Evaluation of FAO’s Strategic Results Framework.  Briefing note

Evaluation of FAO’s Strategic Results Framework. Briefing note

Year of publication 2019

Place of publication Rome, Italy ;

Pages 8p.

Publisher FAO ;

Product type Brochure, flyer, fact-sheet

Series title Thematic Evaluation Series

Edition 1

Full item page

Synopsis (short abstract) 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.

Language English

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Evaluation of FAO’s Strategic Results Framework
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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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Evaluation of FAO Strategic Objective 5: Increase the resilience of livelihoods to threats and crises
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Evaluation of FAO Strategic Objective 1: Contribute to the eradication of hunger, food insecurity and malnutrition - Annex 1. Terms of Reference
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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.