Evaluation of FAO’s Regional and
Sub-Regional Offices for Africa
Presentation to the
28th Africa Regional Conference, Tuni...
Purpose of the Evaluation
To Assess:
• the extent to which the intended
decentralization measures have been put in
place
•...
Evaluation Findings - overall
Modification in Structures and Authorities
• Two new subregional offices were established, b...
Evaluation Findings – FAO core areas of work
Changes in FAOs work:
• Encouraging progress in some areas such as
priority s...
Evaluation Findings – Types of DOs
Regional Office
4 Sub-regional Offices
3 Sub-regional Emergency Response Offices
47 Cou...
Evaluation Conclusions – Country offices
• Country Offices are the face of FAO to the
Member States
• Have benefitted the ...
Evaluation Conclusions – Sub-regional offices
• Small staff and many vacancies
• Strong focus on priority setting, less on...
Evaluation Conclusions – Sub-regional offices
• Not enough focus on supporting Country
programmes
• Partnerships with Regi...
Evaluation Conclusions – Regional office
• Resources to RAF to carry out the delegated
functions were slow in coming from
...
Evaluation Conclusions – Regional office
• Regional technical team serving as “back up” to
the sub-regional teams
• Relati...
Evaluation Conclusions
• In short—
Need to adjust functions among the
Decentralized Offices, in order to serve the
countri...
Recommendations - 1
More focus on the Country Level:
• Increase authority of the FAO
Representatives, especially technical...
Recommendations - 2
• Establish short term action plans within CPF
frame, based on actual resource availability
and organi...
Recommendations at Sub-regional level
• Regroup and strengthen multi-disciplinary teams to
increase critical mass and grea...
Recommendations at regional level
RAF should provide greater support to Country
Offices in:
• Resource mobilization
• Comm...
Recommendations for Regional Office
High level support to Countries:
• Increase capacity for analysis and upstream
dialogu...
What they say
• “FAO is our closest partner”(Governments)
• “FAO is our best partner” (Resource Partners)
• “FAO is an ess...
Thank you
FAO Office of Evaluation
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28th FAO ARC - Evaluation of FAO’s Regional and Sub-Regional Offices for Africa

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28th FAO ARC - Evaluation of FAO’s Regional and Sub-Regional Offices for Africa

  1. 1. Evaluation of FAO’s Regional and Sub-Regional Offices for Africa Presentation to the 28th Africa Regional Conference, Tunis Maxine Olson, Team Leader Food and Agriculture Organization of the United Nations Office of Evaluation 25 March 2014
  2. 2. Purpose of the Evaluation To Assess: • the extent to which the intended decentralization measures have been put in place • the change in the ability of FAO to deliver country level results, and the performance of the DOs in contributing to these results FAO Office of Evaluation
  3. 3. Evaluation Findings - overall Modification in Structures and Authorities • Two new subregional offices were established, but there was no significant change in resources or personnel numbers since 2005 • Substantial authority transfer occurred only in 2010 in management of the FAOR network, human resource management and procurement. Resources for these new functions were slow in coming. FAO Office of Evaluation
  4. 4. Evaluation Findings – FAO core areas of work Changes in FAOs work: • Encouraging progress in some areas such as priority setting (CPFs), partnership development and resource mobilization • Improvements need to be made in program design, implementation and technical support delivery FAO Office of Evaluation
  5. 5. Evaluation Findings – Types of DOs Regional Office 4 Sub-regional Offices 3 Sub-regional Emergency Response Offices 47 Country Offices FAO Office of Evaluation
  6. 6. Evaluation Conclusions – Country offices • Country Offices are the face of FAO to the Member States • Have benefitted the least by decentralization: - still have low levels of authority - few resources • Do not always receive needed support from other DOs FAO Office of Evaluation
  7. 7. Evaluation Conclusions – Sub-regional offices • Small staff and many vacancies • Strong focus on priority setting, less on technical support • Among the programmes, more focus on subregional programmes • Separate, well resourced emergency response offices FAO Office of Evaluation
  8. 8. Evaluation Conclusions – Sub-regional offices • Not enough focus on supporting Country programmes • Partnerships with Regional Economic Commissions have been scattered, often times very general and under-resourced FAO Office of Evaluation
  9. 9. Evaluation Conclusions – Regional office • Resources to RAF to carry out the delegated functions were slow in coming from Headquarters • High vacancy rates in transferred posts. In an attempt to cope, responsibility was further delegated to Sub-regional Offices for Country Office oversight FAO Office of Evaluation
  10. 10. Evaluation Conclusions – Regional office • Regional technical team serving as “back up” to the sub-regional teams • Relatively little analysis of emerging trends and limited support to strategic policy advice and the contribution of agriculture to overall economic development and employment FAO Office of Evaluation
  11. 11. Evaluation Conclusions • In short— Need to adjust functions among the Decentralized Offices, in order to serve the countries better FAO Office of Evaluation
  12. 12. Recommendations - 1 More focus on the Country Level: • Increase authority of the FAO Representatives, especially technical to be able to work faster • Empower the FAO Representatives to lead all work at the country level including country components of sub-regional, regional and global projects FAO Office of Evaluation
  13. 13. Recommendations - 2 • Establish short term action plans within CPF frame, based on actual resource availability and organize for results • Use these national plans to set the work agenda of the Sub-regional and Regional Offices for Country Office support • Streamline programme and technical clearance processes FAO Office of Evaluation
  14. 14. Recommendations at Sub-regional level • Regroup and strengthen multi-disciplinary teams to increase critical mass and greater specialization among team members • Focus on supporting country level work. • Periodically adjust skill set • Develop approach to draw on other FAO expertise, including national personnel • Establish a Management Board by FAO Representatives for Multi-Disciplinary Teams’ work FAO Office of Evaluation
  15. 15. Recommendations at regional level RAF should provide greater support to Country Offices in: • Resource mobilization • Communication and public information • Results based management, M&E “Train and Trust” FAO Office of Evaluation
  16. 16. Recommendations for Regional Office High level support to Countries: • Increase capacity for analysis and upstream dialogue to strengthen FAO's role as a thought- leader in the region • Strengthen support to Regional Conference FAO Office of Evaluation
  17. 17. What they say • “FAO is our closest partner”(Governments) • “FAO is our best partner” (Resource Partners) • “FAO is an essential member of our team” (United Nations Country Teams) • “But we need FAO to do more, better.” (Everyone) Further decentralization and empowerment of DOs is fundamental for this to happen FAO Office of Evaluation
  18. 18. Thank you FAO Office of Evaluation

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