During the CPF formulation process, it is necessary that major stakeholders are involved through a systematic dialogue. This will create not only ownership but completeness and usefulness of the framework once completed. Table 3 outlines major stakeholders and their roles in the framework formulation process.
Table 3 Major stakeholders and their roles in CPF formulation process
-
Main Stakeholders
|
Role of stakeholder in CPF formulation process
|
Person/ Office responsible
|
FAO representation
|
The AFAOR-P is the representation focal point for all programme activities in the country. The primary role will be the coordination of national stakeholders and ensuring that the CPF conforms to FAO principles & standards. The communication and approval will also be coordinated here.
|
FAOR representative & the Assistant FAO Representative (P)
|
FAO Sub-regional office for Southern Africa (SFS)
|
The sub-regional office houses the multi-disciplinary team and generally provides technical backstopping activities and policy support to the CPF process. This will be key since, there are no FAO technical expertise positions within the country. They may also advice on resource mobilization opportunities and implementation.
|
The SRC & the Multi-Disciplinary Team (MDT)
|
FAO Regional office for Africa (RAF)
|
The role here is on validation and endorsement and incorporation of a regional perspective. This includes outlining regional priorities and capabilities.
|
The ADG/RR in consultation with the CPF focal point at the Regional Office for Africa.
|
FAO Technical Divisions at Headquarters
|
FAO technical divisions provide focal points with a mechanism to consult to ensure a systematic engagement and communication between country offices and the technical divisions.
|
Designated CPF focal points within FAO Technical Divisions
|
Government of Botswana
|
The GoB appoints a focal point to serve as the CPF national coordinator. The enables the CPF to be aligned to national development programmes and national MDG targets. After satisfying the national requirements, a validation and endorsement by GoB will be carried out.
|
Ministry of Agriculture and Ministry of Finance & Development Planning
|
Non-governmental Organizations
|
The role of these is on ensuring that the CPF is relevant, sustainable and contributes to agreed priorities.
|
Leadership of Private Sector, Civil Organizations & Community Based Organizations.
| 6 IMPLEMENTATION STRATEGY 6.1 CPF objectives
The purpose of the CPF implementation strategy is to facilitate the successful implementation of the framework using the appropriate consultative mechanism. The specific objectives of the strategy will include the following:
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To provide timeous timely information to stakeholders for CPF advocacy.
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To provide synergy to the CPF team through effective communication methods.
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To create awareness of CPF activities and monitor impact and effectiveness.
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To generate and maintain stakeholder interest and allow for constant feedback.
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To manage stakeholder expectations and ensure sustainability.
In order to meet the above stated objectives, several methodologies may have to be followed. For improved chances of success, it is necessary to keep CPF very visible. Presentations at pre-scheduled meetings, group discussions, newsletter publications and social media should be fully utilized.
6.2 CPF Budget & Sources of Funding
The UN areas of collaboration with GoB are adequately described in the UNDAF 2010-2016, which is also aligned with national priorities for NDP10. The only other thing which may have to be done is to review UNDAF assessing its adequacy in respect to the FAO strategic priority areas. These could be done internally and funding could then be through TCPF. Table 4 shows the estimated resource requirements and their sources. It is expected that funding for these activities will be through TCPF. GoB is expected to provide human resources for implementation of these activities.
Table 4: Estimated resource requirements and their sources in USD
Focus Area
|
Total
|
Year 1
|
Year 2
|
Year 3
|
Year 4
|
Year 5
|
Remarks
|
Poverty Reduction and Improved Food and Nutrition Security
|
1,550,000.00
|
350,000.00
|
350,000.00
|
350,000.00
|
250,000.00
|
250,000.00
|
TCP
|
Enhanced Environmental sustainability and adoption of climate change adaptation and mitigation technologies
|
1,000,000.00
|
250,000.00
|
150,000.00
|
200,000.00
|
200,000.00
|
200,000.00
|
TCP
|
Strengthen institutional capacities for women social empowerment
|
1,550,000.00
|
150,000.00
|
350,000.00
|
350,000.00
|
350,000.00
|
350,000.00
|
TCP
|
Sub-Total
|
4,100,000.00
|
750,000.00
|
715,000.00
|
900,000.00
|
800,000.00
|
800,000.00
|
TCP
|
Contingencies (5%)
|
205,000.00
|
37,500.00
|
35,750.00
|
45,000.00
|
40,000.00
|
40,000.00
|
TCP
|
Grand Total
|
4,305,000.00
|
787,500.00
|
892,500.00
|
945,000.00
|
840,000.00
|
840,000.00
|
TCP
|
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