SESSION 2: SETTING PRIORITIES – SITUATION ANALYSIS

Phase 2. Priority setting and validation

Phase 2. Setting priorities

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

Principles: AlignmentComplementarity/synergy

Strategic direction

Strategic component of CPF document

PARALLEL WITH UNDAF: Country analysis for UNDAFWHAT’S NEW?

• COUNTRY ANALYSIS – The Common Country Assessment (CCA) is no longer mandatory (FAO supported this change) and the UNCT can choose among 3 options:

Contribute to government-led analysis Support targeted studies Full CCA

CPF prioritization process

Key challenges

Strategic areas for FAO intervention

CPF Priority areas

Underlying cause/effects for

specific challengesCPF Outcomes &

outputs

Priority Matrix

Results Matrix

Situation analysis

Comparative Advantage assessm

ent & O

ption Analysis

PrioritiesStakeholders Capacity

… identification of CHALLENGES

(WHAT, HOW and WHO)

Key challenges

Strategic areas for FAO intervention

CPF Priority areas

Underlying cause/effects for

specific challengesCPF Outcomes &

outputs

Main elements of Situation Analysis – key questions?

• National context – main social and economic development challenges and opportunities with implication for agriculture sector and livelihoods

• Situation and outlook for FS,A, RD – current situation, trends – issues, challenges, opportunities

• Policy environment - National sector priorities, policies, strategies and programmes addressing the challenges and opportunities

• National stakeholders and capacity needs at policy, organizational and individual level

• Data and monitoring mechanism to measure progress

! Consideration to UN principles

Some more details

(handout)

National context – what, how and who ? WHAT: Macro trends and challenges

TIPS

Economy 1. Positioning of the country (low income, etc.), food deficit country, general trends of the economy (GDP, employment, budget situation, indebtness, exchange rates and trade).

2. Sectoral performance and trends (GDP, employment rates, agricultural trade, main trade partners, etc)

Demography Trends in population, urban/rural, by gender and age, migrations, etc.

Institutions and governance

Government stability, line agricultural ministries, structure of the agricultural sector (dual, smallholders vs large scale farms, representativity of farmers, land tenure, etc.), national capacities

TechnologyICT, R&D, level of absorption and potential

Risk assessment Sources and frequency of risks. Coping mechanisms. How well is the country equiped to address risks.

SWOT table

Capacity Assessment – building blockSee: CPF tool 3. pg5

10

Dimensions Capacity areas

Policy enabling Environment

Policy and legal frameworks

Economic framework and national public sector budget...

International political commitments

Organizations(public, private,

CSO…)

Which ministries are involved? Technical capacity? Is institutional knowledge sufficient in Agriculture and rural development? Practical experience?

IndividualsSkills levels (what skills are found in ARD sector, opportunities for their better preparation, …)

Policy context: what, how and who?WHAT: Policy context

TIPS

Development plans Identification of rel. nat. programing frameworks and plans (including UNDAF)

identification of rel. dev. objectives and priorities of countries;

Analyse consistency with challenges identify possible gaps; identify country priorities relevant to FAO mandated

areasPolicy decisions Review policy decisions (FAPDA),

analyse their overall consistency with the development objectives,

identify gapsInternational committments Including FAO

Mapping of country priorities

Activity 1: Review of a country example

1. Review of a the situation analysis (pg. 4-8)2. Assess to what extent the elements are

addressed ?

See CPF guide for the main elements (Pg: 48)(other ref. materials: Handout on Situation analysis)

Day 2 – Session 2: Comparative advantages

How do we prioritize our challenges?

Plenary discussion – RECAP on prioritization criteria

How to ensure strategic focus – i.e. prioritize at the country level ?

“If the government asked (DEMAND) FAO to work on 20 priorities, how would you prioritize?

Preferably emerge from a dialogue with the national stakeholders Not imposed, yet some suggested for consideration

FAO actual comparative advantages

Alignment with

national strategies and other

frameworks

Resource mobilization

potential

1

23

4

1. La haute prioritè – key strategic areas

2. High priority, although low likelihood for RM

3. La priorite moderèe – not Gvt priority

4. La basse prioritè – no CA, no capacity

Enabling conditions and capacities for achieving the results Likelihood of sustainability Ability to produce the highest level of impact Contribution to the MDGs/IADGs

Prioritization process – Criteria

See CPF Guide Pg. 33

CPF priority matrix – reflects the key prioritization criteria

CPF priorities Relevant national priorities

FAO Regiona/Subregional priorities

Relevant UNDAF priorities

Other nationa/regional frameworks

CPF priority 1…

Zooming into the comparative advantages

Comparative Advantages

Mandate to act

Global Goals

Strategic Objectives and ORs

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?

Core functions

• Monitoring and assessment of long-term and medium term perspectives

• Development of international instruments, norms and standards

• Policy, strategy options and advice• Technical support to promote technology transfer and

capacity building• Advocacy and communication• Interdisciplinarity and innovation• Partnership and alliances• Information and knowledge management

Phase 2 – Setting priorities Comparative advantages

Actual comparative advantages

Mandate to act

Capacity to deliver

Global goals

Strategic objectives and

ORs

Core Functions

Resources

Influence

Partnership

Comparative advantages

Actual CA at

country level

Mandate to act

Capacity to

act

Positio

n to

act

FAO Global GoalsFAO

Strategic Objectives/O

RsCore Functions

Resources

Influence

Partnerships

Revealed CA

Perceived CA

Gaps

Tip: Use this methodology and results to

discuss comparative advantages with UNCT

in UNDAF process

Assessing FAO positioning in the country – Portfolio review

To assess FAO positioning in the country, identify areas of performance and draw forward looking lessons on how to improve FAO delivery in country.

Main elements FAO Portfolio analysis : analysis of the information on the

status and evolution/ trend of FAO portfolio. ( number of projects, amount of budget, delivery, breakdown by source of funds, by resources partners). (from FPMIS) Analysis of the FAO performance in terms of status of

implementation and achievements of expected key results of the completed and on-going projects, lessons learned. (from progress reports, evaluation reports).

Comparison vs other partners involved in the same areas of intervention of FAO : size and type and performance of FAO intervention vs other partners ) (from ADAM – resource partners matrix, profiles, government reports, partners reports, other) –

Partners feed back on FAO country performance (surveys, external country assessment)

FPMIS Charts Ethiopia Historical

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

2007 2008 2009 2010 2011 2012 (May)

Delivery of Emergency and Non- Emergency projects in US Dollars

Technical Cooperation Emergencies

FPMIS Charts

2007 2008 2009 2010 2011 2012 (May)

-2,000,000

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

2007 2008 2009 2010 2011 2012 (May)

Delivery by Funding Source in US Dolllars

SPFS TCP TF Others TF/UTF UNDP

FPMIS Delivery by Sector2007-2011

-100,000

0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000

[211] Natural Resources

[213] Livestock

[221] Nutrition

[223] Food and Agricultural Monitoring, Assessments and Outlooks

[256] Food Production in Support of Food Security in LIFDCs

[2C ] Diseases and pests of animals and plants

[2K ] Sustainable natural resources management

[4C ] Food security, poverty reduction and other development cooperationprogrammes

Back to Priority matrix and validation process

CPF priority matrix – template CPF priorities Relevant

national priorities

FAO Regiona/Subregional priorities

Relevant UNDAF priorities

Other nationa/regional frameworks

CPF priority 1…

Examples provided on the reference desk

Day 2 - Session 2b: Causes and effects analysis

CAUSES

EFFECTS

Problem Focal

Developing a problem tree

Turning the problem into a positive

statement can give the outcome or impact

Addressing the causes can identify possible

outputs and activities

Addressing the effects identifies possible

indicators

But why?

So what

Challenge: High prevalence of food insecurity

Poor capacity of extensionWorkers

Policy and legal framework Budgetary allocations

Poor agricultural production

and productivity

Skills level of extension staff

Dependency on rain fed cultivation

Inefficient irrigation system

Policy enabling environment

Organizations

Individuals

Operational capacity of ext. units

Situation analysisKEY MESSAGES

BUT Why

?

Food availability

Assessing the coherance between needs and CPF results

Group Activity 6. Application of the problem and objective tree and options analysis

• Task: Assess coherence between the identified problems in the situation analysis and the presented outcomes/outputs in the CPF results matrix and provide evidence of your assessment.

→ Key message: Assure coherence between the situation analysis and the identified CPF results