Related items
Showing items related by metadata.
-
Book (stand-alone)FAO Strategy for Partnerships with Civil Society Organizations 2013FAO 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.
-
Book (stand-alone)A Sub-regional strategy for enhancing the participation of the civil society in forestry planning and policy making processing in West Africa 2015
Also available in:
No results found.Forest planning and policy making process in West Africa – and elsewhere in Africa for that matter – has largely been dominated by the State, with very little room for a meaningful participation of civil society. This state of affairs led to a management of forests and forest resources which failed to produce sustainable outcomes. There has been poor governance of forests, alarming deforestation and land degradation, exacerbated by increasing rural poverty and large foreign debts. As these and other environmental problems strain the West African sub-region, the need for pluralism in forest sector development is gaining momentum. The need to accommodate multiple interests in charting the future of forests is indeed gaining wide recognition, as evidenced by the declarations in favor of sustainable forest management in Agenda 21 and by the many international conventions on forests in which African countries are participating. How to accommodate multiple interests in the forest sector is the real issue facing Africa’s forestry authorities today. Although there is a growing set of tools and methodologies to reinforce participation of stakeholders in national forest programmes and similar processes, there is a need to approach the issue strategically, thinking regionally and acting nationally and locally. It is in this context that the present study has been commissioned by FAO Sub-regional Office for Africa to prepare a sub-regional strategy for enhancing the participation of civ il society actors in forestry planning and policy making processes in West Africa. -
Book (series)Evaluation of the FAO Strategy for Partnerships with Civil Society Organizations
Main report
2020Also 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.
Users also downloaded
Showing related downloaded files
No results found.