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.
Mission-Oriented Innovation Policies (MOIPs) are one approach that can advance the required transformations. As our colleague Philippe Larrue noted in a 2021 paper, MOIPs are "a co-ordinated package of policy and regulatory measures tailored specifically to mobilise science, technology and innovation in order to address well-defined objectives related to a societal challenge, in a defined timeframe".
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.
This deliverable is a report of the work done in the framework of the Small Farms, Small Food Business and Sustainable Food Security (SALSA) project in task 2.3 of Work Package (WP2) as defined in the description of work (DOW) of the SALSA project. The title of the task according to the DOW is Task 2.3 - Small farms characterization in the reference regions.
This document presents the small farm typologies developed from SALSA's sample (n=892) and provides a detailed comparative analysis on the key characteristics and livelihood strategies of each of the types, identifying similarities, differences and trends.
The present document is the first deliverable from SALSA's Work Package 4 which includes, after an introductory section that explains the methodological approach and the workshops' preparatory process, a compilation of 11 reports from each region where the foresight analysis was undertaken. Each regional report contains the main outcomes from these foresight activities on the future potential role of small farms and small food businesses in food and nutrition security.
This final Deliverable of SALSA's WP4 'Participatory foresight analysis' aims to make a reflection precisely about the participatory character of the activities undertaken and the outcomes obtained in this WP. Namely, the objective of this deliverable is twofold: (i) to assess the engagement of stakeholders in these participatory scenario planning activities, and (ii) to discuss the legitimacy of the scenario planning method adopted in this research. In total, the regional foresight workshops held as part of this WP involved 243 participants, with women representing 42%.
The aim of WP5 is to answer the question: What governs Small Farm and Small Food Business activities? The specific aim of this report (and the related task 5.1) is to identify and assess the forms of governance that influence, both positively and negatively, the contribution of small farms and small food businesses (SF/SFB) to Sustainable Food and Nutritional Security (FNS). In doing so, the work proceeds around the following objectives: