Transforming African Agri-food systems for inclusive growth and a shared prosperity

 29TH FAO REGIONAL CONFERENCE FOR 

AFRICA

Decentralized Offices Network

Abidjan, Côte d’Ivoire, 4-8 April 2016 

Transforming African Agri-food systems for inclusive growth and a shared prosperity

• Council Recommendations and Conference Report C 2015/REP paragraph 67;

• The June 2015 Conference

“welcomed recommendation 1 and agreed that an independent review of the Decentralized Office network be undertaken and its findings be submitted, along with the views of Management, to the 153rd Session of the Council (November - December 2015) through the Joint Meeting of the Programme and Finance Committees.”

Origin

• Synthesis of Evaluations of FAO Regional and Sub-regional Offices, Recommendation 1:

“FAO Member Countries and Management should consider reviewing the types and coverage of Representation in countries and the location of Regional and Sub-regional Offices. If agreed to move forward, discuss a set of criteria to guide the process.”

Review of the Decentralized Office Network

• FAO Regional conference for Africa in Congo (2012) Tunis (2014);“ Endorsed the measures pursued to reinforce capacities within the Regional Offices, Sub-regional offices and Decentralized offices Network through a skill mix review”

Transforming African Agri-food systems for inclusive growth and a shared prosperity

• “The Council welcomed the review paper as a response to the Conference request following the five individual evaluations of FAO’s regional and subregional offices, and appreciated the independent validation of the document carried out in each region”.

153rd Council Session

• “The Council requested the document be

transmitted for review by the 2016 Regional Conferences; and agreed to re-examine the coverage of FAO’s decentralized offices at its next session in June 2016”.

30 November – 4 December 2015CL 153/REP page 5:

Transforming African Agri-food systems for inclusive growth and a shared prosperity

Objective of Review of Decentralized Network 

The World has evolved politically and economically since the first FAO office was set up.

2. Enhance delivery of the results identified in the Strategic Framework and maximize the use of limited resources in delivering FAO work

In the last 10 years FAO opened among others sub-regional offices in Ethiopia, Zimbabwe, Ghana, Gabon; Country offices in Djibouti, South Sudan,

1. Adapt to current Development and requirements

Transforming African Agri-food systems for inclusive growth and a shared prosperity

Principles and general criteria

• Direct flights, presence of other subregional or regional agencies and institutions, etc.

• Income level status of the country (priority to low-income and lower-middle-income economies), programme size, cost of the office, proportion of undernourished and stunted, bilateral aid, etc.

• Size of programme, assessed contribution to running cost of the office, ratio between both, etc.

• Need to be flexible, Responsive to diverse needs, aware of emerging challenges and opportunities, recognize trade-offs.

• Budget neutral

Transforming African Agri-food systems for inclusive growth and a shared prosperity

Proposals for Africa regionRegional level

Sub-regional level• Central Africa (SFC):Change nature of the Sub-regional

Office to a natural resources technical hub;• Eastern Africa (SFE): Due to AU/ UNECA presence,

strengthen the Office to service emerging needs and co-operation.

• Southern Africa (SFS): Reduce number of multiple accreditation countries covered by Sub-regional Coordinator

• West Africa (SFW): Consider recreating a Sub-regional Office.

• Location of the Regional Office (Accra) maintained, moving some technical staff to Sub-regional Offices.

• “One-FAO“; one office per country. Merging the project-funded resilience teams in Dakar, Nairobi and Johannesburg with the FAO country offices

Sub-regional resilience teams

Transforming African Agri-food systems for inclusive growth and a shared prosperity

Country level

• Not to close any office• Not to open any office under FAO's Regular Programme• High income, case-by-case analysis of Multiple Accreditation or

Partnership and Liaison Office

• For countries of high and upper-middle- income economy categories, consider moving towards partnership and liaison offices;

• Development and implementation of a more comprehensive programme based on more predictable long-term resources

• Increases possibilities of Resource Mobilization by attracting non-traditional donors

a. Multiple accreditation• Assistant FAOR Programme as resident in charge;• Regular visits from the neighboring accredited international

Representative, with constant supervision• Reinforces local national team

b. Partnership and Liaison Office

Transforming African Agri-food systems for inclusive growth and a shared prosperity

Thank you very much