This paper argues that Dutch-funded capacity development projects in developing countries for tertiary agricultural education organisations as they are currently carried out are not able to successfully achieve the sustained changes required. That is, changes in how an organisation functions, its cultural norms and rules, and also in how it interacts within wider networks. Rather, long-term institutional change is needed.

This study, conducted by the World Bank at the request of the Government, is motivated by the need to understand Malaysia’s progress in facilitating the shift to a knowledge-focused economy.

This Economic and Sector Work paper, “Enhancing Agricultural Innovation: How to Go Beyond the Strengthening of Research Systems,” was initiated as a result of the international workshop, “Development of Research Systems to Support the Changing Agricultural Sector,” organized by the Agriculture and Rural Development Department of the World Bank in June 2004 in Washington, DC.

The book documents a diversity of approaches for and results from the development of innovation processes (endorsing the definition proposed by FARA) through a review of twelve agricultural platforms in sub-Saharan Africa. These cases are far from exhaustive but nevertheless bring up a wealth of experiences. The authors do not pretend to present a model or template for the perfect innovation platform. To the contrary – they do not believe this is possible.

The paper discusses the work force development (Wfd) tool that places explicit focus on three functional dimensions of Wfd policies and institutions: (a) strategy; (b) system oversight; and (c) service delivery. Strategy refers to the alignment between workforce development and a country’s national goals for economic and social development. System oversight refers to the governance arrangements that shape the behaviors key stakeholders involved, including individuals, employers, and training providers.

This set of guidance notes is designed to support practitioners and evaluators in conducting retrospective evaluations of a capacity development intervention or portfolio to assess and document results. Users will enhance their understanding of the capacity development process, of what works and what does not work in promoting change and to inform future programs. The standard M&E approach for assessing capacity development results has not been sufficient.

This book describes how the Alliance for a Green Revolution in Africa (AGRA) has been trying to improve markets for staple foods in Africa through its Market Access Programme. It describes 13 projects from eight countries (Burkina Faso, Ghana, Kenya, Malawi, Mozambique, Rwanda, Tanzania and Uganda) that the programme has supported. The book does not attempt to describe the cases in detail. Rather, it focuses on particular aspects in order to derive lessons from which the project managers, AGRA and other development organizations can learn.

This sourcebook contributes to identifying, designing, and implementing the investments, approaches, and complementary interventions that appear most likely to strengthen Agricultural innovation systems (AIS) and to promote agricultural innovation and equitable growth. It emphasizes the lessons learned, benefits and impacts, implementation issues, and prospects for replicating or expanding successful practices. The information in this sourcebook derives from approaches that have been tested at different scales in different contexts.

This World Bank Institute Capacity Development and Results Practice focuses on the areas of institutional capacity and their contributing characteristics which can help development practitioners to assess institutional capacity needs, inform program design and measure progress toward results for a capacity development strategy or intervention. 

This flyer is a GFRAS good practice note for extension and advisory service focused on Farmer Field Schools (FFS). It cover the following aspects: Philosophy and principles, Implementation, Capacity required, Costs, Strenghts and Weaknesses, Governance and Management, Potential Impact.