FAO in Review: Delivering on the mandate through strategic transformation

 Figure: FAO Director-General QU Dongyu inspects wheat crops during an official mission to Erbil, Iraq. ©FAO/Ismael Adnan

FAO News 19/12/2025

In a rapidly changing global context – characterized by intersecting crises such as persistent hunger, malnutrition, climate disruption, conflict and economic volatility – FAO has renewed its approach to delivering on its mandate.

Anchored in the Strategic Framework 2022–2031, FAO has fortified its capacity to support Members in strengthening agrifood systems that are more efficient, more inclusive, more resilient and more sustainable. At its core are the Four Betters – better production, better nutrition, a better environment and a better life, leaving no one behind – translated into action through 20 Programme Priority Areas (PPAs) that guide FAO’s technical, normative and operational work.

The Strategic Framework situates FAO’s work within a systematic approach recognizing the interdependence of production, nutrition, natural resources and life quality. This orientation has enhanced FAO’s ability to design, monitor and deliver results in a way that resonates with Members, partners and resource partners alike. 

Delivering in a complex funding environment

The current funding landscape for international development is characterized by stagnant core resources, rising demand for country-level technical assistance, and a shift toward voluntary contributions and earmarked project funding.

As set out in the Foreword to the Organization’s Mid-Term Plan 2026-29 by the FAO Director-General QU Dongyu, “FAO remains steadfast in its commitment to value-for-money and operational efficiency ensuring that resources are allocated effectively.”

In this context, the Strategic Framework has played a critical role in helping FAO and its Members to align resources with clearly articulated priorities, enhancing both transparency and strategic coherence.

The Four Betters and the 20 PPAs serve as a common language that bridges strategic intent with operational execution. By mapping interventions to these agreed thematic areas, FAO can demonstrate how specific activities support broader development goals, including those of the Sustainable Development Goals (SDGs). This alignment has been essential in framing discussions with resource partners – including traditional donors, climate funds and multilateral financial institutions – that increasingly demand demonstrable links between funding and global development outcomes.

Supporting Members in policy, programming and results communication

FAO has strengthened its support to Members by offering a results-focused reference point for planning and reporting. Country engagements – including development of Country Programming Frameworks (CPFs), policy dialogues, technical cooperation projects and multi-stakeholder partnerships – now ground their design in the Framework’s priorities, enabling FAO to respond more systematically to national needs, while communicating anticipated contributions toward SDG targets.

This results orientation is especially valuable in the current environment, where both governments and donors seek evidence of strategic alignment and measurable contribution. By aligning planning, implementing and reporting to the Strategic Framework’s structure, FAO enhances clarity around what FAO does and why it matters in ways that support continued resource mobilization. 

Cross-cutting enablers: climate, science and innovation, and partnerships

Three cross-cutting themes feature prominently in FAO’s strategic orientation and enhance delivery across all PPAs:

• The climate crisis is no longer treated as a stand-alone issue but integrated throughout FAO’s work under relevant PPAs, notably within the Better Environment cluster. FAO’s Strategy on Climate Change leverages the Organization’s comparative advantage as solution provider in climate-adapted agrifood systems to contribute to national climate plans and mobilize climate finance.

• Science and innovation are central to the Strategic Framework’s ambition. FAO’s Science and Innovation Strategy supports evidence-based policymaking, the responsible use of technology, and knowledge sharing across sectors, strengthening decision-making at both global and country levels. These capacities help Members adopt innovations that are locally relevant, economically viable, environmentally sound and socially inclusive.

• Partnerships, including responsible engagement with the private sector and financial institutions, are essential to expanding FAO’s impact. By conceptualizing partnerships as strategic enablers, FAO has enhanced its ability to mobilize resources, co-design solutions and link smallholder producers to markets and investment opportunities.

Together, these enablers deepen FAO’s technical capacity, fill knowledge gaps, and open pathways for transformation that are aligned with Member priorities and resource partner expectations.

 Looking ahead

As global current challenges evolve, FAO’s Strategic Framework 2022-2031 provides a resilient foundation that enhances the Organization’s ability to deliver on its mandate, in line with its original aspiration of ensuring “freedom from want” as set out by its founding Members in the FAO Constitution. By aligning priorities with the SDGs, strengthening cross-cutting capacities, and providing a common strategic language for Members and partners, FAO is now better positioned to support countries in navigating complex development and funding environments.

Through the Four Betters, the 20 Programme Priority Areas and cross-cutting enablers, FAO continues to translate its mandate into action - supporting Members in building agrifood systems that nourish people, protect the planet and deliver inclusive, resilient prosperity for all, leaving no one behind.

See: https://www.fao.org/director-general/news/2025/delivering-the-mandate-strategic-transformation/en