FAO, the New Strategic Framework, and the Role of Statistics

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1 FAO, the New Strategic Framework, and the Role of Statistics Josef Schmidhuber Statistics Division (ESS) Food and Agriculture Organization of the United Nations AFCAS 23, 2013 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS 1

2 Outline Introduction/Background The new Strategic Framework Statistics within the new Strategic Framework Recommendations for discussion by AFCAS members AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

3 Background

4 Introduction/Background FAO vision in support of three Global Goals of Member countries: A world free from hunger and malnutrition where food and agriculture contribute to improving the living standards of all, especially the poorest, in an economically, socially and environmentally sustainable manner Three Global Goals that Member countries aim to achieve: 1. eradicate hunger, food insecurity and malnutrition; 2. eliminate poverty through economic and social progress for all; and 3. ensure sustainable management and utilization of natural resources. 2010, FAO introduces a Results Based Management hierarchy with: Strategic Framework - 10 year horizon Medium Term Plan (MTP) 4 year horizon Operational Programme of Work and Budget (PWB) 2 year horizon to allocate resources in line with FAO s 2-year budget cycle AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

5 Background 1: the old SF FAO s PWB is highly multi-disciplinary, its admin structure is mono-disciplinary, with weak coordination, risk of duplication IEE: Silo/department structure impedes synergies, risks duplication. Budget allocation by mono-disciplinary Departments. Too many SOs, SO coordination not fully formalized/ensured.

6 OLD SF Departments/ Disciplines / Silos AG ES FO FI TC NR Inputs/products/services No SOCs: Weak coordinati on thru Depts. SO-A SO-B SO-C SO-D SO-... SO-X SO-Y Supply driven

7 Background 2: the new SF New SF: FAO implements an RBM system as 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

8 NEW SF Departments AG ES FO FI TC (NR) Inputs/products/services SOCs SO-1 SO-2 SO-3 SO-4 SO-5 Demand driven O6 Other Chapters

9 The new Strategic Framework

10 FAO s Vision: A world free from hunger and malnutrition where food and agriculture contribute to improving the living standards of all, especially the poorest, in an economically, socially and environmentally sustainable manner Eradication of Hunger Elimination of Poverty Sustainable Management and use of Natural Resources 1) Hunger Eradicated 2) Agricultural Productivity & Sustainability Improved 3) Poverty Reduced 4) Equity through Sustainable Systems 5) Societies Resilient to shocks Results Results Results Results Results technical quality, knowledge & services, governance, & gender mainstreaming

11 Strategic Objectives in the new SF 1. SO1: Contribute to the eradication of hunger, food insecurity and malnutrition 2. SO2: Increase and improve provision of goods and services from agriculture, forestry and fisheries in a sustainable manner 3. SO3: Reduce rural poverty 4. SO4: Enable more inclusive and efficient agricultural and food systems at local, national and international levels 5. SO5: Increase the resilience of livelihoods to threats and crises. 6. Objective on technical quality, knowledge & services, governance, & gender mainstreaming AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

12 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 the programme of work. Includes five Strategic Objectives (SOs), along with a sixth technical objective focused on technical quality, knowledge and services and the two cross-cutting themes of gender and governance. FAO s PWB is highly multi-disciplinary, but its old admin structure and budget allocation was mono-disciplinary, with risk of duplication due to silo/department structure. New SF aims to integrate specialized expertise of Divisions and Departments into multi-disciplinary SOs, and to move to demand driven SOs. AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

13 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 these strategic objectives (SO). It is demand driven, focusing on desired outcomes at country level, then identifying what is needed to get there. Duplication is reduced by moving towards elimination of departmental and divisional silos. Expertise across the organization is better leveraged. Cost efficiencies are exploited from reduced duplication, and by ensuring staff have skills required to meet organizational priorities. AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

14 Statistics in the new Strategic Framework

15 Statistics in the New Strategic Framework 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 targets. 3. FAO is at the forefront of these tasks, performing an essential role in helping to reduce hunger and poverty by informing decision-making through the provision of reliable and timely data. AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

16 Results chain proposed for statistics in 6.02 Outcome Country capacity to use, collect, analyze and disseminate data is strengthened Output (A) Methods for the collection, compilation, dissemination, analysis and use of data under different data domains are developed and shared Output (B) Country support provided to strengthen national statistical institutions and to improve the competencies of national statisticians in collecting, analysing and disseminating data Output (C) High quality and internationally comparable data are produced and accessed by all countries Output (D) Strengthened FAO statistics governance and coordination (Chief Statistician & IDWG on Statistics) and improved internal capacity to analyze political & development challenges and to monitor & evaluate the PWB

17 Statistics in the New Strategic Framework FAO has a decentralized statistical system, with statistical activities taking place in several divisions across its seven departments. Director of Statistics Division (ESS) in also the Chief Statistician of FAO, tasked with coordinating statistical activities of FAO, as well as with other international organizations. Statistics now fit within an SF with concrete and demand-driven objective, 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, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

18 Statistics in the New Strategic Framework 1. Statistics as an evidence base to set priorities. SO1 - despite sufficient capacity in the world to produce enough food, an estimated 842 million people in , or around one in eight people in the world, suffered from chronic hunger, with Africa facing the highest prevalence of undernourishment. SO2 - food supply chain has increased waste, including 24% of freshwater, 23% of crop land, and 23% of fertilizer wasted globally. SO3 - about 75% of the world s poor live in rural areas, affecting about 875 million people. 2. Statistical indicators as objective measures of progress in achieving objectives. MDG 1 to eradicate extreme poverty and hunger: target of halving, between 1990 and 2015, the proportion of people who suffer from hunger, measured by the prevalence of undernourishment (PoU) Maputo Declaration on Agriculture and Food Security: allocation of at least 10 percent of national budgets to agriculture and rural development AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

19 Recommendations

20 Challenges & Recommendations for Discussion Challenges: Developing sound indicators of progress towards meeting strategic objectives; Ensuring countries provide data necessary to estimate good indicators Ensuring FAO develops, in partnership with international organizations and country-level experts, solid methodologies behind statistics and indicators Ensuring a governance structure to meet the challenges Recommendation: FAO establish a Commission on Agricultural Statistics at Global Level in order to: a. ensure better coordination and standardization of activities and recommendations emanating from Regional Commissions and bodies; b. provide a global forum for Country Representatives to review and endorse methodological and other normative work; and c. Create process to peer-review FAO data and methodologies. AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

21 Thank you

28 Results Based Management & Planning Framework AFCAS 23, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS

Web Annex 6: Output indicators and targets 2016-17

CL 153/3 Web Annex 6 1 Web Annex 6: Output indicators and targets 2016-17 SO1: Contribute to the eradication of hunger, food insecurity and malnutrition 1.1 Member countries and their 1.1.1 Improving capacities