This report describes the concepts and methods used to evaluate a regional capacity development project in Latin America. The project under study aims to strengthen planning, monitoring, and evaluation in agricultural research organizations in the region. The report outlines the procedures employed in five evaluation studies and summarizes the results of each study. It then presents consolidated findings in response to three evaluation questions: What were the main contributions of the project to agricultural research management?
Following the remarkable success of performance testing in the commercial sector, the Agricultural Research Council's Animal Improvement Institute (ARC–AII) initiated a beef cattle performance testing scheme for smallholder farmers in 1996. The scheme, which became known as Kaonafatsho ya Dikgomo (Sotho for animal improvement), has been running well in the Northern and North West Provinces and is set to spread gradually to the rest of the country.
The GFA ITAACC final workshop in Nairobi was attended by more than 80 people comprising representatives of farmer organizations, NGOs, government, private sector and research institutions. The workshop proved to be an excellent platform for actors in the innovation system to share, discuss and validate the findings of the assessment of the match between needs and supply of agricultural innovations in Africa.
This paper presents findings of an explorative case study that looked at 22 organisations identified as fulfilling an intermediary role in the Kenyan agricultural sector. The results show that these organisations fulfill functions that are not limited to distribution of knowledge and putting it into use. The functions also include fostering integration and interaction among the diverse actors engaged in innovation networks and working on technological, organisational and institutional innovation.
This handbook is designed as a script for training courses in facilitation and transformational change management. It seeks to create a greater understanding of complex adaptive systems, kindle a new understanding of facilitation and leadership, and give readers a set of practical tools.
There is increasing emphasis being put on the need to be 'internationally competitive'. This imperative is being driven, it is argued, by the globalization of economic and corporate life. This 'globalization' is the subject of a burgeoning academic literature. To achieve and maintain the necessary competitive edge requires companies to be innovative, technologically dynamic, and organizationally efficient - in a dynamic, not just static sense.
The 2014 Annual workshop of the CGIAR Consortium CapDev Community of Practice was held from September 10–12, 2014 at CGIAR Consortium Headquarters, Montpellier, France.The workshop was planned by a CapDev Convening Committee comprised of Iddo Dror (ILRI), Diana Brandes (Livestock & Fish), Per Rudebjer (Bioversity), Simone Staiger (CIAT), Mehmood Hassan (ICRAF), Javier Ekboir (ILAC), Alain Vidal/Luis Solorzano (Consortium Office) and a facilitator Nadia Manning-Thomas.
This World Bank Institute Capacity Development and Results Practice focuses on the areas of institutional capacity and their contributing characteristics which can help development practitioners to assess institutional capacity needs, inform program design and measure progress toward results for a capacity development strategy or intervention.
This review studied a selection of projects from the Research Into Use (RIU) Africa portfolio: the Nyagatare maize platform in Rwanda; the cowpea platform in Kano state, Nigeria; the pork platform in Malawi, the Farm Input Promotions (FIPS) Best Bet in Kenya, and the Armyworm Best Bet in Kenya and Tanzania. For each of the selected projects, assessments were made on how it changed the capacity to innovate, the household level poverty impact, whether the intervention off ered value for money, and what were the main lessons learned.
This reference document describes a comprehensive approach for planning, monitoring and evaluation of capacity and the results of capacity development processes. This capacity framework used centres around 5 capabilities (‘5Cs’) that together contribute to an organisation’s ability to create social value. The document has been written for development practitioners in Southern organisations and planning, monitoring and evaluation professionals with whom they collaborate. As the title implies, it is not itself a handbook or a ‘tool’.