Present research set out the public and private agricultural extension services with the term of human resources practices. Five districts, one from each ecological zone, were taken purposively: namely Kech, Lasbela, Kalat, Killa Saifullah and Sibi. A sample of (250) farmers and (100) public and private Extension Field Staff (EFS) was taken as sample size by using the multi-stage random sampling technique. Null hypothesis was also tested in order to know the variances in the perceptions of the respondents.
The progress of the country and the welfare of the people depends on productivity, as an indicator of efficiency in the use of natural resources, capital and human talent. Ecuador is going through a deep crisis in the production of coffee where demand is much greater than supply with 1,560,000 bags of deficit, mainly of robusta coffee.
The adoption of adequate technologies is essential to improve the performance of different kinds of companies. Although there is literature related to the adoption of technology in dairy agribusiness in developed countries, information about it is scarce in developing countries. The objective of this study was to explore the factors associated with the adoption of technology by dairy agribusiness. A structural analysis was conducted to evaluate the relationships between the internal variables of Antioquia province farms, Colombia, and their technology adoption process.
“Business as usual” is no longer an option for a food-secure future. Pastoralism can be an innovative system: a time-tested, undervalued alternative to high-input and resource-intensive farming, and a valuable lesson for the much needed evolution towards ‘farming with nature’, with largely-untapped potential for income growth and employment in marginal areas.
This document intends to provide an analysis of the outcomes of the application of the TAP Common Framework in the eight countries of the Capacity Development for Agricultural Innovation Systems (CDAIS) project. The TAP Common Framework (TAP CF) was developed at the global level as an initial activity of the CDAIS project in order to guide capacity development (CD) and strengthening of Agricultural Innovation Systems (AIS). The project then tested this framework in eight pilot countries (Guatemala, Honduras, Burkina Faso, Angola, Rwanda, Ethiopia, Lao PDR, Bangladesh).
This flyer described the collaboration between FAO and Agrinatura and in particular two main areas of activities:
1) Joint implementation of the EU-funded Capacity Development for Agricultural Innovation Systems (CDAIS) project from 2015 to 2019, in eight countries: Angola, Bangladesh, Burkina Faso, Ethiopia, Guatemala, Honduras, Lao People’s Democratic Republic, Rwanda;
While education access has improved globally, gains are uneven, and development impacts driven by increases in education continue to be left on the table, especially in rural areas. Demand-driven extension and advisory services (EAS) – as a key institution educating rural people while providing agricultural advice and supplying inputs – have a critical role to play in bridging the education gap. This can help ensure that millions of young people successfully capitalise on opportunities in agriculture markets, as surveys in Rwanda and Uganda demonstrate.
Innovation platforms are fast becoming part of the mantra of agricultural research and development projects and programs with an innovation objective.
The purpose of this report is to provide some of the groundwork in answering the question of how the CGIAR system and other public agricultural research organisations should adapt and respond to an era of transformation framed by the SDGs. It does this by exploring the way in which this transformation agenda reframes agricultural research and innovation.
This paper addresses the question how public-private partnerships (PPPs) function as systemic innovation policy instruments within agricultural innovation systems. Public-private partnerships are a popular government tool to promote innovations. However, the wide ranging nature of PPPs make it difficult to assess their effects beyond the direct impacts they generate for the partners.