The Transition to Sustainable

Food and Agriculture

Introduction
• Implementation of the five principle require
• A range of actions to enable sectorial as well as cross-sectorial productivity and
sustainability
• Transition to sustainability requires:
• Conviction
• Political commitment
• Knowledge and people participation
• It is country driven
• These will ensure that:
• The approach is coherent, comprehensive and adopted
• To their local needs and specification
Four areas of action to ensure practical
change
• In order to identify issues and possible interventions
• Build partnerships and ensure buy in from critical stakeholder
• The principle above: require four types of action
• Building relevant, co-constructed and accessible evident
• Engaging stakeholders in dialogue to build common understanding
and joint action
• Developing innovative approaches and solutions
• Building tools and incentive to allow change
FIG 3:OPERATING SUSTAINABILITY: FOUR BROAD AREAS OF ACTION

Di
e al og • Create inclusive
• Co-constructed
ce u platforms
knowledge e n • Encourage joint action
i d
Ev
• Assessment of issues • Harmonize metrics
and options and procedures
• Foresight/Auditing • Negotiate tradeoffs
• Indicate solutions
• Build capacity
• Indicators

s
nge al To
a ol
c h ac t i c • Guidance
• Awareness raising
• Regulations and
Pr
• Innovation networks standards
• Financing
• Efficient markets

• Capacity building
Areas of action..
• Since sustainable development is a valued based concept with
multiple objectives
• Products and services from agric will be valued differently
• Dialogue should happen at international, national and local level
• Dialogue should be underpinned by science based evidence
• Complemented by traditional knowledge
• Dialogue geared towards negotiation and consensus building
• It should generate action points for
• Insuring sustainability at different scales
Areas of action…
• Stakeholder dialogue needs to be translated into innovative
approaches
• Practices change in technologies, policies and institutions
• Institutional frameworks and consultative processes should reflect
national priorities and policies
• Address the most relevant issues
• Such action requires stakeholder participation and enhance
ownership of the agrees options and decisions
Four pillars of implementation
• Integration across scale and disciplines
• Transition to sustainability requires flexibility, autonomy andcreativity on
those who implement it
• Need for national approaches
• Integration of approaches facilitating collaboration across sectors
• Policies and program for setting priorities must be compatible
• Agricultural sustainability need to be embedded in country program
frameworks or national strategic plans which refelct countries priorities
• This will encourage national buy in
• Shared visions, values and local culture
• Implementation needs to be based on national vision of sustainability
• Including vision, trades, values, principles and solutions
• That is shared by all stakeholders
• Modus Operandi should be multi-stakeholder, interdisciplinary and
participation, inclusive
• That integrates different sources of knowledge and perceptions
• Tools for conflict resolutions
• Consesus building are needed
Multiple forms of knowledge
• Segregation of agriculture in different sectors and disciplines
• Transition to sustainability
• Must be integrated drawing on the knowledge, experience, and
perceptions of scientist, economics, agricultural producers, etc
• It needs right mix of knowledge
• People involved and research capacity
Multiple scales of intervention
• Implementation needs cross scale of intervention
• Interaction of government systems at their sector level
• On local to global level
• Impacts of measures at local and national level
• Effect of global drivers on local performance
Collaboration
• PARTICIPATIVE PROCESS AND CO-CONSTRUCTION
• Farmers etc would determine whether the vision of SFA is realised
• Policy makers and innovators can facilitate the project
• By providing legal and institutional frameworks
• Incentives, rights, infrastructure and support services
• Implementation should be insured by communities
• Participation helps to analyse and empower stakeholder
• Build consensus and improve knowledge base
• Improve problem formulation and finding solutions
Collaboration
• Reducing social and economic risks
• Increasing equity and transparency
• Facilitating conflict resolutions
• Public scrutinizing and auditing
• Participation improves scientific understanding
• Allows social learning
Partnership
• Effective delivery clause for partnership, coalitions and creative modes of
collaboration
• Stakeholder at community and country level need to work together
• Partnership brings actions from public, private. Produce association,
research, academic institution and civil society organisation
• Provide opportunities for capacity building
• Including national round table technology and knowledge exchange
initiatives
• It will leverage expertise and resources
• Win support for innovation and investment
Transparency
• Processes of assessment, option analysis, decision making and
performance evaluation must be transparent
• Available data, method and processes used, results and their
interpretation, should be documented and made easily available to
stakeholder
• This is important for making informed trade-offs
• when dealing with uncertainties
• Multiple sources of knowledge and competing uses
Transparency
• It also requires formal recognition of roles and responsibilities
• Descends and concerns should be documented and justification
provided
• Together active participation, transparency and accountability
• Contribute to credibility, legitimacy and trust
Adaptability
• The complexity in implementation due to incomplete information
• Due to factors beyond control of stakeholder
• Such as changes in micro-economic environment, natural environment, technologies, consumer and
government needs
• This will create uncertainty
• This will affect replicability of approaches
• Limit usefulness of blue prints
• Delays responses and springs surprises
• The strategies, institutions and approaches adopted must, therefore have capacity to adaptation changing
conditions
• Electing actions that are most resilient to error
• Living room for local adaptation
• Mainstreaming impact and risk assessment
• Institutionalising performance assessment