The Sourcebook is the outcome of joint planning, continued interest in gender and agriculture, and concerted efforts by the World Bank, FAO, and IFAD. The purpose of the Sourcebook is to act as a guide for practitioners and technical staff inaddressing gender issues and integrating gender-responsive actions in the design and implementation of agricultural projects and programs. It speaks not with gender specialists on how to improve their skills but rather reaches out to technical experts to guide them in thinking through how to integrate gender dimensions into their operations.
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 purpose of this paper is to map some elements that can contribute to an IFAD strategy to stimulate and support pro-poor innovations. It is an initial or exploratory document that hopefully will add to an ongoing and necessary debate, and is not intended as a final position paper. The document is organized as follows.
Cette publication offre de nombreux exemples concrets détaillant différentes manières de réengager les jeunes dans le secteur agricole. Elle montre à quel point des programmes éducationnels sur mesure peuvent offrir aux jeunes les compétences et la perspicacité nécessaires pour se lancer en agriculture et adopter des méthodes de production respectueuses de l’environnement. Beaucoup des approches ou des initiatives décrites dans cette publication sont issues des jeunes eux-mêmes.
This brief summarizes the main activities carried out by the 15 international agricultural research centers of the global research partnership for a food secure future CGIAR and their affiliated institutions develop innovative solutions for sustainable agriculture
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 Challenge of Capacity Development: Working Towards Good Practice draws on four decades of documented experience provided by both bilateral and multilateral donors, as well as academic specialists, to help policy makers and practitioners think through effective approaches to capacity development and what challenges remain in the drive to boost country capacity. The analysis is underpinned by a conceptual framework which guides practitioners to view capacity development at three interrelated levels: individual, organisational and enabling environment levels.
This book documents a unique series of 19 case studies where agricultural biotechnologies were used to serve the needs of smallholders in developing countries. They cover different regions, production systems, species and underlying socio-economic conditions in the crop (seven case studies), livestock (seven) and aquaculture/fisheries (five) sectors. Most of the case studies involve a single crop, livestock or fish species and a single biotechnology.
Traditional approaches to innovation systems policymaking and governance often focus exclusively on the central provision of services, regulations, fiscal measures, and subsidies.
This report provides a synthesis of all findings and information generated through a “stocktaking” process that involved a desk study of Prolinnova documents and evaluation reports, a questionnaire to 40 staff members of international organizations in agricultural research and development (ARD), self-assessment by the Country Platforms (CPs) and backstopping visits to five CPs. In 2014, the Prolinnova network saw a need to re-strategise in a changing context, and started this process by reviewing the activities it had undertaken and assessing its own functioning.