81. This chapter summarizes the main achievements of the Organization during the biennium. It follows the structure of the Programme of Work and Budget 1998-99. In addition to describing the main accomplishments, important work that could not be completed is also covered. Tabular information is provided at the Major Programme and Programme level on the programme of work resources and expenditures and on Field Programme delivery related to Trust Funds and UNDP, Extra-budgetary Emergency activities and the Technical Cooperation Programme and Special Programme for Food Security. For the technical programmes, tabular information is also provided on the status of outputs planned in the PWB as well as any new ones introduced during programme implementation to respond to changing circumstances and requests for assistance from Member Nations. To supplement this report, the outputs and their implementation status have been placed on the FAO Internet site (http://www.fao.org/unfao/bodies/pir/), for consultation by those who want more detailed information on programme implementation.
Regular Programme |
US$000 | |
Programme of Work |
18,046 | |
Budgetary Transfers |
(1,000) | |
Final Programme of Work |
17,046 | |
Expenditure |
17,057 | |
(Over)/Under Spending, US$ '000 |
(11) | |
(Over)/Under Spending, % |
0% | |
Field Programme |
US$000 | |
Extra-Budgetary TF and UNDP Delivery |
0 | |
Extra-Budgetary Emergency Project Delivery |
0 | |
TCP Delivery |
0 | |
Total Field Programme Delivery |
0 | |
Ratio of Field to Regular Programme |
0.0 | |
Technical Support Services, Prof. Staff Cost |
2 | |
Technical Support Services, % of delivery |
82. This Major Programme covers support to meetings of the Governing Bodies, services to other FAO meetings and use of Headquarters conference facilities for consultations by accredited government representatives and for non-FAO meetings. Indicators of activity are given in Table 1.1-1.
Table 1.1-1: Support to Governing Bodies (selected indicators)
Description |
1996-97 |
1998-99 |
Interpretation provided (days) |
9 043 |
6 947 |
Translation (million words) |
22 |
19 |
Circular letters (policy level communications) |
92 |
163 |
Agreement letters re. FAO meetings |
73 |
81 |
Amendments to correspondence channels (pages) |
600 |
1 750 |
Duration of Conference/Council sessions (days) |
32 |
28 |
83. Efforts continued throughout the biennium to achieve savings and efficiency in the governance process. The most important of these efforts regarded the streamlining of Conference procedures and further reduction of 13 percent in the duration of Conference and Council sessions. In response to FAO Conference Resolution 13/97 on Review of FAO Statutory Bodies and its two implementation reports, 103 of the 111 listed bodies have been abolished since the 1997 Conference.
84. Further reduction in the volume of meeting documentation resulted in a decrease of approximately 15 percent in the number of words translated, with corresponding savings of about US$1.2 million. The translation service introduced computer-assisted tools and extended use of electronics in areas such as remote translation for major meetings away from Headquarters, document distribution and archives.
85. The number of interpretation days provided for meetings of all categories decreased by 23 percent compared to 1996-97, when the World Food Summit (WFS) and its preparatory process required additional interpretation services. Improved scheduling of meetings and expanded use of interpreter exchange arrangements with other UN agencies led to higher utilization of staff and contract interpreters in 1998-99.
86. There was a 40 percent increase in the number of policy-level circular communications to heads of state/government and ministers arising from follow-up activities to the World Food Summit. This was accompanied by an increase of almost 10 percent in circular and agreement letters to host governments related to meetings and other official correspondence.
Regular Programme |
US$000 | |
Programme of Work |
22,272 | |
Budgetary Transfers |
200 | |
Final Programme of Work |
22,472 | |
Expenditure |
22,056 | |
(Over)/Under Spending, US$ '000 |
416 | |
(Over)/Under Spending, % |
2% | |
Field Programme |
US$000 | |
Extra-Budgetary TF and UNDP Delivery |
224 | |
Extra-Budgetary Emergency Project Delivery |
0 | |
TCP Delivery |
103 | |
Total Field Programme Delivery |
327 | |
Ratio of Field to Regular Programme |
0.0 | |
Technical Support Services, Prof. Staff Cost |
1,135 | |
Technical Support Services, % of delivery |
347% |
87. This Major Programme covers the work of offices in the Office of the Director-General (ODG) including the:
88. These offices were linked through work undertaken in 1998-99, in particular development of the Strategic Framework for FAO 2000-2015. The budgetary transfer in the Major Programme and the under-spending indicated above relate to a shortfall of over US$ 1 million in external income and internal reimbursements to AUD and PBE for the biennium. The apparent imbalance between technical support services and field programme delivery relates to the significant staff resources in PBE and AUD devoted to evaluation and auditing of field projects assigned to technical programmes.
89. The programme, carried out by PBE, continued to assist in policy matters related to the Organization's objectives, programme formulation and budget monitoring/control. Evaluation of the Organization's activities and regular reviews of possible savings in administrative areas ensure that resources are used with maximum effect.
90. A key document adopted by the Governing Bodies was A Strategic Framework for FAO 2000 - 2015, which was the result of a lengthy interactive process involving the full membership of FAO and its partners. This will strengthen strategic management of FAO. With the new programming model laid out in the Programme of Work and Budget 2000-01 (PWB) it provides the basis for more systematic use of evaluation as a management tool. Systematic post facto reporting was satisfied with the production of an enhanced Programme Implementation Report for 1996-97 (C 99/8). Internal procedures were modified; budget monitoring/control computer tools were enhanced to handle integration of income into the programme of work. Options to replace the current corporate planning systems were also studied.
91. Evaluation work during the biennium was characterized by the Organization's transition to a more strategic programme planning and management process. A new evaluation regime proposed in the paper Evaluation in the context of the strategic framework and new programme model was endorsed by the Governing Bodies in 1999. Preparatory work on establishing the FAO Evaluation Internet site was completed for launch during 2000, with the aim of enhancing dissemination of evaluation findings. Support was also given to preparation of the Strategic Framework and the Medium-Term Plan. Core work in programme reviews and evaluations was carried out and published in the Programme Evaluation Report 1998-99 (C99/4). In the area of field programme evaluation, support to individual project evaluations was maintained, including PBEE staff participation. Thematic evaluation of Technical Cooperation Programme (TCP) projects continued, covering two additional topics: apiculture/sericulture and legislative support. Interim revised guidelines for field project evaluation were issued in 1998. Support for training in project formulation continued and technical backstopping in monitoring and evaluation was given to selected projects, as shown in Table 1.2-1.
Table 1.2-1: Evaluation Work (selected indicators)
Description |
1996-97 |
1998-99 |
Project evaluations supported |
110 |
89 |
Participation in project evaluations |
28 |
21 |
Reviews assisted |
3 |
3 |
Major reviews undertaken |
7 |
7 |
Technical backstopping and training missions undertaken |
12 |
9 |
92. The programme retained the concept of comprehensive auditing embodying financial, compliance and value-for-money features. It assisted top management in improving the Organization's operations and promoting control at reasonable cost, providing FAO units with an advisory service to enable them to discharge their responsibilities effectively. Priorities included:
93. The Office of the Inspector-General continued to offer independent and impartial judgement in controlling tender panel operations. The budget of the programme also covers the fees of the external auditor, the French Cour des Comptes since 1994.
94. Recent years have brought increasing recognition of the importance of effective supervision within the United Nations, illustrated by the establishment in 1999 of the Charter for the Office of the Inspector-General in the FAO regulatory framework, formally acknowledging the strategic importance of internal oversight in FAO management. The Charter outlines the audit regime at FAO, which is consistent with international professional internal auditing standards and which was developed with the support of the Finance Committee. In FAO, the audit mandate has been defined as an independent function providing assurance to the Director-General and the FAO Governing Bodies that FAO outputs are economical, efficient and effective. Accordingly, the scope of audit embraces the role of inspection and managerial control within the concept of comprehensive auditing and includes special investigations and other assignments for senior management.
95. Audit of decentralized activities has been strengthened through reinforcement of the Decentralized Activities group at Headquarters and reorganization of the Office of the Inspector-General into three groups:
TABLE 1.2-2: INTERNAL AUDIT REPORTS, REVIEWS AND SERVICES
Headquarters reports issued |
1996-97 |
1998-99 | |
Special reviews, audits and investigations |
43 |
39 | |
Field reports issued |
|||
Special reviews, audits and investigations |
9 |
3 | |
Regional and Sub-Regional Offices |
24 |
26 | |
FAO Representatives |
22 |
23 | |
Field projects |
35 |
30 | |
Total |
90 |
82 | |
Other activities |
|||
Contract award services |
475 |
557 |
96. Audits, reviews and investigations were conducted on a range of activities, including:
97. In addition, a large number of smaller audits were conducted in accordance with the plan of work sanctioned by the Director-General, including aspects of Regional, Sub-regional and Country Offices and field projects.
98. The programme, delivered by the Legal Office (LEG), provides legal services for internal management of the Organization. It continued to ensure that FAO's activities were carried out on a sound legal and constitutional basis, consistent with the Basic Texts and the status of FAO as an intergovernmental organization in the UN system. Legal counsel was provided to the Director-General, the Governing Bodies and units of the Organization and to the World Food Programme (WFP). The programme dealt with international legal affairs, including:
99. Development of documentation services continued, supporting legal work in the Organization, including the programme's homepage.
100. Attention was given to:
101. The Legal Office also provided a lead and services on certain interdepartmental issues, in particular regarding the human right to food and follow-up to the WFS Objective 7.4 Ethics in food and agriculture and internally displaced persons. It also led the inter-departmental working group which developed corporate strategy B of the Strategic Framework (i.e. policy and regulatory frameworks).
TABLE 1.2-3: OFFICE OF THE LEGAL COUNSEL AND GENERAL LEGAL AFFAIRS SERVICE (SELECTED INDICATORS)
Description |
1996-97 |
1998-99 |
Technical functions | ||
Meetings attended for liaison on international conventions |
55 |
34 |
Basic texts prepared or amended for conventions where the Director-General exercises depositary functions |
29 |
16 |
Services of instruments which are deposited with FAO |
36 |
33 |
Administrative functions | ||
Written legal opinions (including e-mail) |
2 478 |
2 971 |
Appeals/submissions prepared for the Director-General, the Appeals Committee (in collaboration with AFP) and the ILO and UN Administrative Tribunals |
237 |
168 |
Interventions for legal proceedings involving the Organization |
25 |
73 |
102. OCD responsibility under this programme is to ensure coordination of operational activities between Headquarters and decentralized offices. Other OCD activities are reported under Major Programme 3.4 and Programmes 1.3.2 and 3.5.3.
103. Regional Offices had assumed increased responsibility for the field programme, supported by Sub-regional Offices. The working arrangements established in the Circular on Responsibilities and Relationships: FAO Headquarters and Decentralized Offices were revised and updated on the basis of experience. The OCD Bulletin is issued quarterly in electronic form and hard copy.
104. The Small-Scale Facility for FAO Representatives was an innovation allowing them to respond promptly to short-term technical needs through the use of local consultants. Biannual management letters were introduced to provide FAORs with the Organization's views on office performance and achievements. The letters are well received by FAORs as a useful source of guidance and feedback.
Regular Programme |
US$000 | |
Programme of Work |
12,204 | |
Budgetary Transfers |
(650) | |
Final Programme of Work |
11,554 | |
Expenditure |
11,264 | |
(Over)/Under Spending, US$ '000 |
290 | |
(Over)/Under Spending, % |
3% | |
Field Programme |
US$000 | |
Extra-Budgetary TF and UNDP Delivery |
896 | |
Extra-Budgetary Emergency Project Delivery |
0 | |
TCP Delivery |
0 | |
Total Field Programme Delivery |
896 | |
Ratio of Field to Regular Programme |
0.1 | |
Technical Support Services, Prof. Staff Cost |
3 | |
Technical Support Services, % of delivery |
0% |
105. The programme, implemented by the Office of the Special Advisers to the Director-General (SAD), comprises promotion of World Food Summit Follow-up and the Unit for Relations with the United Nations System (SADN).
106. SADN has remained small, with one P-5 Officer. In September 1998, an associate professional officer (APO) joined the unit on a two-year fixed-term contract until September 2000.
107. SADN prepares and supports FAO participation in the UN coordination mechanism, the Administrative Committee on Coordination (ACC), which groups executive heads of the UN system and its subsidiary machinery. The unit continues to represent FAO at the Organizational Committee (OC) and the ACC's Sherpa group; it also advises on positions to be taken within ACC subsidiary bodies. During the biennium, handling of ACC-related requests remained a major part of SADN's output, reflecting recognition by UN organizations and member nations of ACC's role as the mechanism for inter-secretariat coordination within the UN.
108. Numerous requests were handled by SADN. External requests were for information and input to UN system reports and exercises, originating from other UN organizations. Internal requests were for policy advice related to FAO activities coordinated with other UN organizations, originating from FAO units. These covered a range of topics of interest to the Organization, including UN reform, sustainable development and the Millennium Summit. The unit coordinated visits to FAO by executive heads and senior officers from other UN organizations.
109. The unit facilitates and coordinates FAO representation at external meetings called by UN organizations, with a view to implementing FAO policy regarding attendance at external UN meetings, thus ensuring optimal use of travel funds.
110. UN documentation continues to be received, distributed and stored in the Documents and Reference Centre in SADN. Since May 1999, with the advent of the UN Optical Disk System, UN documents relevant to FAO are downloaded electronically and forwarded by e-mail to FAO focal points. Since May 1999, 953 documents have been electronically downloaded and distributed. About 5 200 UN documents, including hard copies, were received during the biennium. UN-related news items from UN Web, UN Wire and other sources are screened and those of interest to FAO are circulated daily to relevant staff. Approximately 150 news items are distributed per month.
TABLE 1.3-1: UN DOCUMENTATION AND MEETINGS REQUESTS
Description |
1996-97 |
1998-99 |
External | ||
ACC |
173 |
242 |
ECOSOC and General Assembly |
70 |
98 |
Various UN |
254 |
351 |
Internal | ||
Policy advice |
n.a.* |
117 |
Administrative |
86 |
103 |
UN Meetings | ||
No of invitations received |
1 066 |
973 |
No of invitations attended |
578 |
623 |
UN Documentation | ||
No of documents received, distributed throughout FAO, and stored |
5 200 |
5 200 |
UN news items electronically retrieved and distributed within FAO |
n.a.* |
3 700 |
*Data collection commenced in 1998-99
111. The Liaison Offices for the European Union and Belgium (LOBR) in Brussels, for North America (LOWA) in Washington DC and for Japan (LOJA) in Yokohama facilitate exchange of information between governments and FAO, while the Liaison Offices with the United Nations in New York (LONY) and in Geneva (LOGE), maintained contacts with organizations and institutions associated with the UN. The Liaison Offices provide information on policy development which is of interest to the Organization and support working groups and committees through secretariat services and administrative functions. These activities are summarized in biannual reports.