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MeetingMeeting documentReport of the thirty-third session of the European Commission on Agriculture (ECA)
Rome, Italy, 1-2 March 2004
2004Also available in:
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MeetingMeeting documentReport of the Thirty-Second Session of the European Commission on Agriculture (ECA)
Rome, Italy, 7-8 March 2002
2002 -
MeetingMeeting documentReport of the Thirty-fifth Session of the European Commission on Agriculture - ECA/35/08/REP
Innsbruck, Austria, 25 June 2008
2008Also available in:
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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.
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Book (stand-alone)Technical bookThe future of food and agriculture - Trends and challenges 2017
Also available in:
No results found.What will be needed to realize the vision of a world free from hunger and malnutrition? After shedding light on the nature of the challenges that agriculture and food systems are facing now and throughout the 21st century, the study provides insights into what is at stake and what needs to be done. “Business as usual” is not an option. Major transformations in agricultural systems, rural economies, and natural resources management are necessary. The present study was undertaken for the quadrennial review of FAO’s strategic framework and for the preparation of the Organization Medium-Term plan 2018-2021. -
Book (stand-alone)Technical book粮农组织民间社会伙伴关系战略 2013粮农组织多年来一直在技术工作、实地应急行动、培训 及能力建设和最佳 农作规范的倡导等方面,与几百家民间社 会组织(非政府组织、社区组织、专业 协会、网络等等)保持 合作。过去几年,民间社会组织在协调、结构、覆盖面、 动员 和宣传能力方面均有所提升。此间,粮农组织也经历了管理变 革,修订了自 身的《战略框架》,并加大了权力下放的力度。因 此,有必要对现有 1999 年版的 粮农组织《关于与非政府组织 和民间社会组织开展合作的政策和战略》进行一次 审查。 本《战略》中,民间社会指在粮农组织的使命相关 领域中开展工作的非公 共部门参与方。《战略》不涉 及与学术界、科研院所或慈善基金会的伙伴关系, 因为 将由粮农组织的其它相关文件对它们另做处理。 粮食生产者组织因其特殊性质以及与粮农组织使命的特殊 关联,将做另行 处理。原则上,因为它们通常以营利为目的,所以 将被归入私营部门战略,除非 这些组织表示出不同意愿,并符合民 间社会组织相关标准。此类案例均将单独逐 一处理。 本战略明确了六大合作领域以及原理不同、运作方式不同 的两个层面的互 动:全球-总部层面和权力下放层面(区域、国家 和地方)。本 《战略》主要侧重 在权力下放层面与民间社会开展 合作。 在经过审议的《战略框架》中,粮农组织已明确 提出了消除贫困及粮食不 安全的五项战略目标。为 实现目标,粮农组织正在寻求扩大自身与同样致力于 此 类目标的民间社会组织之间的协作关系。
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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.
-
Book (stand-alone)Technical bookThe future of food and agriculture - Trends and challenges 2017
Also available in:
No results found.What will be needed to realize the vision of a world free from hunger and malnutrition? After shedding light on the nature of the challenges that agriculture and food systems are facing now and throughout the 21st century, the study provides insights into what is at stake and what needs to be done. “Business as usual” is not an option. Major transformations in agricultural systems, rural economies, and natural resources management are necessary. The present study was undertaken for the quadrennial review of FAO’s strategic framework and for the preparation of the Organization Medium-Term plan 2018-2021. -
Book (stand-alone)Technical book粮农组织民间社会伙伴关系战略 2013粮农组织多年来一直在技术工作、实地应急行动、培训 及能力建设和最佳 农作规范的倡导等方面,与几百家民间社 会组织(非政府组织、社区组织、专业 协会、网络等等)保持 合作。过去几年,民间社会组织在协调、结构、覆盖面、 动员 和宣传能力方面均有所提升。此间,粮农组织也经历了管理变 革,修订了自 身的《战略框架》,并加大了权力下放的力度。因 此,有必要对现有 1999 年版的 粮农组织《关于与非政府组织 和民间社会组织开展合作的政策和战略》进行一次 审查。 本《战略》中,民间社会指在粮农组织的使命相关 领域中开展工作的非公 共部门参与方。《战略》不涉 及与学术界、科研院所或慈善基金会的伙伴关系, 因为 将由粮农组织的其它相关文件对它们另做处理。 粮食生产者组织因其特殊性质以及与粮农组织使命的特殊 关联,将做另行 处理。原则上,因为它们通常以营利为目的,所以 将被归入私营部门战略,除非 这些组织表示出不同意愿,并符合民 间社会组织相关标准。此类案例均将单独逐 一处理。 本战略明确了六大合作领域以及原理不同、运作方式不同 的两个层面的互 动:全球-总部层面和权力下放层面(区域、国家 和地方)。本 《战略》主要侧重 在权力下放层面与民间社会开展 合作。 在经过审议的《战略框架》中,粮农组织已明确 提出了消除贫困及粮食不 安全的五项战略目标。为 实现目标,粮农组织正在寻求扩大自身与同样致力于 此 类目标的民间社会组织之间的协作关系。
-
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.
-
Book (stand-alone)Technical bookThe future of food and agriculture - Trends and challenges 2017
Also available in:
No results found.What will be needed to realize the vision of a world free from hunger and malnutrition? After shedding light on the nature of the challenges that agriculture and food systems are facing now and throughout the 21st century, the study provides insights into what is at stake and what needs to be done. “Business as usual” is not an option. Major transformations in agricultural systems, rural economies, and natural resources management are necessary. The present study was undertaken for the quadrennial review of FAO’s strategic framework and for the preparation of the Organization Medium-Term plan 2018-2021. -
Book (stand-alone)Technical book粮农组织民间社会伙伴关系战略 2013粮农组织多年来一直在技术工作、实地应急行动、培训 及能力建设和最佳 农作规范的倡导等方面,与几百家民间社 会组织(非政府组织、社区组织、专业 协会、网络等等)保持 合作。过去几年,民间社会组织在协调、结构、覆盖面、 动员 和宣传能力方面均有所提升。此间,粮农组织也经历了管理变 革,修订了自 身的《战略框架》,并加大了权力下放的力度。因 此,有必要对现有 1999 年版的 粮农组织《关于与非政府组织 和民间社会组织开展合作的政策和战略》进行一次 审查。 本《战略》中,民间社会指在粮农组织的使命相关 领域中开展工作的非公 共部门参与方。《战略》不涉 及与学术界、科研院所或慈善基金会的伙伴关系, 因为 将由粮农组织的其它相关文件对它们另做处理。 粮食生产者组织因其特殊性质以及与粮农组织使命的特殊 关联,将做另行 处理。原则上,因为它们通常以营利为目的,所以 将被归入私营部门战略,除非 这些组织表示出不同意愿,并符合民 间社会组织相关标准。此类案例均将单独逐 一处理。 本战略明确了六大合作领域以及原理不同、运作方式不同 的两个层面的互 动:全球-总部层面和权力下放层面(区域、国家 和地方)。本 《战略》主要侧重 在权力下放层面与民间社会开展 合作。 在经过审议的《战略框架》中,粮农组织已明确 提出了消除贫困及粮食不 安全的五项战略目标。为 实现目标,粮农组织正在寻求扩大自身与同样致力于 此 类目标的民间社会组织之间的协作关系。