This paper examines different practical methods for stakeholders to analyse power dynamics in multi-stakeholders processes (MSPs), taking into account the ambiguous and uncertain nature of complex adaptive systems. It reflects on an action learning programme which focused on 12 cases in Africa and Asia put forward by 6 Dutch development non-governmental organizations (NGOs).

The Challenge of Capacity Development: Working Towards Good Practice draws on four decades of documented experience provided by both bilateral and multilateral donors, as well as academic specialists, to help policy makers and practitioners think through effective approaches to capacity development and what challenges remain in the drive to boost country capacity. The analysis is underpinned by a conceptual framework which guides practitioners to view capacity development at three interrelated levels: individual, organisational and enabling environment levels.

This paper draws lessons from selected country experiences of adaptation and innovation in pursuit of food security goals.

Following their first formation in Indonesia over 25 years ago, Farmer Field Schools (FFS) have served as a “proof of concept” of how transformative learning can help governments, donors and development stakeholders achieve development objectives. The FFS approach, which has now been used in more than 90 countries by more than 12 million small farmers (FAO, 2016), not only creates a space in which the practical needs of smallholders to solve production-related issues can be addressed but also fosters personal and community-level transformation through empowerment.

In the context of an exponential rise in access to information in the last two decades, this special issue explores when and how information might be harnessed to improve governance and public service delivery in rural areas. Information is a critical component of government and citizens’ decision-making; therefore, improvements in its availability and reliability stand to benefit many dimensions of governance, including service delivery.

This paper reflects on the experiences of the Applied Research and Innovation Systems in Agriculture (ARISA) project to caralyse agricultural innovation by bringing RIs and private sector (PS) actors together in partnerships. Facilitating partnerships to caralyse innovation requires capacity building of individuals as well as institutional change. This paper examines the approaches to parnering for innovation, successes, challenges and lessons learned

Farmer group institutions have been being a target group for various innovations in the agricultural development program. Unfortunately, the aspect of their institutional system is getting ignored frequently. This study aimed to know the farmer group institution performance’s determinant factors and its effect on the agricultural innovation implementation sustainability. This was a longitudinal study using a qualitative approach involving ten farmer group institutions (mixed crop-livestock farming) done in Lombok island.

The advancement of agriculture sector in one region cannot be separated from the role of agricultural extension in the region. To cover the deficiency of agricultural extension agents, self-supporting extension agents are recruited from farmers or private parties. This study aims to analyze the role of self-supporting instructors in improving farmer institutions and analyze factors related to the role of self-supporting extension agents in improving farmer institutions.

The objectives of this study are (1) to analyze the influence of the procurement and distribution subsystems of production facilities for strengthening the Chili-Tobacco Inter-cropping Farmer Group in Bali Province; (2) analyzing the influence of farming subsystems for strengthening the Chili-Tobacco Inter-cropping Farmer Group in Bali Province; (3) analyzing the effect of post-harvest handling and further processing subsystems for strengthening the Chili-Tobacco Inter-cropping Farmer Group in Bali Province; (4) analyze the effect of the yield marketing subsystem to strengthen the Chili-Tob