KIT and the Association for Strengthening Agricultural Research in Eastern and Central Africa (ASARECA) published this joint publication in which farmers were put in the driver’s seat. Within the programme ‘farmer empowerment for innovation in smallholder agriculture’ (FEISA) farmers were provided tools and skills to enhance collaboration with private enterprises, as well as service providers, in multi stakeholder ‘innovation triangles’ within value chains for the benefit of smallholder farmers.
What are key characteristics of rural innovators? How are their experiences similar for women and men, and how are they different? To examine these questions, this study draw on individual interviews with 336 rural women and men known in their communities for trying out new things in agriculture. The data form part of 84 GENNOVATE community case studies from 19 countries. Building on study participants’ own reflections and experiences with innovation in their agricultural livelihoods, we combine variable-oriented analysis and analysis of specific individuals’ lived experience.
There is widespread need for gender-responsive agricultural research, yet the question of how this kind of research can be implemented and its success measured needs further interrogation. This paper presents a framework, developed on the basis of literature and validated by experts, for tracking the gender responsiveness of agricultural research throughout the research cycle, from the research plan to the dissemination of research findings. The framework was tested in Uganda and Rwanda on 14 research projects considered to be gender-responsive.
Cross bred cow adoption is an important and potent policy variable precipitating subsistence household entry into emerging bulk markets. This paper focuses on the design of policies that create and sustain milk-market expansion among a sample of households in the Ethiopian highlands. In this context it is desirable to measure a household's `proximity' to market in terms of the level of deficiency of an essential input. This problem is compounded by four factors.
This paper employs the concepts of gender norms and agency to advance understanding of inclusive agricultural innovation processes and their contributions to empowerment and poverty reduction at the village level. Is presented a community typology informed by normative influences on how people assess conditions and trends for village women and men to make important decisions (or to exercise agency) and for local households to escape poverty.
Capacity development interventions are considered critical entry points for advancing gender equality in agricultural research systems. However, the impacts of capacity development programs are often difficult to track. Academic reviews highlight that insufficient attention is paid to the suitability of gender training programs to increase capacity and limited evidence is available on their longer-term impacts.
The Guidance Note on Operationalization provides a brief recap of the conceptual underpinnings and principles of the TAP Common Framework as well as a more detailed guide to operationalization of the proposed dual pathways approach. It offers also a strategy for monitoring and evaluation as well as a toolbox of select tools that may be useful at the different stages of the CD for AIS cycle.
The Conceptual Background provides an in-depth analysis of the conceptual underpinnings and principles of the TAP Common Framework. It is also available in French and Spanish.
Rationale Documentation is a vital part of CDAIS project’ objective to test the theory of change in pilot countries because it will enable to record the process of capacity development in agricultural innovation systems. At the same time, documentation will help CDAIS in delivering on public information targets, complying with requirements of its main donor and provide material for communication for development.
Implementation is the final stage of the capacity development (CD) for agricultural innovation systems (AIS) cycle of the TAP Common Framework. The Cycle consists of five stages:1.Galvanizing Commitment, 2.Visioning, 3.Capacity Needs Assessment, 4.CD Strategy Development and 5.Implementation. The implementation phase builds on the previous realization of a CD strategy, including an action plan, based on the results of a capacity needs assessment. Those individuals or organizations who assume responsibility for a certain activity will be in charge of implementing the plan.