A lo largo de su historia, los servicios de Extensión y Asistencia Técnica en América Latina y el Caribe han sido un instrumento focalizado, mayormente, hacia la pequeña agricultura como una forma de mejorar las condiciones de vida en el entorno rural y llevar tecnologías (conocimientos) que sirvan no solo para aumentar la productividad, sino que devengan en un motor del desarrollo y un medio para alcanzar la seguridad alimentaria.
En esta publicación se presenta una visión general de las oportunidades y las dificultades actuales de las iniciativas encaminadas a aumentar los efectos de la extensión agraria y rural. El punto de partida para este análisis reside en el reconocimiento de que se ha superado la visión de la extensión agraria como sinónimo de la labor de los organismos del sector público.
L’objectif de ce guide est de faciliter la planification et la mise en œuvre des
sessions de formation. Il fait partie du cours de Gestion d’entreprises associatives
rurales en agroalimentaire et a été conçu pour les facilitateurs qui possèdent
des connaissances et une expérience en ce qui concerne les aspects techniques de
la formation, mais qui n’ont pas forcément de compétences pédagogiques et qui
n’ont pas d’expérience leur permettant de faciliter le processus d’enseignementapprentissage.
Participatory communication in development aims to facilitate the integration of interpersonal communication methods with conventional and new media channels, with the focus on encouraging all stakeholders to participate in the process. The growth of internet-based technologies has created new opportunities for facilitating this participation and enhancing the ability of resource-poor communities to access information and support and to share experiences and knowledge.
Analysis of the role of Global Value Chains (GVC) in accessing knowledge and enhancing learning and innovation. Global Value Chains, Innovation Systems, Governance, Foreign Direct Investment, Learning, Upgrading, Productivity. Three main conclusions emerge from the analytical framework and evidence presented in this paper.
This paper aims to map the experience of the RIU Asia projects and draw out the main innovation management tactics being observed while laying the groundwork for further research on this topic. It provides a framework to help analyse the sorts of innovation management tasks that are becoming important. This framework distinguishes four elements of innovation management: (i) Functions (ii) Actions (iii) Tools and (iv) Organisational Format.
Ethiopian agriculture is changing as new actors, relationships, and policies influence the ways in which small-scale, resource-poor farmers access and use information and knowledge in their agricultural production decisions. Although these changes suggest new opportunities for smallholders, too little is known about how changes will ultimately improve the wellbeing of smallholders in Ethiopia. The authors of this paper examine whether these changes are improving the ability of smallholders to innovate and thus improve their own welfare.
This short note discusses the innovation platforms in their potential functions and benefits, with references to southern Africa countries. The initial consideration is that, although appropriate technologies and farming strategies to increase production in small-scale crop-livestock systems exist, farmers often have little or no incentive to invest in these.
This paper presents an overview of current opportunities and challenges facing efforts to increase the impact of rural and agricultural extension. The starting point for this analysis is in recognition that the days when agricultural extension was synonymous with the work of public sector agencies are over.
The DURAS Project, which ran from 2004 to 2008, established a truly pioneering means of integrating innovation from science with that from communities themselves. At the heart of DURAS has been its innovative competitive grants system. Following an original selection and evaluation process that placed a premium on multi-stakeholder partnerships, 12 projects were funded in Africa and Asia over a period of three years, each involving an array of disciplines and partners.