The IPMS project proposes to ‘contribute to improved agricultural productivity and production through market-oriented agricultural development, as a means for achieving improved and sustainable livelihoods for the rural population’ in Ethiopia. To accomplish this goal the project supports development and (action) research on innovative technologies, processes and institutional arrangements in three focus areas i.e.
This paper introduces the Multilevel Stakeholder Influence Mapping (MSIM) tool, which aims to assist analysts in the study of power dynamics across levels within climate adaptation regimes. The tool is adapted from the Stakeholder Influence-Mapping tool (2005) of the International Institute for Environment and Development (IIED). MSIM is a simple visual tool to examine and display the relative power/influence that different individuals and groups have over a focal issue—in this case, climate change adaptation of smallholder farmers.
This report compiles country-reports that describe the agri-food research landscape in 2006/2007 in 33 countries associated to the 6th Framework Programme (FP6), which defined the European for the period from 2002 to 2006. Each country-report presents information about the main research players in 2006/2007 and about the current trends and the future needs for research topics and for the organisation of the agri-food research system.
This document provides a review of existing reports regarding the agri-food research landscape in 2006/2007 for 14 EU countries (Bulgaria, Croatia, Cyprus, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Romania, Slovakia, Slovenia, Turkey) and also explores trends and needs in other EU or associated countries (Austria, Belgium, Denmark, Finland, France, Germany, Greece, Iceland, Ireland, Israel, Italy, Luxembourg, Norway, Portugal, Spain, Sweden, Switzerland, The Netherlands, United Kingdom).
This presentation on the innovation system approach was presented to the Oromiya BoARD meeting in Addis Ababa, Ethiopia, 26 July 2007.
This paper describes the research path followed by a team of researchers who had investigated the nitrate problem in a case study area, and who became aware of the low impact of their data on the policy debate and on the practices that – as the research team saw it – had given rise to the problem in the first place. They embarked on a series of interactions first with participatory action researchers from the SLIM project (see Fig.
Net-Map is an interview-based mapping tool that helps people understand, visualize, discuss, and improve situations in which many different actors influence outcomes. By creating Influence Network Maps, individuals and groups can clarify their own view of a situation, foster discussion, and develop a strategic approach to their networking activities.
This PROLINNOVA report to the 3rd GFAR Programme-Committee meeting is composed of two parts.
The past 1 entitles ‘ PROLINNOVA genesis and growth’ describes historical background and
PROLINOVA in general while the part 2 entitles ‘2007 accomplishments’ narrates specific
accomplishments of PROLINNOVA during the period January-November 2007 . Further, the annex 1
lists contact addresses.
Le présent document a reconnu l’existence d’un consensus international croissant au sujet de l’importance de l’objectif de renforcement des capacités et de la façon dont il a des chances d’être réalisé. L’accent a été mis sur la reconnaissance du fait que le renforcement des capacités est un processus endogène, sur l’importance de l’appropriation des politiques nationales qui en résulte, et sur la nécessité pour les donneurs de se limiter à encourager et à soutenir les efforts du pays.
The IFAD Innovation Strategy does not set new objectives for staff, but rather defines what is needed to create an innovation-friendly environment and to support staff in achieving the expected results.To strengthen its innovative capabilities and become a better catalyst of pro-poor innovation, IFAD will focus on four clusters of activities: (i) Building capabilities and understanding of challenges requiring innovation; (ii) Nurturing partnerships and facilitating an innovation network; (iii) Embedding rigorous innovation processes and the related risk management into IFAD’s core business