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DocumentEvaluation reportTerminal evaluation of the ABNJ Deep-Sea project “Sustainable fisheries management and biodiversity conservation of deep-sea living marine resources and ecosystems in the areas beyond national jurisdiction”
Project code: GCP/GLO/366/GFF GEF ID: 4660 Management responses
2020Also available in:
No results found. -
DocumentEvaluation reportTerminal evaluation of the ABNJ Deep-Sea project “Sustainable fisheries management and biodiversity conservation of deep-sea living marine resources and ecosystems in the areas beyond national jurisdiction”
Project code: GCP/GLO/366/GFF GEF ID: 4660 Annex 2. Management measures adopted by RFMO/As to protect VMEs and biodiversity
2020Also available in:
No results found. -
Book (series)Evaluation reportTerminal evaluation of the areas beyond national jurisdiction (ABNJ) Tuna project, part of the "Global sustainable fisheries management and biodiversity conservation in ABNJ"
Project code: GCP/GLO/365/GFF GEF ID: 4581
2020Also available in:
No results found.The marine areas beyond national jurisdiction (ABNJ) comprise 40 percent of the earth’s surface, covering 64 percent of the surface of the ocean and 95 percent of its volume. The Common Oceans ABNJ Programme (2014-2019) was implemented by FAO as a concerted effort to bring stakeholders to work together to manage and conserve the world’s common oceans. The ABNJ Tuna project, one component of the Common Oceans ABNJ Programme, promoted important transformational changes in the management practices of tuna fisheries, improving their sustainability, strengthening Marine Stewardship Council capabilities of tuna regional fisheries management organizations (t-RFMOs) and their members, and significantly reducing their impact on biodiversity. The project generated knowledge but lacked a structured mechanism and strategy to harvest and disseminate it. Similarly to the programme level evaluation report, the programmatic approach component, the partnership framework, as well as how to foster synergies among projects and capitalization of knowledge management should be strengthened.
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Book (series)Programme / project reportTerminal evaluation of the project “Reducing vulnerability and increasing adaptive capacity to respond to impacts of climate change and variability for sustainable livelihoods in agriculture sector in Nepal”
Project code: GCP/NEP/070/LDF GEF ID: 5111
2020Also available in:
No results found.The project’s goal was to support Nepal’s agriculture sector to become climate resilient by promoting urgent and immediate adaptation measures and integration of adaptation priorities outlined in the National Adaptation Programme of Action (NAPA) into agriculture sectorial policies, plans, programmes and local actions. The final evaluation found that the relevant institutional structures in Nepal are now technically capable of incorporating climate change adaptation in agriculture sector decision-making. However, project districts could not benefit from strengthened staff capacity due to scattering of institutional memory caused by staff transfers and relocation in federal, provincial and local governments. Evidence of climate change adaptation related awareness raising and knowledge management activities were apparent in project districts. However, wider dissemination of knowledge and awareness raising products for replication and up-scaling of the project remains yet to be achieved adequately. The project has contributed in economic and social empowerment of most vulnerable Farmer’s Field School group members and specifically the women. However, a robust agriculture sector support mechanism will be required to sustain the impact in future. -
DocumentEvaluation reportCluster Evaluation of: Strengthening the Role of Women in Agriculture Development for Improved Household Food; Strengthening Policy Development and Coordination for Food and Nutrition Security in Afghanistan; Support to Extension Systems, Household Food a
jun/16
2016Also available in:
No results found.The evaluation assessed the three projects as a thematic cluster, focusing on outcome level results and the most strategic outputs. It analysed the work and assessed the overall contribution by the programme in Afghanistan by emphasizing the intended and unintended results. The evaluation was carried out between September and December 2015, with field mission to Afghanistan from the end of September to the middle of October 2015. The evaluation had contacted stakeholders, including target groups , at central level (ministries and directorates), provincial level (two provinces) and district level (three districts). In addition to contacting project staff, and staff of the FAO Representation in Afghanistan, the mission contacted one of the LTOs based in Bangkok. -
Book (series)Evaluation reportEvaluation 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.