The Nile Story is one of immense challenges and remarkable achievements for the economic development of the region. It begins in 1999, when the ministers in charge of water affairs in the Nile countries agreed to form the Nile Basin Initiative (NBI). Between 2003 and 2015, the Nile Basin Trust Fund (NBTF) supported and coordinated cooperative work in the region, which has been delivered mainly through the NBI.
Policy makers and development practitioners who are responsible for developing investment strategies to promote economic growth find many challenges in the changing face of agriculture in the twenty-first century. In addition to its productive role of providing food, clothing, fuel, and housing for a growing world population, agriculture assumes other roles, the importance of which has more recently been recognized. In addition to its essential role in food security, agricultural development is now seen as a vital and high-impact source of poverty reduction.
The paper takes a critical look at two key interventions identified to deliver the PAEPARD capacity strengthening strategy. Firstly, the training of a pool of agricultural innovation facilitators (AIF) to broker relations between relevant stakeholders for the consolidation of effective consortia. PAEPARD envisaged the role of AIF as to support both the face-to-face and virtual (via skype, email or social media) engagement of partners in capacity strengthening processes.
Ce document analyse de façon critique deux interventions majeures identifiées pour mettre en œuvre la stratégie de renforcement des capacités de PAEPARD. La première intervention est la formation d’un vivier de facilitateurs de l’innovation agricole (FIA) pour assurer une médiation entre les acteurs concernés et, ainsi, consolider des consortiums efficaces. PAEPARD prévoyait que les FIA encouragent l’engagement virtuel (par l’intermédiaire de Skype, d’e-mails ou des réseaux sociaux) et en personne des partenaires dans des processus de renforcement des capacités.
The nature of the issues around which Agricultural Research for Development (ARD) partnerships are formed requires a different way of conceptualizing and thinking to that commonly found in many agricultural professionals. This brief clarifies the components of a system of interest to an ARD partnership.
Networks and organizations need to find ways to be more effective in pursuing their objectives and thus seek to “learn” to be able to respond, innovate and adapt to complex, changing social and environmental conditions, thus bringing about social change. An essential capacity for ARD (Agricultural Research for Development) partnerships is therefore the ability to reflect and learn. Learning is not simply about increasing knowledge and skills or changing attitudes; it is about making sense of complexity to act more effectively.
This brief illustrates the different forms of knowledge, and the ways to create and manage it.
This new Africa Region Sustainable Development Series aims to focus international attention on a range of topics, spur debate, and use robust, evidence-based, informed approaches to advance policy dialogue and policy-making. This new Series synthesizes a large body of work from disparate sources, and uses simple language to convey the findings in an easily-digestible format. Ultimately, we want to seed solutions that can help accelerate the fight to end poverty in Africa.
Climate change is a huge challenge for the agriculture and rural development (ARD) sector in Romania. On the one hand, agriculture is a source of greenhouse gas (GHG) emissions and must therefore be expected to contribute towards the climate change mitigation goals of the Europe 2020 strategy.
The development objective of the Sustainable Management of Agricultural Research and Technology Dissemination Project is to improve the institutional capacity and performance of the Indonesian Agency for Agricultural Research and Development (IAARD) to develop and disseminate relevant and demand-driven innovative technologies, meeting the needs of producers and of the agri-food system. There are four components to the project. The first component of the project is human resource development and management.