FAO Circular on Responsibilities and Relationships

15 April 2011

2. Principles for headquarters-DO collaboration

4.1 Reporting Lines (Hierarchical Relationships)

4.2 Functional Relationships

4.3 Networking Arrangements

4.4 Functional Technical Networks (FTNs)

5. Relationships at country, subregional and regional level

5.1 Country Level

5.2 Relationships within the Subregions

5.3 Relationships at Regional Level

6. Mechanisms for obtaining guidance on responsibilities and relationships

Annex 1: Possible Template for a Corporate FTN Agreement

Annex 2: List of Abbreviations

Annex 3: DGB 2010/04

Annex 4: Circular OCD/2002/25

1 Introduction

1) This Circular provides corporate guidance on the application of DGB 2010/04 (see Annex 3) which sets out the primary reporting lines [1] for Decentralized Offices (DOs). In Section 2, it proposes some general principles for Functioning as One between headquarters and DOs, as well as among DOs. In section 3, it reviews the responsibilities of senior managers applicable after the IPA reform. In section 4, it elaborates the concept of functional relationships, the related networking arrangements, and the principles and procedures applying to Functional Technical Networks (FTNs). In Section 5, it outlines the application of these general responsibilities and relationships at the country, subregional, regional and global/corporate levels. Section 6 describes mechanisms whereby emerging issues regarding responsibilities and relationships can be identified and addressed in a timely manner.

2) FAO, functioning as one, with DOs as an integral part of the Organization, is a worldwide provider of high quality policy advice, information, support for capacity development (CD) and technical assistance for food and agriculture. Headquarters units, building on inputs from DOs, will take the lead on: servicing the collective needs of FAO’s Members; consensus building on global issues; contributing to global policy and regulatory frameworks; and coordinating the sharing and disseminating of information and knowledge between locations. On the other hand, DOs in collaboration with headquarters units, will take the lead on mobilizing the knowledge and resources of FAO and its partners to help Members address their priorities and develop their capacities at country and (sub)regional levels. The DOs lead FAO’s engagement in long-term Member-led processes to enhance capacity in technical and policy areas, in implementation of programmes and projects, in knowledge management, and in partnering. In addressing CD issues they assist their counterparts in considering necessary actions in the enabling environment (policies), organizations and individuals (human resources development) in an integrated way.

3) While this Circular aims to provide overall guidance and principles regarding relationships between headquarters and DOs, other units may wish to prepare more specific procedural documents, consistent with this Circular, on how staff in headquarters and DOs will work together in their areas of expertise. As in the past, this Circular will be periodically updated to reflect evolving reform and lessons learned on responsibilities and relationships.

2 Principles for headquarters-DO collaboration

4) The following principles provide the general framework for collaboration between headquarters and DOs in FAO:

FAO’s Corporate Policies, Standards and Procedures (CPSPs), [2] once approved by Senior Management, apply equally to headquarters units and DOs.
The CPSPs reflect the needs of FAO’s Membership and are built on the knowledge, experience and perspectives of both DOs and headquarters units.
Headquarters units and DOs support each other, as equals, in the performance of their different but complementary functions;
FAO pursues a strong and responsive country-office-centered network that provides timely and effective services by drawing on the full range of technical expertise in FAO, its Members and Partners.

3 Overall Responsibilities

5) FAO has an approved corporate Strategic Framework (SF) through which it pursues the achievement of corporate Organizational Results (ORs) with a view to helping the Membership achieve Strategic/Functional Objectives. The responsibilities of Heads of headquarters units and DOs, exercised in the context of the preparation, implementation, monitoring and reporting of FAO’s Medium-term Plan ( MTP ) and Programme of Work and Budget (PWB), are summarized below.

6) The Director-General and the Deputy Directors-General assure, assisted by their supporting Offices^{^[3]}, the corporate enabling environment for FAO’s contribution to Strategic/Functional Objectives agreed by the Membership, and the underlying (sub)regional and country priorities. They decide on the adoption of FAO’s CPSPs.

7) Headquarters Assistant Directors-General (ADGs) and Division Directors (DDs) assure the enabling environment for the planning, implementation, monitoring and reporting of FAO’s response to the priorities agreed by FAO’s membership. They mobilize the financial, knowledge and other resources of FAO and its partners in support of agreed Strategic and Functional Objectives. They propose, provide guidance on – build internal capacities for and ensure adherence to – CPSPs in their mandated areas, in close collaboration with ADG/Regional Representatives (ADG/RRs). They lead the programming and budgeting process for their mandated areas. They enrich, manage, share, exchange and disseminate technical information and knowledge in their technical areas at the global and inter-regional level. Their units, and the projects for which these units are budget holders, provide technical, policy and other CD support within the broad context of strengthening national, subregional and regional partners for achieving Internationally Agreed Development Goals (IADGs) including the Millennium Development Goals (MDGs).

8) ADG/RRs assure the enabling environment for the planning, implementation, monitoring and reporting of FAO’s response to the regional priorities of FAO’s Membership. They mobilize the financial, knowledge and other resources of FAO and its partners in support of actions arising from regional priorities and the development of capacities in the region. They supervise the DOs (with the exception of Liaison Offices (LOs)) in their region. They contribute regional perspectives and lessons learned from experience to corporate decision making. They provide guidance on – build internal capacities for and ensure adherence to – CPSPs and compatible region-specific policies, standards and procedures by FAO staff in their region in close collaboration with HQ/ADGs and DDs. They form and lead the: i.) Regional Management Team (RMT), composed of Regional Technical Officers (RTOs), Subregional Coordinators (SRCs) and senior regional project staff (and at the discretion of the ADG/RR, also FAO Representatives (FAOReps) in addressing common managerial and programmatic issues; and ii.) Regional Strategy Team, composed of the RMT and a designated regional representative to each Organization-wide Strategy Team relevant to the region. They lead the regional programming and budget process in their respective regions. They also lead the organization of the Regional Conference, with support from OSD. The Regional Office (RO) and the regional projects provide technical, policy and other CD support in strengthening national, subregional and regional capacities for achieving the IADGs including the MDGs.

9) SRCs assure the enabling environment for the planning and implementation of FAO’s response to the needs and priorities of FAO Members in the subregion. They mobilize the financial, knowledge and other resources of FAO and its partners in support of subregional priorities and the development of capacities in the subregion. They provide, as appropriate, through the ADG/RR, subregional perspectives and lessons learned from experience in discussions on CPSPs and other regional or corporate issues. They guide their staff on, build internal capacities for and ensure adherence to CPSPs in their subregions. They lead the subregional multidisciplinary team ( MDT) , composed of Subregional Technical Officers (STOs), FAOReps and senior project staff in the subregion, in addressing common managerial and programmatic issues and in the formulation of subregional priorities. They lead the development of subregional areas of priority action and provide input on subregional priorities to the Regional Strategy Team, in accordance with applicable procedures. The Subregional Office ( SRO) and the subregional projects of which they are budget holders provide technical, policy and other CD support mostly at the country (through the FAORep) and subregional level but may also support FAO’s work at the global and regional levels. The SRO and the subregional projects provide support in technical areas, within the broad context of strengthening national, subregional and regional partners for achieving the IADGs including the MDGs.

10) FAOReps assure the enabling environment for the planning and implementation of FAO’s response to the national priorities of countries to which they are accredited. They mobilize the resources of FAO and its partners in support of actions arising from national priorities and for the development of national capacities. They lead FAO’s engagement in long-term, nationally led processes that aim at enhancing cooperation in technical and policy areas, in implementation of programmes and projects, in knowledge management, and in partnering. In addressing CD issues they assist Governments in considering the enabling environment (policies), organizations and individuals (human resource management issues) in an integrated way. They lead the implementation of FAO programmes in and for the country. They represent, advocate for, and communicate on behalf of FAO with the host government, the UN system in the country, national, bilateral and international organizations and development partners present in the country, the national media and other stakeholders. They provide national perspectives in discussions on subregional, regional or global issues, they provide guidance on, build internal capacities for and ensure adherence to CPSPs by FAO staff in their countries of accreditation. They lead the development of a Country Programming Framework (CPF) identifying the ORs that can contribute most to the country’s priorities, and they mobilize resources for FAO’s work in and for the country, and plan and report on their work plans in accordance with corporate guidelines. They supervise the staff of the development projects of which they are budget holder. They mobilize technical, policy and other CD support for projects, on a first port-of-call basis, from the subregional MDT or, if the required expertise is not available there, from the RO or headquarters.

11) Directors of LOs assure the enabling environment for FAO’s collaboration with the organizations or countries to which they are accredited.

12) Strategy Team Leaders, under the guidance of the concerned Lead ADGs, lead the organization-wide processes of formulation, planning, monitoring, reporting of – and risk management related to – Strategic/Functional Objectives in accordance with the accountability framework for the new FAO results hierarchy.

4 Main Relationships

4.1 Reporting Lines (Hierarchical Relationships)

13) The primary corporate reporting relationships are described in detail in DGB 2010/04 and the Field Programme Manual. In the context of the general responsibilities, described in Section 3, these relationships can be illustrated as follows:

Officer	Primary Reporting Line to
Deputy Directors-General, Directeur de Cabinet, Director OCE, Director OSP (special arrangements apply to OED, AUD , LEG )	Director-General
ADGs of TC and CS, ADG/RRs, Chief Information Officer (CIO), Director OSD	Deputy Director General – Operations (DDGO)
ADGs of AG, ES, FI, FO, NR, Director OEK	Deputy Director General – Knowledge (DDGK)
SRCs, FAOReps	ADG/RR
Directors LOB, LOJ, LOW	Director OSD
Directors LON, LOG	Director OCE
Staff in DOs (with the exception of CIO staff and auditors)	Concerned Head of DO
Staff at headquarters	Concerned HQ/ADG or DD
Staff on Inter-regional, global projects	Concerned HQ/ADG or DD
Staff on Regional Development projects	ADG/RR
Staff on Subregional Development projects	SRC
Staff on National Development projects	FAORep
Staff on Emergency Projects	TCE Emergency and Rehabilitation Coordinator (ERC) reporting to the Director, TCE and, where there is none, the FAORep as representative of the Director, TCE

4.2 Functional Relationships

14) Communication and knowledge exchange between FAO staff is not limited to primary reporting relationships. A ‘Functional Relationship’ applies between an officer and the office/unit that is responsible for overseeing the application of CPSPs in the officer’s area of expertise. For example, an Administrative Officer in a SRO (with primary reporting line to the SRC) will have a functional relationship with the Finance Division on the application of corporate accounting standards. An officer may have multiple functional relationships. Where information exchange is necessary to assure application of CPSPs but there is no primary reporting relationship, headquarters units and DOs rely on functional relationships to coordinate among them (and, where necessary, also with external partners).

15) Officers from DOs and headquarters units are expected to communicate directly and regularly to ensure the exchange of knowledge/information, including best practices and lessons learned, required to assure the quality and productivity of FAO’s work and the application of its CPSPs in the context of evolving local/global situations, priorities and perceptions, etc. This communication is without prejudice to the authority of the hierarchical supervisor who continues to set priorities, and decides on assignments for the officers in his/her primary reporting line. Similar direct communication is also expected, as necessary, between officers from different DOs, as well as officers from different headquarters units.

16) Functional relationships support essential information and knowledge exchange that help FAO to: (i) safeguard the quality of its technical, operational and administrative processes; (ii) source technical knowledge of FAO staff or partners for use elsewhere; (iii) coherently apply CPSPs; and (iv) achieve agreed ORs.

4.3 Networking Arrangements

17) Functional Relationships are often structured into networking arrangements that may be informal or formal. The formal ones may be agreed within the limited context of particular (set of) units (e.g. working groups) or they may be “corporate” in nature if Senior Management decides that they should apply on an organization-wide basis (see next section on Functional Technical Networks). They can deal with technical, operational or administrative issues.

18) Networking arrangements generally consist of:

Internal communities of practice i.e. groups of staff / focal points at different geographical locations with: (i) a common interest, a joint agenda or common task; (ii) a shared motivation to exchange knowledge; and (iii) a shared sense of belonging;
Technologies that enable effective information / knowledge sharing and exchange between members of the community of practice; and
Community events (meetings, retreats, workshops, videoconferences, etc.) that may or may not require missions/travel.

19) Technologies to support Networks can include internet sites and fora, video conferencing, e-mail, paper-based publications, etc. Websites supporting networking arrangements can include: a common events calendar, reports on the outcome of important meetings, membership directory, mission/vision statements, good practices, guidance documents on, inter alia, approved corporate standards and policies, documentation on evolving country or (sub)regional priorities concerning the discipline, emergency risks and responses, etc. Some of these communication methods (such as virtual work spaces internet fora) may require a staff member to provide the necessary facilitation.

4.4 Functional Technical Networks (FTNs)

20) FTNs are mentioned in DGB 2010/04. Their purpose is to “ensure knowledge exchange and sharing within the Organization between decentralized and headquarters officers” and to “provide quality assurance of technical work and share experience, know-how and best practices among colleagues in order to ensure FAO’s standing as a centre of excellence”. They differ from “normal” networking arrangements, because they have a distinct purpose and because their modi operandi are agreed upon. The spin offs of FTNs are to: (i) support the quality/productivity of FAO’s administrative, operational or technical work through knowledge exchange; (ii) support the engagement and professional growth of the FTNs’ members by providing a platform for sharing experiences and know-how among colleagues; (iii) fulfill the preconditions for the effective application of CPSPs; and (iv) support decision-making on CPSPs by Senior Management and ensure that all relevant information on CPSPs is made available, in a timely manner, to members of the FTN. The purpose, structure and modi operandi of FTNs will be fully described and approved by Senior Management (an example of a corporate FTN agreement is given in Annex 1).

21) The formalization of networking arrangements to become FTNs is considered necessary to:

Provide an agreed framework within which HQ/ADGs, DDs and ADG/RRs can assume their common responsibility for the application of FAO’s CPSPs;
Allow headquarters Divisions to assure the application of CPSPs through focal points and other networking arrangements;
Allow DOs to mobilize, in a structured manner, the technical, operational and administrative assistance they require;
Avoid counterproductive variations in communication/knowledge exchange arrangements between different disciplines and regions;
Assure that all decentralized professionals can turn to at least one FTN to receive and provide backstopping, stimulus for professional growth and exposure to evolving international good practices; and
Support the professional growth of all FAO staff and facilitate staff mobility.

22) An FTN agreement may include (see example in Annex 1):

The purpose of the network (which may include the applicable disciplinary policies or regional/country issues they intend to support);
The responsibilities of the Lead Unit, Lead Officer, and any facilitation arrangements for the FTN ;
The CPSPs supported by the FTN;
Membership criteria for the Community of Practice (only staff or also external experts, membership of (Assistant) FAOReps, only professional or also GS staff, etc);
Budgetary allocations;
The applicable Information and Communications Infrastructure (e-mail, telephone conferencing, videoconferencing, websites and web-based fora, databases, etc.);
Planned shared events as well as their frequency and purpose (especially those that require travel);
Mentoring, briefing and/or on-the-job training arrangement for (newly-recruited) staff;
Responsibilities of the FTN vis-à-vis its members and vice versa;
Arrangements to facilitate application of current HR procedures: e.g. mobility, selection, PEMS, etc.; and
Any other responsibilities of the FTN vis-à-vis its members and vice versa.

23) Decentralized Technical Officers can play an important role in linking FTNs to external networks at (sub)regional or country level thus facilitating the global application of FAO’s policies or regulatory instruments and allowing FAO to learn from good practices in their (sub)region or country. Not all networks in FAO have to be FTNs. Staff members are encouraged to create informal networks for knowledge exchange as necessary. Where appropriate, Divisions / Offices may propose that their FTNs should overlap or coincide with existing networking arrangements (e.g. Strategy Teams, IDWGs). Where necessary FTNs can have subnetworks (e.g. a TC network could include subnetworks on CPFs, operations and policy). Where appropriate, Departments / Offices may propose to link their FTN to external networks.

24) FTNs can be led by staff either at headquarters or in DOs. For example, a headquarters Department may create an FTN to assure effective knowledge exchange, irrespective of location, in its mandated area. Regional Offices may create FTNs to promote specialization and good practices around regional priorities. Details pertaining to the operationalization of FTNs will be further elaborated in consultation with headquarters units and Decentralized Offices.

25) This Circular establishes the corporate principles and procedures for the establishment of FTNs. Their detailed implementation will be decided based on proposals made by Departments / Offices in line with further consultations and guidance.

5 Relationships at country, subregional and regional level

5.1 Country Level

26) The FAORep has overall responsibility for the FAO country development programme and leads FAO’s response to country priorities. All work to be undertaken in a country by any FAO unit needs to be discussed and agreed with the FAORep. The main relationships between FAO staff at the country level are described below:

The primary reporting line of FAOReps is to the ADG/RR who may, when applicable, delegate part of his/her supervisory responsibility to the SRC concerned. FAO Representatives have multiple functional relationships with headquarters units, SRCs and other FAOReps. They participate in FTNs and encourage networking between FAO Representation staff, other FAO staff and/or external stakeholders so as to: (i) facilitate the delivery of country work plans; (ii) assure adherence to CPSPs; (iii) stimulate the exchange of knowledge; and/ or (iv) keep colleagues informed of country priorities, events and circumstances.
The FAORep supervises FAO personnel working in the Representation as well as staff in development projects for which he/she is the budget holder and may delegate supervisory responsibilities to Assistant FAOReps or project managers ( CTA ) as necessary.
Where the FAORep functions in his/her capacity of representative of the Director-General, he/she may also receive directives from the Director-General directly or through the appropriate headquarters Divisions. FAO Representatives may raise issues of exceptional nature directly with the Office of the Director-General, keeping other offices informed as appropriate.
Assistant FAOReps have their primary reporting line to the accredited FAORep.
Subregional Technical Officers are the first port-of-call for technical, policy and other CD support for FAOReps. When necessary expertise is not available in the SRO , FAOReps will seek support, supported by the SRC, from the RO or headquarters.
National ERCs report to TCE and have a functional relationship with the FAORep [4] and, when applicable, with the Regional/Subregional ERC, who guides them on relevant operational policies, standards and procedures. Staff of national emergency projects are in the primary reporting line of the National ERC. Heads of the Country Teams of the Emergency Centre for Transboundary Animal Disease Operations (ECTAD) report to ECTAD Regional/Subregional Managers and have a functional relationship with the FAORep. A description of the relationship between FAOReps and ERCs is provided in Annex 4.

5.2 Relationships within the Subregions

27) The main relationships at the subregional level are described below:

The SRC’s primary reporting line is to the ADG/RR. The SRCs have multiple functional relationships with Heads of headquarters units, staff in ROs, other SRCs and FAOReps. The SRCs encourage the participation of staff in the subregion in FTNs with a view to assuring exchange of knowledge, quality of technical, policy and other CD support services, and the achievement of agreed results.
The SRC collaborates with FAOReps in the identification of subregional priorities and provides functional guidance to all units in FAO on strategies to address those priorities. He/she supervises the programming and implementation of the technical, policy and other CD support provided by STOs and FAOReps to FAO’s projects / programmes at country and subregional level.
The SRC supervises the Professional and General Service staff assigned to the SRO with the exception of CIO staff who have a primary reporting line to the designated Branch Chief in the CIO Division.
A Subregional Management Team ( SMT ) meeting, headed by the SRC and including the FAOReps in the subregion (participating through video or audio conference, as necessary) and any Manager of ECTAD subregional units as well as any subregional ERCs, is organized at least quarterly to review the programmatic and managerial issues arising in the subregion. The SRC will invite other internal and external participants to the SMT as necessary.
The SRC will also closely work with the Regional and Subregional ERCs and with any ECTAD staff to ensure coordination of the work programme and activities. The SRCs facilitate, at subregional level, the mutual alignment of the work between other UN agencies and FAO. Subregional ERCs report to TCE and have a functional relationship with the SRC and with the Regional ERC (if any).
The role of STOs is to catalyse knowledge exchange (of which technical support to programmes and projects is a component) and CD in supporting the achievement of subregional – and where necessary also regional and country – development priorities. They participate in FTNs, especially those operated by the headquarters unit of relevant discipline, and in other external subregional networks. Subject to the agreement of the SRC, STOs may also make contributions to FAO’s global / corporate work.
FAOReps may spend up to 30 percent of their time as members of the MDT . This may imply that they travel to neighbouring countries to provide advice, or that they undertake desk work in favour of other countries / organizations in the subregion. They may also provide technical support (in their respective areas of expertise) to programmes and projects in their countries of accreditation. For knowledge exchange they rely on the headquarters technical Division of relevant discipline, as well as on the related RTOs and STOs.

5.3 Relationships at Regional Level

28) The main relationships at regional level are described below:

The ADG/RR’s primary reporting line is to the DDGO. The ADG/RRs have multiple functional relationships with Heads of headquarters units with whom they collaborate in assuring the effective application of FAO’s CPSPs and in ensuring that FAO’s work in a region makes an optimal contribution to the regional and organization-wide development agenda. They encourage the participation of staff in the region in FTNs with a view to assuring exchange of knowledge, quality of technical, policy and other CD support services, and the achievement of agreed results.
Professional and General Service staff in the ROs have their primary reporting line to the ADG/RR with the exception of CIO and AUD staff who have a primary reporting line to the designated Branch Chief in CIO Division and the Inspector-General respectively. Professional Officers in the RO maintain multiple functional relationships with units at headquarters (especially with the Division of relevant discipline) so as to effectively contribute to the development and application of FAO’s CPSP in their area of responsibility. The ADG/RRs facilitate, at regional level, the mutual alignment of work between other UN agencies and FAO.
An RMT meeting, headed by the ADG/RR and including the SRCs in the region (participating through video or audio conference, as necessary) as well as any Regional ERCs, is organized at least quarterly to review the programmatic and managerial issues arising in the region. The ADG/RR will invite other internal and external participants to the RMT as necessary.
The role of RTOs is to catalyse knowledge exchange (of which technical support to programmes and projects is a component) and CD in supporting the achievement of regional and, where necessary, also subregional and country development priorities. They participate in or lead FTNs of relevant discipline, and other external regional networks. The RTOs may also make contributions to work outside the region upon request of a headquarters unit or ADG/RR addressed to the supervising ADG/RR and subject to the latter’s concurrence.
When several officers, with expertise areas linked to the same Department, work in an RO, the Department and ADG/RR concerned may jointly designate, if necessary, a Technical Department Group Leader (TDGL). Technical Department Group Leaders may perform, in addition to their normal technical tasks, some coordination activities regarding, inter alia: (i) the activities and programme of work of the RO officers, relevant to the Department; and (ii) coordination activities regarding the FTN . The content and scope of these coordination activities are jointly defined, on a case-by-case basis, by the Department concerned and the ADG/RR. The ADG/RR may also put in place collaborative mechanisms to ensure multi-disciplinary collaboration between Professional Officers in different technical disciplines.
Regional ERCs report to TCE and have a functional relationship with the ADG/RR with a view to ensuring coordination at regional level. The ECTAD Regional Manager reports to the Chief Veterinary Officer and has functional relationship with the ADG/RR.
Units involved in the preparation or resource mobilization for inter-regional projects and budgetholders of inter-regional projects (usually located at headquarters) keep the concerned ADG/RRs (and where appropriate also concerned SRCs or FAOReps) informed of impending project approvals, project workplans and expected missions.

6 Mechanisms for obtaining guidance on responsibilities and relationships

29) As not all circumstances can be foreseen, clarifications regarding the application of this Circular may be necessary. Guidance should be sought in the first instance from the FTN documentation and the officers in charge of leading the FTN . Where issues cannot be resolved within an FTN , OSD can be approached for providing clarifications in consultation with the concerned units at headquarters and in the field, and also, as necessary, in consultation with Senior Management.

30) This Circular is a “living” document and could be revised over time based on perceived need.

Annex 1: Possible Template for a Corporate FTN Agreement

Required Info	Explanation	Examples
Purpose of the FTN	Raison d’être of the network.	1. To support professional growth of persons working in Forestry. 2. To assure global uniform application of treaties on pesticides.
Responsible Unit, Officer and arrangements for network functioning	Which unit and officer has the ultimate formal responsibility for the network? What arrangements, facilitation, maintenance functions, will be put in place to ensure the network’s functioning?	1. X is responsible for the effective functioning of the network. 2. Participation in the network is expected to require … % of staff time of Senior Field Programme Officer, ... % of staff time of NPO Field programme management officers, …% of headquarters staff, etc.
Corporate Policies, Standards and Procedures	Overview of the CPSPs supported by the FTN	1. This network will support the Organization-wide application of standards and policies agreed in the IPPC and Rotterdam Convention. 2. This network will support the Organization-wide application of FAO administrative and procurement policies.
Defined Community of Practice	What are the criteria for network membership?	1. Network applies to professional staff and consultants on the RP and in projects dealing with… 2. Includes all professional and GS staff on projects and RP, consultants, (Assistant) FAOReps, retirees dealing with accounting. Heads of DOs will nominate the staff member to be included.
Budgetary Allocations	Allocations made in the regular and project budgets to support the functioning of the Network	1. A lead unit could make provision for the development / maintenance of a web site, certain meetings and ask its members to make a provision in their travel budget to attend a large yearly or biennial event
ICT tools in use + decentralized staff time required	What Websites, corporate systems, audio/videoconference, e-mail, telephone, etc. will be used? Is there an expectation that decentralized staff have to spend time on data-input or meetings, e-mailing, etc?	1. Website, regular e-mail exchange, telephone contact. Will require … min of time of professionals per month. 2. Only e-mail. Time to be devoted by decentralized officers is negligible.
Planned shared Events (frequency, funding arrangements, etc.)	What face to face meetings, trainings, workshops, etc. are foreseen? Will they require travel? How will they be funded?	1. Biennial meeting of all Forestry Officers back-to-back with COFO. Each officer to fund attendance from his/her own non-staff resources. 2. Six-monthly meetings. Attendance funded centrally by the parent unit.
Mentoring and briefing arrangements	What are the mentoring, on-the-job-training and briefing arrangements for (newly- recruited) staff?	1. Newly recruited decentralized staff will spend one week at HQ for briefing on corporate policies 2. Newly recruited staff in DOs will be assigned a headquarters mentor who will provide on-the-job briefing by telephone and e-mail. 3. All new staff will be given a manual on corporate policies.
Application of current HR procedures	What arrangements do you foresee to facilitate application of current HR procedures: e.g. mobility, selection, PEMS panels etc?	1. FTN members are encouraged to select at least one of their PEMS multi-raters from within the FTN .
Collaborative Arrangements	Arrangements for collaboration between officers at HQ, RO and SROs and/or in projects	1.The Technical Department Group Leader in the RO will serve as a reference point and departmental coordinator for FTN members in the regions. 2. Officers in the SRO work independently from Officers in the RO.
Other responsibilities	Any other responsibilities of the FTN vis-à-vis its members and vice versa, that should be included in this document.	1. The unit and officer responsible for the FTN will assure, with the assistance of the respective heads of DOs: a) the effective application of corporate policies; b) that the FTN community of practice stays apprised of evolving international best practices.

Annex 2: List of Abbreviations

ADG/RR	Assistant Director-General/Regional Representative
CD	Capacity Development
CIO	Chief Information Officer Division
CPF	Country Programming Framework (previously NMTPF)
CPSP	An FAO Corporate Policy, Standard or Procedure
DD	Division Director
DDGK	Deputy Director-General – Knowledge
DDGO	Deputy Director-General – Operations
DO	Decentralized Office, i.e. Regional Office, Subregional Office, Liaison Office or FAO Representation
ECTAD	FAO Emergency Centre for Transboundary Animal Disease Operations
ERC	Emergency and Rehabilitation Coordinator
FAOR	FAO Representation
FAORep	FAO Representative
FTN	Functional Technical Network
HQ/ADG	Assistant Director-General / Head of a headquarters Department
IADGs	Internationally Agreed Development Goals
ICT	Information and Communications Technology
LO	Liaison Office
MDGs	Millennium Development Goals
MDT	Subregional Multidisciplinary Team composed of the SRC, STOs, FAOReps and Senior Project Staff including Subregional ECTAD managers and Subregional Emergency Coordinators
MTP	Medium-term Plan
OR	Organizational Result
PWB	Programme of Work and Budget
RMT	Regional Management Team
RO	Regional Office
RTO	Technical Officer assigned to a Regional Office
SF	Strategic Framework
SMT	Subregional Management Team
SRC	Subregional Coordinator, in the case of SAP Subregional Representative and in the cases of SLS and SNO Head Multidisciplinary Team
SRO	Subregional Office (in the case of SLS and SNO, Multidisciplinary Team)
SSC	Shared Services Centre
STO	Technical Officer assigned to a Subregional Office or (in the case of SLS and SNO) a Multidisciplinary Team
TDGL	Technical Department Group Leader

Annex 3: DGB 2010/04

Date: 18 February 2010

DECENTRALIZED OFFICES – PRIMARY REPORTING LINES

In accordance with actions set out in the Immediate Plan of Action (C 2008/4) and the Report of the CoC- IEE to the FAO Conference on the Immediate Plan of Action for FAO Renewal (C 2009/7), which has been endorsed by the 35^th Conference, the following primary reporting lines will be effective as of 1 January 2010 .

Country Offices

The primary reporting line of FAO Representatives (FAOReps), who are appointed by the Director-General, is to the Assistant Director-General/Regional Representative (ADG/RR). The FAO Reps would also report, as necessary, to the Director-General through the Deputy Director-General/Operations (DDGO) on representational, policy and political matters. As members of the Multidisciplinary Team ( MDT ) at the subregional level, FAOReps will report to the Head of the MDT , on their work as technical officers.
The primary reporting line of all Professional and General Service staff in the FAO Country Offices is to the FAORep. Assistant FAOReps who are in day-to-day charge of country offices in the context of multiple accreditations, have their primary reporting line to the accredited FAORep.

Subregional Offices^{^[5]}

The primary reporting line of the Subregional Coordinator (SRC) is to the ADG/RR.
The primary reporting line of all the Professional and General Service staff in the Subregional Office ( SRO ) is to the SRC^{^[6]}. In addition, the technical officers of the MDT will receive functional guidance from the concerned Technical Division concerned and/or Regional technical officers with respect to their work as technical officers.

Regional Offices

The primary reporting line of ADG/RRs is to the Deputy Director-General (Operations), under the authority of the Director-General.
The primary reporting line of all Professional and General Service staff in the Regional Office is to the ADG/RR². In addition, the Regional technical officers will receive functional guidance from the respective Technical Division concerned with respect to their work as technical officers.

DISTRIBUTION:   Headquarters, Regions, Subregions and Liaison Offices
                              FAORs and Project Managers
                              All Permanent Representatives to FAO

FAOReps and ADG/RRs also function as the representatives of the Director-General to the accredited country or group of countries and to the region. In this capacity, they may receive directives and instructions on representational, policy and other relevant matters directly from the Director-General. These officers may also raise relevant issues of importance directly with the Office of the Director-General, keeping other concerned offices informed as appropriate.

To ensure knowledge exchange and sharing within the Organization, the technical officers at the regional, subregional and country level (FAOReps), within the context of multidisciplinary work, will form, together with the technical officers at headquarters and other regions, functional Technical Networks on specific subjects. These Networks will be under the leadership of the lead technical unit, either in the Technical Division concerned at headquarters or in the Decentralized Offices. The Networks would provide quality assurance of technical work and share experience, know-how and best practices among colleagues in order to ensure FAO’s standing as a centre of excellence.

Jacques Diouf
Director-General

Annex 4: Circular OCD/2002/25

Joint OCD/TCE Guidelines regarding the respective role of the FAO Representative and Emergency Coordinator assigned in the same country

Whenever an Emergency Coordinator (EC) [7] is assigned by TCE in a country where there is an FAO Representative (FAOR), their relations should be governed by the following principles:

The FAOR will be the official spokesperson for the Organization, including on humanitarian and emergency assistance matters. However, this would not hamper the EC from responding to press interviews dealing with his/her specific field of expertise as indicated in the FAO corporate communication policy, while keeping the FAOR informed.
The FAOR will represent the Organization at coordination meetings with UN institutions, donor representatives and/or Government officials. The FAOR will also be responsible for negotiations with donors and government officials on policy issues. When participating in meetings dealing with emergency or humanitarian assistance issues and rehabilitation strategies, the FAOR should be accompanied by the EC who should, on this occasion, act as his/her Adviser. The EC may be delegated by the FAOR to participate on his/her behalf in donor/government meetings relevant to the EC mandate. In this case the EC will report the content of the discussions to the FAOR.
Coordination meetings at working level with NGOs, donor representatives and representatives of UN agencies and government institutions can be organized or attended by the EC and other TCE staff, as appropriate. The EC will inform the FAOR of any issues having policy implications for the FAOR which need follow-up or monitoring by the Organization.
On emergency project operations, the EC should act like any Project Manager or Chief Technical Adviser ( CTA ) and should, therefore, be responsible for the overall emergency programme implementation in the country, keeping the FAOR regularly informed. However, as the FAOR is acting as the disbursing officer, he/she will have to ensure that all emergency operations are being carried out in accordance with the rules and procedures of the Organization. The EC should, therefore, submit appropriate documentation for any disbursement to be undertaken by the FAOR. Likewise, the FAOR will keep the EC informed of any charge effected against the emergency project budget in order to enable the EC to plan the use of available resources.
In cases where the total disbursements to be executed by the FAOR for emergency projects are expected to exceed a threshold of US$500 000 per year, TCE should contribute to the funding of administrative support to the FAOR since the core resources made available by OCD under Major Programme 3.4 are insufficient to cover operations of such a scale. The amount of the contribution will be negotiated on a case-by-case basis between TCE and OCD in close consultation with the FAOR and the EC.

Approved by: Ms. A. Bauer, Director, TCE, and by Mr. T. Tecle, Director, OCD, on 2 December 2002.

Footnotes:

[1] ‘Primary Reporting Line’ is the relationship between an officer and his/her supervisor whereby the supervisor sets the priorities and results to be achieved by the supervisee and the officer is directly accountable for the results achieved. Each officer will have only one primary reporting line.

[2] CPSPs are all policies, procedures and standards approved by Senior Management through, for example, the ELT or the SMM that must be adhered to by headquarters and DOs.

[3] Cabinet, OCE, OEK, OSD and OSP. Special arrangements apply to OED, AUD and LEG .

[4] Circular OCD/2002/25 of 10 December 2002 entitled “Joint OCD/TCE Guidelines regarding the respective role of the FAO Representative and Emergency Coordinator assigned in the same country” refers (see Annex 4).

[5] The same arrangements apply to the MDTs co-located with Regional Offices which are headed by a Deputy Regional Representative/Head of MDT .

[6] These arrangements do not apply to the internationally recruited information technology staff in SROs and ROs who are out posted from the Chief Information Officer (CIO) Division – their primary reporting line would be to the CIO Division. Similarly, the Regional Auditors, out posted from the Inspector General’s Office, will report to the Inspector-General.

[7] Emergency Coordinators (ECs) are now referred to as Emergency and Rehabilitation Coordinators (ERCs).

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