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Book (stand-alone)Decentralization and local capacity: Some thoughts on a controversial relationship 1997
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No results found.This note seeks to present some basic premises and hypotheses for discussion regarding the relationship between policies of state decentralization and the development --or existence-- of the local capacity required to implement such policies. -
DocumentDecentralization and rural development: FAO's experiences 1997
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No results found.The present report commences by presenting a study carried out by FAO on the risks associated with processes of decentralization. An account is then provided of the valuable knowledge-base and experience which FAO has built up, which places it in a position to propose appropriate ways of responding to such risks. Identification of the latter and of FAO's valuable advantages makes it possible, finally, to put forward a decentralization model based on a methodology of regionalization and different iation and three associated policies: information, training and organization. -
Book (stand-alone)FAO Decentralized Offices - Where Knowledge Becomes Action 2011Since 2006, the Food and Agriculture Organization of the United Nations (FAO) has embarked on a major strengthening of the decentralization process, aimed at bringing FAO closer to its Members. This entailed not only a more decentralized structure, but also a new management approach with increased delegation of authority and an environment that encourages staff creativity and initiative. Decentralization is part of a wider reorganization of FAO to strengthen its role as a centre of excellence and better defi ne its work programme and responsibilities in support of sustainable agricultural development. FAO decentralization strategy aims to improve the effectiveness of the Organization’s work at the country, subregional and regional levels. At country level, this is achieved through direct interaction with national authorities and better coordination of activities within the United Nations Country Team (UNCT), as well as with local representatives of donor gover nments and international fi nancing institutions. Being close to the stakeholders, NGOs, civil society and private sector, also offers better opportunities for national capacity building as well as the use of local expertise.
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