Day 3: Session 1What is RM ?

Strategic

In ResourceMobilization

Your Experience….What are your top tips on mobilizing resources??

Overview

1. A strategic approach to RM2. The corporate RMMS3. The SEC Context4. New tools – Website, IMPACT, the RM

Guide and the RM Intranet

A Strategic Approach

Quality programming is a vital prerequisite to attracting resources

RM – an essential component

The RM Cycle

60% of FAO’s resources come from Voluntary/Extrabudgetary Contributions

Resource Mobilization is VITAL to FAO!

USD 1.6 Billion for next PWB

FAO’s Biennial RM Target

1. EU

2. USA

3. MUL

4. Spain

5. UNOCHA

6. Japan

7. UNDP/MDTF

8. Canada

9. Italy

10. GEF/Belgium

11. UK

12. Sweden/Germany

FAO’s Top Resource Partners

• Ad-hoc approach• Many small, isolated projects• Fragmentation

• Economic crisis• Critique of FAO (MAR, MOPAN, AMA)

• New resource partners “on the block”

Challenges and Opportunities

The Corporate Resource Mobilization and Management StrategyRMMS

The Strategy aims to achieve adequate, more predictable and sustainable voluntary contributions that fully support the achievement of FAO’s objectives at the global, regional, subregional and country levels

The Corporate RMMS

1. Expanding resource partnerships

2. Communicating priorities for RM

3. Enhancing RM capacities

4. Effectively manage and report on resources

RMMS – Outcomes

• Support FAO’s Strategic Framework and Members’ priorities

• Comply with FAO’s rules and regulations• Are built on trust and mutual accountability• Are monitored and accounted for• Are coordinated and harmonized

Organization-wide

Guiding Principles

RM roles responsibilities Corporate-level: the TC Department has the lead role, OSP, OCE, TDs/Strategy Team Leaders have a key function

Regional level: ADG oversees all RM activities, with specific responsibilities assigned to FP Officers and TOs

Subregional level: the SRC manages all resource mobilization efforts with support from TOs and FP Support and Monitoring Officers, and the Regional Emergency Coordinator (where present)

Country level: FAOR lead role supported by the AFAOR, the Chief TA, and the Emergency Coordinator

IT’S TEAMWORK!

The SEC Context

From Headquartersto the Country Level

Presenter’s name

RM Trends in SEC

SEC: Azerbaijan, Kazakhstan, Kyrgyz Republic, Tajikistan, Turkey, Turkmenistan, Uzbekistan

ODA to the sub-region from OECD countries (for FAO-related sectors) has been increasing, peaking in 2010 with roughly USD 1.2 billion. Turkey is by far the largest recipient in the region, accounting for roughly 58% of the total figure.

Delivery by SEC Office(Emergency and Non-Emergency, 2010-2012)

SEC’s TOP 10 Resource PartnersSpending in Agriculture-related Sectors (Source: ADAM (OECD-DAC), 2006-2012)

1.EU

2.World Bank (IBRD)

3.EBRD

4.World Bank (IDA)

5.United States

6.France

7.AsDB Special Funds

8.AsDB

9.Germany

10.Japan

FAO (Source: FPMIS, 2006-2012)

1. EU

2. FAO (TCP)

3. Turkey

4. Canada

5. Sweden

6. AsDB

7. Italy

8. UK

9. Tajikistan

10. UNDP

Most Funded Agricultural Subsectors in SEC from 2006-2010

FAO’s new RMMS and its relation to SEC

Proposed outcomes:

Consolidation, diversification and expansion of FAO’s resource partnerships

Strengthened awareness among partners and member countries about FAO’s comparative advantage through effective communication

Develop capacity for staff to mobilize resources

Ensure that resources are effectively managed for results to report them internally (to governing bodies) and externally (to partners and donors).

Goal of RM strategy: Adequate, more predictable and sustainable voluntary contributions which fully support achievement of FAO’s objectives at the global, regional, sub-regional and country levels

At corporate level

Facilitating the expansion of new modalities such as UTFs, SSC, private sector partnership

Push towards decentralization will result in an increased effort to align global programmes to country priorities, meaning countries could have access to funds they might not have known about in the past

1. Consolidation, diversification and expansion of FAO’s resource partnerships

New corporate tools such as ADAM enable new donors to be

identified

1. Consolidation, diversification and expansion of FAO’s resource partnerships

How does this relate to SEC?

Traditional resource partners such as the EU, the World Bank and the Asian Development Bank have been returning to agriculture in the last years.

Possibilities with new partners: Turkish Trust Fund already due for a second phase, while Kazakhstan and Azerbaijan can be conceived of as new potential donors.

The private sector presents enormous potential, but currently the capacity and the training do not exist so as to exploit it.

Multilateral and new institutions (such as GEF) are already being tapped into as possible funding sources

2. Improved communication for RM

At corporate level

The RM website, launched last year, brings visibility for areas where FAO requires resources www.fao.org/tc/rm

The Impact launch is repackaging the way FAO presents its technical programmes to make them more eye-grabbing to partners

A series of biennial informal meetings for resource partners are helping to better advertise funding needs alongside FAO success stories, meeting with great approval from participants so far

How does this relate to SEC?

SEC can work on advocacy tools (concept notes, project proposals, brochures, presentations, websites)

FAO’s Impact initiative can help SEC to package their communications in an attractive and consistent manner

The RM website, launched last year, can also help with communication, through the Partnerships in Action section.www.fao.org/tc/rm

2. Improved communication for RM

3. Capacity development for RM

Support provided to SEC so far

RM Guide developed for FAO staff

Intranet platform developed in an effort to equip all FAO staff with the info they need at a finger tip

ECP has now trained staff in seven sub-regions

Increased training focus on communication, negotiation and new modalities and new donors

TCSR reorientating itself to be increasingly on-hand to support DOs

How support is provided

The Field Programme Support Network can help project officers to overcome difficulties

The corporate reports unit for TCP and development is being revitalized so as to make terminal reports more attractive to resource partners to increase FAO visibility at all levels

FAO informal donors are organized to demonstrate achievements on results in 2012 and expression on funding needs to Members and donors oriented on the new SOs will be communicated

4. Reporting and Management of Resources

Opportunities with resource partners

Multilateral Organizations Asian Development Bank, EBRD, European Union, IMF, Islamic Development Bank, World Bank Group, GEF

Bilateral Donors Germany, Japan, Korea, Switzerland, Turkey, UK, USA

International NGOs Aga Khan Development Network, Agency for Technical Cooperation and Development, Danish Refugee Council, Eurasia Foundation of Central Asia, FINCA International, Helvetas, International Fertilizer Development Center, Japan International Cooperation Center, Open Society Institute, Population services International, the Regional Environmental Center for Central Asia and Winrock

New tools•Website www.fao.org/tc/resource-mobilization•IMPACT www.fao.org/about/en/•RM Guide and Intranet home.fao.org/rm•ADAM www.fao.org/tc/adam

Questions

Day 3: Session 2

Preparing An RM Strategy and Action Plan

IDENTIFY

ENGAGE

NEGOTIATE

MANAGE & REPORT

COMMUNICATE RESULTS

5 practical steps See RM ‘Tips & Tools’ table

• Resource Mobilization Situation Analysis…looking at resource trends, the office’s capacity to deliver, and a list of potential resource partners, identified in the Resource Partner Matrix

• The Resource Target...in line with the CPF Results Matrix

Preparing the Strategy/Action Plan (see Guidance note)

Achieving

• The RM Action Plan... outlining a list of activities, roles and a timeframe, in line with the outcomes of the RM Strategy and a set of RM Principles

• Monitoring and Evaluation... detailing how RM efforts will be tracked, reviewed and adjusted

Cont’

Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM

Assign donor focal points within the office team

Strengthen a team approach to RM by having regular meetings, information sharing, updating knowledge through training and developing contacts

Integrate RM activities into the Office’s work plan

Ideas to get started

Group Work :

RM Strategy and Action Planning

Day 4: Session 1

Engaging Resource Partners

Group work/Discussion:•EU•Host Govt, IFIs and GEF•Private Sector•UNJPs/MUL•Emergency Funds

Thank You!