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Transformative partnerships guidance

How transformative partnerships can help FAO to better deliver its strategic objectives








FAO. 2023. Transformative partnerships guidance How transformative partnerships can help FAO to better deliver its strategic objectives. Rome.



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    Booklet
    Partnerships with non-state actors at FAO: Progress report 2022 2023
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    This annual report presents the Food and Agriculture Organization of the United Nations (FAO)'s accomplishments in engaging with non-state actors (NSAs) during 2022, in alignment with the FAO Strategic Framework 2022–2031. The report highlights FAO's efforts to revitalize its approach to support the 2030 Agenda by fostering more efficient, inclusive, resilient and sustainable agrifood systems. It underscores the interconnectedness of economic, social and environmental dimensions within agrifood systems and how FAO's work directly contributes to the Sustainable Development Goals (SDGs), including SDG 1, SDG 2 and SDG 10. The report introduces the concept of transformative partnerships and its integration into FAO's partnership development and assessment processes, leading to improved monitoring of partnership impacts. Overall, it illustrates how transformative NSA partnerships enhance FAO's mission and bring them closer to their collective vision of a hunger-free world.
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    Book (series)
    Evaluation of FAO’s support to climate action (SDG 13) and the implementation of the FAO Strategy on Climate Change (2017) 2021
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    This evaluation assesses the extent to which FAO adopted an effective, coherent and transformative approach to its work on climate action from 2015 to 2020, by contributing to the achievement of SDG 13 targets and the Paris Agreement. The methodology included portfolio analysis, quantitative content analysis of over 500 documents, participatory stakeholder workshops, desk reviews, interviews with 488 stakeholders, analysis of key FAO products, 3 global surveys, and 13 country case studies. The evaluation’s findings are (i) FAO’s Strategic Framework is aligned with SDG 13 and the Paris Agreement. However, FAO has not expressed a long-term vision on its leadership role in agriculture for climate action; nor does FAO governance yet reflect a clear and strategic focus on its mission on climate action; (ii) The 2017 Climate Change Strategy has effectively supported FAO’s work, but it is not fully integrated into corporate decision-making; (iii) FAO has made relevant contributions by supporting national capacity building for climate action; (iv) FAO’s contributions to SDG 13 and the uptake of products and tools are not systematically monitored and reported; (v) There is little alignment of portfolios between divisions and no systematic approach to trade-offs. Consequently, the root causes of climate change on agriculture are not being addressed in an integrated way; (vi) FAO has strong capacity, but the current business model results in uneven distribution of human and financial resources and in fragmented, short-term projects reach; (vii) FAO contributed to climate adaptation and mitigation by collaborating with Members and other partners, although it has engaged less in innovative partnerships with the private sector, financing institutions and civil society; (viii) FAO has progressed on the inclusion of gender-specific climate action initiatives. The recommendations of the evaluation include developing a corporate narrative on climate change and food systems; formulating a new Climate Change Strategy and action plan; improving the climate change labelling of its project portfolio; mainstreaming climate action into all offices, divisions and levels, and including coordination and guidance to embed procedures in the project cycle, quality assurance and learning mechanisms; adopting a climate action-focused programmatic approach; running an assessment to identify capacity gaps, needs and opportunities and, accordingly, strengthening the capacity of staffing, funding and inter-office communication; enhancing its partnerships and seeking out innovative partnerships; and mainstreaming the core “leave no one behind” by including women, youth, the extreme poor, indigenous peoples and other vulnerable groups.
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    Document
    Synthesis of findings and lessons learnt from the Strategic Objective Evaluations
    Thematic Evaluation Series
    2019
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    Building on the thematic evaluations undertaken by OED in the period 2014-17, this synthesis draws findings and lessons regarding the conceptualization, operationalization and results of the reviewed Strategic Framework. It concluded that the reviewed Strategic Framework is a significant and transformative step towards reorienting and repositioning a 70-year-old organization in a fast-evolving development landscape, to better address the emerging challenges to achieving FAO Members’ global goals and FAO’s vision. The reviewed Strategic Framework has fostered a new, inter-disciplinary way of working in FAO, broken traditional silos and placed new emphasis on partnerships. However, FAO faced several implementation challenges from issues relating to matrix management structure, skills and competencies in new thematic areas, and communication and resource mobilization for the Strategic Objectives, which constrained effectiveness. Looking ahead, the synthesis provides an analysis of the implications of recent global developments, such as the Agenda 2030 - Sustainable Development Goals, Climate Change Agreement and the UN Reform for the development of the next FAO Strategic Framework.

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