FAO, The New Strategic Framework, And The Role Of Statistics
FAO, the New Strategic Framework,and the Role of StatisticsJosef SchmidhuberStatistics Division (ESS)Food and Agriculture Organization of the United NationsAFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS1
Outline Introduction/Background The new Strategic Framework Statistics within the new Strategic Framework Recommendations for discussion by AFCASmembersAFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS2
Background
Introduction/BackgroundFAO vision in support of three Global Goals of Member countries: A world free from hunger and malnutrition where food and agriculturecontribute to improving the living standards of all, especially the poorest,in an economically, socially and environmentally sustainable mannerThree Global Goals that Member countries aim to achieve:1.2.3.eradicate hunger, food insecurity and malnutrition;eliminate poverty through economic and social progress for all; andensure sustainable management and utilization of natural resources.2010, FAO introduces a Results Based Management hierarchy with: Strategic Framework - 10 year horizonMedium Term Plan (MTP) – 4 year horizonOperational Programme of Work and Budget (PWB) – 2 year horizon to allocate resources in line with FAO’s 2-year budget cycleAFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS4
Background 1: the old SF FAO’s PWB is highly multi-disciplinary, itsadmin structure is mono-disciplinary, withweak coordination, risk of duplication IEE: Silo/department structure impedessynergies, risks duplication. Budget allocation by mono-disciplinaryDepartments. Too many SOs, SO coordination not fullyformalized/ensured.
OLD SFDepartments/“Disciplines”/ OCs:Weakcoordination thruDepts.SO-ASO-BSO-CSO-DSO-.SO-XSO-YSupply driven
Background 2: the new SF New SF: FAO implements an RBM systemas of 2014 Budget allocation by SO (only 5 SOs) Coordination by SOCs, demand driven Admin, technical and training expertise,etc. still rests with Departments/Divisions Matrix between SOs and Depts. Dual role of statistics: output AND function
NEW vicesSO-1SO-2SO-3SO-4SO-5O6OtherChaptersDemand driven
The new StrategicFramework
FAO’s Vision: A world free from hunger and malnutrition where food andagriculture contribute to improving the living standards of all,especially the poorest, in an economically, socially andenvironmentally sustainable mannerEradicationof Hunger1) HungerEradicatedEliminationof Poverty2) AgriculturalProductivity &SustainabilityImprovedResultsResults3) PovertyReducedResultsSustainableManagementand use ofNaturalResources4) EquitythroughSustainableSystemsResults5) SocietiesResilient toshocksResultstechnical quality, knowledge & services, governance, & gender mainstreaming
Strategic Objectives in the new SF1. SO1: Contribute to the eradication of hunger, food insecurityand malnutrition2. SO2: Increase and improve provision of goods and servicesfrom agriculture, forestry and fisheries in a sustainable manner3. SO3: Reduce rural poverty4. SO4: Enable more inclusive and efficient agricultural and foodsystems at local, national and international levels5. SO5: Increase the resilience of livelihoods to threats andcrises.6. Objective on technical quality, knowledge & services,governance, & gender mainstreamingAFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS11
Rationale for the new Strategic Framework New SF expresses impact to be achieved in countries,regions and globally over a long-term timeframe (ten-years),and adopts a matrix structure for the delivery of theprogramme of work. Includes five Strategic Objectives (SOs), along with a sixthtechnical objective focused on technical quality, knowledgeand services and the two cross-cutting themes of genderand governance. FAO’s PWB is highly multi-disciplinary, but its old adminstructure and budget allocation was mono-disciplinary, withrisk of duplication due to silo/department structure. New SF aims to integrate specialized expertise of Divisionsand Departments into multi-disciplinary SOs, and to moveto demand driven SOs.AFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS12
Key benefits of the new Strategic Framework It aligns FAO priorities with organizations’ strategic objectives,and ensures all FAO activities support one or more of thesestrategic objectives (SO). It is demand driven, focusing on desired outcomes at countrylevel, then identifying what is needed to get there. Duplication is reduced by moving towards elimination ofdepartmental and divisional silos. Expertise across the organization is better leveraged. Cost efficiencies are exploited from reduced duplication, andby ensuring staff have skills required to meet organizationalpriorities.AFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS13
Statistics in the newStrategic Framework
Statistics in the New Strategic Framework1. Statistics is a core function of FAO and represents a highlyvisible area of the Organization’s work.2. Heightened emphasis on evidence-based decision-making ingovernments and organizations puts greater focus on role ofstatistics and its part in measuring and monitoring progresstowards national and international development goals andtargets.3. FAO is at the forefront of these tasks, performing an essentialrole in helping to reduce hunger and poverty by informingdecision-making through the provision of reliable and timelydata.AFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS15
Results chain proposed for statistics in 6.02OutcomeCountry capacity to use, collect, analyze and disseminate data is strengthenedOutput (A)Output (B)Methods for thecollection,compilation,dissemination,analysis and use ofdata underdifferent datadomains aredeveloped andsharedCountry supportprovided tostrengthen nationalstatisticalinstitutions and toimprove thecompetencies ofnational statisticiansin collecting,analysing anddisseminating dataOutput (C)High quality andinternationallycomparable dataare producedand accessed byall countriesOutput (D)Strengthened FAOstatistics governance andcoordination (ChiefStatistician & IDWG onStatistics)and improved internalcapacity to analyzepolitical & developmentchallenges and to monitor& evaluate the PWB
Statistics in the New Strategic Framework FAO has a decentralized statistical system, with statisticalactivities taking place in several divisions across its sevendepartments. Director of Statistics Division (ESS) in also the ChiefStatistician of FAO, tasked with coordinating statisticalactivities of FAO, as well as with other internationalorganizations. Statistics now fit within an SF with concrete and demand-drivenobjective, and serves 2 additional and vital purposes:1. Evidence base on which priorities are set.2. Objective measures of progress in achieving objectives.AFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS17
Statistics in the New Strategic Framework1. Statistics as an evidence base to set priorities. SO1 - despite sufficient capacity in the world to produce enoughfood, an estimated 842 million people in 2011-13, or around one ineight people in the world, suffered from chronic hunger, withAfrica facing the highest prevalence of undernourishment.SO2 - food supply chain has increased waste, including 24% offreshwater, 23% of crop land, and 23% of fertilizer wasted globally.SO3 - about 75% of the world’s poor live in rural areas, affectingabout 875 million people.2. Statistical indicators as objective measures of progress inachieving objectives. MDG 1 to eradicate extreme poverty and hunger: target of halving,between 1990 and 2015, the proportion of people who suffer fromhunger, measured by the prevalence of undernourishment (PoU).2003 Maputo Declaration on Agriculture and Food Security:allocation of at least 10 percent of national budgets to agricultureand rural developmentAFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS18
Recommendations
Challenges & Recommendations for DiscussionChallenges: Developing sound indicators of progress towards meeting strategicobjectives; Ensuring countries provide data necessary to estimate good indicators Ensuring FAO develops, in partnership with international organizationsand country-level experts, solid methodologies behind statistics andindicators Ensuring a governance structure to meet the challengesRecommendation: FAO establish a Commission on AgriculturalStatistics at Global Level in order to:a.ensure better coordination and standardization of activities andrecommendations emanating from Regional Commissions and bodies;b.provide a global forum for Country Representatives to review and endorsemethodological and other normative work; andc.Create process to peer-review FAO data and methodologies.AFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS20
Thank you
Results Based Management & Planning FrameworkAFCAS 23, 2013FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS28
1. Statistics is a core function of FAO and represents a highly visible area of the Organization’s work. 2. Heightened emphasis on evidence -based decision-making in governments and organizations puts greater focus on role of statistics and its part in measuring and monitoring progress towards national and international development goals and
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