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DocumentNormative documentNIMF 2. Marco para el análisis de riesgo de plagas
Adoptado en 2007
2019Esta norma ofrece un marco descriptivo del proceso del análisis de riesgo de plagas (ARP) dentro del ámbito de la CIPF. Presenta las tres etapas del análisis de riesgo de plagas – a saber, inicio, evaluación del riesgo de plagas y manejo del riesgo de plagas. La norma se concentra en la etapa de inicio. Se abordan aspectos genéricos relativos a la recolección de información, la documentación, la comunicación del riesgo, la incertidumbre y la coherencia. -
DocumentOther documentNIMF 4. Requisitos para el establecimiento de áreas libres de plagas
Adoptado en 1995
2017Also available in:
En la presente norma se describen los requisitos para el establecimiento y uso de áreas libres de plagas (ALP) como una opción del manejo de riesgo para la certificación fitosanitaria de plantas y productos vegetales y otros artículos reglamentados exportados del ALP o para sostener la justificación científica de las medidas fitosanitarias tomadas por un país importador con el fin de proteger un ALP en peligro. -
DocumentGuidelineNIMF 24. Directrices para la determinación y el reconocimiento de la equivalencia de las medidas fitosanitarias
Adoptado en 2005
2021La presente norma describe los principios y requisitos que se aplican para la determinación y el reconocimiento de la equivalencia de las medidas fitosanitarias. Así mismo describe un procedimiento para la determinación de la equivalencia en el comercio internacional.
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Book (stand-alone)GuidelineVoluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security 2012The guidelines are the first comprehensive, global instrument on tenure and its administration to be prepared through intergovernmental negotiations. The guidelines set out principles and internationally accepted standards of responsible practices for the use and control of land, fisheries and forests. They provide guidance for improving the policy, legal and organizational frameworks that regulate tenure rights; for enhancing the transparency and administration of tenure systems; and for strengthening the capacities and operations of public bodies, private sector enterprises, civil society organizations and people concerned with tenure and its governance. The guidelines place the governance of tenure within the context of national food security, and are intended to contribute to the progressive realization of the right to adequate food, poverty eradication, environmental protection and sustainable social and economic development.
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Book (stand-alone)Technical bookFAO Strategy for Partnerships with Civil Society Organizations 2013FAO has been working for many years with hundreds of civil society organizations (NGOs, community-based organizations, professional associations, networks, etc.) in technical work, emergency field operations, training and capacity building, and advocacy of best agricultural practices. Over the past years, civil society organizations (CSOs) have evolved in terms of coordination, structure, outreach, mobilization and advocacy capacity. In this period, FAO has also undergone changes i n management, revised its Strategic Framework and given a new impetus to decentralization. Therefore, a review of the existing 1999 FAO Policy and Strategy for Cooperation with Non-Governmental and Civil Society Organizations was needed. The FAO Strategy for Partnerships with Civil Society considers civil society as those non-state actors that work in the areas related to FAO’s mandate. It does not address partnerships with academia, research institutions or philanthropic found ations, as they will be treated in other FAO documents. Food producers’ organizations, given their specific nature and relevance in relation to FAO’s mandate, will be considered separately. In principle, as they usually are for-profit, they will fall under the FAO Strategy for Partnerships with the Private Sector, unless these organizations state otherwise and comply with the criteria for CSOs. These cases will be addressed individually. The Strategy identifies six areas of colla boration and two levels of interaction with different rationales and modus operandi: global-headquarters and decentralized (regional, national, local). The main focus of this Strategy is in working with civil society at th e decentralized level. In its Reviewed Strategic Framework, FAO has defined five Strategic Objectives to eradicate poverty and food insecurity. To achieve this, the Organization is seeking to expand its collaboration with CSOs committed to these objectives.