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Evaluation of FAO’s strategic results framework - Management Response

PC 127/2 Sup. 1














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    Book (series)
    Evaluation of FAO’s Strategic Results Framework
    Thematic evaluation series
    2019
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    FAO’s Strategic Framework, designed in 2013, aimed to position the Organization more strategically and address the facts that its programmatic activities were defined along silo-like disciplinary lines and that corporate efforts were not clearly aligned with country programme priorities. The rationale behind the Strategic Framework was sound and recent evaluations confirm the value of having Strategic Objectives that capitalize on FAO’s technical excellence to drive its engagement at country level and to achieve the Strategic Development Goals (SDGs). To prepare for the next level of transformation required by the 2030 Agenda and UN Reform, and to adapt to the changing development landscape and increase national capacities, FAO needs to rethink its offering as a knowledge and technical organization. A Results Framework that spells out how FAO’s actions complement those of other stakeholders in contributing to high-level impacts would enhance its utility for management, resource-mobilization and reporting purposes. The Organization needs to adapt its delivery model to vertically align its corporate efforts with country priorities, with easy-to-access programme and technical support capacities for countries, and renewed commitment to programme management. Under its new leadership, FAO has an opportunity to fast-track its transformation by resolutely addressing the issues identified in this report and preparing the ground for FAO to embrace a new organizational culture that is strategically oriented and focused on expertise-based engagement and agile implementation.
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    Brochure, flyer, fact-sheet
    Evaluation of FAO’s Strategic Results Framework. Briefing note 2019
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    FAO’s Strategic Framework, designed in 2013, aimed to position the Organization more strategically and address the facts that its programmatic activities were defined along silo-like disciplinary lines and that corporate efforts were not clearly aligned with country programme priorities. The rationale behind the Strategic Framework was sound and recent evaluations confirm the value of having Strategic Objectives that capitalize on FAO’s technical excellence to drive its engagement at country level and to achieve the Strategic Development Goals (SDGs). To prepare for the next level of transformation required by the 2030 Agenda and UN Reform, and to adapt to the changing development landscape and increase national capacities, FAO needs to rethink its offering as a knowledge and technical organization. A Results Framework that spells out how FAO’s actions complement those of other stakeholders in contributing to high-level impacts would enhance its utility for management, resource-mobilization and reporting purposes. The Organization needs to adapt its delivery model to vertically align its corporate efforts with country priorities, with easy-to-access programme and technical support capacities for countries, and renewed commitment to programme management. Under its new leadership, FAO has an opportunity to fast-track its transformation by resolutely addressing the issues identified in this report and preparing the ground for FAO to embrace a new organizational culture that is strategically oriented and focused on expertise-based engagement and agile implementation.

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