FAO’s Strategic Framework

The Strategic Framework establishes the overall policy orientations and the broad areas in which Members of the Organization require FAO’s services. It contains 12 strategic objectives for FAO’s substantive work with associated strategies. It also covers criteria for priority setting, with a view to their application in the Medium-Term Plan.

Cycle 15 years, to be updated about every 6 years
Structure of report
  1. Overall strategic framework
  2. Corporate strategies
  3. Implementation arrangements
Format
  • The overall strategic framework describes the purpose of the Organization, the global goals of members and mission and vision statements for FAO.
  • Corporate strategies contain: strategies to address Member Nations’ needs, and strategies to address cross-organizational issues.
  • The strategies to address Members’ needs are sub-divided in 12 strategic objectives, with description of strategy components and comparative advantages and partnerships.
  • The last section on implementation arrangements describes: (1) the planning framework; (2) planning methodology (new programme model); (3) criteria for priority setting including major comparative advantages of FAO and its partners; and (4) implementation schedule.
Extra-budgetary Integrated at the conceptual level
Submission procedures The Strategic Framework involved the submission of four different versions over a period of two years.
Review bodies (legislative bodies) and their functions Intensive process of inter-governmental consultations involving key bodies such as the major Technical Committees of the FAO Council, the Regional Conferences of FAO, the Programme and Finance Committees and the FAO Council itself. It was approved by the FAO Conference in November 1999.
Responsible offices in the Secretariat and their functions House-wide effort, with the Office of Programme, Budget and Evaluation in charge of coordination and production.
Management information system (MIS) No specific MIS per se, while supportive analysis (e.g. trends) made use of a variety of information systems.
Other methodological issues Preparation involved traditional "SWOT" analysis (strengths, weaknesses, opportunities and threats) and wide consultation with partners, besides the above extensive process of inter-governmental review.