Providing economic opportunities for youth in agriculture is essential to securing the future of agriculture in Africa, addressing poverty, unemployment, and inequality. However, barriers limit youth participation in agriculture and the broader food system. This scoping review aimed to investigate the opportunities and challenges for youth in participating in agriculture and the food system in Africa. This review conducted a scoping review using the PRISMA guideline. Published studies were retrieved from online databases (Web of Science, Cab Direct, and Science Direct) for 2009 to 2019.
Participation of actors is essential for achievement of the United Nation’s (UN) Sustainable Development Goals (SDGs). With respect to sustainable agriculture the UN has introduced a collaborative framework for food systems transformation encompassing: 1) food system champions identification; 2) food systems assessment; 3) multi-stakeholder dialogue and action facilitation; and, 4) strengthen institutional capacity for food systems governance. The last two actions are the focus of this thesis.
Networks and partnerships are commonly-used tools to foster knowledge sharing between actors and organisations in the Agricultural Knowledge and Innovation System (AKIS), but in Europe the policy emphasis on including users, such as farmers and foresters, is relatively recent. This paper assesses user involvement in a diverse set of European Union (EU)-funded and non-EU (formal and informal) multi-actor partnerships. This research used a common methodology to review several forms of multi-actor partnerships involving users and other actors.
To achieve the Sustainable Development Goals, research concepts and empirical evi-dence are needed to upgrade smallholder activities within local value chains (LVCs) of many developing countries. Yet, comprehensive gender-sensitive investigations ofthe evolution and multiplicity of governance in whole food systems with parallel functioning of local and modern value chains (MVCs) are greatly underrepresented inthe scientific literature.
Rwanda has experienced exceptional economic growth since 2000 despite more than 60% of the predominately-agrarian population living on less than $1.25 a day. Approximately 76% of the country’s working population are engaged in agricultural production, which makes up about one-third of the national economy. Agriculture is also an important source of foreign exchange, making up about 63% of the value of Rwanda’s exports.
Even prior to COVID, there was a considerable push for food system transformation to achieve better nutrition and health as well as environmental and climate change outcomes. Recent years have seen a large number of high visibility and influential publications on food system transformation. Literature is emerging questioning the utility and scope of these analyses, particularly in terms of trade-offs among multiple objectives.
Inclusive business models dominate current development policy and practices aimed at addressing food and nutrition insecurity among smallholder farmers. Through inclusive agribusiness, smallholder food security is presumed to come from increased farm productivity (food availability) and income (food access). Based on recent research, the focus of impact assessments of inclusive business models has been limited to instrumental aspects, such as the number of farmers supported, the training provided, and immediate farm outcomes, namely revenue.
Angola has so much potential as an agricultural country, with up to 50 million hectares that could be cultivated. But why
The CDAIS project has been an accelerator of processes, with results that have spread from community to governmental levels. Those who have been involved consider that CDAIS was a key reason for these changes, having arrived as a springboard in 2015. Of the four partnerships in Honduras, these conversations explore the experiences of potato producers in La Esperanza, Intibucá, home to almost 70% of national potato production. Since 2015, much has changed for them: from a small group of growers, eight associations have become consolidated organisations.
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