This study has been produced with the overall goal to document and analyse exisiting best practices in the field of RWHI management in sub-Saharan Africa, with a special focus on Ethiopia, Kenya, Mozambique and Zimbabwe. This is meant to determine the suitability of RWHI management under multivariate biophysical and socioeconomic conditions. The best practices include specific information and know-how on the performance, cost-efficiency and impacts of RWHI technologies.
These recommendations are a compilation of 2 regional studies at sub-Saharan Africa level which focused on research and technology transfer in the field of rainwater harvesting irrigatio nmanagement on one hand (section 3), and effective policy recommendations on the use of rainwater for off-season small-scale irrigation on the other (section 4). The regional studies upon which this transnational study is based come from the analysis of national studies in Ethiopia, Kenya, Mozambique and Zimbabwe.
These training materials have been produced to foster the capacity of key members of local communities to practically implement RWHI systems in a cost-efficient manner. The specific target group of these capacity building materials are local community members who are directly involved in the replication and scale-up of RWHI technologies and practices, i.e.
The purpose of this piece of work is to investigate, through a literature review, the role of intermediaries in agricultural and rural development. In the first place, a general view of the roles of intermediaries, (focusing on the two main types of intermediaries, i.e. facilitators and brokers), as depicted in literature, is provided. Following, the emergence of facilitators and brokers in agricultural literature is explored based on the turn from reductionist to systemic science as well as from the expert syndrome to participatory development.
In the AgriSpin project (2015-2017) fifteen organisations involved in innovation support tried to understand better how each of them made a difference in helping farmers to innovate. In principle, each partner organisation hosted a Cross Visits of 3 – 4 days, to present a number of interesting innovation cases in which it was involved. The visiting team, composed of colleagues from other partner organisations, interviewed key actors in each case, and gave feedback about pearls, puzzlings and proposals in these innovation processes.