FAO Help eliminate hunger, food insecurity and malnutrition Our challenge: there is sufficient capacity in the world

to produce enough food to feed everyone adequately; nevertheless, in spite of progress made over the last two decades, 870 million people still suffer from chronic hunger. Among children, it is estimated that 171 million under five years of age are chronically malnourished (stunted), almost 104 million are underweight, and about 55 million are acutely malnourished (wasted). Our mandate is to support members in their efforts to ensure that people have regular access to enough high-quality food. We can help by supporting policies and political commitments that promote food security and good nutrition and by making sure that up-to-date information about hunger and malnutrition challenges and solutions is available and accessible.

Make agriculture, forestry and fisheries more productive and sustainable The worlds population is predicted to increase to 9 billion people by 2050. Some of the worlds highest rates of population growth are predicted to occur in areas that are highly dependent on the agriculture sector (crops. Livestock, forestry and fisheries) and have high rates of food insecurity. Growth in the agriculture sector is one of the most effective means of reducing poverty and achieving food security. We must ensure that increased productivity does not only benefit the few, and that the natural resource base can provide services (pollination, nutrient cycling in soils, quality water, etc.) that enhance sustainability. Reduce rural poverty Most of the worlds poor live in rural areas. Hunger and food insecurity above all are expressions of rural poverty. Reducing rural poverty, therefore, is central to FAOs mission. Many living in rural areas have been lifted out of poverty in recent decades. In 1990, 54% of those living in rural areas in developing countries lived on less than $1.25 a day and were considered extremely poor. By 2010, this share had dropped to 35%. Rural poverty remains widespread especially in South Asia and Africa. These regions have also seen least progress in improving rural livelihoods. FAO strikes to help smallholders improve farm productivity whilst aiming to also increase off-farm employment opportunities and find better ways for rural populations to manage and cope with risks in their environments .

Enable inclusive and efficient agricultural and food systems With increasing globalization, agriculture as an independent sector will cease to exist, becoming instead, just one part of an integrated value chain. The value chain exits both upstream and downstream, or from production through to processing and sales, in which the whole is now highly concentrated, integrated and globalized. This poses a huge challenge for smallholder farmers and agricultural producers in many developing countries where even the most economically valid smallholders can easily be excluded from important parts of the value chain. Increasing their participation in food and agricultural systems is critical to achieving FAOs goal of a world without hunger. Increase the resilience of livelihoods to disasters Each year, millions of people who depend on the production, marketing and consumption of crops, livestock, fish, forests and other natural resources are confronted by disasters and crises. They can strike suddenly - like an earthquake or a violent coup dtat - or unfold slowly - like drought-flood cycles. They can occur as a single event, one can trigger another,or multiple events can converge and interact simultaneously with cascading and magnified effects. These emergencies threaten the production of, and access to, food at local, national and, at times, regional and global levels. FAOs mission is to help countries govern, prevent and mitigate risks and crises and support them in preparing and responding to disasters. Structure and finance Governance Representatives of members meet at the biennial FAO Conference to review global governance policy issues and international frameworks, as well as to evaluate work carried out and to approve the budget for the next biennium. The Conference elects Council Members, to serve three-year rotating terms to carry out executive oversight of programme and budgetary activities. The Conference also elects a Director-General to a four year term of office, renewable once. The current DirectorGeneral, Jos Graziano da Silva, assumed his functions on 1 January 2012 for a term which expires on 31 July 2015. FAOs new focus on governance is driven by the recognition that mission-critical development-related processes affecting food security and nutrition, livelihoods, and the management and sustainable use of natural resources confront increasingly complex governance challenges. Broader, more flexible and responsive, and more capable governance institutions and mechanisms are necessary to improve effective

coordination among diverse stakeholders, enabling problem-solving while working towards the achievement of multiple, and sometimes conflicting, objectives. FAO promotes good practice in addressing governance challenges across its Strategic Objectives by strengthening its contribution to global governance, identifying mission-critical governance issues at national, regional and multilateral levels, strengthening staff capacity to support improved governance and monitoring and evaluating its interventions assessing its experiences for lessons learnt with a view to build our governance-suport capacities. Departments FAO is composed of six departments: Agriculture and Consumer Protection; Economic and Social Development; Fisheries and Aquaculture; Forestry; Corporate Services, Human Resources and Finance; and Technical Cooperation. Offices FAOs decentralized network includes five regional offices, 10 subregional offices, two multidisciplinary teams, 74 fully fledged country offices (excluding those hosted in regional and subregional offices), eight offices with technical officers/FAO Representatives, and 38 countries covered through multiple accreditation. In addition, the Organization maintains five liaison offices and four information offices in developed countries. Staff As of 1 November 2013, FAO employed 1795 professional staff (including Junior Professional Officers, Associate Professional Officers and National Professional Officers) and 1654 support staff. Figures only refer to staff holding fixed term and continuing appointments. Approximately 58 percent are based at headquarters in Rome, while the remainder work in offices worldwide. During the last 15 years, the proportion of women in the professional staff category has nearly doubled, from 19 percent to 37 percent. Programmes and projects In 2010-11, FAO implemented programmes and projects with a total value of US$1,707 million. About five percent are funded by assessed contributions through the FAO Technical Cooperation Programme (TCP) and the Special Programme for Food Security (SPFS). The remaining 95 percent are funded from voluntary contributions, through the Government Cooperative Programme (25 percent), Unilateral Trust Fund (UTF) (six percent), other forms of Trust Funds (64 percent), that include UN Joint Programmes.

Funding and expenditure FAO's overall programme of work is funded by assessed and voluntary contributions. The assessed contributions are member countries' contributions, set at the biennial FAO Conference. The total FAO Budget planned for 2014-15 is USD 2.4 billion. The voluntary contributions provided by Members and other partners support technical and emergency (including rehabilitation) assistance to governments for clearly defined purposes linked to the results framework, as well as direct support to FAO's core work. The voluntary contributions are expected to reach approximately USD 1,4 billion in 2014-15. Putting information within reach and supporting the transition to sustainable agriculture. FAO serves as a knowledge network. We use the expertise of our staff agronomists, foresters, fisheries and livestock specialists, nutritionists, social scientists, economists, statisticians and other professionals - to collect, analyse and disseminate data that aid development. Strengthening political will and sharing policy expertise. FAO lends its years of experience to member countries in devising agricultural policy, supporting planning, drafting effective legislation and creating national strategies to achieve rural development and hunger alleviation goals. We advocate for the implementation of these policies and programmes, encouraging sufficient financial resources to be made available, the right organizational structures to be in place, and importantly, ensuring adequate human capacities. Bolstering public-private collaboration to improve smallholder agriculture. As a neutral forum, FAO provides the setting where rich and poor nations can come together to build common understanding. We also engage the food industry and non-profits in providing support and services to farmers and facilitate greater public and private investments in strengthening the food sector On any given day, dozens of policy-makers and experts from around the globe convene at headquarters or in our field offices to forge agreements on major food and agriculture issues. Bringing knowledge to the field. Our breadth of knowledge is put to the test in thousands of field projects throughout the world. FAO mobilizes and manages millions of dollars provided by industrialized countries, development banks and other sources to make sure the projects achieve their goals. In crisis situations, we work side-by-side with the World Food Programme and other humanitarian agencies to protect rural livelihoods and help people rebuild their lives. Supporting countries prevent and mitigate risks. FAO develops mechanisms to monitor and warn about multi-hazard risks and threats to agriculture, food and nutrition. We are there to inform countries on successful risk reduction measures

that they can include in all policies related to agriculture. When need arises, we make sure disaster response plans are coordinated at all levels. Results-based management Salma abdellatif Salmaamr@live.com

FAO uses results-based management. This is an approach that integrates strategy, people, resources, p improve decision-making while increasing transparency and accountability. The focus is on measuring learning from experience and adjusting to new conditions, reporting outcomes, and achieving objective More How is FAO funded?

The total FAO Budget planned for 2014-15 is USD 2.4 billion. Of this amount, 41 percent comes from as member countries, while 59 percent will be mobilized through voluntary contributions from Members How does FAO allocate its assessed and voluntary contributions?

FAO's overall programme of work is funded by assessed and voluntary contributions. Member countrie the regular budget, set at the biennial FAO Conference. The FAO regular budget for the 2014-15 bienni voluntary contributions provided by Members and other partners support technical and emergency (in to governments for clearly defined purposes linked to the results framework, as well as direct support contributions are expected to reach approximately USD 1,4 billion in 2014-15.

Salmaamr@live.com