JIU REPORT ON FAO: AN AGENDA FOR CHANGE

UNCLAS SECTION 01 OF 03 ROME 003230 SIPDIS FROM FODAG STATE FOR IO/S LISA JACOBSON AND IO/EDA WINNICK AND KOTOK USDA/FAS FOR REICH AND HUGHES PARIS FOR UNESCO E.O. 12958: N/A TAGS: AORC KUNR ABUD FAO SUBJECT: JIU REPORT ON FAO: AN AGENDA FOR CHANGE REF: A) ROME 02589, B) ROME 02485, C) ROME 01884 ¶1. SUMMARY. THE UN JOINT INSPECTION UNIT (JIU) REPORT ON "REVIEW OF MANAGEMENT AND ADMINISTRATION IN THE FOOD AND AGRICULTURE ORGANIZATION OF THE UN" CONTAINS A NUMBER OF CRITICAL RECOMMENDATIONS FOR IMPROVEMENT IN THE AREAS OF RESULTS-BASED MANAGEMENT, FIELD OFFICES AND HUMAN RESOURCES MANAGEMENT. WHILE REFLECTING THE MANAGEMENT IMPROVEMENTS THAT THE CURRENT DIRECTOR GENERAL (DG) HAS PUT IN PLACE, THE REPORT SHOWS THAT THE FAO STILL HAS A WAYS TO GO IN THE AREAS IDENTIFIED. FAO MEMBERS HAVE WELCOMED THE REPORT AND REQUESTED THAT FAO MANAGEMENT PREPARE AN IMPLEMENTATION PLAN. OF THE DG'S RESPONSES, HIS UNWILLINGNESS TO IMPROVE THE SELECTION PROCEDURE FOR FAO FIELD REPRESENTATIVES IS THE MOST DISTURBING. MISSION RECOMMENDS THAT THE U.S. CONTINUE TO PRESS THIS ISSUE WITH THE CURRENT DG AND WITH FUTURE CANDIDATES FOR THE POSITION. END SUMMARY. ¶2. THE JIU REPORT ON "REVIEW OF MANAGEMENT AND ADMINISTRATION IN THE FOOD AND AGRICULTURE ORGANIZATION OF THE UN" (JIU/REP/2002/8) CONTAINS A NUMBER OF IMPORTANT RECOMMENDATIONS FOR FAO. THREE ARE ADDRESSED TO THE FAO COUNCIL (SEE PARAS 9-11),AND THE REMAINDER TO THE FAO DG. RECOMMENDATIONS TO THE FAO DIRECTOR GENERAL -------------- ¶3. RECOMMENDATIONS TO THE FAO DG CONCENTRATE ON THREE MAIN AREAS: RESULTS-BASED MANAGEMENT, IMPROVING MANAGEMENT OF FAO FIELD OFFICES AND REFORMING HUMAN RESOURCES MANAGEMENT. RESULTS BASED MANAGEMENT -------------- ¶4. THE JIU RECOMMENDATION REFLECTS THE FACT THAT THE FAO, SINCE THE BEGINNING OF THE CURRENT DG'S FIRST TERM (AND UNDER THE DIRECTION OF BUDGET DIRECTOR TONY WADE), HAS COME A LONG WAY TOWARDS RESULTS-BASED MANAGEMENT. NONETHELESS, THE JIU REPORT RECOMMENDED THAT THE ORGANIZATION CONTINUE TO LINK ACTIVITIES AND OVERALL STRATEGIC OBJECTIVES. WEAKNESSES WERE IDENTIFIED IN MONITORING AND ACCOUNTABILITY OF THE PRIORITY AREAS FOR INTERDISCIPLINARY ACTION (PAIA'S) AND IN TRAINING IN THE NEW PROGRAMMING PROCESSES. THE DG'S RESPONSE STRONGLY SUPPORTED ADDITIONAL TRAINING (RESOURCES PERMITTING); CONCERNING PAIA'S, THE DG'S RESPONSE ON PAIA'S WAS RATHER LUKEWARM, INDICATING SATISFACTION WITH THE CURRENT MECHANISMS FOR MONITORING. FAO FIELD PRESENCE -------------- ¶5. THE JIU RECOMMENDATIONS ON FIELD OFFICES HIGHLIGHTED A NUMBER OF WEAKNESSES THAT USDEL AND OTHER MEMBERS HAVE NOTED IN THE CURRENT FAO SYSTEM. -- REGIONAL AND COUNTRY REPRESENTATIVES AND FAO POLICY: REGIONAL AND COUNTRY REPRESENTATIVES ARE "BALKANIZED:" THEY NEVER MEET AS A GROUP AND ARE OFTEN OUTSIDE OF THE FAO POLICY LOOP. THIS WAS NEVER CLEARER THAN IN THE SUMMER OF 2002, DURING THE SOUTHERN AFRICAN FOOD EMERGENCY, WHEN FAO REGIONAL AND COUNTRY REPRESENTATIVES SPOKE OUT IN UNCOORDINATED WAYS ON THE ISSUE OF BIOTECH- ENGINEERED FOOD AID. THE JIU RECOMMENDED MORE INTERACTION -- BY VIDEO-CONFERENCING, IF NECESSARY -- WITH FAO'S SENIOR MANAGEMENT. THE DG AGREED TO CONSIDER THIS, BUT HIS OVERALL RESPONSE WAS UNENTHUSIASTIC (ARGUING THAT BUDGETS WOULD NOT PERMIT HOLDING PERIODIC MEETINGS OF FAO REPRESENTATIVES AND THAT VIDEO- CONFERENCING WAS EXPENSIVE AND UNWIELDY). -- ACCOUNTABILITY AND MANAGEMENT IN REGIONAL OFFICES: FAO' DECENTRALIZATION AND DEVOLUTION OF RESPONSIBILITY TO FAO COUNTRY OFFICES FROM FAO REGIONAL OFFICES, IMPLEMENTED UNDER THE AEGIS OF THE CURRENT DG (AND SUPPORTED BY FAO MEMBERS) STILL NEEDS WORK. ANECDOTAL EVIDENCE FROM FAO STAFF MEMBERS POSTED IN THE FIELD TO THIS EFFECT IS STRONGLY CORROBORATED IN THE JIU'S RECOMMENDATIONS. IN ADDITION TO GENERAL RECOMMENDATIONS ON ACCOUNTABILITY AND DELEGATION OF AUTHORITY AND RESPONSIBILITY IN FAO REGIONAL OFFICES, THE JIU RECOMMENDED THAT THE "DG URGENTLY UNDERTAKE A REVIEW OF ROME 00003230 001.2 OF 003 STRATION IN THE FOOD AND AGRICULTURE ORGANIZATION OF THE UN" CONTAINS A NUMBER OF CRITICAL RECOMMENDATIONS FOR IMPROVEMENT IN THE AREAS OF RESULTS-BASED MANAGEMENT, FIELD OFFICES AND HUMAN RESOURCES MANAGEMENT. WHILE REFLECTING THE MANAGEMENT IMPROVEMENTS THAT THE CURRENT DIRECTOR GENERAL (DG) HAS PUT IN PLACE, THE REPORT SHOWS THAT THE FAO STILL HAS A WAYS TO GO IN THE AREAS IDENTIFIED. FAO MEMBERS HAVE WELCOMED THE REPORT AND REQUESTED THAT FAO MANAGEMENT PREPARE AN IMPLEMENTATION PLAN. OF THE DG'S RESPONSES, HIS UNWILLINGNESS TO IMPROVE THE SELECTION PROCEDURE FOR FAO FIELD REPRESENTATIVES IS THE MOST DISTURBING. MISSION RECOMMENDS THAT THE U.S. CONTINUE TO PRESS THIS ISSUE WITH THE CURRENT DG AND WITH FUTURE CANDIDATES FOR THE POSITION. END SUMMARY. ¶2. THE JIU REPORT ON "REVIEW OF MANAGEMENT AND ADMINISTRATION IN THE FOOD AND AGRICULTURE ORGANIZATION OF THE UN" (JIU/REP/2002/8) CONTAINS A NUMBER OF IMPORTANT RECOMMENDATIONS FOR FAO. THREE ARE ADDRESSED TO THE FAO COUNCIL (SEE PARAS 9-11),AND THE REMAINDER TO THE FAO DG. RECOMMENDATIONS TO THE FAO DIRECTOR GENERAL -------------- ¶3. RECOMMENDATIONS TO THE FAO DG CONCENTRATE ON THREE MAIN AREAS: RESULTS-BASED MANAGEMENT, IMPROVING MANAGEMENT OF FAO FIELD OFFICES AND REFORMING HUMAN RESOURCES MANAGEMENT. RESULTS BASED MANAGEMENT -------------- ¶4. THE JIU RECOMMENDATION REFLECTS THE FACT THAT THE FAO, SINCE THE BEGINNING OF THE CURRENT DG'S FIRST TERM (AND UNDER THE DIRECTION OF BUDGET DIRECTOR TONY WADE), HAS COME A LONG WAY TOWARDS RESULTS-BASED MANAGEMENT. NONETHELESS, THE JIU REPORT RECOMMENDED THAT THE ORGANIZATION CONTINUE TO LINK ACTIVITIES AND OVERALL STRATEGIC OBJECTIVES. WEAKNESSES WERE IDENTIFIED IN MONITORING AND ACCOUNTABILITY OF THE PRIORITY AREAS FOR INTERDISCIPLINARY ACTION (PAIA'S) AND IN TRAINING IN THE NEW PROGRAMMING PROCESSES. THE DG'S RESPONSE STRONGLY SUPPORTED ADDITIONAL TRAINING (RESOURCES PERMITTING); CONCERNING PAIA'S, THE DG'S RESPONSE ON PAIA'S WAS RATHER LUKEWARM, INDICATING SATISFACTION WITH THE CURRENT MECHANISMS FOR MONITORING. FAO FIELD PRESENCE -------------- ¶5. THE JIU RECOMMENDATIONS ON FIELD OFFICES HIGHLIGHTED A NUMBER OF WEAKNESSES THAT USDEL AND OTHER MEMBERS HAVE NOTED IN THE CURRENT FAO SYSTEM. -- REGIONAL AND COUNTRY REPRESENTATIVES AND FAO POLICY: REGIONAL AND COUNTRY REPRESENTATIVES ARE "BALKANIZED:" THEY NEVER MEET AS A GROUP AND ARE OFTEN OUTSIDE OF THE FAO POLICY LOOP. THIS WAS NEVER CLEARER THAN IN THE SUMMER OF 2002, DURING THE SOUTHERN AFRICAN FOOD EMERGENCY, WHEN FAO REGIONAL AND COUNTRY REPRESENTATIVES SPOKE OUT IN UNCOORDINATED WAYS ON THE ISSUE OF BIOTECH- ENGINEERED FOOD AID. THE JIU RECOMMENDED MORE INTERACTION -- BY VIDEO-CONFERENCING, IF NECESSARY -- WITH FAO'S SENIOR MANAGEMENT. THE DG AGREED TO CONSIDER THIS, BUT HIS OVERALL RESPONSE WAS UNENTHUSIASTIC (ARGUING THAT BUDGETS WOULD NOT PERMIT HOLDING PERIODIC MEETINGS OF FAO REPRESENTATIVES AND THAT VIDEO- CONFERENCING WAS EXPENSIVE AND UNWIELDY). -- ACCOUNTABILITY AND MANAGEMENT IN REGIONAL OFFICES: FAO' DECENTRALIZATION AND DEVOLUTION OF RESPONSIBILITY TO FAO COUNTRY OFFICES FROM FAO REGIONAL OFFICES, IMPLEMENTED UNDER THE AEGIS OF THE CURRENT DG (AND SUPPORTED BY FAO MEMBERS) STILL NEEDS WORK. ANECDOTAL EVIDENCE FROM FAO STAFF MEMBERS POSTED IN THE FIELD TO THIS EFFECT IS STRONGLY CORROBORATED IN THE JIU'S RECOMMENDATIONS. IN ADDITION TO GENERAL RECOMMENDATIONS ON ACCOUNTABILITY AND DELEGATION OF AUTHORITY AND RESPONSIBILITY IN FAO REGIONAL OFFICES, THE JIU RECOMMENDED THAT THE "DG URGENTLY UNDERTAKE A REVIEW OF ROME 00003230 002.1 OF 003 THEM." THE DG'S RESPONSE ENDORSES THE RECOMMENDATION, WHILE NOTING THAT PROGRESS IS ALREADY BEING MADE IN THAT DIRECTION. -- SELECTION OF FAO REPRESENTATIVES: THE FAO FIELD REPRESENTATIVES ARE CHOSEN DIRECTLY BY THE FAO DG. THE QUALITY OF FAO REPRESENTATIVES IS NOTORIOUSLY UNEVEN. THE JIU RECOMMENDED THAT THE POSITIONS BE ADVERTISED AND THAT FAO REPRESENTATIVES BE SELECTED IN AN "OPEN AND FAIR PROCESS." THE FAO DG RESPONDED THAT THE CURRENT SELECTION PROCESS WAS JUSTIFIED, ARGUING THAT THE FAO REPRESENTATIVES WERE "HIS REPRESENTATIVES WITH THE CONCERNED GOVERNMENTS." FAO HUMAN RESOURCE MANAGEMENT -------------- ¶6. REFORM OF MANAGEMENT AND PRACTICES: THE JIU RECOMMENDED THAT THE DG ESTABLISH A TASK FORCES "TO PREPARE A COMPREHENSIVE PLAN OF ACTION FOR THE REFORM OF HUMAN RESOURCES MANAGEMENT POLICIES AND PRACTICES." THE DG AGREED TO ESTABLISH SUCH A TASK FORCE. IT IS OUR UNDERSTANDING THAT THE SECRETARIAT'S COMPREHENSIVE REFORM OF PERSONNEL PRACTICES AND POLICY (AS PREVIOUSLY REPORTED TO THE FINANCE COMMITTEE) WILL BE THE BASIS FOR ONGOING WORK. THE JIU REPORT MAKES CLEAR THAT THE JIU'S PRIMARY CONCERN IS TO ENSURE THAT STAFF REPRESENTATIVES ARE INCLUDED IN THE TASK FORCE, IN ORDER TO HAVE GREATER STAFF BUY-IN TO SUBSEQUENT PERSONNEL REFORMS. ¶7. A MORE FLEXIBLE, DYNAMIC AND RESPONSIVE WORKFORCE: THE JIU RECOMMENDED REDUCING THE NUMBER OF VACANT POSTS, ACCELERATING THE RECRUITMENT PROCESS AND TAKING STEPS TO CREATE A MORE FLEXIBLE, DYNAMIC AND RESPONSIVE WORKFORCE. THE DG RESPONDED NEGATIVELY TO MOST OF THE RECOMMENDATIONS, ARGUING THAT VACANCIES ALLOW LINE MANAGERS TO MANAGE RESOURCES (WHICH ARE FUNGIBLE BETWEEN SALARY AND NON-SALARY ITEMS) EFFECTIVELY. THE DG ALSO DID NOT SUPPORT ALLOWING REGIONAL OFFICES AUTHORITY TO PROPOSE CANDIDATES FOR POSTS UP TO P-4, ARGUING THAT THE RESPONSIBILITY LIES WITH HEADQUARTERS. FAO COUNTER- ARGUMENTS ON THE WISDOM OF USING CONSULTANTS AND RETIREES AS AN ALTERNATIVE TO STAFF NOTED THAT THERE WERE EXISTING LIMITATIONS ON THE USE OF SUCH CONSULTANTS. AND FINALLY, ON THE RECOMMENDATION ON ESTABLISHING A "MANAGED MOBILITY SYSTEM" THE DG ARGUED THAT "ROTATION POLICY BETWEEN HG AND FIELD" WAS NOT A HIGH PRIORITY AT THE CURRENT TIME. ¶8. IMPROVING THE GENDER BALANCE: THE JIU RECOMMENDED THAT FAO REVISE ITS NEPOTISM POLICY (WHICH CURRENTLY PROHIBITS SPOUSE EMPLOYMENT) AS A MEANS OF IMPROVING GENDER BALANCE. FAO MEMBERS HAVE NOTED REPEATEDLY THAT THIS REVISION IS LONG OVERDUE. WE HAVE BEEN INFORMED THAT THE FINANCE COMMITTEE WILL FINALLY HAVE A CHANCE TO REVIEW THE FAO'S RECOMMENDATIONS ON THIS ISSUE THIS YEAR. RECOMMENDATIONS FOR COUNCIL -------------- ¶9. CAPITAL BUDGETING: THE JIU RECOMMENDED THAT COUNCIL ENDORSE THE INTRODUCTION OF CAPITAL BUDGETING, "TO ENSURE SUFFICIENT AND STABLE FUNDING FOR THE FURTHER DEVELOPMENT OF CORPORATE ADMINISTRATIVE SYSTEMS." THE FINANCE COMMITTEE HAS THE ITEM UNDER CONSIDERATION. ¶10. CRITERIA FOR COUNTRY OFFICES: THE JIU ALSO RECOMMENDED THAT COUNCIL FORMALLY DEFINE A SET OF OBJECTIVE CRITERIA TO DETERMINE THE NATURE AND EXTENT OF FAO COUNTRY REPRESENTATION, TAKING INTO ACCOUNT THE SPECIFIC NEEDS OF THE COUNTRIES, AS WELL AS THE COST- EFFECTIVENESS OF FAO ACTIVITIES AT THE NATIONAL LEVEL. THE COUNCIL HAS DEBATED THIS QUESTION IN THE CONTEXT OF THE PROGRAM OF WORK AND BUDGET. OVER OECD COUNTRY OBJECTIONS, THE G-77 CONTINUES TO REQUEST ADDITIONAL FAO COUNTRY OFFICES, AND THE DG'S DRAFT PROGRAM OF WORK AND BUDGET HAS ACCOMMODATED THESE REQUESTS (AT THE EXPENSE OF OTHER ACTIVITIES). THE MATTER WILL CONTINUE TO BE DEBATED IN THE UPCOMING 2004-2005 BUDGET CONTEXT. ¶11. LIMITATION OF TERM OF EXTERNAL AUDITOR: UNDER CONSIDERATION BY THE FINANCE COMMITTEE. NEXT STEPS -------------- ROME 00003230 002.2 OF 003 THEM." THE DG'S RESPONSE ENDORSES THE RECOMMENDATION, WHILE NOTING THAT PROGRESS IS ALREADY BEING MADE IN THAT DIRECTION. -- SELECTION OF FAO REPRESENTATIVES: THE FAO FIELD REPRESENTATIVES ARE CHOSEN DIRECTLY BY THE FAO DG. THE QUALITY OF FAO REPRESENTATIVES IS NOTORIOUSLY UNEVEN. THE JIU RECOMMENDED THAT THE POSITIONS BE ADVERTISED AND THAT FAO REPRESENTATIVES BE SELECTED IN AN "OPEN AND FAIR PROCESS." THE FAO DG RESPONDED THAT THE CURRENT SELECTION PROCESS WAS JUSTIFIED, ARGUING THAT THE FAO REPRESENTATIVES WERE "HIS REPRESENTATIVES WITH THE CONCERNED GOVERNMENTS." FAO HUMAN RESOURCE MANAGEMENT -------------- ¶6. REFORM OF MANAGEMENT AND PRACTICES: THE JIU RECOMMENDED THAT THE DG ESTABLISH A TASK FORCES "TO PREPARE A COMPREHENSIVE PLAN OF ACTION FOR THE REFORM OF HUMAN RESOURCES MANAGEMENT POLICIES AND PRACTICES." THE DG AGREED TO ESTABLISH SUCH A TASK FORCE. IT IS OUR UNDERSTANDING THAT THE SECRETARIAT'S COMPREHENSIVE REFORM OF PERSONNEL PRACTICES AND POLICY (AS PREVIOUSLY REPORTED TO THE FINANCE COMMITTEE) WILL BE THE BASIS FOR ONGOING WORK. THE JIU REPORT MAKES CLEAR THAT THE JIU'S PRIMARY CONCERN IS TO ENSURE THAT STAFF REPRESENTATIVES ARE INCLUDED IN THE TASK FORCE, IN ORDER TO HAVE GREATER STAFF BUY-IN TO SUBSEQUENT PERSONNEL REFORMS. ¶7. A MORE FLEXIBLE, DYNAMIC AND RESPONSIVE WORKFORCE: THE JIU RECOMMENDED REDUCING THE NUMBER OF VACANT POSTS, ACCELERATING THE RECRUITMENT PROCESS AND TAKING STEPS TO CREATE A MORE FLEXIBLE, DYNAMIC AND RESPONSIVE WORKFORCE. THE DG RESPONDED NEGATIVELY TO MOST OF THE RECOMMENDATIONS, ARGUING THAT VACANCIES ALLOW LINE MANAGERS TO MANAGE RESOURCES (WHICH ARE FUNGIBLE BETWEEN SALARY AND NON-SALARY ITEMS) EFFECTIVELY. THE DG ALSO DID NOT SUPPORT ALLOWING REGIONAL OFFICES AUTHORITY TO PROPOSE CANDIDATES FOR POSTS UP TO P-4, ARGUING THAT THE RESPONSIBILITY LIES WITH HEADQUARTERS. FAO COUNTER- ARGUMENTS ON THE WISDOM OF USING CONSULTANTS AND RETIREES AS AN ALTERNATIVE TO STAFF NOTED THAT THERE WERE EXISTING LIMITATIONS ON THE USE OF SUCH CONSULTANTS. AND FINALLY, ON THE RECOMMENDATION ON ESTABLISHING A "MANAGED MOBILITY SYSTEM" THE DG ARGUED THAT "ROTATION POLICY BETWEEN HG AND FIELD" WAS NOT A HIGH PRIORITY AT THE CURRENT TIME. ¶8. IMPROVING THE GENDER BALANCE: THE JIU RECOMMENDED THAT FAO REVISE ITS NEPOTISM POLICY (WHICH CURRENTLY PROHIBITS SPOUSE EMPLOYMENT) AS A MEANS OF IMPROVING GENDER BALANCE. FAO MEMBERS HAVE NOTED REPEATEDLY THAT THIS REVISION IS LONG OVERDUE. WE HAVE BEEN INFORMED THAT THE FINANCE COMMITTEE WILL FINALLY HAVE A CHANCE TO REVIEW THE FAO'S RECOMMENDATIONS ON THIS ISSUE THIS YEAR. RECOMMENDATIONS FOR COUNCIL -------------- ¶9. CAPITAL BUDGETING: THE JIU RECOMMENDED THAT COUNCIL ENDORSE THE INTRODUCTION OF CAPITAL BUDGETING, "TO ENSURE SUFFICIENT AND STABLE FUNDING FOR THE FURTHER DEVELOPMENT OF CORPORATE ADMINISTRATIVE SYSTEMS." THE FINANCE COMMITTEE HAS THE ITEM UNDER CONSIDERATION. ¶10. CRITERIA FOR COUNTRY OFFICES: THE JIU ALSO RECOMMENDED THAT COUNCIL FORMALLY DEFINE A SET OF OBJECTIVE CRITERIA TO DETERMINE THE NATURE AND EXTENT OF FAO COUNTRY REPRESENTATION, TAKING INTO ACCOUNT THE SPECIFIC NEEDS OF THE COUNTRIES, AS WELL AS THE COST- EFFECTIVENESS OF FAO ACTIVITIES AT THE NATIONAL LEVEL. THE COUNCIL HAS DEBATED THIS QUESTION IN THE CONTEXT OF THE PROGRAM OF WORK AND BUDGET. OVER OECD COUNTRY OBJECTIONS, THE G-77 CONTINUES TO REQUEST ADDITIONAL FAO COUNTRY OFFICES, AND THE DG'S DRAFT PROGRAM OF WORK AND BUDGET HAS ACCOMMODATED THESE REQUESTS (AT THE EXPENSE OF OTHER ACTIVITIES). THE MATTER WILL CONTINUE TO BE DEBATED IN THE UPCOMING 2004-2005 BUDGET CONTEXT. ¶11. LIMITATION OF TERM OF EXTERNAL AUDITOR: UNDER CONSIDERATION BY THE FINANCE COMMITTEE. NEXT STEPS -------------- ROME 00003230 003.1 OF 003 AO FINANCE AND PROGRAM COMMITTEE (REFTEL A),THE 102ND SESSION OF THE FAO FINANCE COMMITTEE (REFTEL B) AND THE 124TH COUNCIL. THE GENEVA GROUP ALSO DISCUSSED THE JIU REPORT (REFTEL C). ALL OF THESE BODIES WELCOMED THE REPORT AND TOOK THE RECOMMENDATIONS VERY SERIOUSLY. THE JOINT SESSION REQUESTED THAT FAO MANAGEMENT PREPARE A "TIME- BOUND ACTION PLAN WITH ACTION OFFICES INDICATED COVERING ON-GOING OR PLANNED FOLLOW-UP ACTIVITIES." IN ADDITION, SOME ITEMS ARE SPECIFICALLY FOR FAO FINANCE COMMITTEE OR FAO COUNCIL FOLLOW-UP. ¶13. IN INSTANCES WHERE THE FAO HAS DECLINED TO FOLLOW THE JIU RECOMMENDATION, IT FALLS TO FAO MEMBER TO PURSUE THE ISSUE IN THE APPROPRIATE GOVERNING BODIES (GENERALLY THE FINANCE OR PROGRAM COMMITTEE). COMMENT -------------- ¶14. WHILE REFLECTING THE MANAGEMENT IMPROVEMENTS THAT THE CURRENT DIRECTOR GENERAL (DG) HAS PUT IN PLACE, THE REPORT SHOWS THAT THE FAO STILL HAS A WAYS TO GO IN PUTTING INTO PLACE RESULTS-BASED MANAGEMENT AND IMPROVING MANAGEMENT OF HUMAN RESOURCES AND FAO FIELD OFFICES. THE LAST ITEM IS EXTREMELY IMPORTANT: MUCH GREATER ATTENTION NEEDS TO BE GIVEN TO ENSURING THAT FAO COUNTRY AND REGIONAL OFFICES ARE EQUIPPED TO HANDLE THEIR NEW RESPONSIBILITIES. OF THE DG'S RESPONSES, HIS UNWILLINGNESS TO CONSIDER CHANGING THE SELECTION PROCEDURE FOR FAO REPRESENTATIVES IS THE MOST DISTURBING. MISSION RECOMMENDS THAT THE USG CONTINUE TO PRESS THIS CHANGE WITH THE CURRENT DG AND WITH FUTURE CANDIDATES FOR THE POSITION. TAMLYN ROME 00003230 003.2 OF 003 AO FINANCE AND PROGRAM COMMITTEE (REFTEL A),THE 102ND SESSION OF THE FAO FINANCE COMMITTEE (REFTEL B) AND THE 124TH COUNCIL. THE GENEVA GROUP ALSO DISCUSSED THE JIU REPORT (REFTEL C). ALL OF THESE BODIES WELCOMED THE REPORT AND TOOK THE RECOMMENDATIONS VERY SERIOUSLY. THE JOINT SESSION REQUESTED THAT FAO MANAGEMENT PREPARE A "TIME- BOUND ACTION PLAN WITH ACTION OFFICES INDICATED COVERING ON-GOING OR PLANNED FOLLOW-UP ACTIVITIES." IN ADDITION, SOME ITEMS ARE SPECIFICALLY FOR FAO FINANCE COMMITTEE OR FAO COUNCIL FOLLOW-UP. ¶13. IN INSTANCES WHERE THE FAO HAS DECLINED TO FOLLOW THE JIU RECOMMENDATION, IT FALLS TO FAO MEMBER TO PURSUE THE ISSUE IN THE APPROPRIATE GOVERNING BODIES (GENERALLY THE FINANCE OR PROGRAM COMMITTEE). COMMENT -------------- ¶14. WHILE REFLECTING THE MANAGEMENT IMPROVEMENTS THAT THE CURRENT DIRECTOR GENERAL (DG) HAS PUT IN PLACE, THE REPORT SHOWS THAT THE FAO STILL HAS A WAYS TO GO IN PUTTING INTO PLACE RESULTS-BASED MANAGEMENT AND IMPROVING MANAGEMENT OF HUMAN RESOURCES AND FAO FIELD OFFICES. THE LAST ITEM IS EXTREMELY IMPORTANT: MUCH GREATER ATTENTION NEEDS TO BE GIVEN TO ENSURING THAT FAO COUNTRY AND REGIONAL OFFICES ARE EQUIPPED TO HANDLE THEIR NEW RESPONSIBILITIES. OF THE DG'S RESPONSES, HIS UNWILLINGNESS TO CONSIDER CHANGING THE SELECTION PROCEDURE FOR FAO REPRESENTATIVES IS THE MOST DISTURBING. MISSION RECOMMENDS THAT THE USG CONTINUE TO PRESS THIS CHANGE WITH THE CURRENT DG AND WITH FUTURE CANDIDATES FOR THE POSITION. TAMLYN NNNN 2003ROME03230 - Classification: UNCLASSIFIED