SESSION 2: SETTING PRIORITIES – SITUATION ANALYSIS.
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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
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