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Session 2 : Setting priorities – situation analysis

Session 2 : Setting priorities – situation analysis. Phase 2. Priority setting and validation. Phase 2. Setting priorities. Principles: Alignment Complementarity/synergy Strategic direction.

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Session 2 : Setting priorities – situation analysis

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  1. Session 2: Settingpriorities– situation analysis

  2. Phase 2. Priority setting and validation

  3. Phase 2. Setting priorities • Principles: • Alignment • Complementarity/synergy • Strategic direction What: identify strategic areas where FAO should focus its support to the country - Priority Matrix How: • Situation Analysis – scope (background work; focus) • Assessment of Comparative Advantages – new SF/RF • Prioritization – focus – fewer number of priorities and outcomes Strategic component of CPF document

  4. PARALLEL WITH UNDAF: Country analysis for UNDAFWHAT’S NEW? • COUNTRY ANALYSIS – The Common Country Assessment (CCA) is no longer mandatory (FAO supported this change) and the UNCT can choose among 3 options: • Contribute to government-led analysis • Support targeted studies • Full CCA

  5. CPF prioritization process Stakeholders Capacity Priorities Situation analysis Comparative Advantage assessment & Option Analysis Priority Matrix Results Matrix

  6. … identification of CHALLENGES (WHAT, HOW and WHO)

  7. Main elements of Situation Analysis – key questions? • National context – main social and economic development challenges and opportunities with implication for agriculture sector and livelihoods • Situation and outlook for FS,A, RD – current situation, trends – issues, challenges, opportunities • Policy environment - National sector priorities, policies, strategies and programmes addressing the challenges and opportunities • National stakeholders and capacity needs at policy, organizational and individual level • Data and monitoring mechanism to measure progress !Consideration to UN principles

  8. Some more details (handout)

  9. National context – what, how and who ?

  10. Capacity Assessment – building block See: CPF tool 3. pg5 10

  11. Policy context: what, how and who?

  12. Activity 1: Review of a country example • Review of a the situation analysis (pg. 4-8) • Assess to what extent the elements are addressed ? • See CPF guide for the main elements (Pg: 48) (other ref. materials: Handout on Situation analysis)

  13. Day2 –Session 2: Comparative advantages

  14. How do we prioritize our challenges?

  15. Plenary discussion – RECAP on prioritization criteria How to ensure strategic focus – i.e. prioritize at the country level ? “If the government asked (DEMAND) FAO to work on 20 priorities, how would you prioritize?

  16. Prioritization process – Criteria • Preferably emerge from a dialogue with the national stakeholders • Not imposed, yet some suggested for consideration • La haute prioritè– key strategic areas • High priority, although low likelihood for RM • La prioritemoderèe– not Gvt priority • La basseprioritè– no CA, no capacity 3 2 1 4 • Enabling conditions and capacities for achieving the results • Likelihood of sustainability • Ability to produce the highest level of impact • Contribution to the MDGs/IADGs

  17. See CPF Guide Pg. 33

  18. CPF priority matrix – reflects the key prioritization criteria

  19. Zooming into the comparative advantages

  20. Comparative Advantages Global Goals Strategic Objectives and ORs Mandate to act Core 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?

  21. Corefunctions • Monitoring and assessment of long-term and medium term perspectives • Development of international instruments, norms and standards • Policy, strategy options and advice • Technical support to promotetechnologytransfer and capacity building • Advocacy and communication • Interdisciplinarity and innovation • Partnership and alliances • Information and knowledge management

  22. Phase 2 – Setting prioritiesComparative advantages Global goals Mandate to act Strategic objectives and ORs Core Functions Actual comparative advantages Capacity to deliver Resources Influence Partnership

  23. Tip: Use this methodology and results to discuss comparative advantages with UNCT in UNDAF process Comparative advantages FAO Global Goals Mandate to act FAO Strategic Objectives/ORs Core Functions Actual CA at country level Capacity to act Position to act Revealed CA Resources Perceived CA Influence Partnerships Gaps

  24. 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.

  25. Main elements • FAO 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 FAO 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)

  26. FPMIS Charts Ethiopia Historical

  27. FPMIS Charts

  28. FPMIS Delivery by Sector

  29. Back to Priority matrix and validation process

  30. CPF priority matrix – template

  31. Examples provided on the reference desk

  32. Day2 - Session 2b: Causes and effectsanalysis

  33. EFFECTS Developing a problem tree So what Addressing the effects identifies possible indicators Turning the problem into a positive statement can give the outcome or impact Problem Focal CAUSES Addressing the causes can identify possible outputs and activities But why?

  34. Situation analysisKEY MESSAGES Challenge: High prevalence of food insecurity Food availability • Policy and legal framework • Budgetary allocations Policy enabling environment Poor agricultural production and productivity Poor capacity of extension Workers Organizations • Operational capacity of ext. units Individuals Dependency on rain fed cultivation BUT Why ? • Skills level of extension staff Inefficient irrigation system

  35. Assessing the coherance between needs and CPF results

  36. Group Activity 6. Application of the problem and objective tree and options analysis • Task:Assess coherence between the identified problems in the situation analysis and the presented outcomes/outputs in the CPF results matrix and provide evidence of your assessment. → Key message: Assure coherence between the situation analysis and the identified CPF results

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