The timeline tool is generally put to use when stakeholders embark upon the self-assessment phase of their innovation partnership. Stakeholders are asked to recall moments they feel were significant for the partnership, from its beginning to the present and to reflect upon how the partnership has evolved since it began.
The capacity-focused problem tree pinpoints a core capacity issue, along with its causes and effects. It helps clarify the precise capacity-development objectives that the intervention aims to achieve. The focus should be on functional capacity, but room should be left to acknowledge technical capacity issues too.
This tool enables participants to become cognisant of the functional capacities discovered through the capacity scoring questionnaire, and test the limits of these capacities through simulations or role-playing (e.g. problem-solving, collaboration, information sharing, and engagement). The simulation game leads to an intuitive understanding of innovation capacities and of the importance of the enabling environment, helping participants to learn about the significance of these capacities.
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.
Galvanizing the commitment of agricultural innovation systems (AIS) actors through learning, participation and reflection is a prerequisite for capacity development (CD) initiatives. This phase ensures both a common understanding of the process of CD for AIS as well as to create ownership and high-level support by those that head and lead representative bodies of actors within the system.
Several posters have been created on the occasion of the 5th TAP Partners Assembly (Laos, 20-22 September 2017) to show recent activities and achievements in the eight pilot countries of the CDAIS project.
Community-driven development (CDD) projects seek to empower communities, reduce poverty, and improve economic and social conditions of the poor, typically in rural and remote areas. No less important, CDD also typically addresses two persistent gender gaps: (1) women's lack of voice in public decision making, and (2) their poor access to services and markets. Much of the development community finds CDD to be appealing, and its use is widespread and growing.
Agricultural water management is a vital practice in ensuring reduction, and environmental protection. After decades of successfully expanding irrigation and improving productivity, farmers and managers face an emerging crisis in the form of poorly performing irrigation schemes, slow modernization, declining investment, constrained water availability, and environmental degradation. More and better investments in agricultural water are needed.
The overall objective of the Comprehensive Assessment of the Agricultural Sector (CAAS) is to provide an evidence base to enable appropriate strategic policy responses by the Government of Liberia (GoL) and its development partners in order to maximize the contribution of the agriculture sector to the Government's overarching policy objectives. Given the strong relationship between growth in agricultural productivity and poverty reduction, future efforts in Liberia need to focus on productivity enhancing measures with a pro-poor focus that increase incomes.
The sector review includes seven chapters and one annex. This first chapter is an overview of agriculture, irrigation and the purpose and content of this report. The second chapter provides a review of the Bank s own strategy and priorities for irrigation and drainage within its portfolio of investments, from the time of its 2004 Strategy until the present. It also includes a short summary of key lessons learned in this sector.