FAO STRATEGY FOR PARTNERSHIPS WITH THE PRIVATE SECTOR

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1 FAO STRATEGY FOR PARTNERSHIPS WITH THE PRIVATE SECTOR ANNAMARIA PASTORE, PRIVATE SECTOR PARTNERSHIPS BRANCH, OFFICE FOR COMMUNICATION, PARTNERSHIPS AND ADVOCACY (OCP)

2 SOCIAL INCLUSION AS KEY TO FEEDING GROWING POPULATION Smallholders are an important part of the solution to the hunger problem and are crucial to promote sustainable agriculture and natural resources management Entrepreneurs are some of the most important actors in society with a significant power to mobilize it and promote social, environmental and economic sustainability Corporate Social Responsibility is a conscious decision to adapt the culture of a company to ensure that it is healthy and sustainable within society Through a wide range of CSR programs, enterprises can play a key role in ensuring social inclusion and food security

3 THE PRIVATE SECTOR AS A KEY ALLY IN THE FIGHT AGAINST HUNGER Private Sector has led food and agriculture transformations through new technological, knowledge-based, financial and managerial resources and innovation To end hunger, we need to be sustainable in the way we consume and in the way we produce food. In both cases, the private sector has a key role to play. Need to assure that the investments meet a certain set of conditions that assure that they are responsible and contribute to food security and local development. Collaborating with the private sector is essential to achieve social inclusiveness, food security and sustainable development.

4 THE PRIVATE SECTOR AS A KEY ALLY IN THE FIGHT AGAINST HUNGER The strategy is important for many reasons. It helps assure FAO s neutrality and impartiality. It lays down the principles on which partnerships shall be based, building on the work of the Global Compact It makes our collaboration transparent; It sets guidelines that will allow our decentralized office network to engage with the private sector A draft of the strategy was presented to Member States last November. Member States recognized the importance of the strategy and provided useful comments.

5 The revised Strategy builds on: - The FAO Principles and Guidelines for Cooperation with the Private Sector adopted in 2000; - The UN framework for enhanced collaboration with the private sector; - The recommendations of the Independent External Evaluation (IEE); - The Immediate Plan of Action (IPA) for FAO Renewal adopted by the FAO Conference; - Governing Bodies guidance BACKGROUND...

6 PRIVATE SECTOR FAO s definition of private sector includes: Producer organizations; Small and medium enterprises (SMEs); National companies in member countries; Multinational corporations (MNCs).

7 OBJECTIVES OF STRATEGY The main goal is to provide a framework for increased collaboration between FAO and the Private Sector in reducing poverty and eliminating food insecurity. The Strategy aims at: Assisting governments in enhancing coordination and collaboration with the private sector to enable the provision of services and goods in isolated and vulnerable areas where access to market is particularly difficult this includes strengthening local markets by linking local producers/ processors/ retailers to institutional buyers (e.g., schools); Enhancing dialogue opportunities with the private sector in international fora; Developing effective partnerships with the private sector through financial and non-financial contributions to FAO s activities; Helping countries achieve FAO s Strategic Objectives.

8 MUTUAL BENEFITS Benefits to FAO Increased investment and innovation in agriculture; Access to topical information, dissemination of knowledge, data and scientific innovation; Strengthened local agribusiness; Creation of decent rural employment; Benefits to Private Sector Increased participation in policy development and standard setting processes for food and agriculture; Access to FAO data and expertise; Fulfillment of CSR commitments by supporting FAO development programmes;

9 AREAS OF ENGAGEMENT Policy Dialogue Norms and Standard Setting Development and Technical Programmes Advocacy and Communication Knowledge Management and Dissemination Mobilization of Resources

10 IMPLEMENTATION PLAN Under the coordination of OCP: 1. Regional offices will prepare implementation plans to engage with the private sector in order to contribute to FAO s strategic objectives; 2. Capacities of Regional Offices will be reinforced through Partnerships Focal Points; 3. Comprehensive training programmes for FAO staff will be conducted; 4. Clear guidance and new procedures for the development of partnerships will be established (e.g. criteria for partnering, Partnership Committee modus operandi, due diligence); 5. Quantity and quality of global private sector partnerships will be increased.

11 INTERNAL TOOLS FOR IMPLEMENTING THE STRATEGY OCP is available to assist FAO staff in HQ and DOs, and will make available the following tools for implementing the strategy: 1. Renewed FAO Principles and Guidelines for Cooperation with the Private Sector; 2. A streamlined due diligence process, and new procedures for approval of partnerships by the Partnerships Committee; 3. A handbook on How to Partner with the Private Sector; 4. Based on HQ and regional stocktaking of current and past collaborations with the private sector, an internal database of lessons learned, best practices, and flagship partnerships; 5. A series of internal seminars, briefings and presentations inviting private sector representatives to talk with FAO staff and permanent representatives to facilitate discussion, and promote knowledge exchange; 6. In collaboration with OEK, capacity building material for FAO Staff (such as CD-Roms and booklets); 7. Set-up of an Inter-Departmental Working Group on private sector issues.

12 THANK YOU