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Evaluation of FAO’s Contribution to Strategic Objective 5 – Increase the resilience of livelihoods to threats and crises MANAGEMENT RESPONSE

Year of publication 2016

Place of publication Rome, Italy ;

Pages 1p.

Publisher FAO ;

Product type Meeting

Category Meeting document

Series title Thematic Evaluation Series

Edition 1

Meeting symbol PC 120/4 Sup.1

Meeting Session Number Sess. 119

Language English

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    Management welcomes the Evaluation of FAO’s contribution to Strategic Objective 5 – Increase the resilience of livelihoods to threats and crises. It provides a comprehensive analysis of the way FAO’s resilience agenda has successfully strengthened the development positioning of the Organization’s work in preparation for and response to crises. This agenda broadens the services FAO offers, moving more towards encompassing resilience programming, bridging between short-term emergency response and longer-term risk reduction and management. As highlighted by the Evaluation, FAO is an Organization which primarily supports longer-term agricultural development but remains present at times of disasters and crises to provide emergency assistance with a resilience perspective. The report captures well the essence of SO5, which encompasses development work, that takes years of policy and capacity development support (e.g. for early warning systems or disaster risk reduction and preparedness), as well as a response component, framed and contained within the longer-term development perspective.
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    The present report outlines the main findings and conclusions from an evaluation of Strategic Objective 5 (SO5) Increase the resilience of livelihoods to threats and crises, one of the five Strategic Objectives approved at the 38th session of the FAO Conference in June 2013 as part of the reviewed Strategic Framework.
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    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.
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