TC (NR)
Inputs/products/services
SOC
s SO-1
SO-2
SO-3
SO-4
SO-5
O6 Other
Chapters
Demand driven
The new Strategic Framework
Eradication of Hunger
Elimination of Poverty
Sustainable Management and use of
Natural Resources
1) Hunger Eradicated
3) Poverty Reduced
4) Equity through
Sustainable Systems
5) Societies Resilient to
shocks
Results Results Results Results Results
2) Agricultural Productivity & Sustainability
Improved
technical quality, knowledge & services, governance, & gender mainstreaming
FAO’s Vision: A world free from hunger and malnutrition where food and agriculture contribute to improving the living standards of all,
especially the poorest, in an economically, socially and environmentally sustainable manner
AFCAS 23, 2013 11 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Strategic Objectives in the new SF
1. SO1: Contribute to the eradication of hunger, food insecurity and malnutrition
2. SO2: Increase and improve provision of goods and services from agriculture, forestry and fisheries in a sustainable manner
3. SO3: Reduce rural poverty
4. SO4: Enable more inclusive and efficient agricultural and food systems at local, national and international levels
5. SO5: Increase the resilience of livelihoods to threats and crises.
6. Objective on technical quality, knowledge & services, governance, & gender mainstreaming
AFCAS 23, 2013 12 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Rationale for the new Strategic Framework
• New SF expresses impact to be achieved in countries, regions and globally over a long-term timeframe (ten-years), and adopts a matrix structure for the delivery of the programme of work.
• Includes five Strategic Objectives (SOs), along with a sixth technical objective focused on technical quality, knowledge and services and the two cross-cutting themes of gender and governance.
• FAO’s PWB is highly multi-disciplinary, but its old admin structure and budget allocation was mono-disciplinary, with risk of duplication due to silo/department structure.
• New SF aims to integrate specialized expertise of Divisions and Departments into multi-disciplinary SOs, and to move to demand driven SOs.
AFCAS 23, 2013 13 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Key benefits of the new Strategic Framework
• It aligns FAO priorities with organizations’ strategic objectives, and ensures all FAO activities support one or more of these strategic objectives (SO).
• It is demand driven, focusing on desired outcomes at country level, then identifying what is needed to get there.
• Duplication is reduced by moving towards elimination of departmental and divisional silos.
• Expertise across the organization is better leveraged.
• Cost efficiencies are exploited from reduced duplication, and by ensuring staff have skills required to meet organizational priorities.
Statistics in the new Strategic Framework
AFCAS 23, 2013 15 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Statistics in the New Strategic Framework
1. Statistics is a core function of FAO and represents a highly visible area of the Organization’s work.
2. Heightened emphasis on evidence-based decision-making in governments and organizations puts greater focus on role of statistics and its part in measuring and monitoring progress towards national and international development goals and targets.
3. FAO is at the forefront of these tasks, performing an essential role in helping to reduce hunger and poverty by informing decision-making through the provision of reliable and timely data.
Outcome Country capacity to use, collect, analyze and disseminate data is strengthened
Output (A)
Methods for the collection,
compilation, dissemination,
analysis and use of data under
different data domains are
developed and shared
Output (B) Country support
provided to strengthen national
statistical institutions and to
improve the competencies of
national statisticians in collecting, analysing and
disseminating data
Output (C) High quality and internationally
comparable data are produced
and accessed by all countries
Results chain proposed for statistics in 6.02
Output (D) Strengthened FAO
statistics governance and coordination (Chief
Statistician & IDWG on Statistics)
and improved internal capacity to analyze
political & development challenges and to monitor
& evaluate the PWB
AFCAS 23, 2013 17 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Statistics in the New Strategic Framework
• FAO has a decentralized statistical system, with statistical activities taking place in several divisions across its seven departments.
• Director of Statistics Division (ESS) in also the Chief Statistician of FAO, tasked with coordinating statistical activities of FAO, as well as with other international organizations.
• Statistics now fit within an SF with concrete and demand-driven objective, and serves 2 additional and vital purposes:
1. Evidence base on which priorities are set.
2. Objective measures of progress in achieving objectives.
AFCAS 23, 2013 18 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Statistics in the New Strategic Framework
1. Statistics as an evidence base to set priorities. • SO1 - despite sufficient capacity in the world to produce enough
food, an estimated 842 million people in 2011-13, or around one in eight people in the world, suffered from chronic hunger, with Africa facing the highest prevalence of undernourishment.
• SO2 - food supply chain has increased waste, including 24% of freshwater, 23% of crop land, and 23% of fertilizer wasted globally.
• SO3 - about 75% of the world’s poor live in rural areas, affecting about 875 million people.
2. Statistical indicators as objective measures of progress in
achieving objectives. • MDG 1 to eradicate extreme poverty and hunger: target of halving,
between 1990 and 2015, the proportion of people who suffer from hunger, measured by the prevalence of undernourishment (PoU).
• 2003 Maputo Declaration on Agriculture and Food Security: allocation of at least 10 percent of national budgets to agriculture and rural development
Recommendations
AFCAS 23, 2013 20 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Challenges & Recommendations for Discussion
Challenges: • Developing sound indicators of progress towards meeting strategic
objectives; • Ensuring countries provide data necessary to estimate good indicators • Ensuring FAO develops, in partnership with international organizations
and country-level experts, solid methodologies behind statistics and indicators
• Ensuring a governance structure to meet the challenges Recommendation: FAO establish a Commission on Agricultural Statistics at Global Level in order to: a. ensure better coordination and standardization of activities and
recommendations emanating from Regional Commissions and bodies; b. provide a global forum for Country Representatives to review and endorse
methodological and other normative work; and c. Create process to peer-review FAO data and methodologies.
Thank you
AFCAS 23, 2013 28 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
Results Based Management & Planning Framework