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Overview of the Session
A. Setting the context – from the corporate to the country level
B. A guide to resource mobilization
C. Developing programmes and forming an RM action plan
Goals of the Session
1.Reminder of the importance of aligning RM to priorities
2.Impetus towards programme development and engaging resource partners
3.Discussion of opportunities and challenges facing SFW, and a stronger network to ensure SFW is successful
Effective Country Programming – Resource Mobilization
Global Strategy
RAF Strategy
SFW Strategy
Country Strategies
A. The Corporate Context
Why? 55% of FAO’s resources come from Voluntary/Extrabudgetary Contributions
Ever more of these contributions are available at country level.
Goal: These strategies aim to achieve adequate, more predictable and sustainable voluntary contributions that fully support the achievement of FAO’s objectives at all levels
How?
1. Expanding resource partnerships• SFW analysis of sub-regional priorities.• Consultant to work on SFW programme development and quality assurance• Working group assembled to review sub-regional programme and investigate
new sub-regional partners
2. Communicating priorities for RM • A flagship SFW publication will be prepared annually detailing priorities
and successful FAO actions and projects in response• SFW compiles inventory of thematic events in sub-region for RM
3. Enhancing RM capacities• Training focal point identified and awareness of HQ training initiatives is
raised
4. Effectively manage and report on resources• FPSMO continues to work with FPSN to ensure projects are well managed• Working group monitors levels of mobilized resources in SFW per biennium• Working group monitors underperforming projects, with troubleshooting
missions organized to deal with problems
The Pillars of the Strategies
SFW
HIGHLIGHTS
B. A Guide to Resource Mobilization
1. Identify
2. Engage
3. Negotiate4. Manage & Report
5. Communicate Results
ACT
1. Identifying Potential Resource Partners
a) Map resource partner interests (thematic and geographical)
b) Identify where there is a match with FAO’s Comparative Advantage andtrack record
Tip: ADAM is a useful tool at this stage
c) Verify resource partner is an acceptable source
Tip: Consult TCSR or TCE (nb OCE also recently published FAO’s Private Sector Guidelines)
1. Identifying Potential Resource Partners
Many different types of partner exist. Make sure to consider them all.
Many different types of partner exist. Make sure to consider them all.
The new FAO intranet platform for resource mobilization contains fact sheets on many of these modalities:
http://intranet.fao.org/rm/
HQ can help link to global programmes eg Save and Grow
Just ask TCSR focal points
HQ can help link to global programmes eg Save and Grow
Just ask TCSR focal points
2. Engaging with Resource Partners
MAKE SURE YOUR COMMUNICATIONS ARE:
■ face to face or personal
■ short and appealing
■ thorough and up to date
■ well timed
■ demonstrate track record
■ and do not forget to use every opportunity.
3. Negotiating with Resource Partners
Get the relevant expert advice
Before reaching a signed agreement, check the resource partner’s conditions of agreement and that they comply with FAO’s rules and regulations.
In particular, look out for specifications on:
■ audit; ■ procurement; ■ financials ■ recruitment; ■ project costs ■ evaluation
Consult TCSR or TCE if unsure.
* FAORs can negotiate and reach an agreement with a resource partner up to USD 200 000
4. Reporting to Resource Partners
Timeliness is crucial.
Thanking resource partners is essential for good relations, and securing future funding. This can be done by:
■ writing a letter of acknowledgement with special thanks from higher management;
■ using the resource partner’s logo ■ inviting representatives from their organization to
project events.
Regular feedback on progress of work is important (inc financial reporting).
Emphasis is on results - showing the tangible impact of FAO’s work on beneficiaries’ lives and livelihoods, rather than on activities.
5. Communicating Results & Advocacy
Communications should emphasize success stories and beneficiaries’ testimonials to capture interest.Various communication tools can be used: •Brochure•Video•Website•Invites to the field to see the programme in action.
Attract the interest of a wider audience, beyond the original programme partners, to raise FAO’s visibility.
Some resource partners have their own specific requirements on their visibility in partnering with the project (eg EC)
Step 5 completes the cycle and brings us back to Step 1, where communicating the successes of a programme or project partnership can strongly motivate and advocate for further resources.
ACT is just part of the cycle
Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM
Some ideas to get started…
Assign donor focal points within the office team, if possible
Strengthen a team approach to RM by having regular meetings, information sharing, updating knowledge through training and developing contacts with local expert consultants
Integrate RM activities into the Office’s work plan
Get in touch with HQ to find out about opportunities
Practical Steps Activities Responsible Time-frameIdentify Develop a matrix of resource partners, mapping their interests to FAO’s Strategic
Framework, Regional Priority Areas of Action and the CPF. Use tools for identifying resource partners such as ADAM or local knowledge Ensure each resource partner listed is an acceptable source (it will be important to
cross reference FAO Private Sector Guidelines)
Engage Review or develop concept notes and programme/project proposals, to ensure they are in line with the relevant FAO programming frameworks (and input into FPMIS).
Refine resource partner matrix, matched to specific concept notes/proposals. Develop a communication plan detailing how each resource partner identified will be
engaged. Review the various Resource Partner Guidance Notes provided by TCSR. Make sure all communications are in line with OCE’s guidelines Develop promotional materials and update website to communicate key priority
programmes and projects Engage resource partners through field visits/workshops/meetings
Negotiate Liaise closely with the RO, SRO and relevant donor liaison officers in TCSR/TCE to ensure the resource partner is an acceptable source and their rules and regulations are compatible with FAO’s
Review and use standard MOU (e.g. GCP, UTF etc.) agreements, where relevant
Manage and report Ensure reporting is conducted in a timely fashion, both via FAO reporting mechanisms and as agreed with the resource partner
Communicate results
Develop project highlight sheets to widely communicate the success of programmes and projects
Set up regular communication channels with resource partners e.g. newsletters, emails, field visits, etc to foster relationships and build trust
In support of the above:
Institutionalise RM as a key function
Assign donor focal points within the office team, if possible Strengthen a team approach to RM by having regular meetings, information sharing,
updating knowledge through training and developing contacts with local expert consultants
Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM
Integrate RM activities into the Office’s work plan
Reflect on Lessons Learned in RM
Monitor programme and project budgets vs. funding approvals to keep track of meeting the RM target
Refocus efforts, where needed, through further outreach to resource partners
RM Strategy/Action Plan Template
Using ADAM for Country Programming
CPF Outcome 1: Enhanced capacities through support to Smallholder Commercialization Programme (SCP) to improve productivity and processing in agriculture and fisheriesLink to National Priorities 1.Agenda for Change (PRSP II) priority/pillar: Pillar II: enhancing productivity in agriculture and fisheries”
2. PRSP II Priority/Pillar III: developing the national transportation network 3. SCP Programme Components: Component 1: Smallholder Agriculture and CommercializationSub Component 1.1: Production intensification through support to grassroots FBOs and the FFS methodology (MAFFS/FAO)SCP Sub component 1.2: Improved commercialization through access to agro-services and value-chain developmentSCP Sub component 1.3: Enhanced long-term technical support and representation through the institutional development of MAFFS and Farmers’ organizations (FO)
Link to UN JV Programme 4: National Agricultural Response Programme; Component 2: to stimulate food production, local markets and the economyProgramme 12: Data collection, Assessments and Planning; Component 3: Monitoring of Agricultural Statistics
Link to FAO Global strategic Objectives A. Sustainable intensification of crop productionB. Increased sustainable livestock productionC. Sustainable management and use of fisheries and aquaculture resourcesG. Enabling environment for markets to improve livelihoodsL. Increased and more effective public and private investment in agriculture and rural development
OUTPUTS INDICATORS BASELINE INDICATIVE BUDGET (US$)1.1 Technical capacity of the agriculture sector staff at central and district level is strengthened so that relevant institutions have increased knowledge and skills for strategic planning and economic analysis.
1. Number of capacity building/ training programmes conducted for MAFFS and related institutions2. Effective implementation of agricultural programmes as a result of strengthened capacity of MAFFS and relevant institutions3. Number of farmers trained in FAO supported FFS4. Increase in agriculture output as a result of seed management system5. Number of FFSs/ABCs in business partnership with seed multiplication unit (SMU)
*MAFFS received technical support from FAO with the implementation of the SCP. Technical staff were recruited to manage the EUFF project and some staff were also recruited for other sections of the MAFFS, FAOSL supports policy and programmed design of the MAFFS-NSADP 2010-2030 and others
1,503,711 (SP&E)2,200,000 (SEED)1,123,500 (south-south)2,622,746 (Irish Aid) 500,000 (right to food)2,938,565 (GAFSP)
[1] These are estimates obtained from ongoing projects.
Analyse these resource gaps with the resource partners you already know of:
Development Partner Coordination: The major donors in the agriculture sector are: European Community, World Bank (WB), African Development Bank (AfDB), Islamic Development Bank (IsDB), IFAD, USAID, JICA and the United Nations agencies.
DFID is the largest bilateral donor in the country but focuses primarily on governance, education, health and private sector development.