The main purpose of this paper is to take stock of some of the most significant results emanating from The International Development Research Centre (IDRC)‐supported programmes, in recent years in the area of organizational capacity development, and feeding into the consultation process for the formulation of IDRC`s next Corporate Strategy Program Framework (CSPF) for the 2010‐2015 period.
Many capacity development (CD) programs and processes aim at long‐term sustainable change, which depends on seeing many smaller changes in at times almost invisible fields (rules, incentives, behaviours, power, coordination etc.). Yet, most evaluation processes of CD tend to focus on short‐term outputs focused on clearly visible changes.
This paper, presented at the 8th European IFSA Symposium ( Workshop 6: "Change in knowledge systems and extension services: Role of the new actors") in 2008, discusses the FutureDairy project, which is developing more productive forage and feeding systems and testing technical innovations such as robotic milking in Australian pasture based dairy systems.
This paper synthesizes Component 2 of the Regoverning Markets Programme. It is based on 38 empirical case studies where small-scale farmers and businesses connected successfully to dynamic markets, doing business with agri-processors and supermarkets. The studies aimed to derive models, strategies and policy principles to guide public and private sector actors in promoting greater participation of small-scale producers in dynamic markets. This publication forms part of the Regoverning Markets project.
The privatization of agricultural research and extension establishments worldwide has led to the development of a market for services designed to support agricultural innovation. However, due to market and systemic failures, both supply side and demand side parties in this market have experienced constraints in effecting transactions and establishing the necessary relationships to engage in demand-driven innovation processes.