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Book (stand-alone)FAO Decentralized Offices - Where Knowledge Becomes Action 2009Since 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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Book (stand-alone)FAO Decentralized Offices: Where Knowledge becomes Action 2015Since 2012, the Food and Agriculture Organization of the United Nations (FAO) has embarked on an initiative to strengthen the decentralization process, aimed at bringing FAO closer to its Members. This has 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 reform within FAO to enhance the Organization’s role as a centre o f excellence and better define its work programme and responsibilities in support of FAO’s mandate. The aim of FAO’s decentralization strategy is 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 governments and international financing 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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BookletFAO Decentralized Offices: where knowledge becomes action 2017Decentralization and the Decentralized Office (DO) network have received increased attention over the past years. The DO network is continuously evolving, and new modalities are being devised to enhance the impact of the Organization’s work at the country level and prioritize member countries’ needs. FAO is currently present in 152 countries where it operates through different kinds of office and representation arrangements.
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