This analysis evaluates a real world complex intervention to study the impacts of an agricultural value chain development program on livelihood outcomes, in hill and mountainous regions of Nepal. The intervention was not designed for the study and no baseline data existed to compare the final outcomes. Data came from a carefully designed household survey administered to 3,028 households (50% beneficiaries and other 50% non-beneficiaries) across seven districts in Western Nepal.
This paper comparatively analyzes the structure of agricultural policy development networks that connect organizations working on agricultural development, climate change and food security in fourteen smallholder farming communities across East Africa, West Africa and South Asia.
Agricultural mechanization in developing countries has taken at least two contested innovation pathways—the “incumbent trajectory” that promotes industrial agriculture, and an “alternative pathway” that supports small-scale mechanization for sustainable development of hillside farming systems.
The paper studies the entrepreneurial behavior of large cardamom growers in Lamjung District, Nepal and was conducted from December 2017 to June 2018 in Marshyangdi Rural Municipality of Lamjung district. The Rural Municipality was selected purposely for the study due to the recent establishment of Cardamom Zone under the Prime Minister Agriculture Modernization Project in the Municipality focusing on large cardamom development. Altogether 80 large cardamom growers were selected randomly from 454 large cardamom growers of the study site.
This paper analyzes smallholder farmers' willingness to pay (WTP) for the purchase of scale-appropriate farm mechanization in the hill ecologies of Nepal using the case of mini-tiller technology: a small, 5–7 horsepower two-wheel tractor primarily used for agricultural land preparation.
Agriculture in South Asia is vulnerable to climate change. Therefore, adaptation measures are required to sustain agricultural productivity, to reduce vulnerability, and to enhance the resilience of the agricultural system to climate change. There are many adaptation practices in the production systems that have been proposed and tested for minimizing the effects of climate change. Some socioeconomic and political setup contributes to adaptation, while others may inhibit it.
Agricultural innovation is a process that takes a multitude of different forms, and, within this process, agricultural research and expertise are mobilised at different points in time for different purposes. This paper uses two key analytical principles to establish how research is actually put into use. The first, which concerns the configurations of organisations and their relationships associated with innovation, reveals the additional set of resources and expertise that research needs to be married to, and sheds light on the types of arrangements that allow this marriage to take place.
The IFAD Innovation Strategy does not set new objectives for staff, but rather defines what is needed to create an innovation-friendly environment and to support staff in achieving the expected results.To strengthen its innovative capabilities and become a better catalyst of pro-poor innovation, IFAD will focus on four clusters of activities: (i) Building capabilities and understanding of challenges requiring innovation; (ii) Nurturing partnerships and facilitating an innovation network; (iii) Embedding rigorous innovation processes and the related risk management into IFAD’s core business
The International Water Management Institute (IWMI) has been working in Nepal since 1986 with the objective of undertaking research in water management and to strengthen the research capabilities of concerned government agencies. The research helped to develop appropriate mechanisms for providing support to Farmer-Managed Irrigation Systems (FMIS) and the initiation of participatory irrigation management (PIM).
This Training of Trainers Manual is designed to help build the capacity of trainers in flash flood risk management, who can then disseminate the knowledge to a larger number of practitioners. The manual presents an eight-day course including a three-day field trip. Detailed lesson plans for 21 sessions are followed by resource materials that will enable the trainers to replicate the course in their own work areas.