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BookletOur priorities - The Strategic Objectives of FAO 2017
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No results found.This booklet offers an overview of the Strategic Framework of FAO, with particular attention to the work of the Strategic Programmes, to FAO employees and other stakeholders. It is envisaged as an informative tool, promoting effective and consistent communication on the strategic work of FAO. -
DocumentSynthesis of findings and lessons learnt from the Strategic Objective Evaluations
Thematic Evaluation Series
2019Also available in:
No results found.Building on the thematic evaluations undertaken by OED in the period 2014-17, this synthesis draws findings and lessons regarding the conceptualization, operationalization and results of the reviewed Strategic Framework. It concluded that the reviewed Strategic Framework is a significant and transformative step towards reorienting and repositioning a 70-year-old organization in a fast-evolving development landscape, to better address the emerging challenges to achieving FAO Members’ global goals and FAO’s vision. The reviewed Strategic Framework has fostered a new, inter-disciplinary way of working in FAO, broken traditional silos and placed new emphasis on partnerships. However, FAO faced several implementation challenges from issues relating to matrix management structure, skills and competencies in new thematic areas, and communication and resource mobilization for the Strategic Objectives, which constrained effectiveness. Looking ahead, the synthesis provides an analysis of the implications of recent global developments, such as the Agenda 2030 - Sustainable Development Goals, Climate Change Agreement and the UN Reform for the development of the next FAO Strategic Framework. -
DocumentEvaluation of FAO Strategic Objective 1: Contribute to the eradication of hunger, food insecurity and malnutrition - Annex 1. Terms of Reference
Thematic evaluation - Annex
2018Also available in:
No results found.FAO’s Strategic Objective 1 (SO1) is to “contribute to the eradication of hunger, food insecurity and malnutrition”. The evaluation examined the value added of SO1 to FAO’s efforts to promote food and nutrition security at the global, regional, and national levels from 2014 to 2017. It concluded that SO1 was well designed, stressed the importance of political commitment to reduce hunger and malnutrition, promoted right-based approaches in FAO’s policy support and highlighted the need to work with ministries beyond agriculture, such as ministries of finance, health or education. FAO has also worked with various Parliamentary Fronts Against Hunger, local governments and municipalities. Regional economic cooperation organizations have also been an avenue of choice through the development of regional policies and legal frameworks, “model laws” and strategies on such topics as school feeding programmes, national investment in agriculture, or crop diversification. However, a high heterogeneity was observed in the approaches followed by FAO in different countries and regions under SO1, which reflected differences in context but also betrayed insufficient communication and training efforts within FAO itself. In particular, the most innovative aspects of SO1 need to be communicated to a greater extent, especially to FAO country offices so as to inform FAO’s activities at country level. The evaluation also found a proliferation of actors, policy initiatives, approaches, coordination spaces and knowledge products in food and nutrition security, sometimes leading to confusion and competition rather than building a critical mass for sustained progress. In this context, FAO could play a greater role in policy convergence and the synthesis of multiple data streams into narratives that make sense for decision-making.
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