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DocumentOther documentVers une définition de la dégradation des forêts: analyse comparative des définitions existantes
Rome, Italie, 8-10 septembre 2009
2009 -
Book (stand-alone)Technical bookMise a jour de l’évaluation des ressources forestieres mondiales a 2005, Termes et definitions (Version définitive) 2004Les variations dans les définitions, aussi petites soient- elles, peuvent conduire à des résultats divergents. Les définitions constituent, par conséquent, les fondements de tout système d’informations et de connaissances. Les définitions établissent les limites conceptuelles et contextuelles autour des divers éléments d’un sous-ensemble ou d’un ensemble de données. L’efficacité d’une définition dans un contexte donné dépend de sa capacité à empêcher que le reste (sous-ensembles ou éléments) ne filtre au-delà des limites établies. La description des paramètres de ces limites constitue une définition. Au sein d’une évaluation des ressources forestières, les définitions établissent des limites autour de plusieurs ensembles ou sous-ensembles de données: l’étendue, la structure ou les caractéristiques, les réserves, les biens, les services et l’aménagement et l’utilisation des ressources forestières. En général, le contexte comprend une structure environnementale, écologique, du paysage, a dministrative, sylvicole et juridique au sein de laquelle se trouvent les forêts. Les rapports d’évaluation des ressources forestières mondiales ont toujours fourni un ensemble de définitions sur lesquelles sont fondées les informations présentées. Le développement de cet ensemble de définitions sert à produire des informations compatibles dans tous les pays et dans le temps ainsi qu’à favoriser leur harmonisation (meilleure comparabilité, compatibilité et cohérence entre les définitions) avec c elles présentées à ou par d’autres organismes et processus internationaux.
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Book (series)Technical study
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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.