Centro Internacional de Agricultura Tropical (CIAT) para el Programa de Gestión Rural Empresarial, Sanidad y Ambiente (PROGRESA). El presente documento sistematiza la experiencia del fortalecimiento de los eslabones de la cadena de valor del frijol en el norte de Nicaragua, en busca de mejorar la competitividad del sector a través de la articulación de los diferentes actores. Además, este recuento recopila los aprendizajes de la Comisión Técnica de Frijol integrada por representantes de los socios locales del Programa: ASDENIC, Cáritas Estelí, Cáritas Matagalpa y FIDER
This paper has been prepared under the guidelines provided by the TAP Secretariat at the FAO, as a contribution to the G20 initiative TAP, which includes near 40 partners and is facilitated by FAO. Its purpose is to provide a Regional synthesis report on capacity needs assessment for agricultural innovation, with capacity gaps identified and analyzed, including recommendations to strengthen agricultural innovation systems (AIS) and draft policy recommendations to address the capacity gaps.
El presente trabajo se plantea como objetivo principal contribuir e impulsar las iniciativas locales de producción y comercialización de yuca dominicana, de forma tal que sean aprovechadas las oportunidades existentes para la comercialización de dicho producto en el mercado de Estados Unidos, de la mano con las condiciones creadas en cuanto a las normativas a cumplir, y las instituciones fortalecidas, dispuestas y vinculadas para facilitar el apoyo requerido por los productores de yuca de la República Dominicana, para que éstos produzcan y compitan con calidad, consistencia, valor agregado
El presente informe está compuesto por tres partes. La primera parte corresponde a la presentación del marco conceptual y metodológico utilizado en el estudio. La segunda parte, compuesta por cinco capítulos, corresponde al análisis del estado del arte de los Encadenamientos Productivos y Ciclo Corto a nivel internacional.
En el presente documento se sistematiza la experiencia generada por los aportes del proceso de sistematización participativo facilitado por el Centro Internacional de Agricultura Tropical (CIAT) para el Programa de Gestión Rural Empresarial, Sanidad y Ambiente (PROGRESA) al fortalecimiento de la cadena de valor de hortalizas y frutas, donde no solo se consideraron factores comúnmente incluidos en proyectos de desarrollo agropecuario –como la inserción de nuevas tecnologías y la asistencia técnica–, sino que se involucraron componentes como el fortalecimiento organizativo, el enfoque de merc
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.
This tool is a simple tool to map out the current status of the AIS, and to discover where the actors want to go. The rich picture tool can be used both to describe the current situation and to illustrate future plans. A rich picture opens up discussions and helps participants reach a broad and collective understanding of the situation.
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.