The UN Rome-based agencies (RBAs) – FAO, IFAD and WFP – collaborate in many forms, from joint advocacy, policy and technical work to joint projects. This is the first independent evaluation of collaboration among the RBAs. It has been jointly undertaken by the evaluation offices of FAO, IFAD and WFP. The evaluation’s primary objective was to assess whether and to what extent RBA collaboration is contributing to the achievement of the 2030 agenda, particularly at country level. The evaluation found that collaboration among the RBAs is a daily reality, reflecting the shared strengths and commitment of these distinctly different organizations. Although competition for resources continues in some contexts, there is widespread recognition of complementarity. In some cases, the current collaborative management processes are not the best way to stimulate joint work, with some types of collaboration imposing higher transaction costs. The operating context for the RBAs is dynamic, with significant potential, and where realism and pragmatism are key to meaningful and effective collaboration. Presently, efforts to promote RBA collaboration are not fully grounded in an accurate understanding of the conditions in which it is most effectively pursued and the formal statements of corporate commitment to collaboration reflect this. The report makes six recommendations, of which five are addressed to management of the three agencies and one of which targets the member states. Recommendation 1. Update the MOU among the RBAs. Although the current five-year MOU was only signed three years ago, significant changes since then make an update necessary. Recommendation 2. Restructure and reinforce the coordination architecture for RBAC within the framework of UNDS reform to ensure that at all levels, the coordination and evaluation of RBAC includes more proactive efforts to develop and disseminate lessons and knowledge about how to optimize collaboration among and beyond the RBAs, about the costs and benefits of RBAC, and about technical experience that can be usefully shared. Recommendation 3. Further embrace the new joint programming mechanisms at the country level and ensure constructive, collaborative RBA engagement with these mechanisms. Recommendation 4. Focus administrative collaboration efforts on further embracing the United Nations efficiency agenda. Recommendation 5. In considering the development of joint projects and programmes, assess the costs and benefits of the proposed collaboration and only proceed if the benefits outweigh the costs. Recommendation 6. The Member States of the RBA Governing Bodies should reappraise and adequately resource their position on RBA collaboration.

Forty-nine million people live in the Lake Chad region, exploiting its rich natural resources and relatively constant supply of water, fodder and fertile land all year round. The area used to be a food production hub, with local markets supplying produce to Cameroon, Chad, the Niger and Nigeria. However, poor natural resource management, poor coordination across the different countries of the region, and the widespread impact of climate change have contributed to the significant deterioration of the Lake’s natural ecosystem capacity. Agricultural soils and pastures have been widely degraded, leading to a huge reduction in food productivity and, thus, job opportunities, especially for the youth living in rural areas who account for a high percentage of the population. Conflicts and tensions have created a conducive context for young people in search of income and opportunities to join the Boko Haram terrorist movement originated in Nigeria. This evaluation was conducted to address FAO’s response to the Lake Chad Basin crisis, including interventions conducted in 2015‒2018, as FAO published the Lake Chad Basin Crisis Response Strategy (2017–2019) to address the needs of the identified 6.9 million people affected by soaring food insecurity in the Lake Chad Basin in early 2017. The objectives of this evaluation were to analyse FAO’s responses to the crisis at operating level, with a focus on efficiency, effectiveness and sustainability, while assessing the relevance and consistency of the regional approach from a strategic perspective. The evaluation team visited many of the areas concerned, and at the end of each visit they organized a debriefing session with the respective FAO country team to share information gathered and collect complementary data and analysis to inform its deliberations. This helped to ensure transparency in the data collection process and to maximize the learning process. For FAO to support the food security and nutrition of communities in the Lake Chad region effectively, a regional strategy focused on supporting the resilience of communities is relevant and appropriate. Complementary to FAO’s country-based programmes, a regional strategy bears the potential to devise interventions that adapt to the cross-border nature of issues that each country faces and would allow supporting a more cohesive and collaborative way of working. Based on the Regional Response Strategy (2017–2019), FAO should revise its strategy and approach by incorporating governmental objectives, and translate it into an operational action plan, in line with other partners’ strategies in the region.

FAO is well positioned at the global level to offer relevant support to countries in achieving their SDG 2 targets and is committed to support the SDGs, a Global Agenda that it helped design. The new FAO’s Strategic Framework will provide an opportunity to promote and communicate FAO’s role in a coherent and joined-up manner, aligned with the 2030 Agenda. FAO has engaged with the current UN reform – strongly connected to the SDGs – with a very collaborative attitude. At the country level, which was the focus of the second phase of this evaluation, FAO’s position was found to be generally weaker due to its limited programmatic footprint. Nevertheless, a number of initiatives were “acting at scale” and producing results. Entry points to act at scale include support to develop laws and policies, to instigate agriculture trade and investment, to induce climate finance or South-South cooperation, and to education, both formal and informal. The depth and breadth of partnerships are generally increasing, but more partnerships with the private sector and mobilization of domestic resources would needed to make a serious impact on food systems.

Contains the proceedings of the 1st- Institute for Annual Review of United Nations Affairs, New York University, 1949-

This book is a historical review of international food and agriculture since the founding of the international organizations following the Second World War, including the World Bank and the Food and Agriculture Organization of the United Nations (FAO), the World Food Programme (WFP) and into the 1970s, when CGIAR was established and the International Fund for Agricultural Development (IFAD) was created to recycle petrodollars. Despite numerous international consultations and an increased number of actors, there has been no real growth in international assistance, except for the work of the Bill and Melinda Gates Foundation. The book concurrently focuses on the structural transformation of developing countries in Asia and Africa, with some making great strides in small farmer development and in achieving structural transformation of their economies. Some have also achieved Sustainable Development Goals (SDGs), particularly SDG2, but most have not. Not only are some countries, particularly in South Asia and sub-Saharan Africa, lagging behind, but they face new challenges of climate change, competition from emerging countries, population pressure, urbanization, environmental decay, and dietary transition. Lagging developing countries need huge investments in human capital, and physical and institutional infrastructure, to take advantage of rapid change in technologies, but the role of international assistance in financial transfers has diminished. The COVID-19 pandemic has not only set many poorer countries back but starkly revealed the weaknesses of past strategies. Transformative changes are needed in developing countries with international cooperation to achieve better outcomes. Will change in the United States bring new opportunities for multilateral cooperation?"--

The Resources, Partnership, Impact - 2019 report captures the work of the Food and Agriculture Organization of the United Nations (FAO) worldwide in 2018. It reflects key results and achievements obtained thanks to its collaboration with a wide range of partners including Member Countries, institutional partners, civil society, the private sector, academia, research centres and cooperatives.

Ethiopia is a low-income country and agriculture is the mainstay of the economy, accounting for for 34 percent of GDP and 70 percent of total employment share. Ethiopia remains one of the world’s poorest countries, despite the significant progress achieved in reducing poverty and hunger. The Government of Ethiopia through its Growth and Transformation Plan (GTP II) has consistently prioritized the transformation of agriculture from low-input, subsistence-oriented production systems to a fast-growing, intensive and commercially oriented sector to support the country’s aspirations to become a middle-income country by 2025. FAO’s Country Programme Framework (2016-2020), was formulated based on the GTP II. Over the evaluation period (2014-2019), FAO exceeded the resource mobilization targets. Overall, FAO’s programme displays several imbalances and disconnects, specifically between development activities and emergency response. The evaluation calls for FAO to adopt a more cohesive programmatic approach and continue to consolidate its fragmented programme. In the context of the Government’s plans for agricultural transformation, the evaluation also recommends that FAO support an economically sound value chain and market-based approach to agricultural development, while upholding normative values of inclusiveness and ecological sustainability.