Life Cycle Costing and Food Systems: Concepts, Trends, and Challenges of Impact Valuation

Our global food systems create pervasive environmental, social, and health impacts. Impact valuation is an emerging concept that aims to quantify all environmental, social, and health costs of food systems in an attempt to make the true cost of food more transparent. It also is designed to facilitate the transformation of global food systems. The concept of impact valuation is emerging at the same time as, and partly as a response to, calls for the development of legal mechanisms to address environmental, social, and health concerns. Information has long been understood both as a necessary precursor for regulation and as a regulatory tool in and of itself. With global supply chains and widespread impacts, data necessary to produce robust and complete impact valuation requires participation and cooperation from a variety of food system actors. New costing methods, beyond basic accounting, are necessary to incorporate the scope of impacts and stakeholders. Furthermore, there are a range of unanswered questions surrounding realizations of impact valuation methods, e.g. data sharing, international privacy, corporate transparency, limitations on valuation itself, and data collection standardization. Because of the proliferation of calls for costing tools, this article steps back and assesses the current development of impact valuation methods. In this article, we review current methods and initiatives for the implementation of food system impact valuation. We conclude that in some instances, calls for the implementation of costing have outpaced available and reliable data collection and current costing techniques. Many existing initiatives are being developed without adequate consideration of the legal challenges that hinder implementation. Finally, we conclude with a reminder that although impact valuation tools are most often sought and implemented in service of market-based tools for reform, they can also serve as a basis for robust public policies

Collaborative governance for the sustainable development goals

The advent of the UN's Sustainable Development Goals has refocused global attention on the roles of business and other nonstate actors in achieving global goals. Often, business involvement takes the form of collaborations with the more traditional actors—governments and non‐governmental organizations. Although such partnerships for development have been seen before, the scale and expectations are new. This paper explores how and why these cross‐sector collaborations are evolving, and what steps can or should be taken to ensure that partnerships create public and private value. The arguments are illustrated with reference to cases of market‐driven partnerships for agriculture in Southeast Asia that are intended to engage marginalized smallholder farmers in global value chains in agriculture. The aims of these cross‐sector collaborations coincide with several targets of the Sustainable Development Goals such as poverty alleviation, decreasing environmental impact, and achieving food security. This is a hard case for mechanisms intended to protect public interests, given that the target beneficiaries (low‐income smallholder farmers and the environment) are unable to speak effectively for themselves. We find that structures and processes to align interests in ways that protect the public interest are both necessary and feasible, though not easy to achieve

Uptake of inter-organizational IT systems in two Australian agricultural cooperatives: a match between business relationships and design features

In this paper we will advance a perspective that links business network analysis to interorganizational IT systems(IOS) uptake, starting with an analytic framework to characterize both different types of electronic business to business interactions (via the web) as well as the network of business relationships in which they are used. In order to see whether inter-organizational IT systems and business networks (mis)match they are compared on two dimensions: 'mode of interaction' (relational versus transactional) and 'nature of coordination' (emergent versus directive). The study analyses two Australian agricultural cooperatives 'Capgrains' and 'Bluegum'. The transactional focus and directive control of Capgrains' online ordering system did not match with the relational interaction and emergent coordination that was common in their network of business relationships, resulting in a mismatch and low level of use of the system. The Bluegum's group communication system much better matched with the business relationships in the cooperative and higher use of the IOS. Indicating a positive relation betweenmatch and uptake of the IOS

The fine art of boundary spanning: Making space for water in the east Netherlands

The desire to comply with the European Water Framework Directive, which seeks to promote Integrated Water Management, has led to a large number of proposed projects that in turn make huge demands on the financial and administrative capacity of water managers, who need to combine multiple fields of interest and participation such as agricultural interests, regional economic development, natural values, water safety and water quality issues to complete each project. To achieve these goals, water managers will often need to negotiate and strike alliances with actors in other policy areas such as spatial planning and local and regional economic development. The article first introduces 'boundary spanning' in a water management context. The concept builds on the concept of 'boundary work' as a strategy to arrive at organisational goals -�� to reduce uncertainty and deal with complexity in the organisational environment. The contribution then discusses briefly two recent innovative regional water projects, both located in the East Netherlands: a retention basin project on the river Vecht and the planning of a new channel, the Breakthrough. It further analyses strategies pursued by 'boundary spanners' and integrates the analysis with that of a focus group workshop and interviews held with Dutch boundary spanners working for Dutch regional Water Management Boards. The cases show that it is preferable to apply boundary spanning strategies earlier rather than later, and that opponents are also aware of this option