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Evaluation of the FAO Strategy for Partnerships with Civil Society Organizations

Main report

Year of publication 2020

Place of publication Rome, Italy ;

Pages 85 p.

Author FAO

Publisher FAO ;

Product type Book (series)

ISBN 978-92-5-133511-6

Series title Thematic Evaluation Series

Series number okt/20

Synopsis (short abstract) 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.

Annex 1. Terms of Reference

Annex 2. Evaluation synthesis study

Annex 3. Logical map of findings, conclusions and recommendations

Management Response

Follow-up report

Cite this content as:

FAO. 2020. Evaluation of the FAO Strategy for Partnerships with Civil Society Organizations. Thematic Evaluation Series, 10/2020. Rome. 

Language English

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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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    Evaluation of the FAO Strategy for Partnerships with Civil Society Organizations
    Annex 3. Logical map of conclusions, findings and recommendations
    2020
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    Evaluation of the FAO Strategy for Partnerships with Civil Society Organizations
    Annex 2. Evaluation synthesis study
    2020
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