This document is intended to serve as a resource for assessing capacity needs in a project or programme. A capacity needs assessment (CNA) is a process for identifying a project’s perceptions (through staff, partners and stakeholders) on various capacity areas that impact the work they do. The process helps identify challenges and opportunities for enhancing key skills thereby enhancing the project’s ability to achieve its objectives. The overall goal of a CNA is to determine the gap between required and existing capacities.

This article gives insights about collaboration and how this process can help agricultural innovation in Africa.

These guidelines have been elaborated by the CDAIS project to organize policy consultations at national level. In particular, they can be used by project teams (e.g. project managers, facilitators, policy consultants) for the planning of national policy dialogue events to discuss policy related issues emerged during the local consultations at innovation partnership level and require attention of national policy makers.

These guidelines have been elaborated by the CDAIS project to organize policy consultations at innovation partnership level. They can be used by project teams (e.g. project managers, facilitators, policy consultants) to plan and conduct workshops with representatives of the innovation partnership to discuss policy related issues that hinder the innovation process in a particular partnership.

For many years, rural women have been creating their own agri-food processing companies, that promote local agriculture by bringing to the market original foods in products that are accessible to urban populations. The aim of CDAIS is to support their development by strengthening their capacities to experiment and learn together, as well as to negotiate and make contracts with suppliers and traders. And Dakoupa in Bobo Dioulasso is one of many small family businesses supported by CDAIS through the women-led agri-food processing microenterprise innovation partnership.

“Before, people were not really interested” says Lionel Ozorio, president of the ATESCATEL seed cooperative, “but the CDAIS project has helped to bring people together and now we see much more buy-in.” This innovation partnership is building key functional capacities amongst producer associations, and now, bringing other stakeholders onboard to help improve nutritional security through innovative approaches in promoting a new bean variety with increased production potential and nutritional content.

“Thanks to the money I earn from producing organic vegetables, this helps with the costs of schooling my children. I also feed my family with healthy food, and don’t buy any vegetables at the market anymore” says Clarisse Ilboudo, a farmer in the Koubri women’s group, Kadiogo province, Burkina Faso. The Koubri women group is supported through ‘Bio SPG’, a national organic agriculture label based on a participatory guarantee system approach, supported by the CDAIS project as one its innovation niche partnership.

The success of multi-stakeholder ARD (Agricultural Research for Development) partnerships is often attributed to stakeholder interaction and knowledge exchange, collective learning and establishment of mutual trust between the partners involved. Achieving these outcomes depends very much on the leadership of the partnership, and how this leadership relates to partnership facilitation and also project coordination and/or management. This brief explores the different skills and attitudes required by leaders of ARD partnerships, and how these relate to different contexts.

Inclusion is a key issue for Agricultural Research for Development (ARD). Development goals in and of themselves call for better livelihoods and opportunities for the less privileged actors working in agriculture. They also call for greater equity and balanced representation of the population at an institutional level. This brief focuses on how ARD processes can more sensitively address gender relations and youth issues. Women and young people have distinctive needs and interests which can be less visible within broader “Producer Organizations”, for example.

“Donor funded projects usually work separately from the government,” says Oudong Keomipheth, Deputy Director of the Planning and Cooperation Division, NAFRI and CDAIS project Country Project Manager . “But instead of setting up their own office or partnering with a national NGO, CDAIS has partnered with us, the government.”