Bonnes pratiques et examen sur le terrain

À travers 40 des revues de terrain menées par des experts transversaux, une liste de bonnes pratiques a été identifiée pour soutenir l’innovation interactive, classé en quatre catégories. Vous pouvez retrouver ci-dessous toutes les pratiques ainsi que le descriptif de la revue de terrain.

Add an International Perspective

Enable advisors and farmers to learn from diverse global experiences and think beyond their familiar approaches.

Ensure Diversity among Actors in Projects

Include a diverse range of relevant actors in groups to broaden perspectives and foster a sense of ownership among all involved actors.

Build Strong Networks within the AKIS for Advisors

Provide advisors with easy access to knowledge flows, technical expertise, human resources, and financial support to effectively respond to problems or opportunities.

Create Institutional Support and Enable Environments

Secure institutional assistance for developing, testing, and applying solutions for farmer clients, alongside leadership commitment from managers and organisations.

Facilitate Learning from Successful Practices

Harvest knowledge, skills, experience, and motivation from successful projects to empower groups in their endeavors.

Enable Advisors to Build Wide Networks

Foster an environment that encourages advisors to share knowledge, motivation, and support through extensive networking.

Communicate Clearly to Actors

Ensure advisors are conscious of how they are perceived by others and how their words and actions may be interpreted differently by various actors.

Secure Funding Effectively

Recognize that funding can positively support innovation but also acknowledge that funding conditions may push actors in directions contrary to their initial goals.

Foster a Positive Atmosphere

Create a supportive and positive environment that enables actors to collaborate effectively, even when they are unfamiliar or do not fully trust each other.

Maintain Flexibility to Change Direction

Create a supportive and positive environment that enables actors to collaborate effectively, even when they are unfamiliar or do not fully trust each other.

Develop a Whole Industry Approach

Drive action and influence change by engaging actors who don’t regularly interact with technology providers, opening new communication channels, and fostering innovation across supply and demand sectors.

Implement Result-based Payment for Non-Profitable Services

Motivate farmers to participate in collaborative projects unrelated to farm production by offering rewards or incentives beyond profitability, acknowledging the value of their efforts.

Build Capacity for Collective Action

Strengthen participants’ ability to collaborate across various sectors, regions, and demographics by integrating collaborative projects and assignments into training programs, and facilitate discussions to shift mindsets.

Turn Crisis into Opportunity

Turn Crisis into Opportunity

Equip Actors to Manage Bureaucracy

Provide administrative support for actors and advisors during collaborative projects, minimising burdensome tasks like planning and reporting to enhance focus on project goals.

Mobilise Hybrid Actors

Engage “hybrid” actors who blend roles across different sectors (farmer-researcher, farmer-retailer, etc.) to bridge gaps between disciplines and strengthen relationships among diverse actor categories.