TAP and its partners carried out regional surveys in Asia, Africa and Central America to assess priorities, capacities and needs in national agricultural innovation systems. This document provides a Regional synthesis report on capacity needs assessment for agricultural innovation in Africa. FARA was selected as Recipient Organization by FAO to facilitate TAP implementation in Africa. This is mainly due to its position as the umbrella organization bringing together and forming coalitions of major regional stakeholders in agricultural research and development.
These proceedings relate to a regional workshop which was held in Muscat, Oman, in January 2008.
This regional workshop was designed to strengthen the capabilities of representatives of NIFUs for analyzing the situations of their NAIS, and to use their national experiences to identify strengths, weaknesses, and threats/challenges affecting seven key areas influencing development of NAIS, namely: (i) strategy/policy, (ii) institutional aspects, (iii) stakeholders, (iv) content, (v) people, (vi) infrastructure, and (vii) financial aspects. Possible solutions for the key weaknesses and threats /challenges were defined by participants.
This report provides a synthesis of all findings and information generated through a “stocktaking” process that involved a desk study of Prolinnova documents and evaluation reports, a questionnaire to 40 staff members of international organizations in agricultural research and development (ARD), self-assessment by the Country Platforms (CPs) and backstopping visits to five CPs. In 2014, the Prolinnova network saw a need to re-strategise in a changing context, and started this process by reviewing the activities it had undertaken and assessing its own functioning.
The Tanga Dairy Platform, created in 2008, is an informal forum of different stakeholders involved in the dairy industry of Tanzania’s Northeastern Tanga region. The platform’s objective is to exchange knowledge and develop joint actions to common problems. Six years on, it is a sustainable example of a commodity association addressing the joint problems of the region’s dairy industry.
Youth intention to pursue a career in agriculture and entrepreneurship is influenced by the knowledge they acquire through formal, informal, and nonformal settings. Changing youth perception of agriculture is essential for agriculture and youth development. The purpose of the study was to examine current youth perceptions of agriculture, solicit Tanzanian leaders' views of agriculture, and youth entrepreneurship.
Conventional approaches to agricultural extension based on top–down technology transfer and information dissemination models are inadequate to help smallholder farmers tackle increasingly complex agroclimatic adversities. Innovative service delivery alternatives, such as field schools, exist but are mostly implemented in isolationistic silos with little effort to integrate them for cost reduction and greater technical effectiveness.
Centred on a reservoir and irrigation scheme for livestock keepers and crop producers, the core objective of CDAIS Rwangingo catchment was to promote fair, effective and efficient use of water, as well asconflict management through collaboration among users. It stimulated a partnership framework among water users, service providers (including extensionists, input suppliers and water users organisations ) and supporters (Agri projects, enablers).
This tool helps the design of comprehensive capacity development interventions aimed at strengthening mainly functional capacities. The purpose of this tool is to provide an overview of the different options in terms of capacity development modalities that an innovation partnership can consider while developing the action plan.
This tool is designed for reviewing the partnership to assess whether it is achieving the goals of the individual actors or partner organisations. It is essentially a ‘health check’ of the innovation partnership. This tool can offer an opportunity to the partners to reflect on the value of the partnership from their own organization’s perspective. It also helps to assess what-if any- changes would improve the effectiveness of the partnership and to agree as a group to any revisions to the partnership agreement taking into account the findings of the review process.