The creation of Competitive Research Grants (CRGs) is globally recognized as an institutional innovation for improving the effectiveness of agricultural research. Unlike block grants for research, CRGs are expected to bring in many top-quality proposals from a wide range of actors, selecting the best out of them and thus getting more value for money.
América Latina y el Caribe (ALC) se caracteriza por aplicar una estrategia de desarrollo que depende de manera notable de la explotación de sus recursos naturales. Debido a que la población de la región aumenta de forma sistemática, la presión sobre los recursos naturales ha tenido un incremento marcado.
Actores locales y productores agropecuarios en Latinoamérica tienen acceso limitado a la información agroclimática y, cuando logran acceder a ella, tienen dificultades para traducirla en conocimiento procesable y accionable. Si bien los servicios climáticos son reconocidos por contribuir a cerrar la brecha entre la generación de información climática y su uso por parte de las partes interesadas, su provisión y uso en Latinoamérica aún representa un desafío crítico.
Local stakeholders and agricultural producers in Latin America have limited access to agroclimatic information and, when they do gain access to it, they have difficulty translating it into understandable and actionable knowledge. While climate services are recognized as contributing to bridging the gap between the generation of climate information and its use by stakeholders, their provision and use in Latin America still represents critical challenge.
Agrifood systems generate significant benefits to society, including the food that nourishes us and jobs and livelihoods for over a billion people. However, their negative impacts due to unsustainable business-as-usual activities and practices are contributing to climate change, natural resource degradation and the unaffordability of healthy diets.
La innovación se implementa en un entorno de objetivos de desarrollo productivo a través de un sistema que incluye incentivos, tecnología y redes público-privadas. El objetivo principal de este estudio es analizar la innovación en los agronegocios de El Oro y determinar cómo incide en la competitividad del sector agropecuario. La metodología utilizada en este estudio es descriptiva y documental, con carácter científico, además está enmarcada bajo el enfoque cuantitativo.
Addressing 21st century development challenges requires investments in innovation, including the use of new approaches and technologies. Currently, many development organisations prioritise investments in isolated innovation pilots that leverage a specific approach or technology rather than pursuing a strategic approach to expand the organisation's toolbox with innovations that have proven their comparative advantage over what is currently used.
Innovation portfolio management enables not only commercial actors but also public sector organisations to systematically manage and prioritise innovation activities according to concurrent and diverse purposes and priorities. It is a core component of a comprehensive approach to innovation management and a condition to assess the social return of investment across an entire portfolio. The OECD Observatory of Public Sector Innovation (OPSI) has worked in this space for a number of years.
For most development organisations and funders, innovation remains a sprawling collection of activities, often energetic, but largely uncoordinated. To a dregree, this has also been the case for Iceland's development co-operation. Iceland, a comparatively small but energetic player in the international development co-operation system, provided the equivalent of 0.28% (roughly 67 million Euro) of it 2021 gross national income towards Official Development Assistance.
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.