The IFAD Innovation Strategy does not set new objectives for staff, but rather defines what is needed to create an innovation-friendly environment and to support staff in achieving the expected results.To strengthen its innovative capabilities and become a better catalyst of pro-poor innovation, IFAD will focus on four clusters of activities: (i) Building capabilities and understanding of challenges requiring innovation; (ii) Nurturing partnerships and facilitating an innovation network; (iii) Embedding rigorous innovation processes and the related risk management into IFAD’s core business
The report introduces 30 young innovators, 21 featured with full stories, and nine other "innovators to watch". They come from countries including Barbados, Botswana, Cameroon, Côte d'Ivoire, Kenya, Nigeria, Uganda, Jamaica, Senegal, Tanzania. The publication presents a multidimensional picture of the emerging field of ICT entrepreneurship in agriculture in developing countries. It describes challenges but also successes already achieved. It contains advice for aspiring agtech entrepreneurs as well as recommendations from youth on how to support their ventures.
The purpose of this paper is to summarize the challenges and the practical successes that a selected number of countries are experiencing in moving towards 'climate-smart' agriculture while also meeting the food requirements of a growing population, broader economic development and green growth objectives. It complements papers prepared in 2010 on technologies and policy instruments, research, and farmers' perspectives.
Agricultural research continues to be a good investment. The studies show that investments in international and national agricultural research account for almost all of the total factor productivity (TFP) growth in SSA and large shares of agricultural growth globally. The existing agricultural research institutions have, on average, delivered rates of return to public investment above 30-40%, which is much higher than the 5-10% available to other public investments or the 2-5% cost of borrowing public funds.
The 2021 Global Report on Food Crises (GRFC 2021) highlights the remarkably high severity and numbers of people in Crisis or worse (IPC/CH Phase 3 or above) or equivalent in 55 countries/territories, driven by persistent conflict, pre-existing and COVID-19-related economic shocks, and weather extremes. The number identified in the 2021 edition is the highest in the report’s five-year existence. The report is produced by the Global Network against Food Crises (which includes WFP), an international alliance working to address the root causes of extreme hunger.
This report describes the activities carried out by the Africa RISING-NAFAKA parnership. The Africa RISING-NAFAKA partnership project focuses on the delivery and scaling of promising interventions that enhance agricultural productivity in Tanzania. The key interventions are the promotion of climate-smart agricultural innovations, dissemination of best-bet crop management packages, rehabilitation and protection of natural resources, and reduction of food waste and spoilage.
The OECD InDeF team developed a portfolio approach to innovation. A portfolio approach takes a balcony view on innovation which helps organizations align innovation processes, resources and performance with organizational objectives and enables them to track innovation with a view to scaling. Coached by the OECD team, Enabel colleagues in Benin, Morocco and Palestine piloted this portfolio approach by reviewing their current innovation supporting activities and investments against a set of key criteria.
The project “Strengthening Community Resilience to Change: Combining Local Innovative Capacity with Scientific Research” (CLIC–SR), supported by the Rockefeller Foundation, was completed on 31 August 2016. During the four years since 2012, the Prolinnova Country Platforms in Ethiopia, Kenya, Tanzania and Uganda made large strides in:
This publication aims to inform the debate on the status of food security in Arab countries, and provide policy options for enhancing food security in the future, in line with the overarching directions of the 2030 Agenda for Sustainable Development. Given the heterogeneity of the Arab region, both in terms of natural endowment, particularly in water resources, and economic capabilities, the report’s analysis divides the region into four subregions, each consisting of a more homogeneous group of countries.