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.
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.
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.
The purpose of this paper is to map some elements that can contribute to an IFAD strategy to stimulate and support pro-poor innovations. It is an initial or exploratory document that hopefully will add to an ongoing and necessary debate, and is not intended as a final position paper. The document is organized as follows.
This paper synthesizes Component 2 of the Regoverning Markets Programme. It is based on 38 empirical case studies where small-scale farmers and businesses connected successfully to dynamic markets, doing business with agri-processors and supermarkets. The studies aimed to derive models, strategies and policy principles to guide public and private sector actors in promoting greater participation of small-scale producers in dynamic markets. This publication forms part of the Regoverning Markets project.
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.
This training manual was prepared under the EU-funded project Capacity Development for Agricultural Innovation Systems (CDAIS), a global partnership (Agrinatura, FAO and 8 pilot countries) that aims to strengthen the capacity of countries and key stakeholders to innovate in complex agricultural systems, thereby achieving improved rural livelihoods.
The Action Planning is a tool that formalizes commitments and plots the route to their implementation. An action plan is intended for the use of the core actors, who will have been identified beforehand in the visioning phase. It determines who does what and when, and is therefore essential to ensuring that things get done and that the goals and visions set out in the capacity development strategy are achieved.