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“Act”
Delivering through projects (Part 1)
Effective Country Programme = Effective Projects
Purpose of the New Project Cycle (PC): Effective Projects Delivery
New Guide to Project Cycle aims to:
• Improve strategic alignment of projects and their contribution to country results
• Improve accountability
• Support decentralization
• Support Results Based Management of projects
• Mainstreaming quality standards through the projects cycle steps including the mainstreaming of the UN common programming principles
Overview of the new PC• Upgrade of PC management based on best
practices
• Applies to all projects, including emergency and UNJP.
• Supersedes previous Field Programme Circulars
and TC procedures concerning the Project Cycle.
• PC composed of guidelines, practical guidance, FPMIS web-based workflows and users manual.
• Support available: TCDM advice, training sessions, FPMIS help desk .
FAO Project Cycle - phases
Identification
Formulation
Appraisal and Approval
Implementation and Monitoring
Evaluation
Closure
Project document
Terminal report Concept Note
Progress reports
Five Steps:
1. Identification of a project to address specific problem/need of
members to support the achievement of agreed
higher level outcomes (CPF)
2. Establishment of a Project Task Force
3. Preparation of the Concept Note (CN)
4. Appraisal and endorsement of the CN
5. Formalization of relations with Resource Partners
Identification Phase: 5 Steps
More holistic and reinforced Project Task Force (PTF) Roles and responsibilities of the PTF members clarified The PTF operational at the identification stage PTF under the authority of a Chair It would evolve at subsequent stages into a fully-fledged
structure with appropriate skill mix
Composition of the PTF
Type of Project Chairperson Members
National FAO Representative Project formulator, LTO, Funding Liaison Officer, other relevant technical officers.
Subregional Subregional Representative/CoordinatorRegional Regional RepresentativeInterregional/Global Head of technical division
Identification: establishment of the Project Task Force (PTF)
Designation of Lead Technical Officer (LTO) and Lead Technical Unit (LTU)
• FAO Circular on Responsibilities and Relationships
• LTO is identified by the PTF chair as far as possible based on geographic proximity (from the nearest decentralized offices). LTU always consulted.
• ROs are accountable for assessing their capacity as LTU.
• Functional relationship is always maintained between LTO and technical divisions.
Identification: establishment of the Project Task Force (PTF)
Identification Step - Concept Note
The Project Concept Note is necessary for all type of projects:
• Ensures strategic fit between a project idea and higher level outcome (CPF/OR)
• Structures preliminary stakeholders and problem analysis in terms of relevance, feasibility and potential sustainability (preliminary analysis of the UN PPs)
• To be downloaded from FPMIS
Identification: the Concept Note
Concept Note Work Flow
__ Applies to regional, sub-regional and national projects Steps__ Applies to global and interregional projects Responsible officer__ Applies both
Endorsement of the CN
MDT officers and other representatives of technical divisions not represented in the MDT for all substantive issues which are relevant for the project ;NR officer validates the categorization
Technical divisions’ officers as well as DOs officers relevant for the project ; NR validates the categorization for categorization
Project formulator
PTF chairperson:
RR/SRC/FAOR or a delegated officer
Head of the technical division/service or delegated officer
Funding Liaison Officer
Project formulator
Peer Review of the CN
The CN is finalized and uploaded into FPMIS
Review of resource mobilization opportunities
Preparation of the CN
Group exercise From CPF outcome:
• identify a project within an existing programmatic framework (CPF, SRF, RF)
• propose a title and an outcome statement for your project
• identify an OR to which this project will contribute to
• If you can:
• Participants & other stakeholders• Sustainability of the proposal• Synergies with other FAO projects/programmes
“Act”
Delivering through projects (Part 2)
• The PD is formulated by the Project formulator with the full support of the PTF members.
• The PD is further supported by FPMIS tools for the preparation of the logical framework matrix, results-based budget which feeds into Oracle, work plan and risk matrix.
• Formulation phase: Key Outputs: Project Document (25 pages + annexes) project agreement and funding agreement.
Phase 2 : Formulation – Project Document
Project Document Template
25 PAGES
The New Appraisal Process• Applies to all projects including emergency and
UNJP
• A two step process which cover all current technical, financial, operational and PPRC clearances
• FPMIS based transparent work flow
• Supports retrieval of lessons learned
1. Interdisciplinary Technical Review: the project document is submitted to MDT and other relevant officers.
2. Quality Assurance Review: the project is submitted to a project appraisal committee for financial, technical and operational clearance and adherence to the programming principles: one submission for all clearances.
3. Two QA reports per year are produced by TCDM in collaboration with ROs on the results of the appraisal providing a picture of the quality of project documents by quality criteria.
4. The lessons learned are available to inform future design of projects.
The New Appraisal Process
• The project appraisal committee is coordinated by a project appraisal officer (PAO) based at regional office level for national, sub regional and regional projects.
• The appraisal is done using a check list.
The New Appraisal Process: the Quality Assurance Review
•Project Appraisal Officer
Relevance
•LTU
•CSF
•LEG
•Operational clearance by BH, SFPO
Feasibility
• Project Appraisal Officer
Sustainability
Work Flow for Project Appraisal
Preparation of the Project Document
Interdisciplinary Technical Review
Project formulator
MDT and other technical divisions not represented in the MDT which are relevant for the project. (regional, sub-regional and national projects)
All Technical divisions and relevant DOs officers. (global and interregional projects) 3. Revision of the
Project Document based on the comments
provided
1. Submission of the Project Document
2. Review of the Project Document by
the ITR
__ Applies to regional, sub-regional and national projects Steps__ Applies to global and interregional projects Responsible officer__ Applies both
Project formulator
Project formulator
5 days
Revision of Project Document
Endorsement of PD
Approval of PD
Quality
Assurance
Review
Submission of the Project Document to the PAO
Review of the QAR criteria on line
Consolidation of the QAR on line and provision of a global rating
Project Formulator
PAC Regional Office
PAC HQ
PAO Regional Office
PAO HQ
Project Formulator
PAO Regional Office
PAO HQ
ADG RR
ADG TC
Rating?
Reformulation of project
OK
NO
NO
2. Some comments need to be addressed
3. The project is not ready for approval
1. The project is ready for approval
5 days
UNJPs
UN Joint Programmes procedures in FAO:the current picture
• Until now, no formal procedures or workflow (only ad hoc e-mails and guidance)
• UNDG standard format for UNJP document exists, but JPs vary considerably in quality and depth
• FAO components in UNJPs not always well defined and info provided not sufficient for smooth operations
• Most of the clearances in FAO are given post-factum, not allowing for proper quality assurance
The new Project Cycle Hanbook incorporates UNJPs
• A common approach to UNJPs across the Organization
• FAO components in UNJPs technically sound as any other FAO project
• Proper quality assurance in place for FAO to delivery on its joint commitments (and to secure funding, when UNJP allocation criteria is based on performance!)
• There is no duplication - not a full SPD needed, but only a short “FAO project description” (see page 21)
1
2 3
4
8
6
5
7
The UNJP cycle in FAO based on the timeline at the country level
Last but not leastProject Support Cost (PSC) for UNJPs
• Although FAO usually charges 13% PSC, in the case of Joint Programmes there is an inter-agency agreement to apply a 7% PSC.
• For UN Organizations where the PSC policies foresaw higher PSC rates reimbursements than 7%, it was accepted that support costs that could be identified at country level would be budgeted and charged as direct costs (6%) against the extrabudgetary funds channeled to the Organization for implementation of the joint programmes.