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Journal, magazine, bulletinBulletinFPMA 简报 #11。2015年12月10日
食品价格趋势月度报告
201511月份国际小麦和玉米价格普遍回落，低于一年前水平。总体上看，全球供应充裕和出口需求疲软对价格形成了压力。粮农组织稻米价格指数仍呈下行态势，这是由于受到粳米和香米价格下滑的影响。 在南部非洲，11月份玉米价格进一步上涨，部分市场上价格较一年前水平翻了一番，原因是2015年该次区域大幅减产，造成市场供应紧张。2016年作物季节开局受到旱情影响，加之该次区域各国本国货币普遍贬值也对价格施加了上行压力。 在东部非洲，11月份该次区域多数国家谷物价格出现较大幅度上涨。南苏丹、乌干达和坦桑尼亚的价格更是达到异常高水平，其中南苏丹是由于目前经济下滑，而后两个国家则是由于今年区域需求旺盛但收成下降。 在加勒比，厄尔尼诺现象引发的长时间旱情造成收成低于常年水平，这对11月份的价格形成了支撑。在海地，国产玉米和豆类的价格大大高于一年前水平，而在多米尼加共和国，豆类价格比一年前同期高出约40%。 -
Book (series)BulletinFPMA Бюллетень, No. 6 July 2015
Ежемесячный отчет о тенденциях в ценах на продовольствие
2015Этот бюллетень подготовлен сотрудниками « Анализа и мониторинга цен на продовольствие» (FPMA) в Отделе торговли и рынков ФАО. В нем содержится самая свежая информация и анализ внутренних цен на основные продукты, преимущественно в развивающихся странах. Они дополняют анализ международных рынков, проводимый ФАО. В нем даются ранние предупреждения о высоких ценах на продовольствие в отдельных странах, которые могут негативно повлиять на продовольственную безопасность.
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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.