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Strategically

Strategically. Mobilizing Resources. Day 2: Session 4 Overview. An analogy…. Overview. The need for a strategic approach The corporate RMMS and subsidiary strategies Designing an RM strategy and Action Plan New tools – the RM Intranet, Website and ADAM. A strategic approach.

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Strategically

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  1. Strategically Mobilizing Resources

  2. Day 2: Session 4Overview

  3. An analogy…

  4. Overview • The need for a strategic approach • The corporate RMMS and subsidiary strategies • Designing an RM strategy and Action Plan • New tools – the RM Intranet, Website and ADAM

  5. A strategic approach

  6. RM – an essential component RM – partnering for funding and in-kind contributions to address Members’ needs Quality programming is a vital prerequisite to attracting resources

  7. 55% of FAO’s resources come from Voluntary/Extrabudgetary Contributions Resource Mobilization is VITAL to FAO!

  8. VC trend and projections Average and 2012/13 Target

  9. FAO’s top resource partners • EU • USA • MUL • Spain • UNOCHA • Japan • UNDP/MDTF • Canada • Italy • GEF/Belgium • UK • Sweden/Germany

  10. Challenges and Opportunities • Ad-hoc approach • Many small, isolated projects • Fragmentation • Economic crisis • Critique of FAO (MAR, MOPAN, AMA) • New resource partners “on the block”

  11. The Resource Mobilization and Management Strategy RMMS

  12. The Corporate RMMS The Strategy aims to achieve adequate, more predictable and sustainable voluntary contributions that fully support the achievement of FAO’s objectivesat the global, regional, subregional and country levels

  13. RMMS – Outcomes Expanding resource partnerships Communicatingpriorities for RM Enhancing RM capacities Effectively manage and report on resources

  14. Guiding Principles All resource mobilization efforts should.... Support FAO’s Strategic Framework and Members’ priorities Comply with FAO’s rules and regulations Are built on trust and mutual accountability Are monitored and accounted for Are coordinated and harmonized Organization-wide

  15. Guiding Principles All resource mobilization efforts should.... Support FAO’s Strategic Framework and Members’ priorities Comply with FAO’s rules and regulations Are built on trust and mutual accountability Are monitored and accounted for Are coordinated and harmonized Organization-wide

  16. Subsidiary RMMS’s • On the map… • Regional level • Subregional level • Country level

  17. IT’S TEAMWORK!

  18. Questions

  19. Designing an RM Strategy and Action Plan

  20. IDENTIFY ENGAGE NEGOTIATE MANAGE & REPORT COMMUNICATE RESULTS 5 practical steps

  21. Preparing the Strategy/Action Plan • Check you are ready to start... is your programme framework (at country level – the CPF) in place? • Strategically position FAO... does FAO have a clear comparative advantage/niche? • Review priorities and the resource requirements... what is realistic? • Analyse the resource environment... who is out there?

  22. Achieving Cont’ • Establish the goal, outcomes, key outputs and guiding principles... is RM considered important to the everyday? • Identify resource partners and match interests to priority areas... find out who is really interested • Develop an Action plan (identify, engage, negotiate, manage and report and communicate results)... get practical and make it your everyday.

  23. Ideas to get started Assign donor focal points within the office team Strengthen a team approach to RM by having regular meetings, information sharing, updating knowledge through training and developing contacts Consult the corporate RM intranet for updates on corporate guidelines and opportunities in RM Integrate RM activities into the Office’s work plan

  24. Group Work :Review the RM templates

  25. Incorporate overview of table titles

  26. New tools • RM Guide and Intranet • Website • ADAM

  27. Assessing the RM Environment

  28. Day 3: Session 2 b

  29. Insert slides related to RM envt … from Jordan

  30. Engaging Resource Partners

  31. Day 3: Session 3

  32. Round Table: • EU • Emergency funds • GEF • Host Govt and IFIs Private Sector • UNJPs/MUL

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