Undertaking Capacity Needs Assessment (CNA) is critical for organizing appropriate capacity development interventions. AESA organised four workshops on CNA of EAS in India, Sri Lanka, Bangladesh and Nepal with the following objectives.
1. Identify capacity gaps among EAS providers
2. Finalise a methodology for undertaking capacity needs assessment.
The new Constitution of Nepal (2015) has initiated federal, provincial, and local governments in Nepal, each bestowed with respective rights, responsibilities, power and authority. While developing the new mechanism of governance, the Constitution has given immense authority as well as responsibility to local governments, which is unprecedented and has never been experienced before in the history of Nepal. Along with the restructuring of the state, the institutional mechanism of the agriculture sector has also been restructured.
Mounting evidence points to the fact that climate change is already affecting agriculture and food security, which will therefore make the challenge of ending hunger, achieving food security, improving nutrition, and promoting sustainable agriculture even more difficult (FAO 2016). Through Sustainable Development Goal (SDG) 13, the 2030 Agenda calls for strengthened resilience and adaptive capacity in response to natural hazards and climate-related disasters globally.
This brief explores the definition of Agricultural Knowledge and Information System (AKIS) and the inventory of AKIS in Europe.
A growing variety of public and private rural advisory services are available today, leading to increasingly “pluralistic service systems” (PSS), in which advisory services are provided by different actors and funded from different sources. However, these PSS and the way they operate are still poorly understood. In particular, how PSS can effectively respond to demands of heterogeneous farmers in contexts where small-scale agriculture increasingly needs to exploit value addition and adapt to market requirements.
This document is about a session of the Second Global Conference on Agricultural Research for Development (GCARD2), which was held in Punta del Este, Uruguay, in 2012. The session focused on how to strengthen institutional capacities as well as multi-disciplinary and multi-organizational networking, including through improved policies, management practices, structures and incentives, so that institutions become more adaptive and responsive, as well as more effective in linking farmers, research, education, extension and development actors.
Both women and indigenous peoples face key barriers that limit their capacity to access and benefit from development projects. In a country like Peru where women and indigenous peoples represent a large share of the rural poor, integrating proactive measures into project design is crucial to reach these populations. The Peru Agricultural Research and Extension Program (INCAGRO) gave great emphasis to designing financing instruments that will give equitable opportunities to indigenous peoples and women's organizations.
For smallholder agriculture to prosper and transform itself, access to rural services is essential. Rural services that enable smallholders to overcome constraints to increase their productivity, manage their farms as a sustainable business, link to inputs and outputs markets and act collectively to improve their livelihoods are a first line of action to reduce rural poverty. Undoubtedly, improving rural services has long been on the development agenda.
This brief summarises the results and recommendations of a scoping study that examined the current levels of professionalism in the Global Forum for Rural Advisory Services (GFRAS) regional networks. The aim was to provide evidence that would guide the future activities and tools offered by GFRAS as well as to promote inter-regional learning and information exchange.
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.