Thumbnail Image

Supporting Civil Society Participation in Committee on World Food Security - GCP/GLO/936/GER










Also available in:
No results found.

Related items

Showing items related by metadata.

  • Thumbnail Image
    Book (stand-alone)
    FAO Strategy for Partnerships with Civil Society Organizations 2013
    FAO has been working for many years with hundreds of civil society organizations (NGOs, community-based organizations, professional associations, networks, etc.) in technical work, emergency field operations, training and capacity building, and advocacy of best agricultural practices. Over the past years, civil society organizations (CSOs) have evolved in terms of coordination, structure, outreach, mobilization and advocacy capacity. In this period, FAO has also undergone changes i n management, revised its Strategic Framework and given a new impetus to decentralization. Therefore, a review of the existing 1999 FAO Policy and Strategy for Cooperation with Non-Governmental and Civil Society Organizations was needed. The FAO Strategy for Partnerships with Civil Society considers civil society as those non-state actors that work in the areas related to FAO’s mandate. It does not address partnerships with academia, research institutions or philanthropic found ations, as they will be treated in other FAO documents. Food producers’ organizations, given their specific nature and relevance in relation to FAO’s mandate, will be considered separately. In principle, as they usually are for-profit, they will fall under the FAO Strategy for Partnerships with the Private Sector, unless these organizations state otherwise and comply with the criteria for CSOs. These cases will be addressed individually. The Strategy identifies six areas of colla boration and two levels of interaction with different rationales and modus operandi: global-headquarters and decentralized (regional, national, local). The main focus of this Strategy is in working with civil society at th e decentralized level. In its Reviewed Strategic Framework, FAO has defined five Strategic Objectives to eradicate poverty and food insecurity. To achieve this, the Organization is seeking to expand its collaboration with CSOs committed to these objectives.
  • Thumbnail Image
    Book (series)
    Evaluation of the FAO Strategy for Partnerships with Civil Society Organizations
    Main report
    2020
    Also available in:
    No results found.

    Since the endorsement of the FAO Strategy for Partnerships with Civil Society Organizations in 2013, FAO has promoted more active civil society participation in global policy discussions, regional and national consultations, and international forums, resulting in several formal partnerships agreements being signed. While this is commendable, FAO should more effectively integrate partnership development activities within its programmes and workplans. Most partnership initiatives, particularly at the country level, are not focused on long-term relationship building and are limited in scope and magnitude, due to limited planning, lack of appropriate knowledge management and guidance. FAO should take necessary steps to map and identify potential partners, seek establishment of multi-stakeholder collaboration, and enhance strategy implementation by establishing robust monitoring and knowledge management systems, and streamlining relevant procedures and approaches for collaboration.
  • Thumbnail Image
    Book (series)
    Putting the Voluntary Guidelines on Tenure into practice: A Learning guide for civil society organizations 2017
    Also available in:

    Putting the voluntary guidelines on tenure into practice: a learning guide for civil society organizations is a learning guide which has been designed specifically to give civil society and grassroots organizations a deeper understanding of the VGGT. It provides civil society organizations with a methodology and a set of materials to undertake training on the VGGT with civil society actors from the grassroots to the national level. Trainees will learn how to apply the VGGT to actual tenure gover nance. The training approach is participatory and experiential in order to actively engage participants in the learning process. The goal is to trigger a collective process of building knowledge based on the experience and the vision of the participants.

Users also downloaded

Showing related downloaded files

No results found.