SESSION 2: SETTING PRIORITIES – COMPARATIVE ADVANTAGE AND OPTIONS ANALYSIS

SESSION 2: SETTING PRIORITIES – COMPARATIVE ADVANTAGE AND OPTIONS ANALYSIS

Where we are at ?

Key challenges

CPF Priority areas

Underlying cause/effects for

specific challengesCPF Outcomes &

outputs Objectives

Options analysis

How to select objectives ?

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. High priority – key strategic areas

2. High priority, although low likelihood for RM

3. Moderate priority – not Gvt priority

4. Low priority – 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

Comparative Advantages

Mandate to act

FAO Global GoalsFAO

Strategic Objectives/O

RsCore 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?


Actual CA at

country level

Mandate to act

Capacity to act

Position to act

FAO Global GoalsFAO


RsCore Functions

Revealed CA

Perceived CA

Gaps


Actual CA at

country level

Mandate to act

Capacity to act

Position to act

FAO Global GoalsFAO


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.

• 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 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)


Actual CA at

country level

Mandate to act

Capacity to act

Position to act

FAO Global GoalsFAO


RsCore Functions

Resources

Influence

Partnerships

Revealed CA

Perceived CA

Gaps

Increased Agricultural Productivity

Build capacity of Extension Workers

Reduce Soil Erosion

Support Evidence

Based Policy

Build Knowledge of Farmers

on Marketing

Provide Access to Finance

Increase Access to

Value Chains and

Technologies

Land Tenure Regularization

Improve Statistics System

Inject into Govt.

Revenue

• Degree of fit with higher plans/Core Functions

• What are others doing?

•FAO comparative advantage and capacity?

• Alignment with FAO ORs

• Alignment with country priorities?

• Risks and assumptions? Who is at risk?

Use objective criteria to analyse which objectives ‘root’ to prioritise

• Feasibility?

• Social criteria

• Technical

• Institutional

• Economic & Financial

• Environmental

Options Analysis

10

Questions so far ...

Activity: Selecting the objectives

Task: Assess if the following documents provide you quality information to help you prioritize:

1. ADAM report 2. FPMIS report

DRR for FNS FRAMEWORK PROGRAMME

The result of cross-departmental collaboration throughout FAO including field, spearheaded by NRC and TCE, and guided by the SOI OR1 Technical Team.

Wide consultation process with the Decentralized Offices, Emergency rehabilitation teams and some donors.

Builds on existing DRR work, good practices and processes in FAO.

THE DEVELOPMENT OF THE DRR for FNS

1. Number, scale and impact of disasters sharply increasing: minimum USD200 billion of annual economic losses from weather and climate related disasters in 2010 (not counting some losses difficult to monetize such as ecosystems services).

2. Disasters destroy livelihoods, reduce food production and increase hunger.

3. Disasters reverse development and poverty-reduction gains, and compromise the achievement of MDG1.

4. The clear link between shocks and hunger reveals the fragility of current food production systems and their vulnerability to disruptions.

5. 2.5 billion smallholders are particularly exposed to disasters/climate risks. Almost 1 billion people are food insecure and vulnerable to disasters.

6. DRR is cost-effective: for every US$1 spent on DRR, $2-4 dollars are returned in terms of avoided or reduced disaster impacts.

DISASTER RISKS & FNS: KEY FACTS

FAO Regional Conferences 2010: all identified DRR/DRM as priority. Committee on Agriculture confirmed the importance of a corporate

approach to DRR/M. Programme Committee & Committee on Agriculture: underscored the need for synergy between SO I and the other eight strategic objectives.

Improve Results for achieving SO I.

Ad hoc, scattered DRR projects; need for more systematic and programmatic approach.

Limited Knowledge of DRR for the FNS sector.

Low visibility of FAO’s sectoral expertise in DRR/M.

WHY AN FAO DRR for FNS FRAMEWORK?

WHY? KEY RECOMMENDATIONS

HARMONIZECOHERENT

CORPORATE APPROACH INTER-DISCIPLINARY / PROGRAMMATIC

STRATEGIC DIRECTIONPROACTIVE

Multiple Threats to Agricultural Livelihoods

All natural disastersProtracted Crisis

Food chain emergenciesSocial and

economic crisis Climate change => will impact on all above

DRR/M in Agriculture includes more than climate induced hazards

Prevention Mitigation PreparednessPrevention Mitigation Preparedness

normal economic/social growth pattern

DISASTER RISK REDUCTION & MANAGEMENT

Relief operationsRelief operations

Rehabilitation Transition Rehabilitation Transition

Response Response

Promotion of hazard proof technologies, Land use planning, Disaster management information system & awareness-raising on DRR,

Risk transfer, Scaling up CBDRM

Promotion of hazard proof technologies, Land use planning, Disaster management information system & awareness-raising on DRR,

Risk transfer, Scaling up CBDRM

Preparedness for response

Preparedness for response

Multi-hazard risk and vulnerability assessment

Media response

Major hazard/disaster

Smaller hazard/disaster

DRR initiatives

DRR initiatives

DRR planning and monitoring

Assessing damage /loss & planning recovery

Impacts without DRR initiatives

Mainstreaming DRM in development Legal & institutional arrangements for

DRM

DRR in place

Hazard Impacts with

Hazard

Multi-hazard early warning system Infrastructure rehabilitation

Livelihood recovery & rehabilitation

SO I & THE DRR for FNS FRAMEWORK

FAO Strategic Objective I: improved preparedness for, and effective response to, food and agricultural threats and

emergencies.

Organizational Result 1: Countries´ vulnerabilities to crisis, threats and emergencies is reduced through better preparedness and integration of risk prevention and mitigation into policies, programmes and interventions.

Organizational Result 2: Countries and partners respond more effectively to crises and emergencies with food and agriculture-related interventions.

Organizational Result 3: Countries and partners have improved transition and linkages between emergency, rehabilitation and development.

Disaster Risk Management

DRR Effective Response Improved Transition

Activities under other Strategic Objectives

1/ ENABLE THE ENVIRONMENT:

Institutional strengthening & good governance for DRR in agricultural

sectors.

2/ WATCH TO SAFEGUARD:

Information and early warning systems on food & nutrition security

and trans-boundary threats.

3/ PREPARE TO RESPOND:

Preparedness for effective response & recovery in agriculture, livestock,

fisheries & forestry.

4/ BUILD RESILIENCE:

Prevention, mitigation and building resilience with technologies,

approaches & practices across all agricultural sectors.

Four Integrated Thematic

Pillars

THE THEMATIC PILLARS OF THE FRAMEWORK

CROSS-CUTTING PRIORITIES capacity development; knowledge management and communication; strategic partnerships; gender equity.

PILLAR 1: ENABLE THE ENVIRONMENT


Options for Capacity Development


Examples of Good Practice

Community-based Disaster Risk Reduction Plan.Philippines

Planning and policy advise for improved Disaster Risk Reduction in agriculture.Philippines

BelizeNepalJamaicaEthiopia



Ministry of AgricultureMinistry of Agriculture

RADARADA

NDRM Committee & sub-committees

NDRM Committee & sub-committees

PDCsPDCs

NADRM UnitNADRM Unit

NADRM CommitteeNADRM Committee

PADRM CommitteesPADRM Committees

NGO & Civic GroupsNGO & Civic Groups

Institutional Structure for Agricultural Disaster Risk Management: JAMAICA

PILLAR 2: WATCH TO SAFEGUARD



Threats to FNS

DroughtFloods HurricanesEarthquakesTsunamisSoaring food pricesPlan pestsAnimal diseasesAquatic animal diseaseClimate change

FCC EMPRES:

Harvesting healthy cassava

GIEWS: Global food price monitor



Cassava disease.

GIEWS: Vegetation Index

Locust Watch IPC: Integrated Food Security Phase Classification



PILLAR 3: PREPARE TO RESPOND


Multiple threats to food security.

More frequent and severeclimate related hazards.

Scaling-up Preparedness for Response and Recovery

Preparedness in

Member CountriesCorporate

Preparedness


Seed reserves Storage facility

Livestock shelters Fisheries: emergency guidance & best practice


Forest fire mgmt training

Strengthen Corporate Preparedness for Improved Response and Recovery

Standby agreements for surge capacity.

Roster.

Staff training.


Preparedness planning in DO for recurrent disasters.

Preparedness planning guidelines.

Standard Operating Procedures for preparedness and response.

Logistics &ProcurementPreparedness.

Financial Resources for preparedness.

Corporate Preparedness

PILLAR 4: BUILD RESILIENCE

Conservation agricultureCrop diversificationAppropriate crop selection (drought/saline/flood tolerant)

Adjust cropping calendarsSeed systemsCrop breeding

Fodder conservation.Proofing of storage facilities and livestock shelters.

Strategic animal fodder reserves.

Resilient animal breedingPest management to cope with threats

Implementation of the Code of conduct for responsible fisheries

Aquaculture biosecurity measures to reduce or prevent the spread of fish disease

Fisheries / aquaculture insurance

Agriculture Livestock Fisheries



Rainwater harvesting, conservation & storage

Water reserves to buffer droughts

WaterWater

Restoration of degraded lands

Land use/access, tenure & territorial planning

Land and soil management

LandLand ForestsForests

Forest pests preventionAgro-forestryIntegrated Fire ManagementAfforestation / reforestationPreventive silviculture


Examples of Practice: Resilient Livelihoods

Drought tolerant maize

Conservation agricultureBiosecurity to control spread of trans-boundary animal diseases

Biological pest control

Aquaculture biosecurity measuresVaccination of poultry

http://www.invasive.org/images/768x512/3943032.jpg

Examples of Good Practice: Redress Drivers of Risk with NRM


Terrace cultivation to reduce soil erosion

Nature’s defense capacity against hazards is reduced by deforestation, degradation of catchments / watersheds, degradation of land and coastal ecosystems such as corals and mangroves, among other factors. This degradation also aggravates the impact of disasters such as floods, landslides, storm surges, hurricanes and drought.

Soil fixation to reduce land degradation

Agroforestry Rainwater harvesting

Examples of Good Practice: Redress Drivers of Risk with NRM


Trees can be used as shelterbelts and windbreaks. They can stabilize riverbanks, mitigate soil erosion, protect against landslides and floods.

Technologies and practices that use less water, reduce water loss, and increase overall water productivity.

Inter-disciplinary

Agriculture

Livestock

Fisheries

Forestry

Natural Resource Management

Global

Regional

Sustainable Livelihoods and Ecosystem Perspective

2/Watch to Safeguard

1/Enable the Environment

3/Prepare to Respond

4/Build Resilience

Programmatic

NationalLocal

THE APPROACH TO IMPLEMENTING

1/ ENABLE THE ENVIRONMENT

2/ WATCH TO SAFEGUARD

3/ PREPARE TO RESPOND

4/ BUILD RESILIENCE

CROSS-CUTTING PRIORITIES

Hyogo Framework for Action 2005-2015

Priorities for Action

1. Ensure DRR is a national & local priority with a strong basis for implementation.

2. Identify, assess and monitor disaster risks and enhance early warning.

5. Strengthen disaster preparedness for effective response at all levels.

4. Reduce the underlying risk factors.

3. knowledge, innovation & education to build a culture of resilience.

Contributing to the Achievement of MDG 1: the Eradication of Poverty and Hunger.

FAO’s DRR for FNSFramework Programme

Thematic Pillars

THEMATIC PILLARS - ALIGNED TO THE HFA

Disaster Risk Climate Change

Greater stress on food production systems,

pushing upwards food and nutrition insecurity and

global hunger.

Common concern with climate-related risks and hazards

SHARED COMMON OBJECTIVE:Scale-up and accelerate DRR and CCA actions to build resilience.Support the achievement of the Millennium Development Goals

and contribute to Sustainable Development. CCADRR

DISASTER RISK AND CLIMATE CHANGE

WHAT IS THE NEW FP ON DRR for FNS?

An inter-disciplinary and programmatic approach to DRR. Structured consolidation of all existing DRR work in FAO

(umbrella and menu). Provides strategic and coherent approach to DRR in FAO. Leading example of an overall sectoral approach to DRR (FNS). Guidance for developing region/country tailored DRR for FNS for

CPF, programme and interventions. Supports the scaling-up of DRR actions for FNS. Advocacy tool for DRR in FNS.

IT IS NOT a ready made blueprint for DRR project design!

NEXT STEPS

Roll-out of the DRR for FNS: In priority countries / sub-regions based on demand Mainstream into Country Programme Frameworks Streamline regional DRR/M strategies with the DRR for FNS FP Add in the crisis dimension of complex emergencies

Mobilize Resources / Strategic partnerships with donors and key actors.

Communicate, inform share FAO work on DRR and resilience.

Reinforce multidisciplinary support teams at global, regional, national levels.

Learn from and consolidate joint inter-disciplinary results for DRR-resilience into the next MTP / PWB (already embedded into the organization planning/implementation process in 2012-13).

THANK YOU!

Blue wall applied exercise 2

Documents

SESSION 2: SETTING PRIORITIES – COMPARATIVE ADVANTAGE AND OPTIONS ANALYSIS