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Where we are at ?
Key challenges
CPF Priority areas
Underlying cause/effects for
specific challengesCPF Outcomes &
outputs Objectives
Options analysis
Preferably emerge from a dialogue with the national stakeholders Not imposed, yet some suggested for consideration
FAO actual comparative advantages
Alignment
with national
strategies and other
frameworks
Resource mobilization
potential
1
23
4
1. High priority – key strategic areas
2. High priority, although low likelihood for RM
3. Moderate priority – not Gvt priority
4. Low priority – no CA, no capacity
Enabling conditions and capacities for achieving the results Likelihood of sustainability Ability to produce the highest level of impact Contribution to the MDGs/IADGs
Prioritization process - Criteria
Comparative Advantages
Mandate to act
FAO Global GoalsFAO
Strategic Objectives/O
RsCore Functions
KEY QUESTIONS? Does it contribute FAO global goals?Does it fall under the areas that the members want FAO to focus on SO
and ORs that FAO committed to achieve?Does it require application of FAOs core functions which are recognized
FAO comparative advantages?
Comparative Advantages
Actual CA at
country level
Mandate to act
Capacity to act
Position to act
FAO Global GoalsFAO
Strategic Objectives/O
RsCore Functions
Revealed CA
Perceived CA
Gaps
Comparative Advantages
Actual CA at
country level
Mandate to act
Capacity to act
Position to act
FAO Global GoalsFAO
Strategic Objectives/O
RsCore Functions
Resources
Influence
Partnerships
Revealed CA
Perceived CA
Gaps
Tip: Use this methodology and results to
discuss comparative advantages with UNCT
in UNDAF process
Assessing FAO positioning in the country – Portfolio review
To assess FAO positioning in the country, identify areas of performance and draw forward looking lessons on how to improve FAO delivery in country.
• Portfolio analysis : analysis of the information on the status and evolution/ trend of FAO portfolio. ( number of projects, amount of budget, delivery, breakdown by source of funds, by resources partners). (from FPMIS)
• Analysis of the performance in terms of status of implementation and achievements of expected key results of the completed and on-going projects, lessons learned. (from progress reports, evaluation reports).
– Comparison vs other partners involved in the same areas of intervention of FAO : size and type and performance of FAO intervention vs other partners ) (from ADAM – resource partners matrix, profiles, government reports, partners reports, other) -
• Partners feed back on FAO country performance (surveys, external country assessment)
Comparative Advantages
Actual CA at
country level
Mandate to act
Capacity to act
Position to act
FAO Global GoalsFAO
Strategic Objectives/O
RsCore Functions
Resources
Influence
Partnerships
Revealed CA
Perceived CA
Gaps
Increased Agricultural Productivity
Build capacity of Extension Workers
Reduce Soil Erosion
Support Evidence
Based Policy
Build Knowledge of Farmers
on Marketing
Provide Access to Finance
Increase Access to
Value Chains and
Technologies
Land Tenure Regularization
Improve Statistics System
Inject into Govt.
Revenue
• Degree of fit with higher plans/Core Functions
• What are others doing?
•FAO comparative advantage and capacity?
• Alignment with FAO ORs
• Alignment with country priorities?
• Risks and assumptions? Who is at risk?
Use objective criteria to analyse which objectives ‘root’ to prioritise
• Feasibility?
• Social criteria
• Technical
• Institutional
• Economic & Financial
• Environmental
Options Analysis
10
Activity: Selecting the objectives
Task: Assess if the following documents provide you quality information to help you prioritize:
1. ADAM report 2. FPMIS report
The result of cross-departmental collaboration throughout FAO including field, spearheaded by NRC and TCE, and guided by the SOI OR1 Technical Team.
Wide consultation process with the Decentralized Offices, Emergency rehabilitation teams and some donors.
Builds on existing DRR work, good practices and processes in FAO.
THE DEVELOPMENT OF THE DRR for FNS
1. Number, scale and impact of disasters sharply increasing: minimum USD200 billion of annual economic losses from weather and climate related disasters in 2010 (not counting some losses difficult to monetize such as ecosystems services).
2. Disasters destroy livelihoods, reduce food production and increase hunger.
3. Disasters reverse development and poverty-reduction gains, and compromise the achievement of MDG1.
4. The clear link between shocks and hunger reveals the fragility of current food production systems and their vulnerability to disruptions.
5. 2.5 billion smallholders are particularly exposed to disasters/climate risks. Almost 1 billion people are food insecure and vulnerable to disasters.
6. DRR is cost-effective: for every US$1 spent on DRR, $2-4 dollars are returned in terms of avoided or reduced disaster impacts.
DISASTER RISKS & FNS: KEY FACTS
FAO Regional Conferences 2010: all identified DRR/DRM as priority. Committee on Agriculture confirmed the importance of a corporate
approach to DRR/M. Programme Committee & Committee on Agriculture: underscored the need for synergy between SO I and the other eight strategic objectives.
Improve Results for achieving SO I.
Ad hoc, scattered DRR projects; need for more systematic and programmatic approach.
Limited Knowledge of DRR for the FNS sector.
Low visibility of FAO’s sectoral expertise in DRR/M.
WHY AN FAO DRR for FNS FRAMEWORK?
WHY? KEY RECOMMENDATIONS
HARMONIZECOHERENT
CORPORATE APPROACH INTER-DISCIPLINARY / PROGRAMMATIC
STRATEGIC DIRECTIONPROACTIVE
Multiple Threats to Agricultural Livelihoods
All natural disastersProtracted Crisis
Food chain emergenciesSocial and
economic crisis Climate change => will impact on all above
DRR/M in Agriculture includes more than climate induced hazards
Prevention Mitigation PreparednessPrevention Mitigation Preparedness
normal economic/social growth pattern
DISASTER RISK REDUCTION & MANAGEMENT
Relief operationsRelief operations
Rehabilitation Transition Rehabilitation Transition
Response Response
Promotion of hazard proof technologies, Land use planning, Disaster management information system & awareness-raising on DRR,
Risk transfer, Scaling up CBDRM
Promotion of hazard proof technologies, Land use planning, Disaster management information system & awareness-raising on DRR,
Risk transfer, Scaling up CBDRM
Preparedness for response
Preparedness for response
Multi-hazard risk and vulnerability assessment
Media response
Major hazard/disaster
Smaller hazard/disaster
DRR initiatives
DRR initiatives
DRR planning and monitoring
Assessing damage /loss & planning recovery
Impacts without DRR initiatives
Mainstreaming DRM in development Legal & institutional arrangements for
DRM
DRR in place
Hazard Impacts with
Hazard
Multi-hazard early warning system Infrastructure rehabilitation
Livelihood recovery & rehabilitation
SO I & THE DRR for FNS FRAMEWORK
FAO Strategic Objective I: improved preparedness for, and effective response to, food and agricultural threats and
emergencies.
Organizational Result 1: Countries´ vulnerabilities to crisis, threats and emergencies is reduced through better preparedness and integration of risk prevention and mitigation into policies, programmes and interventions.
Organizational Result 2: Countries and partners respond more effectively to crises and emergencies with food and agriculture-related interventions.
Organizational Result 3: Countries and partners have improved transition and linkages between emergency, rehabilitation and development.
Disaster Risk Management
DRR Effective Response Improved Transition
Activities under other Strategic Objectives
1/ ENABLE THE ENVIRONMENT:
Institutional strengthening & good governance for DRR in agricultural
sectors.
2/ WATCH TO SAFEGUARD:
Information and early warning systems on food & nutrition security
and trans-boundary threats.
3/ PREPARE TO RESPOND:
Preparedness for effective response & recovery in agriculture, livestock,
fisheries & forestry.
4/ BUILD RESILIENCE:
Prevention, mitigation and building resilience with technologies,
approaches & practices across all agricultural sectors.
Four Integrated Thematic
Pillars
THE THEMATIC PILLARS OF THE FRAMEWORK
CROSS-CUTTING PRIORITIES capacity development; knowledge management and communication; strategic partnerships; gender equity.
PILLAR 1: ENABLE THE ENVIRONMENT
Examples of Good Practice
Community-based Disaster Risk Reduction Plan.Philippines
Planning and policy advise for improved Disaster Risk Reduction in agriculture.Philippines
BelizeNepalJamaicaEthiopia
PILLAR 1: ENABLE THE ENVIRONMENT
Examples of Good Practice
Ministry of AgricultureMinistry of Agriculture
RADARADA
NDRM Committee & sub-committees
NDRM Committee & sub-committees
PDCsPDCs
NADRM UnitNADRM Unit
NADRM CommitteeNADRM Committee
PADRM CommitteesPADRM Committees
NGO & Civic GroupsNGO & Civic Groups
Institutional Structure for Agricultural Disaster Risk Management: JAMAICA
PILLAR 2: WATCH TO SAFEGUARD
Options for Capacity Development
Threats to FNS
DroughtFloods HurricanesEarthquakesTsunamisSoaring food pricesPlan pestsAnimal diseasesAquatic animal diseaseClimate change
FCC EMPRES:
Harvesting healthy cassava
GIEWS: Global food price monitor
PILLAR 2: WATCH TO SAFEGUARD
Examples of Good Practice
Cassava disease.
GIEWS: Vegetation Index
Locust Watch IPC: Integrated Food Security Phase Classification
PILLAR 2: WATCH TO SAFEGUARD
Examples of Good Practice
PILLAR 3: PREPARE TO RESPOND
Multiple threats to food security.
More frequent and severeclimate related hazards.
Scaling-up Preparedness for Response and Recovery
Preparedness in
Member CountriesCorporate
Preparedness
PILLAR 3: PREPARE TO RESPOND
Seed reserves Storage facility
Livestock shelters Fisheries: emergency guidance & best practice
Examples of Good Practice
Forest fire mgmt training
Strengthen Corporate Preparedness for Improved Response and Recovery
Standby agreements for surge capacity.
Roster.
Staff training.
PILLAR 3: PREPARE TO RESPOND
Preparedness planning in DO for recurrent disasters.
Preparedness planning guidelines.
Standard Operating Procedures for preparedness and response.
Logistics &ProcurementPreparedness.
Financial Resources for preparedness.
Corporate Preparedness
Conservation agricultureCrop diversificationAppropriate crop selection (drought/saline/flood tolerant)
Adjust cropping calendarsSeed systemsCrop breeding
Fodder conservation.Proofing of storage facilities and livestock shelters.
Strategic animal fodder reserves.
Resilient animal breedingPest management to cope with threats
Implementation of the Code of conduct for responsible fisheries
Aquaculture biosecurity measures to reduce or prevent the spread of fish disease
Fisheries / aquaculture insurance
Agriculture Livestock Fisheries
PILLAR 4: BUILD RESILIENCE
Options for Capacity Development
Rainwater harvesting, conservation & storage
Water reserves to buffer droughts
WaterWater
Restoration of degraded lands
Land use/access, tenure & territorial planning
Land and soil management
LandLand ForestsForests
Forest pests preventionAgro-forestryIntegrated Fire ManagementAfforestation / reforestationPreventive silviculture
PILLAR 4: BUILD RESILIENCE
Examples of Practice: Resilient Livelihoods
Drought tolerant maize
Conservation agricultureBiosecurity to control spread of trans-boundary animal diseases
Biological pest control
Aquaculture biosecurity measuresVaccination of poultry
Examples of Good Practice: Redress Drivers of Risk with NRM
PILLAR 4: BUILD RESILIENCE
Terrace cultivation to reduce soil erosion
Nature’s defense capacity against hazards is reduced by deforestation, degradation of catchments / watersheds, degradation of land and coastal ecosystems such as corals and mangroves, among other factors. This degradation also aggravates the impact of disasters such as floods, landslides, storm surges, hurricanes and drought.
Soil fixation to reduce land degradation
Agroforestry Rainwater harvesting
Examples of Good Practice: Redress Drivers of Risk with NRM
PILLAR 4: BUILD RESILIENCE
Trees can be used as shelterbelts and windbreaks. They can stabilize riverbanks, mitigate soil erosion, protect against landslides and floods.
Technologies and practices that use less water, reduce water loss, and increase overall water productivity.
Inter-disciplinary
Agriculture
Livestock
Fisheries
Forestry
Natural Resource Management
Global
Regional
Sustainable Livelihoods and Ecosystem Perspective
2/Watch to Safeguard
1/Enable the Environment
3/Prepare to Respond
4/Build Resilience
Programmatic
NationalLocal
THE APPROACH TO IMPLEMENTING
1/ ENABLE THE ENVIRONMENT
2/ WATCH TO SAFEGUARD
3/ PREPARE TO RESPOND
4/ BUILD RESILIENCE
CROSS-CUTTING PRIORITIES
Hyogo Framework for Action 2005-2015
Priorities for Action
1. Ensure DRR is a national & local priority with a strong basis for implementation.
2. Identify, assess and monitor disaster risks and enhance early warning.
5. Strengthen disaster preparedness for effective response at all levels.
4. Reduce the underlying risk factors.
3. knowledge, innovation & education to build a culture of resilience.
Contributing to the Achievement of MDG 1: the Eradication of Poverty and Hunger.
FAO’s DRR for FNSFramework Programme
Thematic Pillars
THEMATIC PILLARS - ALIGNED TO THE HFA
Disaster Risk Climate Change
Greater stress on food production systems,
pushing upwards food and nutrition insecurity and
global hunger.
Common concern with climate-related risks and hazards
SHARED COMMON OBJECTIVE:Scale-up and accelerate DRR and CCA actions to build resilience.Support the achievement of the Millennium Development Goals
and contribute to Sustainable Development. CCADRR
DISASTER RISK AND CLIMATE CHANGE
WHAT IS THE NEW FP ON DRR for FNS?
An inter-disciplinary and programmatic approach to DRR. Structured consolidation of all existing DRR work in FAO
(umbrella and menu). Provides strategic and coherent approach to DRR in FAO. Leading example of an overall sectoral approach to DRR (FNS). Guidance for developing region/country tailored DRR for FNS for
CPF, programme and interventions. Supports the scaling-up of DRR actions for FNS. Advocacy tool for DRR in FNS.
IT IS NOT a ready made blueprint for DRR project design!
NEXT STEPS
Roll-out of the DRR for FNS: In priority countries / sub-regions based on demand Mainstream into Country Programme Frameworks Streamline regional DRR/M strategies with the DRR for FNS FP Add in the crisis dimension of complex emergencies
Mobilize Resources / Strategic partnerships with donors and key actors.
Communicate, inform share FAO work on DRR and resilience.
Reinforce multidisciplinary support teams at global, regional, national levels.
Learn from and consolidate joint inter-disciplinary results for DRR-resilience into the next MTP / PWB (already embedded into the organization planning/implementation process in 2012-13).