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Book (stand-alone)Technical bookFramework for Action on Biodiversity for Food and Agriculture 2022Biodiversity for food and agriculture comprises all the components of biodiversity that contribute to crop and livestock production, forestry, fisheries and aquaculture – both wild and domesticated, and at genetic, species and ecosystem levels. It is vital to food security and nutrition, livelihoods and the supply of a range of ecosystem services. The Framework for Action on Biodiversity for Food and Agriculture was endorsed by the FAO Council in 2021. It contains more than 50 individual actions grouped into three strategic priority areas: characterization, assessment and monitoring; management (sustainable use and conservation); and institutional frameworks. It was developed in response to the country-driven report on The State of the World’s Biodiversity for Food and Agriculture.
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Book (stand-alone)GuidelineVoluntary guidelines to support the integration of genetic diversity into national climate change adaptation planning 2015The guidelines take account of the characteristics of different genetic resources for food and agriculture which face different challenges and opportunities in respect to climate change. The objectives of the guidelines are to promote the use of genetic resources for food and agriculture in climate change adaptation and support their integration into national climate change adaptation planning; to support the genetic resources experts and those involved in climate change adaptation to identify a nd address the challenges and opportunities of genetic resources for food and agriculture in adaptation; and to promote the involvement of genetic resources stakeholders in the national climate change adaptation planning process. The guidelines follow the structure and approach of the technical guidelines for the National Adaptation Plan process prepared by the Least Developed Countries Expert Group of the United Nations Framework Convention on Climate Change. The process involves four main elem ents in each of which a number of steps are proposed.
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Book (stand-alone)High-profileFAO Migration Framework – Migration as a choice and an opportunity for rural development 2019The FAO Migration Framework guides the Organization in carrying out its work on migration at global, regional and country levels. It aims to ensure greater coordination between technical units and decentralized offices, and strengthen coherence and synergies across the Organization. It presents FAO definition, vision and mission on migration and spells out the rational for FAO engagement in this area. It presents what FAO does on migration, identifying the four main thematic areas of work along the migration cycle. Finally, it describes how FAO works on migration along its core functions.
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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.