In the Trust Walk exercise, a facilitator sets up a “minefield” using scattered objects in an open area. Participants are paired up, with one person blindfolded and the other sighted. The sighted partner guides the blindfolded through the minefield using only verbal instructions. This exercise highlights the critical roles of communication and trust, as the blindfolded partner must rely entirely on their partner's directions to avoid obstacles. After navigating the course, partners switch roles and repeat the process, enhancing their understanding of both leading and following roles.
This activity is part of the i2connect summer schools, where it is used to explore the dynamics between farmers (blindfolded) and advisors (guides), emphasizing co-creation, knowledge exchange, and the transfer processes. It underscores the importance of trust and clear communication in advisory relationships and provides a vivid, memorable experience that links directly to the challenges and necessities of effective advisory work. Participants reflect on their experiences to discuss the importance of guidance and cooperation, drawing parallels to real-world scenarios in agricultural advising.

Dies ist eine Pantomime oder ein Spiel ohne Worte. Mit Kreide werden auf dem Boden zwei Linien (oder zeichenketten) gezeichnet, die ziemlich weit auseinander liegen und die Ufer eines Flusses darstellen. Mit Papierstücken werden Trittsteine im Fluss dargestellt und eine Insel (ein Stück Zeitungspapier) wird in die Mitte des Flusses gelegt. Zwei Männer kommen an den Fluss und suchen nach einer Stelle zum Überqueren. Die Strömung ist sehr stark und sie haben beide Angst, den Fluss zu überqueren. Ein dritter Mann kommt hinzu und sieht ihre Schwierigkeiten. Er führt sie den Fluss hinauf und zeigt ihnen die Trittsteine. Er ermutigt sie, auf die Steine zu treten, aber beide haben Angst, also erklärt er sich bereit, einen auf seinem Rücken zu tragen. Als er die Mitte des Flusses erreicht, scheint der Mann auf seinem Rücken sehr schwer zu sein, und er ist sehr müde, also setzt er ihn auf der kleinen Insel ab. Der dritte Mann geht zurück, um den zweiten zu holen, der ebenfalls auf seinen Rücken klettern will. Aber der dritte Mann weigert sich. Stattdessen nimmt er seine Hand und ermutigt ihn, selbst auf die Steine zu steigen. Auf halber Strecke beginnt der zweite Mann, es allein zu schaffen. Sie überqueren beide den Fluss. Als sie auf der anderen Seite ankommen, sind sie sehr zufrieden mit sich selbst und gehen gemeinsam weiter, wobei sie den ersten Mann, der allein auf der Insel sitzt, völlig vergessen. Er versucht, sie auf sich aufmerksam zu machen, aber sie bemerken seine verzweifelten Gesten um Hilfe nicht. Diese Übung kann im Rahmen eines Workshops oder zu Beginn eines EIP Projektes nützlich sein, um die Teilnehmer dafür zu sensibilisieren, dass Lernen durch eigenes Tun viel besser erreicht werden kann, als wenn andere viel Unterstützung geben und die Probleme lösen. 

Hedelmällisen yhteistyön edellytyksenä on usein yhteisesti määritetty suunta tai visio. Ryhmän toimijoiden on tärkeä olla riittävän samaa mieltä, mihin he yhteistyöllään pyrkivät, jotta yhteistyö tuntuu merkitykselliselle ja motivoivalle. Kiireisessä työarjessa voi olla vaikea synnyttää näitä unelmia. Yksi käytännössä hyväksi havaittu tapa on käyttää tässä muovailuvahaa. Muovailuvaha ei ole työelämässä kovin käytetty materiaali ja jo tämä tuo työskentelyyn tiettyä leikillisyyttä ja luovuutta, joka vapauttaa ajattelua. Muovailuvaha on myös materiaali, jonka kanssa harva kokee olevansa muita erityisen paljon taitavampi, jolloin yhdessä työskentely on tyypillisesti tasapuolista ja luontevaa. Se myös mahdollistaa abstaktin ajattelun, jonka avulla kompleksisista ilmiöistä voidaan puhua. Hyödyntäminen on melko yksinkertaista. Ryhmälle annetaan tehtäväksi miettiä jonkin asian unelmatilanne esimerkiksi "Millaista AKIS-toiminta unelmissanne on?" Lisäksi ryhmää pyydetään havainnollistamaan tätä kolmiuloitteisella mallilla tai prototyypillä, jonka he tekevät muovailuvahasta. Kun malli on valmis ryhmää pyydetään vielä antamaan sille nimi ja kirjaamaan ylös sen olennaisimmat seikat. Kertoessaan muille unelmastaan, he samalla sanoittavat sen. Muovailuvahamalli tukee kompleksisen asian kiteytystä ja auttaa muita muistamaan ryhmän esityksen. Menetelmän toteutus vaatii useampaa eri väristä muovailuvahaa riittävät määrät sekä rauhalliset ryhmätyötilat. Fasilitoijan on tärkeää tasapainoilla leikillisyyden ja työn tavoitteellisuuden välillä, jotta työskentelyn luovuus säilyy ilman houkutusta irrottautua tehtäväksiannosta liiallisella vitsailulla.

This role-play exercise sensitizes students to advisory work through a scenario where two individuals hesitate to cross a river due to its strong current. A third person, the "carrier," guides them to stepping stones, demonstrating essential advisory strategies.
The exercise starts with experiential learning as participants enact the situation, enhancing retention through physical and emotional engagement. The "carrier" employs guided discovery by leading to stepping stones, promoting self-directed learning crucial in advisory roles.
Incremental support is showcased when the "carrier" adjusts assistance levels—carrying the first person halfway and only guiding the second by hand. This scaffolding builds confidence and fosters independence, reflecting an advisor’s role in encouraging autonomy.
Participants engage in problem-solving to navigate the river, boosting their critical thinking and decision-making skills. Role differentiation and perspective taking allow experiencing both giving and receiving help, deepening empathy and understanding diverse advisory roles.
The role-play concludes with participants reflecting on their successes after crossing the river, emphasizing the importance of reflection and self-assessment in understanding advisory impacts and fostering continuous growth.
This role-play effectively develops advisory skills, highlighting active participation, independence, and reflective practice.

The learner-centered approach is particularly effective for adult further training, such as introducing new working approaches to rural advisors. It places the learner at the heart of the educational process, tailoring training specifically to the unique needs and rich experiences that these professionals bring to the learning environment. This method emphasizes active participation to foster an engaging atmosphere, crucial for adult learning. The initial setting of a circle of chairs without tables signals a departure from traditional didactic methods, promoting interaction over passive listening. The training maintains a balance between essential content delivery and interactive elements, with a 20-80 orientation that dedicates 20 percent of the time to informational content and 80 percent to interactive, collaborative activities. Small group discussions, hands-on exercises like role-playing or simulations, and the use of media tools such as flipcharts and pinboards all support active participation. Additionally, regular feedback mechanisms are integrated to continuously adapt and improve the training content based on participant input, ensuring that it remains relevant and effective for introducing new concepts and practices to adult learners.

Die von der FüAk entwickelte Innovationsanalyse folgt einem personenzentrierten Ansatz, der sich auf die Akteure einer Innovation und deren Vernetzungsaktivitäten konzentriert.

Die Innovationsanalyse verfolgt zwei Ziele
1. Die interaktive Innovation zu verstehen:
Innovationsprojekte in der Landwirtschaft sind oft sehr komplex.
Die Innovationsanalyse der FüAk bietet die Möglichkeit, einen schnellen Überblick über ein Innovationsprojekt mit gut strukturierten Analyse-Fragen zu erhalten. Die FüAk-Innovationsanalyse unterscheidet zwischen fünf für die Innovation relevanten Feldern:
1) Die Innovation selbst
2) Der Innovationsprozess
3) Akteure und Vernetzung
4) Umfeld und Verbreitung
5) Erforderliche Kompetenzen

2. Anregungen und Tipps zur Verbesserung des analysierten
analysierten Projekts:
Die Innovationsanalyse gibt den Projektbeteiligten Hinweise, wie sie das Innovationsprojekt effektiver und effizienter gestalte könnenn. Die in der Gruppe erarbeiteten Eckpunkte werden auf einem Plakat visualisiert und als Anregungen an die Projektakteure zurückgegeben. Die Innovationsanalyse gibt so Impulse
für Multi-Akteurs-Projekte.

Das Tool wird in Bayern zum interaktiven Lernen aus Praxis-Innovationsprojekten in Beraterschulungen, Multi-Akteurs-Innovationstagen, i2c Cross-Visits und mit Studierenden landwirtschaftlicher Fachschulen eingesetzt. 

In the various phases of an innovative project, particularly during the initial inspiration phase and the subsequent development phase, creativity plays a crucial role. To support and enhance creativity during these stages, several tools and techniques can be employed.
One effective method to foster creativity involves altering one’s perspective. For instance, performing a headstand allows an individual to view the world upside down, literally changing their perspective. This principle can be applied metaphorically by rephrasing questions to explore new angles. Instead of asking, “How could we best reach our customers?” one might ask, “What could we do to ensure we do not reach our customers at all?” By generating ideas based on this inverted question, and then converting these negative ideas into positive ones, new and innovative ways to reach customers may emerge. This approach aims to create a conducive environment for creativity.
Another technique to boost creativity involves seeking analogous inspirations. This can be achieved by examining different contexts with similar challenges and drawing lessons from them. Additionally, working with images and associations can serve as a source of inspiration. 
The mind mapping technique involves creating a visual representation of ideas and their connections. By starting with a central concept and branching out to related topics, individuals can explore various dimensions of a problem and generate new insights.

Die pädagogische Übung "Blindenführen" zielt darauf ab, das Bewusstsein für die Perspektive der Kunden und Berater in einem beratenden und interaktiven Innovationsprozess zu schärfen, das "Helfersyndrom" der Unterstützer in Frage zu stellen und das Prinzip der Nicht-Direktivität einzuführen. Die Übung eignet sich am besten, um die Rolle der verschiedenen Akteure in einer Beratungsinteraktion zu klären.
Durchführung: Es werden Zweierteams gebildet, wobei einer Person die Augen verbunden werden, während die zweite Person die Aufgabe des Blindenführens übernimmt. Ohne miteinander zu sprechen, muss der Blindenführer der blinden Person ermöglichen Erfahrungen zu machen (im Raum, draußen), nach 8-10 Minuten werden die Rollen getauscht; nach weiteren 8-10 Minuten tauschen die Paare die Partner. Auch hier übernimmt jeder Partner des neu gebildeten Paares für 5 Minuten die Rolle der blinden Person und des Führers. Dann kehren alle für die Nachbesprechung ins Plenum zurück.
Auswertung: 
- Schnelle "Feuer-Runde": Wie habt ihr euch als Blinde gefühlt?  Wie habt ihr euch in der Rolle des Fremdenführers gefühlt? - offene Runde 
- Welche Probleme hatten Sie a) als Führer; b) als Blinde/r? - Antworten werden auf Karten gesammelt und an eine Pinnwand geheftet
- Was ist ähnlich/unterschiedlich zu Beratungsarbeit und interaktiver Innovationsförderung? 
- Schlussfolgerungen zur Art der Unterstützung bei interaktiven Innovationen, Rolle der Berater in diesem Prozess.
Mehrwert: Es handelt sich um eine unterhaltsame, aktivierende Übung zum Einstieg, die das eigene Verständnis infrage stellt, wie Unterstützung (nicht) geleistet werden sollte, indem man sowohl die Seite des Unterstützers als auch die des Empfängers erfährt.

Uno dei metodi facilitazione utilizzati nei corsi di formazione dei formatori i2connect è il cosidetto "Head, Heart, Feet". Tale  metodo  viene utilizzato per creare uno spazio di apprendimento inclusivo e partecipativo e per invitare i partecipanti a riflettere su quanto appreso e la sua capitalizzazione per il futuro. Questo approccio si basa sull'idea che le persone apprendono e contribuiscono a processi collaborativi in modo più efficace quando si tengono in considerazione tre dimensioni fondamentali: la testa (Head), il cuore (Heart) e i piedi (Feet).
Testa (Head): rappresenta la componente cognitiva, ossia l'acquisizione e l'elaborazione delle informazioni. In questa fase, ai partecipanti viene richiesto di pensare a qualcosa di nuovo imparato durante il corso. Il facilitatore stimola il pensiero critico, ponendo domande che sfidano il gruppo a pensare in modo più approfondito.
Cuore (Heart): questa dimensione riguarda le emozioni e l'empatia. I partecipanti sono invitati a connettersi emotivamente con l'argomento trattato, condividendo sentimenti e preoccupazioni. Si crea così un ambiente in cui ognuno si sente ascoltato e rispettato, promuovendo la partecipazione emotiva e il coinvolgimento personale.
Piedi (Feet): simboleggia l'azione. Dopo aver esplorato l'aspetto cognitivo ed emotivo, si passa alla messa in pratica. I partecipanti sono chiamati a identificare azioni concrete che possono intraprendere. Questa fase è cruciale per trasformare le riflessioni in cambiamenti tangibili.
Per l'applicazione di tale metodo è maggiormente efficace in caso di piccoli gruppi di circa 6/8 persone per tavolo.

A useful model for advisors is the Cynefin framework, developed by Dave Snowden. Originally from management science, this framework is also highly applicable to agriculture, especially as the field grapples with intricate issues involving social contexts. 
The Cynefin framework categorizes contexts into four types: simple, complicated, complex, and chaotic. Each context requires a different approach.
1. Simple Contexts: In these scenarios, best practices are effective. The relationship between cause and effect is clear, allowing for straightforward categorization, decision-making, and action. 
2. Complicated Contexts: Although the relationship between cause and effect exists, it is not immediately obvious. This necessitates the involvement of experts or conducting research to determine the appropriate course of action. 
3. Complex Contexts: Here, the cause-and-effect relationships are not discernible. The focus shifts to embracing diversity and integrating multiple perspectives. This involves observing the situation, experimenting with small steps, analyzing the outcomes, and iterating accordingly. Iterative processes are key in complex contexts.
4. Chaotic Contexts: These are crisis situations where immediate action is required. One must act promptly, observe the results, and adjust actions as necessary. 
Understanding the Cynefin framework aids in deciding the appropriate course of action for various projects. It can be utilized individually or within a team. Additionally, if current methods are ineffective, re-evaluating the context through this framework may suggest more suitable strategies. For further information on the Cynefin model, refer to the links below.

Puolipäivää kestäneen työpajan tarkoituksena oli kypsyttää alkuperäistä ideaa monista eri näkökulmista, jopa niin pitkälle, että siitä voisi tulla projektiaihio. Alkuperäiset ideat löytyivät kysymällä neuvojilta kehitysaihioita, joita he pitivät tärkeinä ja haastavina asiakkaidensa keskuudessa. Neuvoja kutsuttiin osallistumaan ideointiprosessiin asiakkaansa kanssa. Näin halutiin varmistaa, että viljelijän tai maaseutuyrittäjän ääni kuului suoraan. Heidän lisäkseen ideoita kypsyttivät eri oppilaitosten, rahoituksen, maatalouden ja maaseutujen kehittämisen asiantuntijat.

Työpaja alkoi lyhyellä yhteisinnovoinnin johdannolla. Sitten kerrottiin yleisistä säännöistä, kuten luottamuksellisuuden säilyttämisestä ja siitä, että pääasiassa ne henkilöt, jotka nyt työskentelevät idean parissa, sisällytettäisiin projektiin, mikäli sellainen päätettäisiin toteuttaa työpajan tulosten perusteella. Tämän vaiheen jälkeen kaikki osallistujat jaettiin pienryhmiin heidän kiinnostuksen kohteidensa mukaan. Ryhmien neuvojat lupautuivat fasilitoimaan pienryhmien ideointia suositellun toteutuksen pohjalta. Ensiksi pienryhmissä luottamusta rakennettiin tutustumalla toisiin kuvien avulla. Tämän jälkeen viljelijä tai yrittäjä kertoi, miksi alkuperäinen idea tai aihe oli hänelle tärkeä, jonka jälkeen saman tekivät kaikki osallistujat. Tästä keskustelu jatkui vapaasti fasilitaattoreiden avustuksella. Ryhmissä, joissa joku otti selvästi johtajan roolin, työ on jatkunut ja projektisuunnitelmia ollaan valmistelemassa tai on jo tehty. Ideavirtaamo on käytännöllinen tapa käynnistää korkealaatuisia monitoimijaisia operatiivisia ryhmiä.

In i2connect, several practical cases have been identified to illustrate what co-creation and interactive innovation mean in practice. To allow an easy access to these cases audio-visual formats were realized.  The format of commented slideshows used to combine pictures, video clips, and text into one video file is advantageous because it can be created by anyone without experience in filming and editing. Once a written report is available, the additional work is minimal. FiBL and IBLA were responsible in the project for producing these slideshows (editors). The workflow was as follows:
1. The case owner sends photos, video clips, and a text illustrating and describing the practical case to the editors. For a two-minute video, about 10-20 photos and a text of 250 words are needed.
2. If necessary, the editors revise the text by shortening sentences and providing practical recommendations, also using ChatGPT. Additional photos from open-source image databases (e.g. canva.com) and visual graphics were added if needed.
3. From the final text, artificial voices were generated using the online-software www.sonix.ai. This audio file is imported into a video editing program and forms the basis of the commented slideshow. Photos and videos are then placed on top of the audio track. Titles, subtitles, breaks, and music are added (fig. 1).
4. This first edition is uploaded to YouTube. After partners approval, subtitles are added on YouTube. If a corrected text is manually added in YouTube Studio, the quality of automated translation to all languages is very good (fig. 2).
Because of the universal understanding of pictures and the high-quality translations, this low-cost format is highly suitable for communication and dissemination in EU projects.

La formazione dei formatori di i2connect ha generato un impatto significativo a livello italiano, contribuendo alla crescita professionale dei consulenti agricoli e favorendo un ambiente di collaborazione continua. Il corso ha coinvolto complessivamente 45 partecipanti, distribuiti in due edizioni: 20 nella prima e 25 nella seconda. Gli incontri si sono svolti in presenza per garantire un alto livello di interazione e scambio tra i partecipanti, rafforzando la rete di consulenti.
Uno degli effetti più rilevanti è stata la creazione di un gruppo coeso di professionisti, che, grazie a strumenti come WhatsApp, continua a collaborare attivamente anche dopo il termine del corso, condividendo idee, esperienze e informazioni in tempo reale. Questo ha permesso di consolidare una comunità di pratica capace di supportarsi e crescere insieme.
Un ulteriore riconoscimento del valore di questa formazione si è avuto con l'adozione del corso da parte della Regione Veneto, che lo ha integrato nel Piano di Sviluppo Rurale e successivamente nel Piano Strategico della PAC, all'interno degli interventi dedicati alla formazione dei consulenti. Questo esempio virtuoso ha ispirato altre regioni italiane, che hanno manifestato l'interesse a replicare il corso sui propri territori, specialmente in vista dei nuovi bandi dei Gruppi Operativi del PEI AGRI. Questo dimostra come la formazione i2connect stia contribuendo a rafforzare il sistema di consulenza agricola in Italia, promuovendo un modello di apprendimento collaborativo e di scambio continuo di competenze.

Ο αγροτικός τομέας της Ελλάδας χαρακτηρίζεται από μεγάλο αριθμό πολύ μικρών οικογενειακών εκμεταλλεύσεων, γερασμένο αγροτικό πληθυσμό και μικρό ποσοστό παραγωγών με πλήρη αγροτική εκπαίδευση, οι οποίοι έχουν μικρή πρόσβαση σε γνώση και συμβουλές. Παρόλα αυτά στην Ελλάδα δεν υπάρχει μια συνεκτική πολιτική ούτε υποστήριξη στην παροχή συμβουλών. Επιπλέον, η εφαρμογή σημαντικών Ευρωπαϊκών πολιτικών, όπως η εδραίωση  Επιχειρησιακών Ομάδων και ενός εθνικού Συστήματος Γεωργικών Συμβουλών, δεν έχουν ακόμη επιτευχθεί. Έτσι οι παραγωγοί αναζητούν συμβουλές από ιδιώτες ανεξάρτητους συμβούλους είτε πωλητές εισροών. Οι πωλητές εισροών επηρεάζουν σημαντικά τις αποφάσεις των παραγωγών και οι πλέον δυναμικοί έχουν επεκτείνει τις δραστηριότητές τους στον τομέα των συμβουλών.  Οι ανεξάρτητοι σύμβουλοι διαφέρουν ανάλογα με την εμβέλεια και το είδος των δραστηριοτήτων τους. Οι περισσότεροι δρουν τοπικά, παρέχοντας υποστήριξη για την ένταξη των παραγωγών σε Ευρωπαϊκά προγράμματα. Ένας μικρός αριθμός, ωστόσο,  παρέχει εξειδικευμένες  συμβουλές σε εθνικό επίπεδο, διαμορφώνοντας συνεργασίες ομάδων παραγωγών, εταιριών εισροών και χρηματοδοτικών οργανισμών.  Νέες συμπράξεις αναδύονται με τη συμμετοχή μεγάλου αριθμού συνεταιρισμών. Συγχρόνως, η επίδραση του δευτερογενούς και τριτογενούς τομέα στην παροχή συμβουλών αυξάνει, ως συνέπεια του ρόλους τους στον καθορισμό των ποιοτικών προδιαγραφών των προϊόντων. 
Παρόλα αυτά  το Ελληνικό AKIS παραμένει ασυντόνιστο και η συνεργασία μεταξύ διαφορετικών δρώντων η ελάχιστη δυνατή. Ειδικά, οι ερευνητές συχνά δείχνουν αποκομμένοι από τους άλλους δρώντες. Η κατάσταση αυτή ενέχει την προοπτική σημαντικής βελτίωσης, εφόσον η εργαλειοθήκη της νέας Κοινής Αγροτικής Πολιτικής αξιοποιηθεί. 

Το Τμήμα Γεωργίας  Κύπρου αποτελεί τον κύριο συντονιστικό μηχανισμό του Γεωργικού Συστήματος Γνώσης και Καινοτομίας. Σε αυτό περιλαμβάνονται οι Γεωργικές Εφαρμογές και το Ινστιτούτο Αγροτικής Έρευνας.  
Οι Γεωργικές Εφαρμογές αποτελούν τον κύριο πάροχο συμβουλών και επαγγελματικής εκπαίδευσης, συνεργαζόμενες στενά με δυναμικές ομάδες παραγωγών και συνεταιρισμούς. Ωστόσο, λείπουν οι σύνδεσμοι με ιδιώτες συμβούλους και πωλητές εφοδίων, εξαιρουμένων των τοπικών συνεργασιών που βασίζονται στην προσωπική αλληλεπίδραση των δημόσιων λειτουργών και των γεωπόνων που εργάζονται σε καταστήματα και εταιρίες εισροών. Ο ρόλος των ιδιωτών, ανεξάρτητων συμβούλων είναι περιορισμένος, δεδομένου ότι οι παραγωγοί είναι γενικότερα απρόθυμοι να πληρώσουν τις υπηρεσίες τους. Συγχρόνως, το Τμήμα Γεωργίας και ο τομέας των Γεωργικών Εφαρμογών είναι εγκλωβισμένοι σε ένα δυσμενές περιβάλλον λειτουργίας, ως αποτέλεσμα της σοβαρής υπο-στελέχωσής τους, λόγω της οικονομικής κρίσης, των ολοένα αυξανόμενων καθηκόντων των συμβούλων και της συνεπακόλουθης γραφειοκρατίας. Αυτά εμποδίζουν την αποτελεσματική αλληλεπίδραση παραγωγών και συμβούλων, ιδιαίτερα όταν οι σύμβουλοι αναλαμβάνουν συγχρόνως ρόλο εκλεκτή/ εκτιμητή. Παράλληλα, οι ερευνητές αδυνατούν να ανταποκριθούν στο εύρος των αναγκών συμβούλων και παραγωγών. 
Συνεπώς, παρά τον θετικό ρόλο των Γεωργικών Εφαρμογών, στην Κύπρο υπάρχει αδήριτη ανάγκη για επικέντρωση στις ανάγκες των παραγωγών, περισσότερες ευκαιρίες εκπαίδευσης και συμπερίληψη των παραγωγών σε διαδραστικές πρωτοβουλίες. Επιπλέον, απαιτούνται περισσότερες προσπάθειες για την ενθάρρυνση της συνεργατικής έρευνας και την προώθηση/ συντονισμό εντατικής συνεργασίας μεταξύ των δρώντων σε όλα τα επίπεδα.  
 

Tuottajalle kiitos -stipendien kautta tuetaan viljanviljelyn uusia innovaatioita ja tiedon jakamista niistä. Stipendiohjelma etsii hakijoilta innovatiivisia ehdotuksia, jotka edistävät laadukkaan viljan tuotantoa kestävällä ja taloudellisesti kannattavalla tavalla, ottaen huomioon ympäristön, ilmaston ja luonnon monimuotoisuuden. Hakijoita kannustetaan myös jakamaan tuotantomenetelmiään vertaistukiverkostojen kautta. Tuottajalle kiitos -stipendejä valittiin vuonna 2024 kuudetta kertaa. Stipendejä on saanut tähän mennessä 36 hakijaa ja stipendeinä on jaettu kaikkiaan 297 000 euroa. Hakemuksia stipendeihin on tullut kaikkiaan lähes 200. Stipendinsaajat valitsee asiantuntijaraati, johon kuuluvat Vaasanin, ProAgrian, K-ryhmän, MTK:n ja Lantmännen Agron edustajat. Vaasanin leipien myynnistä kertyvä tukisumma jaetaan suomalaisille viljelijöille stipendien muodossa kerran vuodessa. Vaasanin Tuottajalle kiitos -tuotteita ovat esimerkiksi Vaasan Ruispalat Tumma Herkku Tuottajalle Kiitos (tuki 5 senttiä) ja Pirkka Setsuuri (tuki 20 senttiä).

Az operatív csoport egy szaktanácsadóból, egy kutatóhelyből, egy takarmányozási cégből, és több mezőgazdasági termelőből áll. A projekt lényege, hogy a Magyarország három különböző pontján lévő növénytermesztő gazdaság vállalja, hogy két éven keresztül édes csillagfürtöt termeszt, amelyet két sertéstartó gazdaságban használnak fel takarmányozásra. A projektben növénytermesztési és takarmányozási kísérletek folynak. A cél az, hogy a üzemi kísérletekkel pontos eredményeket kapjanak a csillagfürt különböző termelési csoportokhoz kialakított sertéstakarmányokban való felhasználhatóságára, illetve annak a termelési eredményre gyakorolt hatásairól. Első lépésben a csillagfürt első éves növénytermesztési kísérletei indultak meg három eltérő agroökológiai körzetben, ezek egyike volt nyalkai VIRAGZO OKO Ltd. 
Az előzetes vizsgálati eredmények alapján a három helyszín közül kedvező fejlődési ütemet a nógrádi régióban, míg a Nyalkán lévő kísérletben kisebb vegetatív tömeget tapasztaltak. A legkedvezőbb fejlettséget a harmadik vizsgált régióban, szabolcsban tapasztaltak, a talajra vonatkozóan. Az eddigi kutatások eredményeképpen elmondható, hogy a csillagfürt termését az agroökológiai feltételek jelentős mértékben meghatározzák, és leginkább a talajminőség a meghatározó a vegetatív fejlődés során. A Virágzó Öko Kft. élenjár a biogazdálkodásban és az innovatív ötletek megvalósításában. 
Saját gazdaságukban is folyamatosan keresik az új lehetőségeket, új piacokat és részt vesznek olyan projektekben, amelyek plusz profitot hozhatnak és a profit mellett fenntartható és az ökológiai lábnyomot csökkentő gazdálkodási formát tesznek lehetővé. 

Une initiative régionale promeut l'approvisionnement local dans les cantines scolaires pour soutenir le développement agricole. Une plateforme d'approvisionnement rationalise la logistique et sécurise les contrats pour les agriculteurs, dans le but de réduire la dépendance aux importations.

Les chambres d'agriculture ont collaboré à la définition des spécifications des produits agricoles disponibles localement, à la formation des agriculteurs pour répondre aux appels d'offres publics et à l'identification des producteurs locaux. L'intérêt de la pratique réside dans son approche collaborative, intégrant les perspectives agricoles et alignant les processus d'appel d'offres sur les besoins des agriculteurs. Les chambres d'agriculture ont joué un rôle essentiel en facilitant la participation des agriculteurs et en adaptant les solutions aux contextes locaux.

La mise en œuvre des connaissances améliore les économies locales, réduit la dépendance aux importations et offre des marchés stables aux agriculteurs. Les utilisateurs finaux bénéficient de produits plus frais, provenant de sources locales, tandis que les praticiens acquièrent des idées sur les modèles de collaboration efficaces pour les projets futurs, favorisant un développement agricole durable. La plateforme logistique est actuellement en construction et permettra de gérer de grands volumes de produits : 15 millions de repas et 110 points de livraison.

Entre las herramientas para los proveedores de servicios de asesoramiento, España promovió la realización del Inventario Español de Conocimientos Tradicionales relacionados con la Biodiversidad según la ley 42/2007, de 13 de diciembre, del Patrimonio Natural y de la Biodiversidad que reconoce la necesidad de conocer, conservar y promover los conocimientos y prácticas tradicionales de interés para la biodiversidad. En su artículo 74, indica que las administraciones públicas deberán elaborar inventarios de conocimientos tradicionales que permitan avanzar en su conocimiento y conservación.
En este sentido, se sugiere que la innovación no implique el olvido de los conocimientos tradicionales. Los asesores deben tener en cuenta estos conocimientos para evitar reinventar la rueda.
La innovación no debe implicar olvidar el conocimiento tracicional. Los asesores deben tener en consideración estos conocimientos para evitar reinventar la rueda.
Para completar el desarrollo del inventario se ha creado esta plataforma digital: CONECT-e (CONocimiento ECológico Tradicional) es una plataforma interactiva de recogida y transmisión de conocimientos tradicionales relativos a plantas, animales, hongos, variedades tradicionales de cultivos o ecosistemas. Esta plataforma aspira no sólo a ser un lugar de consulta, sino también un espacio de encuentro e intercambio. La plataforma CONECT-e presenta un formato wiki, con el objetivo de que cualquier persona pueda registrarse y compartir a través de la web los conocimientos y prácticas tradicionales que han adquirido de sus mayores hablando con ellos o viendo cómo los aplicaban en el día a día.
Como conclusión, no se puede pensar en el futuro sin conocer nuestro pasado.

Es una plataforma creada por el Ministerio de Agricultura, Pesca y Alimentación con la finalidad de facilitar el punto de encuentro e intercambio de conocimiento entre los actores AKIS en España, para impulsar la transferencia de conocimientos, innovaciones y experiencias y dar soporte a las entidades y profesionales del asesoramiento.
Es bastante versátil y tiene los siguientes contenidos:
- Información de interés AKIS
- Descubre qué es el AKIS.
- Observa los actores AKIS de cada Comunidad Autónoma y a nivel nacional.
- Localiza y contacta a los miembros de este ecosistema de conocimiento y la innovación agroalimentaria a través de buscadores: Asesores, Centros formativos, Centros tecnológicos, Redes y Plataformas, Digital Innovation Hubs y Empresas AGROTECH.
- Conocimiento útil
- Accede a las últimas noticias, eventos y cursos y recíbelo periódicamente en tu e-mail.
- Conoce las innovaciones que se están impulsando a través del buscador de proyectos de innovación agroalimentaria.
- Pon en práctica los nuevos conocimientos incorporados en la Mediateca.
- Entorno colaborativo
- Participa en un Foro especializado con los últimos temas de interés.
- Forma parte de la Red Profesional Agroalimentaria (RPA).
- Comparte tus experiencias con el resto de actores AKIS.
- Consulta el listado de profesionales del asesoramiento agroalimentario y contacta con ellos.
- Ponte al día de las Ayudas y Subvenciones dirigidas al sector.
- Utiliza nuevas Herramientas Digitales que refuerzan la labor del asesoramiento.
- Benefíciate de un espacio especializado dirigido a dar Soporte al Asesoramiento.
En el actual contexto multiplataforma conviene contar con plataformas AKIS que compilen el conocimiento con un claro enfoque práctico.

Dirvožemio ir vandens tyrimų laboratorija yra EIP projekto rezultatas.

Modernioje laboratorijoje galite išsitirti dirvožemio sudėtį, mėšlą, srutas, nuotekų vandenį, paviršinį ir gruntinį vandenį. Laboratorija iš kitų rinkos dalyvių išsiskiria naujausiais įrenginiais, patyrusiais chemikais, tyrimų tikslumu ir operatyvumu. Tyrimų rezultatai pateikiami per 7 darbo dienas.

Laboratorinių tyrimų paslaugos teikiamos ūkininkams ir žemės ūkio bendrovėms, komercinėms ir ne žemės ūkio įmonėms, sodininkams, daržininkams ir sodininkų bendrijoms, taip pat viešajam sektoriui.

Laboratorijoje naudojama laboratorijos informacijos valdymo sistema LIMS (Laboratory Information Management System).

Laboratorija bendradarbiauja su Olandijoje veikiančia laboratorija Eurofins Agro. Abi laboratorijos naudojasi bendra metodika, kai kuriomis bendromis duomenų bazėmis.

Dirvožemis laboratorijoje tiriamas ištisus metus.

Klientams siūlomi skirtingi dirvožemių tyrimų paketai, orientuoti į klimato kaitai pažangų ūkininkavimą ir padedantys pereiti prie anglies požiūriu neutralaus žemės ūkio. 
 

Nell'ambito del rapporto italiano dell'AKIS i2connect è stato illustrato un nuovo strumento strategico di gestione e monitoraggio delle risorse forestali in Italia: il SINFor (Sistema Informativo Forestale Nazionale). Il sistema è articolato in due ambienti interconnessi: La Carta Forestale d'Italia e il Database Foreste. Entrambi giocano un ruolo chiave nel sistema di conoscenza e innovazione forestale, promuovendo lo scambio di informazioni tra istituzioni, tecnici, ricercatori e amministratori pubblici.
La Carta Forestale d'Italia offre una rappresentazione cartografica dettagliata del patrimonio boschivo nazionale, fornendo dati essenziali sulla distribuzione, tipologia e stato di salute delle foreste italiane. Questo strumento permette una pianificazione più accurata degli interventi di tutela e gestione forestale. Il Database Foreste, invece, raccoglie informazioni su interventi selvicolturali, risorse forestali e pratiche di gestione sostenibile, fornendo una base di dati accessibile e aggiornata a tutti gli attori coinvolti.
Il SINFor rappresenta un importante strumento a livello nazionale per la circolazione delle conoscenze tecniche e scientifiche, facilitando il monitoraggio e la gestione sostenibile delle foreste italiane. La sua integrazione con tecnologie avanzate, come i sistemi GIS, consente di analizzare dati territoriali in tempo reale, migliorando la capacità decisionale per interventi di gestione ambientale. Grazie alla sua architettura interconnessa, il SINFor facilita il coordinamento tra regioni e promuove l'adozione di pratiche innovative, migliorando la conservazione e la resilienza del patrimonio forestale nazionale.

El Programa Campus Rural es una iniciativa desarrollada por el Ministerio para la Transición Ecológica y el Reto Demográfico, en colaboración con el Ministerio de Universidades y la Conferencia de Rectores de las Universidades Españolas (CRUE), que permite a los universitarios de cualquier titulación oficial realizar prácticas formativas en entornos rurales.
El programa apuesta por las potencialidades del territorio, la promoción del empleo joven y el impulso del talento local, fomentando la vinculación de la población de diferentes zonas con los espacios rurales, generando nuevas formas de arraigo y vínculo, que impulsen la actividad y creen oportunidades de empleo en el territorio.
Los estudiantes recibirán una beca de 1.000 euros brutos mensuales para alojamiento y manutención.
De esta forma los estudiantes tendrán la oportunidad de conocer otros lugares de la geografía española, y de contribuir a generar oportunidades en las áreas rurales aportando talento.
Este programa pretende sentar las bases de una nueva forma de relación entre la población joven y el entorno rural, con un mayor contacto con la naturaleza y el ámbito socioeconómico rural.
El objetivo es conseguir un entorno rural más resiliente y sostenible.
Puede participar en este programa cualquier administración local, institución, organismo, entidad sin ánimo de lucro o empresa legalmente constituidas, que desarrollen su actividad en municipios españoles de menos de 5.000 habitantes, que son los más afectados por la despoblación. Siempre que hayan solicitado su participación en el Programa a las Universidades adheridas y sean aceptados como entidad colaboradora.

El Programa CULTIVA es un recurso formativo impulsado y financiado por el Ministerio de Agricultura, Pesca y Alimentación (MAPA) de España en colaboración con entidades de ámbito nacional representativas del sector agrario así como con el apoyo de explotaciones modelo vinculadas con las mismas.
Su objetivo es ofrecer a los jóvenes agricultores y ganaderos acceso a formación práctica y conocimientos útiles para el desarrollo de su propia actividad agraria.
Se desarrolla a través de estancias formativas de 5 a 14 días de duración en explotaciones modelo de acogida.
Se siguen los siguientes pasos:
- Publicación de la convocatoria e inicio del plazo de solicitud de las ayudas para las entidades para la organización del Programa CULTIVA.
- Publicación del Catálogo de Estancias Formativas en el portal de Jóvenes Rurales de la web del MAPA.
- Plazo de solicitud de las estancias para los jóvenes agricultores y ganaderos.
- Asignación de las ayudas y las plazas en las estancias formativas.
El Programa está diseñado para ofrecer a agricultores y ganaderos jóvenes la oportunidad de:
- Conocer in situ el desarrollo de una explotación agraria viable.
- Adquirir y consolidar de un modo práctico e interactivo nuevos conceptos técnicos y de gestión aplicables en su explotación.
- Aprender otras alternativas o modelos de gestión de su actividad así como el uso y la aplicación de nuevas tecnologías.
- Conocer cómo se gestionan las explotaciones en otras regiones del territorio nacional.
- Establecer contactos, compartir e intercambiar experiencias con otros profesionales del sector agrario.
- Conocer las actividades y funcionamiento de otros organismos, cooperativas o entidades relacionadas con el sector agrario.

Die InnoTour Bayern ist eine bayerische "Roadshow" zu Innovationen in der Land- und Forstwirtschaft sowie Ernährung, um Innovationen anzuschieben und zu beschleunigen. In jedem der sieben Regierungsbezirke findet eine ein- bis zweitägige Veranstaltung auf einem Betrieb/einer Produktionsstätte mit Innovationscharakter statt. 
Zielgruppen sind neben Land- und Forstwirten interessierte Unternehmen und Verbraucher, die Forschung und die Beratung.

Der Fokus liegt auf nachhaltigen, gesellschaftlich akzeptierten und ökonomisch realisierbaren Ideen und Konzepten mit Mehrwert und Leuchtturmcharakter. Durch eine filmische Dokumentation entsteht eine "Sachbibliothek zu Innovation".

Es geht um anschauliche Lösungen zu aktuellen gesellschaftspolitischen Herausforderungen. Die Schwerpunktthemen sind Biodiversität, Wertschöpfungsketten und Diversifizierung, Emissionsreduktion in der Tierhaltung, Tierwohl, Digitalisierung, Klimawandel und Klimaanpassung (z. B. bei der Baumartenwahl), Vermarktung, Bewässerung, innovative Technik, zukunftsfähiger Acker- und Pflanzenbau etc.
Die Beispiele sollen Lösungsmöglichkeiten für ein Problem vor Ort zeigen und werden im Anschluss mit den Teilnehmern diskutiert. Die Lösungen sollten auf möglichst zahlreichen weiteren Betrieben anwendbar sein, also zentrale Probleme behandeln. Auf diese Weise entsteht ein vielseitiger Nutzen für die gesamte Branche und die Gesellschaft.

Taikomųjų inovacijų tyrimų ir rezultatų informacinėje sistemoje (TITRIS) renkami, viešinami ir kaupiami taikomųjų inovacijų tyrimų ir rezultatų duomenys, kurie naudingi, siekiant efektyvesnio, tvaresnio, aplinką tausojančio ūkininkavimo.

TITRIS objektas – mokslo tyrimai ir praktikoje sukurtos inovacijos, turintys ir galintys turėti mažesnį ar didesnį reikšmingumą, plėtojant tvarią žemės ūkio gamybą.

Duomenis apie taikomųjų tyrimų ir inovacijų rezultatus į TITRIS teikia mokslo institucijos, ūkiai, kiti specializuotos veiklos gamybininkai.

Sistema skirta ūkininkams, konsultantams ir mokslininkams susipažinti su žemės ūkio srityje sukurtomis inovacijomis.

Ūkininkai ir mokslininkai kviečiami sistemoje paviešinti inovacijas ir jų rezultatus nemokamai.

TITRIS yra atviros prieigos sistema.

Sistemoje informacija apie inovacijas ir jų rezultatus pateikiama lietuvių ir anglų kalbomis.

Sistemoje talpinamos mokslinės ir praktinės inovacijos. 

Uno dei casi pratici di i2connect è stato dedicato al ruolo della consulenza nella valorizzazione dell'Aglione della Valdichiana. Tale varietà è simile all'aglio comune ma dal sapore più delicato e dalla migliore digeribilità, è stato al centro di un'iniziativa avviata da un agricoltore umbro. Con il supporto di un consulente e di uno studente che ha dedicato la sua tesi a questa cultivar, è emersa una rete di agricoltori toscani e umbri per promuovere l'aglione sia in Italia che all'estero.
Una delle sfide principali è stata la creazione di un network tra agricoltori e associazioni delle due regioni. Nel 2019, è stato avviato un Gruppo Operativo, V.A.V., che ha ricevuto finanziamenti nel 2022 dalla Misura 16.2 della regione Toscana. Il consulente ha facilitato la comunicazione tra i gruppi, permettendo processi innovativi e pratiche sostenibili.
Le attività intraprese includono ricerche universitarie, corsi di formazione e visite in campo, con l’obiettivo di registrare l'aglione nelle risorse genetiche regionali e avviare il processo per la Denominazione di Origine Protetta (DOP). La fiducia tra consulenti e agricoltori, insieme alla passione del consulente, sono stati fattori chiave per il successo. Questo progetto ha dimostrato l'importanza della collaborazione per rivitalizzare un prodotto agricolo tradizionale e sostenibile.

V Sloveniji nimamo zgrajenega učinkovitega sistema sledljivosti in trženja ekološkega govejega mesa. Veliko mesa vzrejenega na ekološki način nadaljuje pot po preskrbovalni verigi kot konvencionalno meso. Z vpeljevanjem novih decentraliziranih digitalnih tehnologij v ekološko preskrbovalno verigo s hrano ustvarjamo učinkovit sistem sledljivosti, ki bo zagotavljal večjo integriteto podatkov ter transparentnost celotne preskrbovalne verige od hleva do vilice. Temelji na najsodobnejših digitalnih in decentraliziranih tehnologijah, kot so odprtokodni decentraliziran protokol OriginTrail za izmenjavo podatkov in tehnologije veriženja podatkovnih blokov. Cilj sistema je povezovati in medsebojno primerjati podatke različnih deležnikov o dogodkih v preskrbovalni verigi ter tako omogočiti celosten pregled dogajanja od hleva do vilice. Z uporabo decentraliziranih tehnologij izmenjanim podatkom v sistemu zagotovimo višji nivo integritete kar omogoča povečanje zaupanja potrošnikov v informacije o proizvodih, ki jih preko takšnega sistema pridobijo. S pomočjo EKOPAKT rejci in predelovalci mesa boljše pozicionirajo svoje ekološke proizvode na trgu ter razvijajo nove trženjske pristope in poslovne modele. Podatki, ki se zbirajo v okviru modela sledljivosti, se uporabljajo tudi za izboljšano sodelovanje med kmeti in svetovalci. Kmetijski svetovalci bi v panožnih krožkih zbrane podatke uporabili za prenos znanja, za povečanje kvalitete, konkurenčnosti in ekonomičnosti tako na delu prireje govedi in tehnologije pridelave krme, ohranjanja rodovitnosti tal in biodiverzitete na kmetiji.
Pomembno za lažje strokovno in svetovalno delo je, da so določeni podatki za kmetijo na voljo na enem mestu oziroma sistemu. 

„Janetzkis begrannter Dickkopf“, „Schwarzer Wintergrannendinkel“ oder „Roter Sächsischer Landweizen“…noch nie gehört? Kein Wunder, denn diese alten Weizensorten hat der modernen Zuchtweizen von den meisten Äckern verdrängt. Alte Weizensorten sind robuster gegen Schädlinge und Krankheiten, tolerieren karge Böden und feucht-kaltes Klima. Weil sie eine lange Teigführung benötigen sind sie nicht für die industrielle Produktion geeignet und bieten handwerkliche Betriebe eine Möglichkeit, sich von standardisierter Massenware abzugrenzen. Vor allem für Verbraucher mit Weizenunverträglichkeit sind Produkte aus alten Weizensorten besonders empfehlenswert. Aufgrund der enthaltenen Anthocyane können vor allem Rotweizensorten das Risiko einer Krebserkrankung senken. Im Rahmen des Projekts berät das IBLA ProduzentInnen von der Auswahl des Saatguts bis zur Ernte. Parallel wird eine Wertschöpfungskette errichtet, welche Produzenten, Mühlen und verschiedene Verarbeiter wie Bäckereien und Brauereien miteinander verbindet. Zusätzlich werden mehrere alte Weizensorten in einer Sortenprüfung angebaut. Für die teilnehmenden Betriebe wird eine Vermarktungskonzept erarbeitet, welches ein einheitliches Marketing von Produkten aus alten Weizensorten unterstützt.

Esca ist eine Rebkrankheit, die durch mehrere, holzzersetzende Pilze verursacht wird. Ihre weite und schnelle Ausbreitung in Luxemburg wird durch den Klimawandel begünstigt. Die Krankheit wurde in den 1990er Jahren für die Moselregion relevant und bis heute gibt es keine wirksame Kontrollbehandlung. Während des Projekts MonESCA1 ist es gelungen, Methoden zur Überwachung von Esca über drohnenbasierte Bilder zu entwickeln.
Das Hauptziel des MonESCA-Projekts liegt im Monitoring und Verständnis des Auftretens der Krankheit l, und in der Fortsetzung MonESCA2 wird ein besonderer Schwerpunkt auf den Wissenstransfer in die weinbauliche Praxis gelegt. Daher werden vom IBLA mehrere Workshops für Winzer zu Managementpraktiken zur ESCA-Prophylaxe und-Bekämpfung organisiert (Sanfter Rebschnitt, Reset-Methode, Rebchirurgie). Die zweite Aufgabe des IBLA im MonESCA2 Projekt besteht in der Erarbeitung eines Decision-Support-Systems, welches für die WinzerInnen ESCA-wirksame Maßnahmen bei unterschiedlichen Befallsintensitäten generiert.

Projekto tikslas – sukurti viešą elektroninę paslaugą žemdirbiams, kad pastarieji galėtų savarankiškai diegti Geros žemdirbystės praktiką ūkiuose pagal tematiką ir individualų atskiro ūkio poreikį.

Projekto metu sukurta inovatyvi elektroninė paslauga užtikrina žinių pasiekiamumą, prieinamumą, galimybę savarankiškai naudotis, taikyti pagal individualius poreikius. Informacija  atnaujinama realiu laiku, yra realizuota praktinio taikymo ir nuotolinio mokymosi galimybė, skatinamas rezultatyvus bendradarbiavimas, apjungiant skirtingas kompetencijas: žinias, patirtį, praktinį darbą ir inovatyvias technologijas.

Projektu buvo siekiama, pasitelkiant žinias, sukurti algoritmus, IT sprendinius, kad būtų galima perkelti Geros žemdirbystės praktikos principus į elektroninę erdvę, užtikrinant jų pasiekiamumą, aktualumą, suprantamumą, patikimumą ir savarankišką praktinį naudojimą.

Reduced tillage methods, such as no-till, strip-till, and minimum tillage instead of ploughing, are an efficient way to conserve carbon in the soil. However, reduced tillage is not widely practiced in Latvia due to rather heavy soils and short growing seasons. The Latvian Rural Advisory and Training Centre motivated a group of farmers to test these soil cultivation methods on their farms. An experienced advisor initiated a farmer working group. 
Initially, the advisor provided the farmers with the necessary knowledge to no-till technology, including a visit to Finland to see its application in a similar climate. As the project progressed, the farmers gained experience and began to share insights with each other, transitioning from learners to experts. The role of the advisor shifted from being the primary expert to facilitating the exchange of experiences among farmers.
After nearly five years, the transition from conventional to no-till farming has shown that yields were not negatively affected, even in the initial years. Engaging farmers in this change required minimal effort because the farmers themselves were motivated to experiment. The project allowed for flexible implementation, fostering a sense of ownership and innovation among participants. The project's success analysed in i2connect can be attributed to several factors:
1. Timing and Relevance: The initiative was introduced at the right time and place.
2. Practical Comparison: Farmers could test the new technology on their own fields and compare it with traditional methods.
3. Peer Learning: The collaborative environment allowed farmers to learn from each other.
4. Skilled Advisor: Competencies with reduced tillage, accepting his changing role during the project.

One of the practical case of the i2connect database is a project about an action plan for an area based approach for "green" and "blue" development. The Province of North Brabant faces complex challenges related to livestock emissions, desiccation, and declining biodiversity, all of which impact natural areas and available resources. Spatial developments such as housing, infrastructure, and the energy transition further strain the region. Cooperation among multiple stakeholders is essential to effectively address these issues. To understand farmers' perspectives, the Province tasked ZLTO with engaging farmers to gather insights about their operations and future aspirations.
The project employs a structured approach to bridge the knowledge gap regarding farmers’ futures and local sentiments. Experienced agricultural advisors conduct in-person interviews, fostering constructive dialogue between farmers and the government. The innovation lies in creating a safe space for open discussions and in the collaboration between agricultural organizations and specialized consultants. Key success factors include the advisors' expertise and the trust established with farmers. No unexpected failures occurred; instead, the process evolved through practical learning. Lessons learned encompass skills in information management and effective communication among stakeholders. Advisors play a crucial role, building trust and facilitating the collection of valuable information that informs the project.

Il progetto OrtoBioStrip è uno dei casi pratici analizzati nel corso di i2connect. Tale progetto mira a gestire in modo sostenibile i suoli collinari soggetti a erosione e perdita di fertilità, aggravati dall'aratura profonda e dall'abbandono delle rotazioni colturali tradizionali. L'innovazione centrale è la coltivazione a strisce (strip cropping), che alterna colture in bande strette per ridurre l'erosione, la competizione della flora spontanea e favorire sinergie tra le colture. Questo approccio è combinato con altre tecniche agroecologiche: colture di copertura, materiale genetico eterogeneo e minima lavorazione, con l'obiettivo di migliorare la fertilità del suolo e generare servizi ecosistemici.
Un fattore chiave di successo del progetto è stato il coinvolgimento del partner Arca srl Benefit, che ha fornito supporto tecnico e amministrativo, facilitando il dialogo tra agricoltori, ricercatori e istituzioni. L'innovazione si distingue su due livelli: un ridisegno agroecologico che richiede nuove competenze e organizzazione aziendale e un'innovazione socio-tecnica per superare le barriere burocratiche legate ai finanziamenti PAC, ancora non adatti a queste pratiche.
Tra le lezioni apprese, emergono l'importanza del supporto amministrativo per gestire la burocrazia e la necessità di competenze trasversali per coordinare efficacemente i partner del progetto.

Uno de los nuevos roles del asesor agrario y forestal, es la prestación de asesoramiento en digitalización. Para hacer esto un asesor debe tener unos conocimientos digitales adecuados.
El Ministerio de Agricultura, Pesca y Alimentación (MAPA) de España subvenciona medidas e intervenciones cofinanciadas con el FEADER y con un enfoque supra-autonómico.
Durante el período de la PAC 2014-2022, los beneficiarios de la submedida 2.1 ofrecieron la siguiente cartera de servicios de asesoramiento en digitalización:
- Conceptos generales sobre digitalización.
- Digitalización en la gestión de la explotación agraria.
- Comunicación digital con las administraciones públicas.
- Gestión del cuaderno digital de la explotación agraria.
- Comercio electrónico.
- Digitalización de explotaciones ganaderas extensivas.
- Digitalización de explotaciones ganaderas estabuladas.
- Digitalización para la optimización de insumos en la agricultura.
- Digitalización para un riego eficiente.
- Kit digital.
En este periodo de programación de la PAC 2022-2027 habrá tres tipos de asesoramiento en digitalización en la intervención 7202 con un marco muy flexible:
- Integral.
- Específico.
- Básico.
Con diferente número de visitas a la finca y distinto coste unitario.
Estos asesoramientos en digitalización permitirán a los agricultores y selvicultores facilitar su proceso de transición digital.

La globalización ha facilitado la circulación de patógenos, lo que hace necesario los sistemas de vigilancia y alerta temprana. Su importancia aumenta debido al cambio climático, tanto en relación con la introducción de nuevas plagas como con las variaciones en el comportamiento de las ya presentes.
La Estación de Avisos de INTIA proporciona desde 1989, un servicio público de alerta y control sanitario de los cultivos en Navarra (España), así como de recomendaciones específicas.
Su funcionamiento tiene dos fases: la primera consiste en la observación y seguimiento de más de un centenar de plagas y enfermedades en 300 puntos de control abarcando 50 cultivos diferentes. Ante un problema sanitario, la segunda fase, enviaría alertas a los agricultores de la zona afectada, recomendaciones de tratamientos y realizaría el seguimiento del posterior control de la plaga o enfermedad.
Durante estos 35 años, la Estación ha evolucionado gracias a las nuevas tecnologías y a la colaboración del sector. En 2016, se digitalizó en una Plataforma Web-Sig pública y colaborativa. El enfoque colaborativo permitió incorporar nuevas trampas y puntos de monitoreo gracias a la participación de agroempresas y cooperativas agrícolas, que pudieron registrar la información de sus propios puntos de monitoreo, siendo validada posteriormente por los técnicos de INTIA. Los usuarios podían consultar información descriptiva de cultivos y patógenos, sobre la situación durante la campaña, datos históricos de plagas, modelos predictivos de diversas enfermedades y estrategias y recomendaciones. Desde 2022, se dispone de una aplicación móvil para la difusión inmediata de alertas, que permite soluciones más rápidas según las zonas, el momento y los problemas existentes.

ADOPTAÉ vise à favoriser le déploiement de la pratique des couverts végétaux auprès en Nouvelle-Aquitaine et Occitanie en s’appuyant sur 7 territoires tests au niveau local : 3 zones Vigne et 4 zones Grandes cultures/Polyculture-élevage. Porté par la Chambre régionale d’agriculture Nouvelle-Aquitaine et co-piloté avec la Chambre régionale d’agriculture Occitanie, ADOPTAÉ implique de nombreux acteurs des territoires, avec une trentaine de structures issues de différents réseaux de conseil (Chambres d’agriculture, CUMA, Coopératives et négoces agricoles, réseau Bio, TRAME, IFV…) des 2 régions. Ces acteurs diversifiés et complémentaires d’un même territoire, vont co-construire des plans d’action, adaptés aux enjeux et besoins locaux. Les actions favoriseront l’échange entre pairs et la valorisation des travaux existants, que ce soit sur les couverts ou sur la méthodologie d’accompagnement à la transition agro-écologique. Les 3 axes de travail du projet, en interaction les uns des autres sont : 
- La montée en compétences méthodologiques et agronomiques des conseillers, en s’appuyant sur l’échange entre pairs et les enseignements d’autres projets ;
- Le déploiement d’actions terrain auprès des conseillers, des agriculteurs et de l'enseignement : mise en œuvre d’un plan d’actions co-construit entre acteurs du territoire pour développer la visibilité et accompagner l’appropriation des couverts végétaux par les agriculteurs, via des actions de proximité et d’échanges ; 
- L’évaluation de l’adoption des couverts végétaux, sur les territoires : construction d’une méthode d’évaluation de la mise en place des couverts et de l’appropriation de cette pratique, et réalisation d'états des lieux locaux.

One of the projects peer-reviewed under i2connect is the initiative Versailles of the North.  The Netherlands is launching a new program for World Class National Parks, with the Van Gogh National Park in North Brabant as a key example. This initiative emphasizes quality of life, urban development, and community engagement while strengthening the economy. The park uniquely combines nature reserves, an appealing agricultural landscape, and Van Gogh’s cultural heritage.
To attain World Class status, collaboration among municipalities, water boards, social organizations, volunteers, and businesses is essential. A significant focus is on the many nurseries within the park, where an innovative landscape framework will enhance these areas for recreation, ecology, and water management. The province aims to plant 40 million trees over the next decade, addressing CO2 emissions while restoring a complex network of landscape elements.
The project employs a collaborative process involving stakeholders, including ZLTO as the process coordinator, to build support and ensure effective communication. GIS analyses and area visits help assess the landscape, culminating in a regional sketch design facilitated by West8.
Success relies on talented advisors and trust among stakeholders. While initial engagement required more time than anticipated, lessons learned include prioritizing the growers’ perspectives and effective stakeholder management to foster cooperation in regional development.

Inovatyvi paslauga "Dirvožemio aerodistanciniai tyrimai ir konsultacijos" yra EIP projekto rezultatas.

Projekto rezultatas - sukurta nepilotuojamais orlaiviais ir dirvožemio tyrimais paremta technologija, leidžianti teikti ūkininkams paslaugą, padedančią efektyviai ir operatyviai identifikuoti žemės ūkio naudmenų dirvožemio problemas, siūlanti optimalius būdus joms spręsti.

Įgyvendinant projektą, buvo naudota Lietuvoje dar netaikyta ir neišbandyta technologija, kurią taikant, gali būti užtikrinta dirvožemio panaudojimo nauda. Inovatyvi paslauga buvo sukurta, bendradarbiaujant žemdirbiams, mokslininkams ir konsultantams.

Sukurta inovatyvi paslauga padeda ūkininkams valdomose žemės ūkio naudmenose nuotoliniu būdu identifikuoti humuso kiekį armenyje, dirvožemio erozijos laipsnį, dirvožemio drėgnumo lygį, granuliometrinę dirvožemio sudėtį ir agregatinę struktūrą.  

La innovación interactiva requiere un enfoque multiactor. Si tú eres una entidad agraria o forestal y buscas socios: ¿qué necesitas? Una herramienta digital para ver grupos operativos clasificados por temáticas y por regiones de España. De esta manera viendo los miembros de los grupos operativos, tienes más opciones de favorecer procesos de co-creación y hacer un proyecto innovador que sea impactante. En la red PAC española puedes encontrar esta herramienta: un visor de grupos operativos. Este visor es una herramienta esencial para un asesor. Además, este visor tiene un motor de búsqueda muy útil que clasifica los grupos operativos por sectores y por temáticas. Incluso, es posible descargar un listado una vez hecha la búsqueda. Con toda la información existente, podemos clasificar al visor como una Herramienta y Servicio Digital de Asesoramiento (HSDA). Es importante resaltar la capacidad económica para ejecutar presupuesto de un grupo operativo y de sus miembros. Por ello en el visor se puede encontrar el presupuesto de cada grupo operativo.  La innovación interactiva surge de los contactos profesionales, la información de calidad existente y los casos de éxito de grupos operativos. Como conclusión, con HSDA como este visor, se facilita el trabajo del asesor de innovación interactiva y se promueve la formación de mejores grupos operativos.

La innovación interactiva requiere más que un enfoque multiactor. Si eres asesor agrícola o forestal, debes conocer de antemano las mejores prácticas disponibles. Por ejemplo, una herramienta digital para ver buenas prácticas clasificadas por temáticas y regiones de España. De esta manera, al ver quiénes participan de estas buenas prácticas, tienes mejores posibilidades de promover procesos de cocreación y diseñar un proyecto innovador y de impacto.
En la red PAC española puedes encontrar esta herramienta: un visor de buenas prácticas. Este visor es una herramienta esencial para un asesor. Además, este visor cuenta con un buscador muy útil que clasifica las buenas prácticas por sectores, regiones y temáticas. Incluso es posible descargar una lista una vez realizada la búsqueda. Con toda la información existente, podemos clasificar al visor como una Herramienta y Servicio de Asesoramiento Digital (DATS).
Es importante resaltar estas buenas prácticas porque facilitan el networking, los testimonios y las oportunidades de innovación. Además, en el visor se puede encontrar el fondo financiero implicado en cada buena práctica.
La innovación interactiva surge de contactos profesionales, información de calidad existente y casos de éxito de las mejores buenas prácticas disponibles.
En conclusión, con DATS como este visor se facilita el trabajo del asesor de innovación interactivo y se impulsan procesos de cocreación utilizando buenas prácticas.

Los GOs seleccionados anualmente en una comisión de valoración -entre los grupos beneficiarios de cada convocatoria- se benefician del conocimiento y experiencia mediante la mentorización técnica de los expertos del  Centro Nacional de Tecnología y Seguridad Alimentaria (CNTA) hasta finales de año. Hasta el momento han tenido lugar 3 ediciones (2021, 2022 y 2023) y han participado los GOs: Fruitcare, Lúpulos de calidad, Sensolive oil, Proteinleg, Tecnogar, Global Dimension Sensolive_Oil, Micoalga-Feed, GC4SHEEP, ESJARA, SALUDGIRASOL y VINGO. Estas acciones entre el CNTA y el Ministerio de Agricultura, Pesca y Alimentación (MAPA) se encuadran en un convenio para la ejecución de actuaciones de desarrollo tecnológico e innovación del sector agroalimentario, enmarcadas en las áreas de apoyo a la dinamización del ecosistema de innovación, impulso a la puesta en marcha de innovaciones y la bioeconomía. Hacer estudios para la valorización de fracciones rechazo de frambuesas, modelos en relación con los parámetros de calidad del aceite de oliva, caracterización química y cromática para predecir las valoraciones de paneles de catadores, caracterización analítica de lúpulos silvestres, crear algoritmos para objetivar la categorización de los aceites de oliva, fomentar el consumo de proteínas vegetales de calidad, promover el cultivo de diferentes variedades mejoradas de garbanzo o elaborar piensos funcionales para animales, modernizar la actividad de recolección de la jara, incrementar la rentabilidad de la ganadería ovina, identificar calidad y salud de los suelos para cultivo de girasol y desarrollar modelos de gestión de variedades minoritarias de uva, entre los objetivos de los grupos operativos mentorizados y asesorados.

Projekto metu buvo sukurta inovatyvi interaktyvi paslauga, pagrįsta erdvinių ir antžeminių tyrimų duomenimis. 
Teikiant šią inovatyvią paslaugą, konsultantai galės: įvertinti ūkyje turimus žolynus (vietinius išteklius) pašarų gamybai, jų tinkamumą turimoms ūkio sąlygoms; paskaičiuoti prognozuojamą pasigaminti pašarų kiekį pagal produktyvumą; nustatyti optimaliausią žolyno pjovimo pašarams gaminti laiką; sudaryti žolynų mišinius, pritaikytus prie konkretaus ūkio sąlygų, ūkyje auginamų gyvulių rūšių; konsultuoti ūkį dėl atliekamų darbų efektyvumo, sumažinant darbo laiko sąnaudas bei išlaidas žolynų priežiūrai (sąnaudas trąšoms, išlaidas technikai, kurui, darbuotojams); naudotis interaktyviais įrankiais, kurie leis pagal pasirinktus parametrus paskaičiuoti standartinį žolynų produktyvumą, sudaryti rekomendacinius žolynų mišinius.

The Kipster project was discussed as part of the i2connect "Excellence Classes" as a leading example of sustainable agricultural innovation. Kipster is an innovative poultry farm in the Netherlands, launched in 2017, designed to be the most sustainable in the world. The farm focuses on animal welfare, reducing CO2 emissions, and resource efficiency. Kipster uses a circular farming model, feeding hens with surplus food from the food industry and ensuring egg production with minimal environmental impact. The farm operates on solar energy, and its design promotes natural behaviors for the hens, such as foraging and perching.
Kipster's eggs are sold as the first carbon-neutral eggs in major supermarkets, with the goal of making egg production more sustainable and transparent. The farm also avoids the culling of male chicks, which is a common practice in the poultry industry, by raising male chickens for meat.
Kipster is a leading example of innovation in the agri-food sector, demonstrating how technological advancements and a commitment to sustainability can transform traditional farming methods. Its model is attracting interest from other regions and countries seeking to adopt more sustainable agricultural practices. The farm's success has sparked discussions on food production’s future, focusing on environmental sustainability, animal welfare, and ethical food production.

ProAgrian asiantuntijan vetämä nurmipienryhmä on toiminut Paimolla vuodesta 2004. Jotta ryhmän pitovoima säilyy, sen on täytynyt uudistua jatkuvasti. Uutta sisältöä ja menetelmiä on haettu vetäjän kouluttautumisen ja menetelmäkokeilujen kautta. Yhtenä uutena aloitteena päätettiin ryhmään tuoda kansainvälinen ulottuus ja sen kautta uusille ajatuksille ja kokemuksille altistuminen. Käytännössä ryhmä aloitti puolivuosittaiset vierailut ulkomaille toisten viljelijöiden maatiloille. Muun maalaisten viljelijöiden tapaaminen ja heidän kanssaan yhdessä työskentely avasivat ryhmäläisten silmiä. Uudet ideat kehittivät niin ryhmän strategisia kuin päivittäisen työarjen ajatuksia ja toimintaa. Ne tarjosivat myös uudistumisen paikan ryhmän vetäjälle. Näin ryhmä ylsi vielä vuosien kehitystyön jälkeenkin uudelleen parempiin tuloksiin.

Desde la EIP-Agri y los proyectos multiactor Horizonte Europa se ha promovido el modelo de innovación interactiva.
El Ministerio de Agricultura, Pesca y Alimentación (MAPA) de España gestiona las intervenciones de la PAC supra-autonómicas de transferencia de conocimiento y de servicios de asesoramiento. Estas convocatorias de ayudas tienen una elevada concurrencia competitiva entre los principales actores del sector agroalimentario y forestal. Por estos motivos, es importante definir bien los criterios de valoración de las solicitudes.
En las bases reguladoras de las ayudas a la transferencia de conocimiento y de los servicios de asesoramiento (principalmente en digitalización), se ha incluido la innovación interactiva como criterio a evaluar por expertos. Dentro de la categoría de impacto que produce la solicitud, se valorará lo siguiente: 
i) Apoyo al desarrollo empresarial, nuevos modelos de negocio potenciados, fortalecimiento del ecosistema de innovación. ii) Presencia de la innovación interactiva.
Con estos criterios se favorece la contratación de asesores que actúen como agentes de innovación. Los solicitantes y las agrupaciones crearán propuestas que incluyan la innovacción interactiva.

Το I2CONNECT αξιοποιεί τις ανταλλαγές επισκέψεων  για να διευκολύνει τους συμβούλους να συνειδητοποιήσουν τις πολλαπλές απόψεις των εμπλεκόμενων  στις διαδραστικές καινοτομίες και να εξασκηθούν στα εργαλεία που διδάσκονται στα αντίστοιχα εκπαιδευτικά σεμινάρια του έργου. 
Η  επίσκεψη στην Ελλάδα εντόπισε δύο προκλήσεις για την επίτευξη αυτών των στόχων: 
Πρώτον, ο πλουραλισμός και πλούτος των πληροφοριών  δυσκόλεψε την αφομοίωσή τους από τους συμμετέχοντες συμβούλους, που χρειάζονταν  χρόνο για να εμβαθύνουν στην υπό εξέταση καινοτομία. Επίσης,  το  ενδιαφέρον για  τεχνολογίες και  τεχνικές διαδικασίες  τούς αποσπούσε από τη διαδικασία και το δίκτυο καινοτομίας και καθιστούσε δυσκολότερη την αξιοποίηση των εργαλείων και την εξαγωγή  συμπερασμάτων. 
Δεύτερον, αν και  την πρώτη μέρα έγινε μια σύντομη παρουσίαση των εργαλείων,  αυτή δεν ήταν αρκετή για να θυμηθούν οι σύμβουλοι λεπτομέρειες για τη βέλτιστη εφαρμογή τους. Επιπλέον, η ύπαρξη σημαντικού χρονικού διαστήματος μεταξύ της εκπαίδευσής τους και της επίσκεψης επιδείνωσε την ικανότητά  τους να αξιοποιούν τα εργαλεία, καθώς οι γνώσεις τους είχαν ατονήσει. Έτσι, αν και συνειδητοποιούν την αξία των εργαλείων, τα θεώρησαν  "πολύ περίπλοκα για να χρησιμοποιηθούν στην πραγματική ζωή". Ως εκ τούτου,  η συμμετοχή των συμβούλων σε  επίσκεψη σε σύντομο χρονικό διάστημα μετά την εκπαίδευσή τους, παρά τις πρακτικές δυσκολίες, πρέπει κατά το δυνατόν να τηρείται. Επίσης, οι σύμβουλοι πρότειναν  οι εμπλεκόμενοι στην  υπό εξέταση καινοτομία σύμβουλοι να εκπαιδεύονται στη χρήση των εργαλείων ώστε να συνεισφέρουν άμεσα στην ανάλυση της καινοτομίας, γεγονός που θα τούς καθιστούσε  αναστοχαστικούς παρατηρητές της  καινοτομίας τους.

GO FAGUS viene impulsando la revalorización de la madera de haya a través de la innovación en la gestión forestal y de la tecnificación de la clasificación y caracterización de productos, creando así una bioeconomía local.
Este innovador proyecto fue coordinado por AGRESTA y CESEFOR con una gran diversidad de miembros: Föra, Madera+, CETEMAS, HAZI y Ademan. Había algunos miembros contratados: un par de universidades y una escuela de formación profesional. Y también contó con la colaboración de algunas instituciones públicas en el desarrollo del proyecto.
AGRESTA y CESEFOR actuaban como Servicios de Apoyo a la Innovación.  Asumieron las tareas principales y el desarrollo del proyecto. 
El sector forestal español no cuenta con un servicio público de asesoramiento. El asesoramiento en innovación suele ser dado por entidades privadas, centros tecnológicos y universidades como en este proyecto.
Resultados principales:
- Se ha inventariado y estudiado cuantitativamente una muestra representativa a nivel nacional de hayedos.
- Desarrollo de herramientas para el cálculo y clasificación de volúmenes de madera de haya según las características morfológicas del pie árbol, basado en el uso de LiDAR aéreo y terrestre y fotogrametría.
- Estandarizar las calidades potenciales de la madera de haya según los productos deseados a lo largo de la cadena de valor de la industria forestal.
- Crear un nuevo producto LVL de haya para uso en estructuras.
- Desarrollo de una mesa redonda interregional de promoción de la madera de haya con diversos actores.
Finalmente, su principal valor añadido es la inspiración para mejorar los resultados de la industria de la madera y las bases para dar continuidad a este proyecto con otros fondos como el Programa LIFE.

CNTA presenta cada año Informes del Mapa de escenarios de Oportunidad Foodtech, financiado por el MAPA. Estos informes son el resultado de un proceso de observación y curado de información realizado en el 2022 y 2023.
Para realizarlo el equipo del CNTA analiza las noticias FoodTech publicadas en más de 100 fuentes de información (tanto nacionales como internacionales) e identifica los escenarios futuros que presentan oportunidades de transformación en industria alimentaria.
¿QUÉ DENOMINAMOS NOTICIAS FOODTECH?
Las informaciones que recogen novedades y su evolución para resolución de retos a los que se enfrenta la sociedad e industria alimentaria, con una componente tecnológica y con potencial de generar impacto transformador.
El objetivo es presentar el Mapa de escenarios de Oportunidad FoodTech. Una herramienta visual que ubica en un plano bidimensional de la situación de la industria FoodTech. El mapa ayuda a entender de qué se habla y cuánto se habla, así como el momento de innovación o grado de madurez de una tecnología.
Un escenario macro consta de un cierto nº de escenarios. En total en este análisis, hay 9 escenarios macro y 35 escenarios:
1. Proteínas alternativas, un macroescenario lleno de retos.
2. Alimentos e ingredientes alternativos, propuestas para mejorar el sabor.
3. La sostenibilidad, soluciones para contaminar menos, sin greenwashing.
4. Tecnologías de proceso: se necesita más escalabilidad.
5. Alimentos saludables: alimentos como medicina.
6. El sector infantil, los deportistas y las personas seniors, en el foco de la nutrición personalizada.
7. Digitalización, la IA lo inunda todo.
8. Calidad y Seguridad Alimentaria 4.0: apuesta por Nir, Hiperespectral y blockchain.
9. Clean label, más transparencia.

Un jeu de société innovant soutient la prise de décision agricole face aux incertitudes climatiques et économiques projetées d'ici 2050. Il aborde les défis variés auxquels les agriculteurs sont confrontés quotidiennement, renforçant leur capacité à prendre des décisions multifonctionnelles. Cette approche immersive offre une formation unique en gestion agricole. Le jeu, conçu pour les agriculteurs et les étudiants, permet de jouer en solo ou en collaboration, mettant l'accent sur l'atteinte de seuils de durabilité. Chaque cycle de jeu de trois ans implique la prise de décisions sur les cultures et les pratiques agricoles, l'adaptation aux défis saisonniers et l'analyse collaborative des résultats. Le déploiement dans 8 interventions avec 12 facilitateurs formés a donné des résultats prometteurs. Des sessions supplémentaires ciblent les collectifs d'agriculteurs et les programmes éducatifs. Les considérations futures incluent des extensions et des adaptations du jeu à différents secteurs agricoles et contextes climatiques. L'utilisation du jeu pour former les agriculteurs offre une autre approche aux conseillers pour discuter des mesures d'adaptation et d'atténuation.

Τον Μάρτιο του 2024, 8 εκπαιδευμένοι στα εργαλεία του I2CONNECT σύμβουλοι επισκέφτηκαν την Ημαθία για να διερευνήσουν την καινοτομία της εφαρμογής συστήματος ολοκληρωμένης διαχείρισης σε ροδακεώνες. Αφού πήραν συνεντεύξεις από τους τοπικούς δρώντες, οι επισκέπτες σχημάτισαν ομάδες και χρησιμοποίησαν ανεξάρτητα τα εργαλεία 'σπείρα της πρωτοβουλίας' και 'τρίγωνο της συνδημιουργίας'. Τα ευρήματά τους ήταν διαφορετικά, με συμπληρωματικό όμως τρόπο, υποδεικνύοντας τη δυνατότητα των εργαλείων να αναδεικνύουν τους ρόλους και τη συμβολή των δρώντων σε μια διαδραστική καινοτομία. Ωστόσο, η αξιοποίηση αυτής της δυνατότητας εξαρτήθηκε από την ικανότητα των συμβούλων να εξάγουν συμπεράσματα συνδυάζοντας, παρά αποκλείοντας, πτυχές και δεδομένα.
Οι ομάδες διαπίστωσαν ότι ο σύμβουλος των παραγωγών έπαιξε διπλό ρόλο στη συνδημιουργία της καινοτομίας, ενεργώντας ως 'διαχειριστής' και ως 'ελεύθερος δρών', κάνοντας ό,τι ήταν απαραίτητο για να ενεργοποιήσει και διατηρήσει το καινοτόμο δίκτυο. Επίσης, διέκριναν την πολλαπλή επίδραση διαφορετικών ομάδων παραγωγών, που ανέλαβαν ρόλο:  
α) πρωτοπόρου στην εισαγωγή της καινοτομίας, 
β.) 'ελεύθερου δρώντα' (μαζί με τον σύμβουλο), 
γ) παρόχου πόρων που συνέβαλλαν στην ανάπτυξη του δικτύου, 
δ.) 'φύλακα'  του υπάρχοντος συστήματος παραγωγής, αντιτασσόμενου στην καινοτομία 
Επιπλέον, μια δυσκολία αφορούσε στη διάκριση της επίδρασης εξωτερικών παραγόντων και ιδιαίτερα της αγοράς. Η αγορά ήταν η κινητήρια δύναμη που ώθησε στην αλλαγή του συστήματος παραγωγής χωρίς, όμως, φορείς της να αναλάβουν συγκεκριμένη δράση για την μετάβαση στο νέο σύστημα. Επομένως, η αγορά δεν περιλήφθηκε στους εσωτερικούς δρώντες που έχουν ευθύνη για την εξέλιξη του καινοτόμου δικτύου.

RAÍCES.info es una plataforma digital colaborativa, impulsada por UPA, cuya misión es ayudar a los hombres y mujeres jóvenes en su proceso de incorporación al sector agrario y forestal, aportando elementos formativos y de socialización que los orienten y motiven para que el desempeño de su actividad se realice de una manera más eficiente y sostenible. Esta plataforma fue creada mediante el Grupo Operativo Jóvenes en RED, que ha recibido una ayuda de 598.402,28 € cofinanciada al 80% por el Fondo Europeo de Desarrollo Rural FEADER y al 20% por fondos del Ministerio de Agricultura, Pesca y Alimentación (MAPA).
Como primer resultado, esta plataforma digital proporciona los siguientes servicios: experiencias, información, aprendizaje (formación y actividades demostrativas), vídeos (testimonios y repositorio), social media, sostenibilidad medioambiental, consultas públicas y una herramienta digital para calcular la PAC.
UPA quiso ampliar RAÍCES.info y convertirla en un servicio de asesoramiento en digitalización. Con la ayudas del paquete de digitalización, RAÍCES.info, comenzó a prestar servicios de asesoramiento en digitalización con una ayuda cofinanciada al 53% con fondos FEADER y al 47% del MAPA.
De esta manera con la utilización de ayudas complementarias, se generan sinergias y se favorece la prestación de asesoramientos en digitalización.
Es un ejemplo de práctica en la que todos salen ganando y de como aprovecharse de las oportunidades para trabajar en innovación. Se prueba el valor añadido proporcionado por el enfoque multiactor de los grupos operativos de la AEI-Agri. Además, se refuerza integramente el AKIS. Y, el asesor encuentra un lugar donde puede formarse, encontrar información y -a la vez- prestar asesoramiento.

El Foro Datagri nace en 2018 con el objetivo de impulsar el proceso de transformación digital en el sector agroalimentario. Innovar, divulgar, cooperar y sorprender son los cuatro verbos de acción que marcan la filosofía de esta iniciativa plural.
- Punto de encuentro anual de la red agroalimentaria.
Desde el productor hasta el minorista. DATAGRI une a todos los nodos de la red agroalimentaria para presentar las novedades tecnológicas, establecer nuevas sinergias y generar oportunidades de negocio para trabajar por una agricultura sostenible, segura y de calidad.
- La tecnología se ve, y se toca. Tiene dos días de duración:
Durante el Forum Day podrás escuchar en qué proyectos están inmersos los centros de investigación, universidades y empresas tecnológicas. Y gracias al Demo Day podrás experimentar y conectar directamente con la innovación.
- Líderes en digitalización del Sur de Europa.
Tras 6 ediciones, Foro Datagri es un evento consolidado y referente en Europa y Latinoamérica para descubrir las próximas tendencias tecnológicas del sector a nivel mundial.
En resumen, los objetivos del Foro DATAGRI son:
- IMPULSAR. La transformación digital en la cadena agroalimentaria.
- SENSIBILIZAR. Sobre casos de éxito de transformación digital tecnologías e innovación.
. CONTRIBUIR. A reducir las barreras de implantación de transformación digital, a crear estándares de buenas práctica y oportunidades de colaboración.

La cross-visit vise à acceuillir des partenaires des conseillers européens formés sur les outils et principes de l'innovation interactive pour: 
- découvrir un project d'innovation multi-acteurs porté par la Chambre régionale d'agriculture d'Occitanie et en partenariat avec l'AKIS régional;
- appliquer les outils et méthodes utilisés lors de leurs formations nationales.
Le dispositif AGLAE (les Agriculteurs partaGent Leurs pratiques AgroÉcologiques) a pour objectif de créer un référentiel de pratiques agroécologiques innovantes en Grande Culture Polyculture Elevage (GCPE), Viticulture et Arboriculture, qualifiées par des experts et basées sur des retours d’expériences identifiés localement chez les agriculteurs de la région Occitanie. Le process assure: 
- Repérage des pratiques agro-écologiques innovantes et acquisition de références techniques
- Identification des pratiques innovantes, par l’intermédiaire des animateurs de réseaux d’agriculteurs (GIEE, groupes 30 000, GOPEI, réseaux DEPHY) et des pilotes de projets;
- Capitalisation des résultats de travaux de recherche, grâce à la mobilisation des acteurs locaux de la recherche et du développement.
Les pratiques identifiées sont ensuite qualifiées par un comité d’experts afin de produire des références fiables et éprouvées, qui génèrent la confiance et limitent les risques encourus. Il s’agit, autant que possible, de:
- sécuriser le conseil;
- garantir l’appropriation des leviers proposés;
- partager le risque entre les acteurs du projet.
Les pratiques qualifiées sont décrites dans des fiches témoignages et des vidéos diffusées par différents réseaux : site internet Chambre, plateforme GECO, chaîne Youtube, pages Facebook.

La cross visit di i2connect all'Azienda Pitton ha offerto un'opportunità unica per esplorare l'applicazione dell'innovazione partecipativa nel settore agricolo italiano. Situata in Veneto, l'Azienda Pitton è un esempio virtuoso nella coltivazione di ortaggi biologici per la commercializzazione diretta, con un forte orientamento alla sostenibilità ambientale e all'adozione di pratiche innovative. I consulenti partecipanti alla cross visit hanno potuto conoscere meglio l'azienda, che è una delle 12 aziende pilota regionali del SISSAR (sistema di consulenza regionale) per la coltivazione di ortaggi biologici. Nel 2023, nell'ambito del SISSAR, l'azienda ha ospitato anche un'attività dimostrativa sulla sfida di adattare il tipo e la qualità della raccolta degli ortaggi invernali ai cambiamenti climatici.
Infine, Pitton fa parte della rete di aziende dimostrative AIAB FVG ed è anche coinvolta in iniziative educative per i cittadini/consumatori.
Gli strumenti di i2connect sono stati utilizzati per analizzare il dialogo tra l'azienda agricola e gli altri attori di AKIS. Ciò ha evidenziato come la collaborazione tra agricoltori e consulenti tecnici possa migliorare l'efficienza e la qualità della produzione, garantendo al contempo la sostenibilità economica e ambientale. La visita si è conclusa con una riflessione collettiva su come il modello di innovazione collaborativa adottato dall'azienda Pitton possa essere replicato in altre realtà agricole italiane ed europee.

Durante la visita incrociata di i2connect in Italia, i partecipanti hanno avuto la possibilità di approfondire le loro conoscenze sull'agricoltura biologica anche attraverso l'esperienza di AIAB FVG. Si tratta della sezione regionale dell'Associazione Italiana per l'Agricoltura Biologica (AIAB), che rappresenta gli agricoltori biologici, i consulenti e i consumatori. AIAB FVG si propone di consolidare e promuovere il metodo dell'agricoltura biologica, coinvolgendo tutti i soggetti interessati e collaborando con le istituzioni regionali.
Nel 2023 AIAB FVG è stata incaricata dall'Amministrazione regionale di offrire una consulenza tecnica gratuita e non continuativa alle aziende agricole biologiche (o in fase di transizione verso il biologico) presenti sul territorio regionale. Il servizio si svolge attraverso una o più visite in azienda, della durata massima di quattro ore e incentrate su argomenti specifici che variano a seconda della coltura o dell'orientamento produttivo dell'azienda. Al termine di ogni visita l'azienda agricola deve semplicemente controfirmare una dichiarazione che attesti l'intervento del tecnico incaricato. Le colture coperte dal servizio di consulenza e assistenza tecnica biologica sono i seminativi, l'orticoltura, le colture frutticole permanenti, la viticoltura. Il servizio di consulenza tecnica promosso da AIAB FVG rappresenta un esempio di innovazione nel sistema di supporto all'agricoltura biologica. Oltre a garantire un supporto tecnico di qualità, l'iniziativa contribuisce alla crescita e alla diffusione del metodo biologico in Friuli Venezia Giulia, promuovendo la sostenibilità e la resilienza delle aziende agricole locali.

La cross visit di i2connect in Italia ha permesso ai partecipanti di esplorare un eccellente esempio di innovazione nella conservazione e valorizzazione della biodiversità agricola. AVEPROBI è un'associazione regionale di produttori e trasformatori biologici che da oltre un decennio dedica parte delle sue attività alla conservazione in azienda dell'agrobiodiversità locale, catalizzando energie e iniziative tra i gruppi che operano sulla biodiversità coltivata in Veneto. Per promuovere lo sviluppo di catene del valore innovative basate sui cereali, sia a livello di sementi che di prodotti alimentari finali, è stata creata una Banca dei Semi di Comunità (Community Seed Bank - CSB). La sua governance e il suo modello di business si basano su approcci partecipativi per raggiungere l'efficacia operativa e il consenso degli stakeholder.
Le reti di agricoltori locali sono chiamate a riprodurre i semi, a promuoverne e monitorarne l'evoluzione e l'adattamento e a facilitarne la condivisione.
La Banca Comunitaria dei Semi è una novità nel territorio veneto e l'adattamento alla realtà regionale richiede l'individuazione di condizioni abilitanti durature: il collegamento tra agricoltori e consumatori (e in mezzo i trasformatori dedicati) intorno alla biodiversità coltivata con metodo biologico rende la conservazione dinamica dei semi del patrimonio parte di una dinamica sociale più ampia.

Tiksliojo ūkininkavimo paslaugų ir kompetencijų centras teikia kvalifikuotas konsultacijas, padedančias optimaliai išnaudoti ES paramos gavimo galimybes, įvertinant planuojamų investicijų ūkyje atsipirkimo laiką, grąžą, efektyvumą; ūkio finansines galimybes investuoti ir plėtoti gamybinius procesus, laiku vykdant įsipareigojimus, padedančius priimti teisingus sprendimus, turėsiančius įtakos ūkio veiklos rezultatams.

Paslaugos teikiamos ūkininkams, mažoms įmonėms, individualiai dirbantiems verslininkams, didelėms akcinėms benrovėms, nepelno siekiančioms organizacijoms, kurios pradeda plėtoti ar plėtoja žemės ūkio produkcijos perdirbimo, miškininkystės, alternatyviosios veiklos kaime sektorių veiklą.

Tiksliojo ūkininkavimo paslaugų ir kompetencijų centro teikiamos paslaugos:
- kintamos normos tręšimo planų parengimas, paėmus ir ištyrus dirvožemio ėmimius; 
- mobilios gyvulininkystės laboratorijos specialistų teikiamos paslaugos; 
- laboratoriniai vandens ir dirvožemio tyrimai. 

Az Ezt-V-Edd projekt célja olyan megoldások és innovációk keresése, melyek elősegítik a mezőgazdasági kistermelők munkáját és értékesítési folyamatait. A projektet mélyreható kutatással indítottuk, melynek eredményeként három fő célt tűztünk ki: (1) az adminisztratív terhek enyhítése, (2) az üzleti stratégia kialakításához szükséges információk biztosítása, valamint (3) más fontos tudáshiányok enyhítése.
Magyarországon a kistermelői élelmiszer szektor lassan növekszik, és a hagyományos termelők túlnyomó része nem rendelkezik megfelelő tudással és tőkével a magas hozzáadott értékű termékek értékesítéséhez rövid ellátási láncokon keresztül. Problémát jelent számukra az alapanyagtermelés, feldolgozás és értékesítés során szükséges adatok gyűjtése és nyilvántartása.
Megoldásaink közé tartozik: (1) kistermelői tudásnapok szervezése, melyek szabályozásról, szervezésről, logisztikáról, marketingről, üzleti tervezésről és árazásról adnak információkat. (2) jó gyakorlatokat bemutató filmek és egy kiadvány készítése; (3) 'Felirom.hu' néven egy adatgyűjtést segítő applikáció fejlesztése, mely a termelés, feldolgozás eseményei mellett recepteket, csomagolóanyagokat és eladásokat is kezel. Az adatok azonnal rendelkezésre állnak esetleges ellenőrzés esetén, biztosítva a nyomonkövethetőséget, élelmiszerbiztonságot és más hivatalos elvárások teljesítését.
Az összegyűjtött adatok jelentős segítséget nyújtanak az üzleti tervezéshez. A projekt szoros együttműködéssel valósult meg a termelők, kutatók, valamint néhány kistermelő és rövid ellátási láncokkal foglalkozó NGO-k között.

Avocado trees were introduced to Chania, Crete in 1968 by the Institute of Olive Tree, Subtropical Plants, and Viticulture. Between 1985 and 1995, efforts to promote avocado cultivation were largely unsuccessful owing to the reluctance of traditional olive and citrus growers to switch to avocados due to limited market demand at that time. A pivotal shift occurred in 2008 when the prices of olive oil and oranges plummeted, while global demand for avocados surged. This prompted local producers to expand avocado cultivation with the Local Cooperative of Organic Producers playing a significant role in this.
Despite some successes, avocado farmers in Chania still face several challenges such as the need for tailored agricultural solutions, vocational training, and effective knowledge transfer. Many farmers still rely on informal exchanges of information, which are insufficient given the diverse growing conditions.
The following areas for improvement were identified: 

1. Customize vocational training and seminars to meet the specific needs of avocado farmers, ensuring effective knowledge transfer and facilitating peer-to-peer learning.
2. Develop a strategic plan for knowledge generation involving all relevant AKIS actors.
3. Foster partnerships between farmers and advisors by establishing regular channels for information exchange.

4. Advocate national policies supporting innovation in the avocado farming. 

   By addressing these areas, avocado production in Chania could overcome current challenges and achieve sustainable growth. The collaboration between AKIS actors is crucial in driving this progress.

Gli strumenti per l'innovazione interattiva di i2connect sono stati protagonisti di un momento formativo nell'ambito della study visit della Scuola permanente del casaro, tenutasi in Sardegna dal 13 al 15 Maggio 2024. La Scuola, giunta alla sua seconda edizione, è realizzata dal CREA ZA - Centro di ricerca Zootecnia ed Acquacoltura di Bella e dal CREA PB - Centro di ricerca Politiche e Bio-economia e ha l'obiettivo di formare validi casari, che conservino e continuino a tramandare le tradizioni aprendosi anche alle innovazioni. Durante la visita, 9 giovani aspiranti casari hanno intervistato il Gruppo Operativo sardo "Paschinres" con l'obiettivo di applicare la spirale dell'innovazione e individuare le varie fasi del processo interattivo del progetto. Il GO PASCHINRES è stato avviato nel 2023 per rispondere alla richiesta di innovazione di un gruppo di aziende del Nord Sardegna, per trovare soluzioni innovative in grado di aumentare la resilienza ed il reddito aziendale mediante la riduzione dei costi variabili di produzione e la valorizzazione delle produzioni (latte e formaggio). L'ISPAM CNR, partner del GO, ha partecipato all'evento rispondendo alle domande dei giovani e consentendo di  analizzare il processo di aggregazione dei partner, lo sviluppo dell'idea innovativa, e la sua diffusione. Al confronto tra i giovani e il GO, ha seguito un momento di riflessione di gruppo degli studenti che hanno ripercorso la spirale di innovazione del progetto.

One of the new actors in the Italian AKIS is ANARSIA (National Association of Regional Agencies for Agronomic and Forestry Development). Established in late 2022, the Association aims to share expertise and experience in the agricultural, forestry and fisheries sectors, promoting synergies on issues of common interest. Its main purposes include institutional representation, the development of strategic documents and the promotion of study, research and training initiatives, both for agency staff and external stakeholders. ANARSIA is committed to enhancing communication to raise awareness of the agencies' experimental and innovative activities and to developing relationships at the European level. Another key objective is to promote the use of decision support services to facilitate digital transformation in agriculture. Key activities include a cooperation agreement with leading agronomic and economic research institutions, the organisation of seminars on topics such as demonstration farms, as well as general assemblies and training meetings. ANARSIA aims to become a reference point for innovation in agriculture, promoting cooperation between regions and the advancement of the agro-forestry sector in Italy.

Las políticas AKIS en España tienen un claro enfoque estratégico. AKIS no es un acrónimo muy popular excepto entre los expertos. Para facilitarnos la vida se puede simplificar buscando los siguientes términos: AKIS, digitalización, asesoramiento, extensión y formación; Se pueden encontrar fácilmente en estrategias muy diversas y transversales que afectan al AKIS de diferentes maneras. Este enfoque estratégico actúa a múltiples niveles. Este marco de gobernanza multinivel está influenciado a nivel internacional por las estrategias UE, por  acuerdos internacionales firmados por España y por la jurisprudencia del Tribunal de Justicia de la UE. Destacan por su importancia para el AKIS español las siguientes estrategias:
- Plan Estratégico de la PAC.
- Estrategia de Ciencia, Tecnología e Innovación 2021-2027.
- Estrategia de Digitalización del Sector Agroalimentario, Forestal y del Medio Rural.
- Estrategia de Formación Agroalimentaria.
- Estrategia Forestal horizonte 2050.
- Estrategia de Economía Circular, España Circular 2030
- Estrategia Nacional frente al Reto Demográfico.
- Estrategia de Descarbonización a Largo Plazo.
- España Digital 2026.
- Estrategia Industria Conectada 4.0.
- Estrategia de relevo generacional.
- Estrategia Nacional de Gestión Cinegética.
- Estrategia Nacional de Inteligencia Artificial.
- Estrategia Nacional de Alimentación.
Este desarrollo estratégico a nivel nacional se complementa con su desarrollo regional y local. Además, todas las estrategias se desarrollan a través de planes y programas, que son parte indispensable de la planificación táctica. La planificación más operativa se desarrolla a través de diversos proyectos para poder llegar al sector en el corto plazo.

Topical insights on the impact of structures and governance affecting farm advisors in the support of interactive innovation were documented in the h2020 i2connect  project to ensure that the project was informed from practice and from the experiences of partners within or from outside of the project itself. The project focus is on increasing the role of farm advisors in supporting interactive innovation. There were four new insights selected and catalogued, in deliverable 1.15 june 2023 relating to structures and governance were reported. These were; 

1. Brokerage and facilitation (no "official" representation of advisors to participate in the national AKIS and certified advisors not being trained in brokerage/facilitation/networking and AKIS);
2. Learning from success (performance, enjoyment, pride and success are relative to expectations, how interactive/bottom up innovation networks can be sustainable and successful is learned from doing and experimenting);
3. Collaborative governance approaches for sustainability challenges (the need for the incorporation of reflective practice within collaborative governance for the socio-technical transition to a low-carbon society was supported);
4. Using participatory network mapping to address local sustainability challenges (understanding complex policy networks; who can act as broker?; capitalising on the diversity of viewpoints and integrating network thinking into project planning and implementation. Within this analysis, themes of participatory justice, social learning and visualising complexity were explored.).

Topical insights on the impact of Communications and Knowledge Flows affecting farm advisors in the support of interactive innovation were documented in the h2020 i2connect  project to ensure that the project was informed from practice and from the experiences of partners within or from outside of the project itself. The project focus is on increasing the role of farm advisors in supporting interactive innovation. There were two new insights selected and catalogued, in deliverable 1.15 june 2023 relating to Communications and Knowledge Flows were reported. These were; 1. "Mentor breakfast” - an initiative for rural youth to support business development (LRATC has created a network of mentors which consists of business practitioners, farmers, university representatives, bank representatives, etc. who are coming together at the event called “mentor breakfast” organized for young rural entrepreneurs where to test their ideas, where they are challenged to think about the practical and financial aspects and the ways how to move forward); 2. NAK-AKIS Working Group for dissemination (innovation, digitalisation, knowledge transfer) Hungary (This AKIS working group, where actors (research institutes, universities, advisors, advisory service companies, public actors, etc.) are represented. Its aim is to share information on innovation, digitalisation, knowledge transfer (conferences, newsletters, calls for proposals, calls for tenders, sending questionnaires, etc.). 

Topical insights on the skills and competencies of farm advisors in support of interactive innovation were documented in the h2020 i2connect  project to ensure that the project was informed from practice and from the experiences of partners within or from outside of the project itself. The project focus is on increasing the role of farm advisors in supporting interactive innovation. There were seven insights selected and catalogued, in deliverable 1.15 june 2023 relating to advisors skills and competence were reported. These were; 

1. Young advisors skills development (The insight highlight the lack of adequate methodological training of advisors at undergraduate level);
2. Essential competences for advisors (from focus groups it appeared that the competencies describing Basic Disposition and Attitude (e.g. personal drive, self-awareness, emotional intelligence, etc.), are considered essential competencies for advisors, regardless of whether they take up a role of innovation advisor);
3. The role of open-mindedness and flexibility in innovation support for farmers;
4. Advisors selling digital tools (the idea was that advisors sell subscriptions to digital knowledge products. This did not work, advisors are not the resellers of knowledge products, even when it's their own knowledge);
5. Age of innovators (a warning against ageist assumptions regarding innovation);
6. Understanding the tools for analysing interactive innovation (achieving a common understanding of the tools and their use is a challenge for many);
7. Agri Innovation Broker training : (good experience in preparation for the new CAP structure, the Ministry of Agriculture and the Hungarian Chamber of Agriculture established the AKIS working group).

Topical insights on the skills and competencies of farm advisors in support of interactive innovation were documented in the h2020 i2connect  project to ensure that the project was informed from practice and from the experiences of partners within or from outside of the project itself. The project focus is on increasing the role of farm advisors in supporting interactive innovation. There were seven insights selected and catalogued, in deliverable 1.15 june 2023 relating to advisors skills and competence were reported. These were; 1. Young advisors skills development (The insight highlight the lack of adequate methodological training of advisors at undergraduate level); 2.Essential competences for advisors (from focus groups it appeared that the competencies describing Basic Disposition and Attitude (e.g. personal drive, self-awareness, emotional intelligence, etc.), are considered essential competencies for advisors, regardless of whether they take up a role of innovation advisor); 3.The role of open-mindedness and flexibility in innovation support for farmers; 4. Advisors selling digital tools (the idea was that advisors sell subscriptions to digital knowledge products. This did not work, advisors are not the resellers of knowledge products, even when it's their own knowledge); 5. Age of innovators (a warning against ageist assumptions regarding innovation); 6. Understanding the tools for analysing interactive innovation (achieving a common understanding of the tools and their use is a challenge for many); 7. Agri Innovation Broker training : (good experience in preparation for the new CAP structure, the Ministry of Agriculture and the Hungarian Chamber of Agriculture established the AKIS working group).

Some topical insights on the enabling environment for farm advisors in support of interactive innovation were documented in the h2020 i2connect  project to ensure that the project was informed from practice and from the experiences of partners within or from outside of the project itself. The project focus is on increasing the role of farm advisors in supporting interactive innovation. Participants record insights based on their interaction with advisors and farmers and others. These insights were selected and catalogued, in deliverable 1.15 June 2023, five new topical insights relating to enabling environment  were reported. These were; 1. Role of AKIS coordination bodies (these bodies set up in the new CAP should help to support more bottom up innovation); 2. Work together to think about and plan the future. (The key insight is that while innovation will continue to happen in all planned future scenarios, longer term stainability is more likely in some where there is more societal involvement and interaction.); 3.From Character to Culture (The 24 character strengths documented by the VIA Institute website are relevant to paradigm shift to the culture of support for interactive innovation by advisors in different European contexts.); 4.  Transfer to Digital Solutions - creation of a digital library (Can the efficiency gains achieved through digitalisation be leveraged to make time for more interactive innovation support); 5. New Roadmap to help organise innovation process in Occitanie (The Occitanie Chambers of Agriculture work with farmers to develop innovation supports through multi-partner R&D projects, groups of innovative farmers, living-labs and experimentation).

Problem-based learning is particularly effective for adult further training, such as equipping rural advisors with new working approaches. This strategy centers on real-world problems to foster critical thinking and problem-solving skills, connecting trainees directly to their professional realities. Trainees engage with real-world project examples, using case studies and field visits to apply their knowledge in practical contexts, which enhances their ability to relate learning to their daily professional activities. Critical reflection exercises encourage trainees to analyze and think deeply about their experiences, enhancing understanding. Tools like the Circle of Coherence or the Triangle of Co-Creation help them tackle various situations effectively. Additionally, encouraging reflective competence enables continuous improvement through self-assessment, with debriefing sessions after activities to consolidate insights and share expertise. This approach not only deepens their practical skills but also fosters a collaborative learning environment where trainees can share their expertise and learn collectively.

Le projet ProBio vise à favoriser le partage de savoirs et d'expériences entre productrices et producteurs notamment à travers des groupes d'échanges. Ces groupes sont autonomes, décidant eux-mêmes des thèmes et de la fréquence des rencontres. La particularité de ProBio est que ces groupes ne sont pas animés par des conseillers, mais par des producteurs.trices spécialement formé.es à cet effet, grâce à une méthodologie développée par Bio Suisse et entra Beratung agrar, et adaptée en Suisse romande par Agridea.
Formation et rôle de l'animateur
La formation de deux jours explore le rôle des animateurs et fournit des méthodes simples et efficaces pour dynamiser les rencontres (murmure, flash, tour météo, etc.) Lors de la phase d’exercices pratiques, comprenant une rencontre sur le terrain, chacun.e sera tour à tour animateur, participant et observateur.
L’animateur ProBio joue un rôle clé :  il prépare la rencontre et facilite la production d'idées ainsi que le développement de solutions pour l'exploitant qui accueille.
Cycle d’animation d’une rencontre ProBio
La rencontre suit une structure claire, constituée des étapes suivantes :
1. Introduction : Rappel et clarification de l'objectif de la rencontre.
2. Visite d'exploitation : Compréhension du contexte et des problématiques de l'hôte.
3. Travail de groupe : Focus sur un aspect spécifique à travailler, propositions de solutions
4. Auto-réflexion : Réflexion sur ce que les discussions ont apportées à chaque participant.
Quelques témoignages des participants
•    Participer à ce cours met en confiance. 
•    Les outils d'animation appris enrichissent les visites des fermes.
•    L'intelligence collective du groupe est mise au service des problématiques rencontrées par l'hôte.

To effectively engage in co-creation, or "Interactive Innovation" as termed by i2connect, it is essential to adopt the right mindset, rather than solely focusing on tools.

A fundamental principle is to approach situations with a posture of Not-Knowing. Even if you have potential solutions in mind, it is crucial to accept that your solution might not be suitable for others. In complex contexts, it is impossible to know the correct solution from the outset; it must be collaboratively developed.

The process is iterative, involving sequential steps of experimentation, testing, reflection, adaptation, and re-testing. This cyclical method encourages learning and collective growth.

Confidence in the creativity of both your group and yourself is also necessary. Iteration inherently involves learning from failures. This means being prepared to experiment, potentially fail, learn from those failures, and try again.

Courage is required to take risks and try new approaches, even without certainty of success.

Empathy and curiosity about others are vital. This involves a willingness to learn from others, connect with their realities and contexts, and be open to collaboration.

Frequently, you will encounter ambiguities and differing opinions. It is important to accept and work with these contradictions rather than trying to eliminate them.

Additionally, creating a framework that fosters open and trustful collaboration is crucial.

In summary, the right mindset for a successful co-creation process, includes the aspects of Not-Knowing, creativity, courage, empathy and curiosity, and establishing an environment for open and trustful collaboration. 

Maatalousyrittäjät tarvitsevat vakiintuneiden neuvontapalveluiden rinnalle yhteiskehittämistä ja –innovointia, jossa moniammatillinen tiimi tukee yrittäjää tämän kehittäessä ja innovoidessa tilansa toimintaa. Jotta moniammatillisten tiimien tukemiseen tarvittavat osaamiset kehittyvät yksilötasolla, on niitä tuettava organisatorisesti kouluttamisen, muun osaamisen kehittämisen, esihenkilötyön, yhteisohjautuvuuden, verkostojohtamisen ja AKIS-yhteistyön vahvistamisen kautta. Tämä taas edellyttää riittävää yhteisinnovoinnin ymmärrystä johtajien tasolla. Koska kyse on laajasta muutoksesta on koko johtoryhmän oivallettava yhteinnovoinnin hyöty. Paras tapa oivalluksen syntymiseen on kokemuksellinen oppiminen. Tähän auttaa yhteinnovoinnin periaatteita ja menetelmiä avaava johtoryhmävalmennus, jossa johtoryhmä itsessään edustaa moniammatillista ryhmää ja käytännössä hyödyntää yhteisinnovointia omien ajankohtaisten kehitysprosessien työstämisessä. Jotta valmennus on johtajille mahdollisimman hyvin osuva, kukin valmennus on räätälöitävä erikseen. Suunnittelussa on huomioitava käytössä oleva aika, johtoryhmän yhteistyön tila, dynamiikka, yhteiseen kehittämiseen soveltuvat johtoryhmän ajankohtaiset caset, luottamuksellisen ilmapiirin rakentaminen ja valmennuksessa esiinnostettujen asioiden jatkotyöstö tai päättäminen. Kun johtoryhmä on yhteisesti kokenut yhteisinnovoinnin hyödyllisyyden, heidän mahdollisuudet tukea omaa organisaatiotaan ja asiantuntijoitaan sen omaksumisessa ja soveltamisessa kehittyvät merkittävästi.

Collaborative learning is an effective strategy for adult further training, particularly suited to introducing new working approaches to rural advisors. This approach leverages the collective knowledge and experience of the group, fostering a sense of community and shared purpose among trainees. It encourages active participation and interaction with a focus on group activities and peer-to-peer learning sessions to build a collaborative environment. Key strategies include team projects that require collaboration and collective problem-solving, enhancing practical application of new concepts. Peer reviews are structured to allow trainees to provide constructive feedback to one another, simulating real-world evaluation scenarios where they act as funders deciding on the merit of innovation initiatives using set criteria. Additionally, ample networking opportunities are planned to allow advisors to share experiences informally, further enriching the learning experience. This method not only promotes knowledge sharing but also critical thinking and the development of personal and professional networks, crucial for the effective implementation of innovative practices in rural advisory contexts.

Skills development programmes for rural advisors and consultants vary from country to country. The existing qualification measures are often more subject-specific and methodologically orientated. Under the umbrella of the IALB, standards for a competence development series for advisors in rural areas were developed in a four-year project phase. The CECRA certification consists of various methodological modules and can be completed with the basic certificate "CECRA Basics" and/or with the "CECRA Certificate" once all the requirements have been met. The modular competence development series is for advisors from the agricultural and home economics sector, as well as for all other actors in rural areas, such as regional or leader managers.

The path to CECRA certification: 

1. CECRA Basics:
   After successfully completing five modules (two compulsory and three elective modules, at least one of which must be attended), an application for CECRA Basics can be submitted to the IALB or the EUFRAS CECRA Office. The basic certificate must be applied for within 5 years.
2. CECRA certificate:
   After successful participation in five modules (two compulsory and three elective modules, at least one of which must be attended) and fulfilment of the accompanying requirements, the application for the CECRA certificate can be submitted to the regional CECRA recognition office. The application is checked by a second regional CECRA recognition centre. The CECRA certificate must be applied for within 7 years.
   Target groups: All advisors in rural areas (not only from the agricultural and household sector, but also for other actors in rural areas, such as regional or leather managers).

En general, el sector forestal no se ha sentido muy integrado en las políticas de la PAC, especialmente en el apoyo financiero. La A de AKIS, aparentemente, no es lo suficientemente inclusiva para el sector forestal. Por esto, algunos autores proponen utilizar FOKIS en lugar de AKIS.
Sin embargo, existe un enfoque más equidistante que utiliza AFKIS, como en el glosario de i2connect.
¿Qué acrónimo debemos utilizar? Según la CE, la A en AKIS NO es una restricción. Se incluyen asì todos los agentes relacionados con agricultura, silvicultura y actividades rurales. También se incluye a las personas relacionadas con la conservación del medio ambiente, el agua, el clima, la biodiversidad y el paisaje, los consumidores y los ciudadanos, los sistemas agroalimentarios y no alimentarios y la cadena de transformación y distribución. Otra cosa a tener en cuenta son las características del sector forestal en la nación o región a considerar. En muchos lugares de Europa, la agrosilvicultura y los productos forestales no madereros (PFNM) son muy importantes. En este contexto, quizás utilizar AFKIS sea lo más apropiado y permita a las partes interesadas sentirse más cómodas. Por otro lado, no hay que olvidar que hay regiones y zonas de montaña en las que el principal uso del suelo es la silvicultura y probablemente prefieran utilizar FOKIS. Los agricultores y los silvicultores todavía no conocen el significado de AKIS, AFKIS o FOKIS y lo más probable es que no les importen las siglas. Es bueno unificar la terminología e integrar las políticas para mejorar sus resultados. Seguir utilizando AKIS como punto de encuentro común es positivo para todas las partes implicadas y hace más visibles las políticas de extensión, formación, innovación, investigación y asesoramiento.

Nei corsi di formazione i2connect di Vienna e Roma abbiamo utilizzato un esercizio per spiegare i diversi metodi decisionali che aiutano i gruppi a prendere decisioni. Ogni metodo decisionale è imperfetto e ognuno di essi ha pro e contro. Quando decidiamo quale metodo decisionale utilizzare, dobbiamo tenere conto di come questo influirà sulle dinamiche di gruppo.
Nell'esercizio, il gruppo dei discenti viene diviso in tre sottogruppi e ognuno di questi è invitato a disegnare su un foglio di lavagna la propria serata ideale. Il disegno facilita la coesione e l'innalzamento delle aspettative. Trascorso un tempo di circa 15-20 minuti, ai tre gruppi viene chiesto di esporre agli altri la propria idea. Alla fine dell'esposizione si procede a votare le tre idee e a decretare l'idea vincente. 
La decisione “democratica” accontenterà la maggioranza, ma non tutti. Sul pavimento dell'aula viene stesa una corda con tre postazioni: “questa soluzione mi piace molto”, “questa soluzione potrebbe piacermi”, “questa soluzione non mi piace per niente”. Ai discenti viene chiesto di prendere posizione su una di queste postazioni in base alle loro preferenze.
Il gruppo di maggioranza viene invitato a chiedere agli altri quali obiezioni ci sono per non andare avanti (e.g., "c'è qualcosa che potrebbe spingervi a cambiare idea?”). Tra le preferenze dei molti e le obiezioni dei pochi, c'è un'area di tolleranza: se anche la soluzione finale non dovesse essere quella desiderata, bisogna capire se c'è effettivamente un motivo per dire di no; quindi, è possibile giungere ad un consenso e andare avanti come gruppo. L'esercizio spiega che lavorare sul range di tolleranza offre molte più opzioni con cui lavorare. In tal modo, sarà più facile per il gruppo prendere una decisione. 

In the i2connect training, we used to carry out our sessions in a circle. 
The use of this method of discussion fosters community and intimacy in traning activity, and can serve several purposes (i.e. academic, social and emotional). The circle is the basic form underlining all forms of participatory process, and it enables people to create a safe place in which they can feel that everyone become teacher and learner. 
During the circle, communication takes place according to shared rules designed to promote active listening and participation by all. 
This methodology helps to facilitate communication and mutual knowledge, to establish a favourable classroom climate, to recognise and manage one's own emotions and those of others (empathy), to stimulate the assumption of responsibility, to value individual resources and differences, and to educate for equality. It also enables the trainer to get to know the trainess better and the trainees to get to know each other better.

One of the methods used in i2connect training of the trainers is the "Postcard Game" approach. It is used to analyze people's ability to get to know each other, sharing tastes, preferences, feelings and dreams. The method consist of asking to the participants to make a postcard that reveals something personal, a preference, or they hope to accomplish. Photographs, images taken from magazines or downloaded from the Internet can be cut out and used.
Subsequently, on the back, the meaning of each chosen image is described. After the individual realization of the postcards, couples are organized to illustrate each other's work, the choices made and the reasons for these choices and to express comments and opinions on the choices of the partner.
In the last phase, groups of four are formed, bringing together two couples, for further sharing through the cooperative structure "Three-step interview": each one illustrates the work of his partner to the other couple.

Questo gioco, che è stato svolto durante il kickoff meeting del progetto ATTRACTISS, può essere usato all'inizio di un corso, di un workshop o di una riunione in cui le persone non si conoscono o non si conoscono bene, perché aiuta a rompere il ghiaccio, creando un clima disteso, e allo stesso tempo a conoscere meglio gli altri.
Nel Bingo "Conoscerti", ogni studente riceve un foglio con varie frasi. Gli studenti devono trovare un'altra persona che corrisponda alla frase e farle firmare la scheda in quello spazio. Si possono usare frasi sulla famiglia, sulle cose preferite, ecc. ma si possono creare schede con qualsiasi frase piaccia all'insegnante. I partecipanti, girando per la stanza, devono presentarsi ad un'altra persona, anche se conoscono già il suo nome e porgere una delle domande. Lo scopo è quello di comunicare. Per accorciare i tempi, basta far riempire una riga o una colonna. Quando un partecipante finisce - il che significa che ha un nome per ogni carta, esclama "Bingo"... poi potrà aiutare gli altri a finire le loro carte da bingo indicandogli la persona a cui chiedere informazioni.
Questo gioco può essere giocato con un numero variabile fra 20 e 50 partecipanti.

La tecnica del fish bowl, che è stata utilizzata durante l'assemblea generale di i2connect, consente di facilitare il dialogo tra gruppi numerosi.  
Un gruppo di grandi dimensioni può essere difficile da gestire e spesso ne beneficiano solo alcuni partecipanti attivi. 
L'idea è che piuttosto che avere un gruppo numeroso che discute di qualcosa, che può essere difficile da gestire e che spesso porta benefici solo a pochi partecipanti attivi, è meglio concentrarsi su una discussione di piccolo gruppo in un cerchio interno (idealmente da 3 a 6 persone) mentre il resto del gruppo (massimo 50 persone) ascolta e osserva senza interrompere da un cerchio esterno.  La facilitazione si concentra sulla discussione del gruppo centrale, che è più facile da facilitare.
A volte la discussione è una "conversazione chiusa" tra un gruppo specifico, ma più spesso una o più sedie sono aperte ai "visitatori" (cioè ai membri del pubblico) che si alternano a fare domande o commenti. 
Il fishbowl può aiutare a costruire un ambiente di apprendimento inclusivo e solidale, fornendo a tutti i partecipanti un ruolo di parola e di ascolto e una partecipazione alla discussione. L'aspetto di osservazione dell'attività permette alle persone di identificare i modi più appropriati per partecipare alle discussioni. 

The triangle of facilitation is an i2connect tool, that helps to analyze the role performed by the facilitator of an innovation process.
The network (client, operational group, etc.) formulates its ambitions and wishes which are leading, even though these might change in the course of the process. This is the mandate within which the facilitator is invited to assist.
The facilitator serves the network. In the terminology of the Triangle of Co-creation, facilitators are suppliers.
The Facilitation Triangle shows different ways in which this serving role can be performed. 
- Moderators provide structure for the process: they make agenda’s and time tables, bring in methods for exchange and discussion, lead meetings, etc.
- Animators stimulate people in the network to become involved and active. They focus on enthusiasm and removing barriers for collaboration, boosting energy.
- Facilitators make it easy for people in the network to participate and to give their contributions. They do whatever is needed for allowing participants to concentrate of the contents of their joint endeavour. They act like the travel agency that ensures that their clients can enjoy without any worries. In practice facilitators will do things that belong to each of the corners, however this tools enables facilitators to understand their position in the triangle and what can be done to improve the performance of the network.

Among the training methods used in i2connect project's activities, the double diamond method is helpful to stay focussed in a group discussion, and to work systematically towards possible solutions to a problem.
A common pitfall in many discussions is that participants are so eager to jump into solutions that a good assessment of the problem is not being made. 
Following the Double Diamond technique you first focus on a proper understanding of the problem. Once there is agreement on a clear understanding of what is at stake, the second part of the discussion focusses on possible solutions.
In each section of the discussion, you first let the discussion diverge until the ‘crunch zone’: a stage in which different views and opinions might compete with each other. Then you converge towards a common understanding of the problem (first diamond) or solution (second diamond). 
Sometimes in the second diamond  new insight appears for which it is necessary to go back to the first one. Then it is important to clearly mark this and get agreement of the group for doing so. This method allows separating problem space from solutions space.

The Contract Triangle is one of the diagnostic tools provided by the i2connect toolbox that have been designed to reflect on ongoing interactive processes, to know the current position in a proccess and the next steps to be done. The contract triangle is useful to advisors to understand positions in an advisory activity and the different contractual relations. It is possible to identify three positions in an advisory activity: 1) Manager: who controls the conditions under which the advisor does his/her work. This can be the team leader, the employer, or the agency that pays for a project or programme within which the advisor operates.
2) Client: who receives a service from the advisor. This can be an advise, guidance in certain activities, assistance in linking the client to other actors, etc; 3) The advisor: who provides services to clients (e.g. farmers, producers, etc.). These positions can correspond to different contractual relations: 
1) Contract of work: This is the mandate within which the advisor does his/her work. Probably he/she has a task- or job description, or maybe a Terms of Reference if he/she is contracted for a specific job in a project; 2) Contract of business: These are the conditions for the transaction between advisor and client. Costs or cost calculation. Time and period. What happens if things deviate from plan? 3) Contract of objectives: What does the client expect from the advisor? For what question does (s)he seek assistance? When will the client be satisfied?. Considering that an advisor is always functioning in a field with different contractual relationships, this tool can be useful to gain information about these aspects of advisory services.

One of the aims of i2connect toolbox is to provide complex information and concepts in an easy way. Following this goal, the card "Working on projects or in networks" explain the differences and characteristics of projects and networks. The first one is characterized by the presence of a client that defines the success or failure of the initiative. Product is central in projects as well as structure that leads the activities. The main focus is on tasks and agreements, that are supervised hierarchycally. The reporting on results is carried on using indicators. The second one - the networks - differs from the previous because the success is defined by the initiatiors. They are voyages of discovery, undertaken by voluntary travellers. The ambition has a crucial role and the focus is on relationships and energy. Not the structure leads but the creative processes and opportunities. There are not supervisors but mentoring that helps in discovering paths. Such networks require energy regulation and also accountability through stories about what is learned (storytelling). This card is very useful for advisors and trainers during training courses.

One of the participatory tools of i2connect toolbox is the peer consultation. This simple and effective method helps a storyteller to study a case together with colleagues. 
Such coaching between peers allows for sharing resources and competences of all, and enhances the the group spirit. Infact in a trusted environment, colleagues probably see more that what you were aware of. This can be very helpful, even if it takes time to do so. There is not just one best method for peer-to-peer coaching, however there can be identify some steps to be followed to develop an effective peer consultation. 1) Formulating the question: the narrator explains just enough so that the participants understand what the question is about; 2) Gathering information: The participants ask questions until they know enough to start the analysis; 3) Analysis: select and use network tool(s) to understand what might be happening; 4) Reformulating the question: the narrator rephrases the question to have suggestions; 5) Advice: The participants tell what they would do if they were in the position of the narrator, without a discussion about it; 6) Conclusions: The narrator tells what advices are most useful to him/her, and why. The final stage is a Wrapping up during which each participant shares with the others main learnings from this consultation. If applicable, a new appointment is set. 

One of the tools of i2connect toolbox is the Learning History. It combines observations and perceptions with an analysis, based on theory. Particularly, it captures the lessons learned during a network process over a certain period of time. While the Timeline reflects the perceptions of participants, the Learning History adds analysis and conclusions, in terms of lessons learned and eventual future action.
In this process the perceptions are non-negotiable, because these are the ways participants have experienced things. This means that opinions may differ however on the way these perceptions should be understood, depending on the theory-in-use of the one analysing the story that results from the Timeline. 
The value of the Learning History added to the Timeline is twofold: it makes analysis explicit and provides a relatively concise and easily readable account. The procedure can be explained in the six following steps:
1. Capture the narrative story: The Timeline method is very useful for doing so as well as using interviews. The narrative does not need to be complete, but it should contain the elements that matter most in the perception of the actors involved. If there are different perceptions about the same events, they should be included in the story.
2. Divide the story into scenes 
3. Add newspaper headlines
4. Analyse the scenes involving all the actors
5. Look at the history as a journey of the hero
6. Draw conclusions
A Learning History differs from other types of documentation about processes (such as scientific articles, popular articles, brochures, pamphelet

One of the tools of i2connect toolbox is the Energy Timeline. This is an easy-to-use method for joint evaluation in a network. It visualises the history of the network process and it provides a basis for discussion about the process, insights which emerged from it, and how the network may wish to move forward. The defining feature of this method is the focus on energy and on critical moments as perceived by the participants. The procedure consists of the following steps:
1. Prepare the timeline: Prepare a large wallpaper, dividing it in three rows: 
Upper row: moments that gave energy
Middle row: moments that took energy
Lower row: moments of new insights or opportunities  
Vertical lines divide the timeline in periods with milestones that are recognisable for all. E.g. periods in time, important events or meetings.
2. Explain the purpose of the activity
3. Write sticky notes for every moment that matters: Ask all participants to write sticky notes for moments in the process they remember as significant. One note for each moment. Facilitators write notes too. Once ready, they stick them where they belong on the Timeline, in time (horizontal) and in energy (vertical).
4. Look at the general picture: The final picture tells about the energy levels throughout the process, and give some insights about possible relation between difficult moments and breakthrough moments at the lower row.
5. Pay attention for details that need attention: during this phase it important to think about cards that require explanation or opposing perceptions 
6. Draw conclusions: the final stage of the method allow to tell about the process the network has gone through and if it will lead to actions for the future. 

The Eco analysis is an extension of the Network Analysis, and analyses the quality of the relationships. This allows for assessing in more detail what it takes to move towards collaborative relations. It is based on the idea that all living creatures have three basic needs: safety, nutrition and reproduction. This is also true for initiative networks.
Safety: Some factors can provide safety to the “We” network” of initiators (e.g. project management), while others might be threatening (concurrence).
Nutrition:  All resources needed for the initiative (e.g. expertise, information, money, human power, etc.)
Reproduction: This is the contribution to the world when the initiative yields success. What will become visible? And how will the movement carry on? In ecosystems, organisms relate to each other in different ways. Relations can be symbiotic or destructive for at least one party. Can be identify five types of relationships: i) Partner: There is balance between give and take; ii) Symbiosis: both partners profit; iii) Predator – Prey: There is unbalance between give and take. Predator profits at the cost of the prey; iv) Parasite: Breaks in and causes disease; v) Plague: Overwhelms and destroys. The challenge is to curb relationships towards complementarity. 
Dealing with partners: cherish good relationships, and keep on investing in vitality.
Dealing with predators: gain strength and negotiate for mutual gain.
Dealing with preys: bring balance in give and take for a long lasting relationship.
Dealing with Parasites: fix the hole in your defence, and find out what these actors are telling you from a systems perspective.
Dealing with Plagues: seek rescue in your warm network, and make yourself ready for new opportunities that will emerge.

The Network Analysis is one of the diagnostic tools used during i2connect training of trainers courses. It helps to analyse which actors are needed to make change possible, and to what degree they are involved.
This analysis leads to set priorities for working on improving relationships. Using this approach implies answering to the following questions about the initiative; the carriers; the factors; the actors and the link: i) What is the shared ambition of the “We” network? ii) Which persons feel responsible for bringing the initiative further? iii) Which factors could determine success? iv) Who needs to move? Which actors have influence over the key factors? v) Which persons are approachable for carriers to make connection to these actors?. It is important to consider that institutions and positions of power play a role in any innovation process, but people are not equal to the institutions they represent. 
The network analysis seeks opportunities to build warm networks between people who eventually can make things move from the inside. 
It is therefore important to identify persons instead of institutions. These persons might be interesting for the initiative because of the position they have within their institutions. Things will move when formal decisions are being taken after the cold process. But prior to this, the warm process needs to take place for making a chance for success. For applying the network analysis is reccomended to follow the next steps: i) Take a large flipchart or wall paper; ii) Use Post-Its or carton cards in the colours as indicated above; iii) Fill in the cards following the questions, and place them on the flipchart as indicated in the picture; iv) Discuss who can approach which links in the near future.

The Triangle of Co-Creation helps to analyse how actors position themselves in the process, and how they can be stimulated to contribute. Particularly, there are positions (i.e. what someone does in reality in the perception of others in the network) that contribute to co-creation such as Initiators, Managers and Suppliers. The first ones feel the ambition for change and go for it. Their energy can be contagious. Managers feel responsible for the structure as it is, and have the power to change it. Suppliers contribute within the limits of the structure. On the other hand, there are actors that do not contribute to co-creation and they are in positions outside the vital space. They are 
Gatekeepers that control structures and do not permit change; Survivors that don’t have space to run risks and Activists that seek change but don’t care about the structure. Finally, Free Actors exercise their freedom to do whatever it takes to make and keep the network healthy and creative. Others appreciate them for doing so, even if they scribble outside the lines when necessary. Some key questions for analysing a case using the Triangle of co-creation are:
[1]    Who are key actors in this case?
[2]    What positions do these actors take in the Triangle?
[3]    Are the four positions within the Triangle taken? If not, which one is vacant?
[4]    For each actor outside the Triangle: why do you think (s)he takes this position?
Keep in mind that actors can have good and legitimate reasons for staying outside.
[5]    What would (s)he need before moving towards a contributing position?
[6]    Who can take action to take away barriers? 

One of the tools of i2connect toolbox used during the training of trainers courses is the Circle of Coherence. It shows patterns of interaction that can occur within a network and gives insight into different ways to encourage vitality. It is based on the idea that people always balance between hope and fear: 
Hope that collaboration will bring benefit, meaningfulness and protection; Fear that collaboration will lead to loss of autonomy and abuse of trust. It can be defined according to dimensions: Similarities/Differences and ME/WE. Between the poles Similarities/Differences people make connections with each other based on shared ambition and curiosity. Between the poles ME/WE people become actively involved and coortinate their efforts with each other. In doing so, they cater to their own interests, as well as to the intention of the network. At the center of these poles ther is the vital space: this is the space for curiosity and creativity, that generates energy, whereas the space outside drains energy. Inside it people dare to make mistakes and learn. Within the circle of coherence, it is possible to identify three type of patterns: constructive patterns - that enhance vitality and coherence; defensive patterns: that indicate people acting out for a sense of thier own security; destructive patterns: that escalate from bad to worse, and force the network apart. If fear outweighs hope, defensive patterns take over. 

One of the diagnostic tools of i2connect toolbox is the Spirale of initiatives, that helps to analyse where you are in the process and what needs to be done to enter the following phase. Innovation proccesses follow a curly road, rather than a straight line from idea to realisation. Thus, initivatives, evolve through different phases, each with different actors and activities. The Spiral distinguishes seven different steps with different:
- Key actions to be taken;
- Actors to involve;
- Typical pitfalls to avoid. The first phase is the INITIAL IDEA carried out by the pioneers, people able to look outside the box. The next is the INSPIRATION. Supporters of the idea trying to get other people on board, mobilising a warm network. The PLANNING step is a negotiating space for experimentation, involving managers and financers. The next phase is the DEVELOPMENT, in which experts and suppliers try to introduce new practices, that will be observed working in the REALISATION phase, when the safe space of development stage is over. In case it works out well, then there will be other people interested anad take it over, in the DISSEMINATION step. If many people take it over the structure and the people who are responsible for the structure adapt to it, getting different rules. That is the EMBEDDING phase. Initiative do not always evolve through these phases in this order. People regularly step back within the spiral, and some phases are passed through more than once.

The warm and cold proccesses approach is one of the tools of i2connect toolkit. It is grounded on the assumption that networks around initiatives differ from projects of organisations. The main idea is that projects and organisations have goals and targets. In initiative-based networks people are connected through ambitions they share. 
Managers and project leaders assign tasks to employees. In networks people drop out when they run out of energy. So, it is possible to distinguish processes into cold and warm according to the level of energy. The cold process is about who does what, when, how, and with what instruments and competences. It is also about being accountable to others. The warm process is about people with ambitions. When they connect, this releases energy because it feeds the hope that together they can do more. 
Both processes need each other, like the flow in the river needs a bedding. But if the warm process is overlooked, the cold process leads to nothing. The people who find each other in something they want to achieve is called the warm network.
Such a network is always informal, and it can cross the borders of teams, institutions or cultural groups. 

During i2connect training courses, one of the aspects trained is the communication, which plays a crucial role in advisory skills. It is useful to distinguish different communication approaches and each of them has its value. To reach the right target of communication, it is important to know which approach fits into which situation. It is possible to identify three approaches: 1) Transfer: The desired outcome is fixed. You are successful if others understand and do what you wish them to do; 2) Exchange: The outcome is the result of negotiations. You want something, but others want something in return for their collaboration; Co-creation: The outcome is a surprise. You have a reason to seek allies. You share an ambition for which you embark on the discovery journey. Where the journey will lead to cannot be known at the start. The first one is applied if the message is precisely what the others are looking for. However the tisk is meeting resistance, because people feel pushed into a direction they do not want. This can result in fighting over solutions, limiting the options for satisfactory outcomes. The second one, is suitable if you cannot expect others to join you unless you offer them something in return. The main risk is to not reach all targets. The third one fits if you need allies to get things done. The focus is on ambitions you share, rather than the outcome you have in mind. Co-creation can lead to results that are better than you could have imagined beforehand.

i2connect toolbox is a set of cards dealing with tools for diagnosis, methods for training, methods for monitoring and evaluation and AKIS related concepts that have been used during i2connect Training of Trainers courses, carried out all over Europe. One of the mentioned cards provides information about the conceptual definition of "Interactive Innovation". This is a crucial concept in the AKIS policies and projects, so the card added value is to summarize the key characteristics of such a complex notion. Particularly, it explains with the support of infographics, the differences between interactive innovation processes, technology transfer and production processes. In a technology transfer experts define desired results and the advisor transfers the research outputs to the user. In the production process client define the result in a process where there is an order, a project and a deliverable. Finally, in an interactive innovation process the outcome is the result of the efforts of a variety of actors who bring in relevant knowledge and experience. Such a process can be defined as a discovery journey, whose main characteristics are i) to address a real challenges and problems faced by farmers/foresters to which there is no simple solution; ii) to be multi-actor based, bringing together diverse people from various sectors; iii) requires collaboration and frequent interactions among the partners throughout the process where members actively share their knowledge, skills and expertise; iv) requires sharing power and responsability in recognition of the different areas of expertise.

Nell'ambito del progetto i2Connect, è stata progettata una serie completa di strumenti di analisi per aiutare i consulenti, o chiunque sia coinvolto nei processi di innovazione, a riconoscere gli schemi che sono alla base di questi sistemi complessi, a comprenderne la logica e a vedere le opzioni per agire efficacemente nella situazione.
I processi di innovazione sono di natura imprevedibile, poiché si sviluppano su schemi incerti e coinvolgono persone con esigenze e aspettative diverse.
Tuttavia, ci sono alcuni modelli che si verificano frequentemente.  È stata quindi sviluppata una serie di 5 strumenti diagnostici per riconoscerli, tornare sulla strada giusta quando se ne discostano e riconoscere gli attori e il loro ruolo in ogni fase.
L'obiettivo principale è quello di fornire un metodo facile da usare per mantenere una rete vitale in modo che la co-creazione possa avvenire:
- Sviluppo dei contenuti: dall'idea alla realizzazione e oltre (-> la spirale dell'innovazione)
- Analisi dei modelli di interazione: come alimentare l'energia nella rete?  (-> il cerchio della coerenza)
- Analisi del coinvolgimento degli attori: con chi connettersi, come e quando?  (-> l'analisi della rete)
- Analisi della qualità delle relazioni: Cosa fare per creare un ecosistema umano sano?  (-> l'analisi Ecologica)
- Analisi delle posizioni: come creare posizioni complementari per la co-creazione?  (-> il triangolo della co-creazione).

Durante i corsi di formazione di i2connect è spesso usata la tecnica del Role Playing.
Il Role Playing consiste nel far interpretare ai corsisti i ruoli professionali oggetto dell’intervento formativo (e.g., formare / gestire un network / partenariato multiattore) o altri ruoli, con lo scopo di far mettere in pratica soft skills e competenze trasversali legate ad esso (es. comunicazione, problem solving, capacità di lavorare in gruppo, mediazione, ecc.) legate ad esso.
Per garantire l’efficacia, il Role Playing deve ricreare, nel modo più verosimile possibile, la reale situazione professionale che viene messa in scena.
Il Role Playing si struttura in 3 fasi: 1) Briefing: il formatore spiega, nel modo più chiaro possibile, cosa gli allievi dovranno fare e perché; è importante che tutti capiscano l’importanza e il valore didattico dell’interpretazione; 2) Svolgimento della Simulazione: i partecipanti si mettono in gioco utilizzando tutte le metodologie, le tecniche, gli strumenti e le competenze necessarie che avranno acquisito per la particolare situazione professionale messa in scena; 3) Debriefing: il formatore stimola le riflessioni da parte dei discenti protagonisti del Role Playing e da parte degli allievi che hanno assistito alla simulazione. Infine, il formatore “valuta” la performance con l’obiettivo di approfondire gli aspetti fondamentali legati alle competenze in gioco.

La palla sonora, utilizzata nel corso di formazione i2connect in Italia, prevede che i partecipanti si lancino l'un l'altro una o più palle immaginarie a ritmo crescente. È un gioco rompighiaccio ed energizzante che può essere utilizzato riepilogare l'apprendimento, aumentare il lavoro di squadra e diminuire la tendenza a pensare in anticipo invece di ascoltare. 
Istruzioni:
Il formatore chiede ai partecipanti di mettersi in cerchio e "mostra" una palla immaginaria, spiegando che tutti la lanceranno. Lui inizierà il gioco lanciando la palla a un partecipante, dopo aver emesso un suono speciale. Tutti devono tenere gli occhi sulla palla e prepararsi a prenderla, facendo attenzione a ripetere il suono. 
Il formatore spiega che il giocatore che prende la palla (e ripete il suono) può lanciarla a un altro giocatore, emettendo un nuovo suono. Il giocatore che riceve ripete il suono, prende la palla e la lancia a un altro giocatore, emettendo un nuovo suono.
Una volta che la palla viene lanciata a un ritmo abbastanza sostenuto, si può introdurre e lanciare un'altra palla immaginaria. 
Debriefing:
Quando il gruppo entra in sintonia e molti dei partecipanti sono impegnati e si divertono, l'attività può essere interrotta. Il formatore conduce una discussione di debriefing per sottolineare le regole per la collaborazione creativa: Prestare attenzione al presente, non pensare al futuro. Costruite sulle idee degli altri: fare in modo che la prossima idea sia ovvia. Accogliere il fallimento: non criticare il proprio comportamento. Far fare bella figura al vostro partner, giocate per vincere in squadra. Tutte le idee vanno bene, questa è un'opportunità per esercitarsi a "buttare fuori" idee o suoni senza preoccuparsi se sono folli o stupidi.

Quali sono le motivazioni che stanno alla base delle azioni e delle reazioni delle persone? Cosa spinge le persone ad agire? Nel corso di formazione i2connect in Italia, abbiamo usato l'ABC della motivazione per capire come motivare le persone. Secondo questo approccio, quando le persone sentono di avere un certo controllo e una certa possibilità di scelta, di appartenere a un gruppo e sono riconosciute per le loro competenze, è più probabile che siano entusiaste e motivate. Autonomia, appartenenza e competenza sono gli ABC.
Avere autonomia significa fare qualcosa perché si vuole, non perché si deve. Gli obblighi possono inibire la motivazione. Pertanto, in un corso di formazione/workshop/rete/progetto è importante fornire opportunità di partecipazione al processo decisionale, così come alla progettazione e alla definizione di responsabilità condivise, chiedere contributi, facilitare discussioni, pianificare attività autogestite, ecc.
Il senso di appartenenza si riflette nel grado in cui le persone sentono di essere rispettate e connesse agli altri. Pertanto, è importante stimolare la partecipazione, l'apprendimento cooperativo e l'ascolto attivo.
Ci si sente competenti quando si prova orgoglio nel vedere i propri risultati e si nota il proprio miglioramento. Per raggiungere la competenza è importante incoraggiare la risoluzione dei problemi, considerare il linguaggio e i tempi del feedback, stimolare l'applicazione delle abilità in situazioni reali e la riflessione, riconoscere le prospettive senza giudicare.
Gli ABC sono strettamente connessi. Più questi tre bisogni psicologici vengono incoraggiati e soddisfatti, più le persone si impegnano e più si verifica un apprendimento a lungo termine.

Questo esercizio, che è stato eseguito nel corso i2connect ‘Train the trainer’ in Vienna, è un vero e proprio gioco che può essere usato durante un corso o un workshop come attività di team-building poiché aiuta i partecipanti a relazionarsi e costruire insieme una strategia.
Istruzioni per il gioco:
Si dispongono nell’aula un numero di sedie pari al numero dei partecipanti + 1 in due cerchi concentrici, con le sedute poste l’una di fronte all’altra (i partecipanti seduti sui due cerchi possono vedersi in faccia). Fra i due cerchi dovrà esserci lo spazio per consentire il passaggio di una persona (il formatore). Il cerchio esterno non sarà completamente chiuso, ma dovrà avere un passaggio per permettere a questa persona di entrare.
Il formatore fa sedere i partecipanti: una sedia rimarrà libera (in un punto opposto al passaggio).
Il formatore spiega che il suo compito è quello di occupare la sedia vuota e che le persone sedute dovranno impedirglielo studiando una strategia.
Il gruppo avrà a disposizione un paio di minuti per accordarsi.
Passato il tempo, il formatore entra nel cerchio camminando normalmente, dirigendosi verso la sedia. Le persone sedute si sposteranno per impedirgli di sedere, fra le risate generali, ma lasceranno sempre una sedia vuota che potrà essere occupata.
Se, trascorsi 1/ 2 minuti il formatore non sarà riuscito a sedere, farà un bell’applauso al gruppo, che è riuscito a trovare una strategia.
Se, invece, il gruppo non sarà riuscito ad impedire al formatore di sedere, potranno essere date 1 / 2 ulteriori occasioni per ripetere il gioco. Il gioco può essere svolto con un numero di circa 20/30 partecipanti

i2connect ist ein H2020-Projekt, dessen Hauptaufgabe darin besteht, eine Dynamik des Wandels bei Unterstützungsdiensten im Bereich Innovation zu schaffen, indem Berater und ihre Organisationen befähigt werden, Land- und Forstwirte in interaktive Innovationsprozesse einzubinden und zu unterstützen. Um die Partner dabei zu unterstützen, aus den Projekterfahrungen zu lernen und diese Erkenntnisse auf Projektebene zu nutzen, wurde ein Reflexionsinstrument entwickelt. Das Tool bietet eine einfache, harmlose Unterstützung (eine Vorlage mit einer Liste von Fragen), um die eigenen Überlegungen zu strukturieren und Schlussfolgerungen für das Lernen auf individueller und Projektebene zu ziehen. Die drei Hauptfragen lauten: 1) Was sind Ihre Beobachtungen und Lernerfahrungen in Bezug auf "interaktive Innovation"? (2) Welche dieser Erkenntnisse würden Sie gerne mit anderen in i2connect diskutieren? (3) Welche Schlussfolgerungen ziehen Sie aus Ihren Erkenntnissen für (a) eine nächste Veranstaltung im Rahmen von i2connect und (b) für Ihre berufliche Arbeit? Es wird erwartet, dass auf der individuellen Ebene wiederholte Reflexionen über verschiedene Veranstaltungen im Zusammenhang mit interaktiven Innovationen der reflektierenden Person helfen, sich des komplexen Umfelds einer interaktiven Innovation bewusster zu werden und die eigenen Handlungen und die dadurch ausgelösten Reaktionen besser zu verstehen. Auf der Projektebene helfen solche systematischen und strukturierten Überlegungen, Gemeinsamkeiten und Unterschiede, Synergien und Konflikte in den individuellen Überlegungen zu erkennen, um daraus weiterreichende Konsequenzen für die Projektebene zu ziehen.  

Il monitoraggio tempestivo e la tenuta di un registro della fornitura di servizi di consulenza a livello di azienda è estremamente importante per la gestione, il controllo e il monitoraggio dell'attuazione della misura 2 del PSR 2014-2020.
Inoltre, la raccolta di dati rilevanti e di informazioni qualitative permette di valutare il funzionamento, gli effetti e la soddisfazione dei servizi di consulenza a livello aziendale e di sistema. Tutto questo, in una prospettiva di sistema è cruciale, perché significa fornire prove sullo stato dell'arte e sulle prestazioni dei consulenti all'interno degli AKIS. Il "Management and Monitoring Tool for Advisory Services" è stato sviluppato sotto la responsabilità della Regione Campania per tutti questi scopi. 
Le funzionalità sono impostate per consentire all'AdG di tenere un registro di tutte le attività amministrative e di consulenza ed essere costantemente in contatto con loro, dalla selezione dell'organizzazione di consulenza fino al pagamento finale. L'applicazione web permette di condividere i piani di consulenza e le relazioni sui servizi forniti per ogni azienda agricola beneficiaria; i dettagli e i tempi delle attività e dei metodi di consulenza; i questionari di soddisfazione degli agricoltori; le procedure di controllo; le richieste di pagamento.  I consulenti agricoli riportano benefici in termini di semplificazione delle procedure amministrative. Lo strumento sta dimostrando la sua utilità anche per la  pianificazione degli interventi sull'uso e potenziamento dei servizi di consulenza per la PAC 2023-27, fornendo informazioni di base rilevanti per definire, ad es. costi semplificati, tempi e modalità da prevedere per i diversi servizi di consulenza in relazione ai temi della PAC. 

The “AKIS Meeting Place”, organised by the Swedish Rural Network, is the large meeting of the year for actors and organizations being part of the entire agricultural knowledge and innovation system (AKIS) and members of the AKIS-network. The last edition provided the participants with deliberations concerning definitions of AKIS, presentations of various knowledge hubs within the innovation system, tools for improving communication and marketing, and young farmers presented their thoughts on the AKIS systems and their future needs. The meeting ended with the arrangement of an interactive workshop and smaller participants working groups. The workshop's mission was to encourage the members to develop an action plan about: How actors and organizations working within the entire knowledge and innovation system should go from words to actions. The participants identified and prioritized the three most necessary actions and needs, which will guide the work in the coming year. The Innovation Coach kept track of and facilitated the work within the network, and together with the members, they designed activities for fulfilling the needs, organize workshops, follow-up events, and create interactive activities enabling various members of the network to initiate multi-actor collaborations. The advantages for the members and participants in the annual meeting are the receival of external monitoring, description of the current situation, and the opportunity to express their needs. The network is members-driven creating participation and ownership. According to the actions and needs defined at the annual meeting, 4-5 physical activities will be organized around Sweden. Each activity has a specific theme based on the actions and needs listed.

ProAgria ha creato una rete di facilitatori, per condividere le esperienze di conduzione, gestione e facilitazione dei gruppi di discussione e apprendere gli uni dagli altri. Il gruppo è guidato da Anu Ella, una consulente/facilitatrice che provvede anche alla formazione dei facilitatori. Anu ha capito subito che i facilitatori dei gruppi di discussione avevano bisogno di formazione. Anche se il suo background è nell'agricoltura e nell'insegnamento, ha riconosciuto la necessità di intraprendere formazione in psicologia per ampliare le sue competenze. 

In ProAgria in Finlandia viene usato un approccio di mentoring per formare e sviluppare nuovi facilitatori di gruppi di discussione. I nuovi facilitatori assumono il ruolo di assistenti alle riunioni dei gruppi di discussione come parte della loro formazione. Un nuovo facilitatore può essere un facilitatore assistente per un massimo di due anni dove agisce come apprendista e il facilitatore esperto agisce come mentore. Assumendo il ruolo di assistenti alle riunioni dei gruppi di discussione essi acquisiscono familiarità con il processo. 

La rete dei facilitatori rappresenta uno spazio sicuro per praticare le loro tecniche di facilitazione e per riflettere e condividere le loro esperienze. Il gruppo si incontra due o tre volte all'anno e gli incontri sono molto motivanti per i nuovi facilitatori. Usano WhatsApp e MS Teams per condividere informazioni o fare domande. Hanno anche un libro sulle abilità di facilitazione che viene condiviso con i nuovi facilitatori. Una parte fondamentale della formazione dei facilitatori è la partecipazione ai viaggi di studio e l'osservazione dei gruppi di discussione all'estero. 

i2connect coaching is an activity complementary to the i2connect 3day innovation support method training, that lasts a period of 6 months after the training. The goal is to offer a target-tailored support to the rural advisors in their individual innovation projects and processes. The coaching period intents to improve the transfer of the training content into practice. A stand-alone training can give an impulse, offering additional coaching to the participants can increase the chance that new behaviour and problem-solving strategies are adopted.
The i2connect aims at a shifting towards the co-creation mode, offering a space for a common learning and co-creation experience. The focus is on positively strengthening the coachee's autonomy and self-control powers. The goal is making it a habit to reflect on actions for facilitating group processes for innovation. In the i2c context, the coaching topic is usually the participants’ innovation processes where they are involved. 
Partly, in group coaching or collegial coaching sessions, the focus can also be on deepening the training contents (innovation support tools and approaches), mainly by - applying one of the tools from the seminar (like the spiral or story telling),
- introducing a further tool for dealing with difficult situations in innovation processes) or
- story telling (for deeper reflection of an innovation process and for dissemination of best practice of innovation support work). The i2 connect coaching activities has been helding online, in three modes: i) Individual coaching, ii) Peer coaching in small groups; iii) Collegial coaching with the seminar group.

Considering the different types of farming systems and farmers, proposals should examine how farmers make their decisions and who influences them most. The aim of the activities is to analyze the role of advisor in the AKISs. Considering the impact of face-to- face interaction, projects should identify the key factors in the creation of trust between farmer and advisor to enable effective knowledge transfer and exchange. Explore the relationship between advisors and researchers and between advisors and farmers, identifying the main elements facilitating the flow of information in both directions. Particular attention is related to advisors' potential to boost innovation, focusing on practice needs into research activities, participating and intermediating in farmer- to-farmer learning processes and interactive innovation projects. A network within AKIS may permit increase knowledge, development of relationships amongst the people sharing professional interests. A strong relationship within a network can be challenging for advisors, through a constant availability to other actors, and consequently the need to continuously update skills and knowledge to satisfy clients by anticipating their needs and demands, thus gaining respect and trust. Challenges may occur in the ability to anticipate the needs of other people, especially farmers who may have a lack of time in keeping up to date. This good practice has been shown to enhance the processes of inspiration, idea generation, and motivation of the actors within an innovation project. With the use of this good practice, farmers argue that there are different levels of learning from the enhancement of knowledge, which makes farmers think differently about the future of farming.

The Chamber of Agriculture and Forestry of Slovenia (part of the SEASN network) organized the first "Cross Visit" within the i2connect project. The "Cross Visits" made for the agricultural consultants who have attended the i2connect training course on network analysis tools in interactive innovation processes. The "Cross-Visits" is an opportunity for selected consultants to go abroad and increase their knowledge from the training course by using it in practice together with colleagues from different parts of Europe, exploring examples of practical cases of interactive innovation. During the "Cross Visit" to Slovenia the participants analyzed an EIP project on sustainable grape production in vineyards. Find a suitable practical case of interactive innovation is probably the most important and also the most difficult step to do when organizing a "Cross-Visit", as the selected case is the heart of the whole event. The key players prepare a presentation of the practical case (project) and also a demonstration of the innovation in the field. After the presentation, the main focus was on understanding the interactive innovation process in this project, which is analyzed through interviews with key players. The result of the workshops are visual presentations (posters) of the practical case in the form of tools for network analysis. At the end, the participants also do a SWOT analysis of the case. The lessons learned from the case study and from the cross-visit itself are very valuable. The main objective is that the participants take home what they have learned, use this knowledge in their daily work and also transfer it to their colleagues.

Nella regione Campania è stato implementato uno strumento di monitoraggio del sistema di consulenza per verificare la conformità delle attività realizzate. Ai fini dell'attività di monitoraggio, l'organismo di consulenza è tenuto a elaborare e rendere disponibili i dati utili alla valutazione e al controllo del servizio di consulenza erogato: visite aziendali, moduli di consulenza effettivamente erogati, elaborati tecnici e reportistica aggiuntiva. La documentazione tecnica disponibile per i controlli tende a dimostrare l'efficacia delle attività di consulenza svolte e la loro coerenza con le norme specifiche che regolano il territorio in cui vengono svolte. Accedendo al portale della Regione Campania al seguente indirizzo: 
"http://psrgarem2.regione.campania.it/Pages/ElencoOrganismi", l'utente autenticato accede al servizio.Per ogni azienda agricola, i consulenti/organizzazione di consulenti sono tenuti a compilare le date delle visite aziendali e a caricare gli output. Una volta caricati gli output, la piattaforma offre la possibilità di scaricare il modulo di soddisfazione del cliente, che deve essere compilato e firmato dall'azienda agricola consulente e caricato nuovamente nel sistema. Tutti i dati presenti sulla piattaforma possono essere visualizzati e scaricati, in tempo reale, dalla Regione Campania. Questo sistema di monitoraggio della consulenza è stato analizzato durante le attività di i2connect perché offre l'opportunità di valutare la qualità dei servizi di consulenza e delle attività svolte. Inoltre, i dati raccolti sono stati utilizzati per la definizione delle opzioni di costo semplificate per gli interventi del Piano Stragetico della PAC.

Laimburg Integrated Digital Orchard – LIDO è un laboratorio a cielo aperto per la frutticoltura e la viticoltura realizzato dal Centro di Sperimentazione Laimburg per promuovere l’innovazione nel campo della digitalizzazione e della robotica in agricoltura. 
LIDO, realizzato con il contributo del Fondo Europeo di Sviluppo Regionale (FESR), è stato inaugurato nell’ottobre 2022 ed è a disposizione di aziende e istituti di ricerca che possono utilizzare il laboratorio per testare e dimostrare al pubblico tecnologie esistenti e nuove. In questo modo, il Centro di Sperimentazione Laimburg promuove le innovazioni digitali in agricoltura e consente alle aziende agricole locali di partecipare in maniera attiva alla trasformazione digitale. 
In pratica, LIDO consente di testare e promuovere sistemi di irrigazione e fertilizzazione automatizzati, metodi innovativi di gestione delle colture, integrazione delle tecnologie dei sensori, applicazione stazionaria di prodotti fitosanitari, nonché modelli di previsione e sistemi decisionali avanzati: 
Il laboratorio di frutticoltura si trova in un meleto, che ha una superficie di 0,65 ettari, mentre quello di viticoltura si trova in un vigneto di 0,4 ettari. Entrambe le strutture sono dotate di fibre ottiche ed elettricità per garantire l’alimentazione e la trasmissione veloce dei dati. Inoltre, è presente un container con una postazione di lavoro direttamente nelle strutture, attrezzato per controllare e monitorare i dispositivi nei campi. I dati raccolti dai diversi sensori confluiscono in un database comune, che consente di comprendere meglio le relazioni complesse tra dati.

AgriTech Makeathon is one of the i2connect's supported 13 pilot projects. These are short projects, offering the opportunity to the participants of the i2connect training program to put their training into practice. Particularly, Agritech Makeathon is an workshop which aims to create new, viable, state-of-the-art technology-based, innovation-driven ideas for a topical issue in agriculture, fisheries, forestry or food sector within 48 hours. The event took place in Latvia and was organized by LRATC (Latvian Rural Advisory and Training Centre). The main idea was bringing together different actors where some are creating the environment for others to create and thus helping to address real challenges in agriculture, fishery, forestry, and food sector.  During the event, participants looked for creative solutions to specific issues ending up with projects and products. In order to achieve the desired results, participants were supported by professional mentors and had the opportunity to use Latvia University of Life Sciences and Technologies (LULST) technical equipment. Farmers, fishermen, foresters, advisors, scientists, engineers, programmers, entrepreneurs, marketers, designers, students, business and finance professionals, local government representatives participated in the Makeathon. Each Team owned, without limitation, the intellectual property rights of the content of the Product created, invented and/or developed. Participants were facilitated by the coordinators who have participated in i2connect national trainings, that used methods from the i2connect toolbox, such as the Spiral of Initiatives, the Triangle of Co-creation, Network Analysis, Energy Timeline and peer-to-peer consultation. 

Il tool dell'AKIS è uno degli strumenti forniti dal progetto i2connect. Si tratta di un triplice strumento dedicato a supportare le autorità di gestione, i valutatori e altri esperti nell'analisi degli AKIS, attraverso la raccolta di dati e informazioni rilevanti sia sulla situazione dell'AKIS nel suo complesso, con particolare riferimento ai servizi di consulenza, sia sulle interazioni tra gli attori. Lo strumento comprende (a) una linea guida per l'analisi dell'AKIS; (b) un questionario, per intervistare gli attori privilegiati dell'AKIS, volto a indagare gli aspetti rilevanti di uno specifico AKIS (strategie politiche, strumenti e organismi, infrastrutture di R&I, servizi di consulenza, ecc) e (c) una matrice relazionale per una rapida valutazione delle interconnessioni all'interno di uno specifico AKIS. Questo strumento risponde alla generale mancanza di strumenti pratici e pronti all'uso per l'analisi degli AKIS e del loro funzionamento, con un livello di dettaglio rilevante per gli utenti finali (nazionale/regionale/sub-regionale), ed è quindi particolarmente prezioso in vista della profilazione degli AKIS per la progettazione di strategie e/o interventi. In particolare, consente di delineare le aree più importanti di indagine e di reporting sullo stato, il funzionamento e le componenti (attori e flussi) degli AKIS e di diagnosticare o valutare lo stato delle interazioni tra i diversi tipi di attori. Le tre componenti di questo strumento possono essere utilizzate, congiuntamente o separatamente, durante le analisi ex-ante, in corso ed ex-post. Il loro uso sistematico consentirebbe di consolidare i dati, di condurre valutazioni comparative tra Paesi e di creare una base di riferimento trasversale per studi futuri. 

Im Rahmen des i2connect-Projekts erstellten über 30 Partner aus 27 Ländern eine Bestandsaufnahme der landwirtschaftlichen Wissens- und Innovationssysteme (AKIS) ihres jeweiligen Landes im Zeitraum 2020/21. Um den Prozess in Gang zu bringen, skizzierte der Aufgaben-Koordinator ein einfaches "hypothetisches AKIS-Diagramm". Dies half allen Autoren der AKIS-Berichte, ein gemeinsames Verständnis des Konzepts und der Aufgabe zu entwickeln. Das AKIS-Diagramm zeigte fünf Kategorien von AKIS-Akteuren, die durch fünf verschiedene Farben gekennzeichnet waren. Zusätzlich stellte das Diagramm die Verbindungen zwischen den identifizierten Akteuren entweder mit einer durchgezogenen geraden Linie (starke Verbindung) oder einer gestrichelten Linie (schwache Verbindung) dar. Inspiriert durch das hypothetische Diagramm entwarfen die jeweiligen Autoren des AKIS-Berichts ihr eigenes AKIS-Länderdiagramm auf der Grundlage der Literatur und ihres eigenen Wissens. Anschließend nutzten sie ihr entworfenes Diagramm als Visualisierungsinstrument, um Experten zu AKIS-Akteuren auf nationaler, regionaler oder lokaler Ebene sowie zu deren Verbindungen zu befragen. Auf der Grundlage der Ergebnisse aus den Experteninterviews überarbeiteten die Autoren ihr AKIS-Diagramm, das sie in den Abschlussbericht aufnahmen.  Die Visualisierung der AKIS-Akteure und Wissensflüsse mit Hilfe des Diagramms half den Autoren, die AKIS-Situation in ihrem Land klar und präzise zusammenzufassen. Darüber hinaus diente das Diagramm als guter Einstiegspunkt für die weitere Untersuchung der Rollen der Akteure und der komplexen Verknüpfungen, die ein umfassendes Verständnis von AKIS auf nationaler/regionaler/lokaler Ebene ermöglichten.  

Nell'ambito del progetto Agroinnowacja, la semina di una coltura di recupero per il foraggio ha permesso ai sei agricoltori partner di migliorare i margini lordi e le prestazioni del bestiame. Ognuno dei sei agricoltori che hanno partecipato al progetto agisce come ambasciatore per diffondere i risultati. Condividono le loro esperienze, i cambiamenti apportati alla loro azienda e i risultati ottenuti, con altri agricoltori nei gruppi di produttori a cui partecipano. Ogni gruppo di produttori ha circa 20 agricoltori, che sono influenzati dall'agricoltore ambasciatore. Alle riunioni del gruppo di produttori il consulente presenta l'idea al gruppo e l'agricoltore ambasciatore condivide le sue intuizioni e la sua esperienza nell'attuazione di quell'idea e nell'ottenimento dei risultati. La diffusione del successo e dei risultati ottenuti in questo progetto sta avendo un impatto reale sugli altri membri dei gruppi di produttori. Gli agricoltori ora si avvicinano ai consulenti per chiedere se possono far parte di un progetto e sono disposti a cooperare e lavorare con gli altri per sviluppare e implementare nuove soluzioni. Un canale interessante che è diventato molto efficace per commercializzare e promuovere i risultati dei progetti innovativi di ricerca e sviluppo è You Tube. Video di alta qualità e ben prodotti sono creati per mostrare il progetto e i risultati e poi messi su YouTube. Questi video sono poi condivisi da influencer agricoli che stanno usando con successo le soluzioni proposte, traducendosi in migliaia di visualizzazioni da parte delle persone target. Il successo di questo approccio di marketing ha dimostrato al consulente che non è necessario avere più di sei agricoltori coinvolti in un progetto per avere un impatto.

The i2connect partners IDELE France developed an interesting way for analysing networks using the tool Map of actors, inspired by by ASIRPA (INRAe) and ImpresS (CIRAD). The idea behind the so-called Map of Actors is to identify three different types of actors. The important actors: those who are really involved in the project and those we think of right away. The second type of actors are the influent actors. They are not involved in the project directly, but they can give support, they can give ideas, they can give money. And the third type of actors is maybe the most important. They are the impacted actors. Those who will change at the end, who will be transformed by the project. In the last step, the advisor is reflecting on his/her own position and mission in this map, in this network. This tool supports advisors to become more interactive and innovative in their networks and projects.

During the i2connect project, starting from the idea to analyse different types of innovation processes, there have been organized several field visits to put into practice some methodologycal aspects of innovative proccesses. One of this visits involved the Operational Group of fruit growers called ArboNovateurs, that has been analysed using a tool called the Spiral of Innovation (Spiral of Initiatives). Interactive innovation emphasizes cooperation among various actors, the sharing of knowledge and effective intermediation between actors along the value chains and at different territorial levels considering the innovation in fruit growers. The analysis showed that key for interactive innovation is knowledge which is included whereby end-users and farmers are not only involved as study objects but their entrepreneurial skills and practical knowledge are used for developing the solution or opportunity, thereby creating co-ownership. The purpose of such analysis is to find key factors of success in an innovation process, to discover patterns in what functions well, and to identify the challenges.

Glavni cilj projekta TRAS.IRRI.MA je izboljšati upravljanje z vodo in povečati trajnostnost v pridelavi sadja z uvedbo inovativne in okolju prijazne tehnike. Ker je cilj projekta zagotoviti, da znanje o inovativnih pristopih pri upravljanju z vodo doseže čim več kmetov, je diseminacija najpomembnejši del projekta, pri čemer imajo kmetijski svetovalci glavno vlogo. Med projektom je bila na testnih kmetijah preizkušena cela paleta sodobne tehnologije za upravljanje z vodo. Po testnem obdobju so bili izbrani najboljši modeli upravljanja z vodo oz. kmetije z najboljšimi rezultati. Na teh kmetijah se izvajajo brezplačne demonstracije, kjer se lahko kmetje in svetovalci naučijo, katera orodja za upravljanje voda obstajajo, kako delujejo, kakšne so njihove prednosti in kako jih uporabljati. Tehnologijo lahko vidijo med uporabo, hkrati pa lahko izmenjajo izkušnje in pridobijo znanje od kmetov in svetovalcev, vključenih v projekt. Učinek takšnega načina razširjanja je že dokazan, saj številni kmetje prosijo svetovalce za pomoč pri nakupu tovrstne tehnologije in uporabi na terenu. Svetovalci pravijo, da so nekateri kmetje odprti za inovacije, zato je z njimi enostavno vzpostaviti dialog; izziv so predvsem tisti kmetje, ki so manj pripravljeni na inovacije in potrebujejo več podpore s strani svetovalcev, da začnejo razmišljati bolj inovativno. V ta namen so svetovalci v sodelovanju z raziskovalci za kmete izdelali smernice in protokole upravljanja z vodo, katerih namen je izboljšati ozaveščenost kmetov o potrebi prilagajanja podnebnim spremembam. Cilj je doseči čim več kmetov, ne samo v regiji Basilicata, ampak tudi v drugih regijah Italije.

ASSAM - Agenzia per i Servizi al Settore Agroalimentare delle Marche (IT), è un ente pubblico riorganizzato nel 1997 e ben inserito all'interno dell'AKIS locale da decenni che funge da punto focale locale di collegamento tra sistemi agricoli e ricerca scientifica. 
Fornisce una moltitudine di back-office e servizi agli operatori agricoli: laboratorio agrochimico e analisi sensoriali sui prodotti; assistenza tecnica; ricerca e divulgazione; formazione professionale per studenti, consulenti e agricoltori; certificazione e tracciabilità dei prodotti, pianificazione dell'irrigazione e delle acque reflue; servizi fitosanitari e agrometeorologici e; intermediazione dell'innovazione. 
Nell'ambito del PSR 2024-2020, l'ASSAM è stata delegata ad applicare il ruolo di broker pubblico dell'innovazione per aiutare l'emersione di problemi/bisogni dal campo, svolgendo un'animazione territoriale per facilitare il dialogo tra gli attori rilevanti (ad esempio, info day, giornate di ricerca e innovazione) e diffondere soluzioni innovative (ad esempio, open day), fino a sostenere la costituzione di gruppi operativi (OG) a livello regionale e lo scambio di esperienze con altri a livello interregionale ed europeo (ad esempio, giornate di networking). 

Il portale web www.innovamarche.it è utilizzato principalmente come strumento di lavoro per fornire e condividere informazioni scientifiche, tecniche e di divulgazione. 
ASSAM è partner in 12 delle 42 OG regionali della Regione Marche, dove le sue funzioni vanno dalla ricerca e applicazione di pratiche e tecniche agricole alle analisi di laboratorio fino alla comunicazione e diffusione dei risultati. 

i2connect strives to empower advisors and organizations in the realm of innovation support services by fostering interactive innovation processes. To achieve this, i2connect utilizes a multi-level networking and peer-to-peer learning approach, incorporating field reviews, training repertoires, and cross visits. These activities provide valuable learning opportunities and the chance to test different approaches.
To ensure that lessons learned are not forgotten and have a greater impact, i2connect has developed an online reflection tool. It guides partners through a structured process, consisting of four key questions:

• What event or occasion triggered your reflection?
• What observations and learning insights have you gained?
• Which insights do you want to discuss with others in the project?
• What conclusions can you draw for new project events and your professional work?

The reflections collecteed are not only valuable in themselves but also serve as a foundation for continuous project learning. These reflections are regularly screened for emerging patterns and common themes that are then summarised. Through this process, the project gains a deeper understanding of the challenges, successes, and practices that emerge along project activitie. The collective insights are then fed back into project activities and discussions. Such a feedback loop ensures that the knowledge and lessons learned are actively applied to enhance the project's effectiveness and impact. 
In summary, reflection and capitalisation, when organised as a visible practice that is supported by tools and processes, can facilitate the transformation of individual experiences into shared knowledge that can support continuous learning within a project. 

Negli ultimi anni l'interesse intorno ai Biodistretti è aumentato, in Italia, anche grazie alle recenti iniziative normative, che li riconoscono come "Sistemi produttivi locali caratterizzati dalla presenza di forti filiere biologiche" e al crescente interesse intorno agli approcci territoriali alle misure agro-ambientali stimolato dalla prossima PAC. Un Biodistretto può essere definito come un progetto multifunzionale radicato a livello locale e basato sui valori dell'agricoltura biologica. Coinvolgono aziende agricole, istituzioni, attori della catena di approvvigionamento e consumatori, così come qualsiasi altro attore che desideri essere coinvolto. Ognuno di essi potrà essere promotore di iniziative che porteranno all'elaborazione di attività che, partendo dalle filiere alimentari locali, soddisfino le esigenze del territorio. Gli obiettivi sono lo sviluppo dell'agricoltura biologica locale, l'accorciamento delle filiere agroalimentari e la loro integrazione con altri settori (es.: HO.RE.Ca.), l'educazione alimentare e la formazione continua degli operatori. Lo scopo più ampio è quello di generare reddito attraverso l'agricoltura locale, in modo da beneficiare la società locale nel suo complesso. I biodistretti possono assumere diverse forme societarie e, se conformi ai requisiti di legge, possono accedere a finanziamenti specifici. La loro natura di soggetto aggregatore facilita il collegamento degli agricoltori con gli enti di formazione e gli attori a monte della filiera e favorisce la comunicazione lungo questa. La loro presenza è quindi un valore aggiunto nei GO (es. TERRITORI BIO), o nelle iniziative di Cooperazione a beneficio dei produttori locali (es. Biodistretto della Val di Vara).

Cross visits (CVs) are one of the key activities in i2connect project, aiming at bringing together advisors from different parts of Europe to learn about different realities in terms of interactive innovation through studying interesting cases of innovation. This will facilitate sharing of experiences (peer to peer learning) from different contexts between fellow trainees with the main goal to understand the background of the innovation process, role of advisors in it and to transfer this knowledge to their work environment and beyond. After all, CVs are meant to serve as an inspiration that provides insights, tools and “language”, that become valuable when advisors are back on the job and encounter difficulties. During CVs advisors get opportunity to use the knowledge about the tools for network analysis, gathered through previous i2connect training course on interactive innovation, in an ongoing innovation processes in multi-actor groups. Each CV lasts 3 days in which a team of advisors from different parts of Europe and with different backgrounds, preferably gender balanced, visit an interesting interactive innovation case with the aim to learn from it and at the same time to assess each other contexts, practices and motivations. Visiting team consists of advisors, trained by i2connect trainers in the training courses. A total of eight CVs are planned in the period of 2 years (2022 - 2024) with approximately 15-20 participants per CV. Each CV is organized in 8 steps: STEP1: Kick off; STEP 2: Field visit - demonstration of innovation in the field; STEP 3: Workshop - applying tools in practice; STEP 4: Reflection on the case; STEP 5: Social activity; STEP 6: Feedback session; STEP 7: Sharing of experiences between participants; STEP 8: Wrap up.

Le projet Star'Terre se distingue, car il n'est pas seulement un projet agricole, il relie l'agriculture, l'alimentation, l'entrepreneuriat et l'innovation. Cette plateforme intercantonale d'innovation agroalimentaire vise à créer un écosystème pour valoriser la production et le savoir-faire agroalimentaire du territoire en rapprochant les secteurs agricoles et non agricoles. Cela se fait en favorisant la collaboration entre les organismes publics et privés au sein des différents écosystèmes ; en effet, il ne s'agit pas seulement de conseillers agricoles ou d'agriculteurs, mais d'acteurs de l'ensemble du système agroalimentaire du territoire. L'idée ici est de soutenir les porteurs d'initiatives et de projets de consommation locale qui ont besoin de ressources ciblées pour émerger et rester viables et de créer des synergies entre les soutiens entrepreneuriaux et agricoles pour plus de valeur ajoutée aux producteurs, ainsi que de mettre à disposition du secteur agricole des soutiens et des outils peu connus. La plateforme a été développée lors d'un projet pilote (PHR - consommation locale dans la région lémanique) mis en œuvre avec le soutien du Secrétariat d'Etat à l'économie (SECO) dans le cadre du programme PHR-Economie, un instrument de la Nouvelle politique régionale (NPR) suisse. L'objectif était de créer des incitations au développement économique régional, de tester et de renforcer les échanges économiques et les flux alimentaires entre les zones urbaines et rurales de la Suisse. L'idée, après l'expérimentation de cet instrument, était de pérenniser la démarche. 

L'approccio delle "cartoline parlanti" è stato utilizzato in alcuni Gruppi Operativi della regione Emilia Romagna (Italia). L'idea è quella di creare una cartolina con un QRcode che permetta alle persone di conoscere i principali obiettivi e risultati dei progetti in modo semplice, semplicemente ascoltando un breve audio. Ogni cartolina dura circa un minuto. Questo strumento di comunicazione permette di raggiungere un gran numero di attori e di informare con parole semplici i partner e gli stakeholder del GO. Inoltre, combinando un linguaggio non scientifico con le TIC, può aiutare a coinvolgere gli agricoltori, la società civile e i giovani nei progetti di innovazione.

A cross-analysis of 29 country reports on Agricultural Knowledge and Innovation Systems (AKIS) in Europe was conducted between 2021 and 2022 in the frame of the i2connect project. The objective of the study was to provide an overview of the AKIS landscape in Europe by examining key elements such as AKIS actors, policy and funding, coordination mechanisms, and linkages between member states. The analysis involved qualitative descriptions and comparisons of these elements.
A quantitative analysis was performed to characterize agricultural and forestry advisory service providers in the countries. Data from 27 member states was collected through the online survey platform "EUSurvey." The survey questions were based on previous work from the PRO AKIS project, covering aspects such as advisory service provider types, main clients, advisory topics and methods, human resources, funding, and linkages with other AKIS actors. The survey targeted two main categories of advisory service providers: independent advisors and advisory organizations dedicated to providing advice, either fully or partially. 
To ensure accessibility, the survey questions were translated into the national languages of European countries using machine translation. National AKIS experts, proofread the translations and distributed the survey based on availability and access to advisory service providers. The use of a common online survey platform offering national language translation facilitated centralized data collection.  Then, the collected quantitative data was analyzed using descriptive statistics. The results were shared with project partners and made publicly available through a report, as well as disseminated through workshops and conferences.

Nell'ambito del progetto Agroinnowacja, la semina di una coltura di cattura per il foraggio ha permesso ai sei agricoltori partner di produrre foraggio di alta qualità e di tenere più bestiame sulla loro terra, migliorando i margini lordi e le prestazioni del bestiame, fornendo al contempo benefici ambientali. Viene utilizzata la tecnologia strip-till per seminare il mais il giorno in cui viene raccolto il raccolto, massimizzando così l'uso della terra. La cooperazione tra diversi attori (consulenti, agricoltori, ricercatori, fornitori di input e un imprenditore) è stata fondamentale per il successo del progetto. L'idea del progetto è venuta dagli agricoltori nei gruppi di produttori ed è stata finalizzata con i consulenti sulla base dell'esperienza degli agricoltori tedeschi. Poiché il consulente era a conoscenza di una miscela per una coltura di cattura da utilizzare come fonte di alimentazione animale sviluppata dall'Università, ha deciso di creare il progetto. Il consulente principale è presidente di una società privata di consulenza agricola che organizza e fornisce servizi ai gruppi di produttori in Polonia. I consulenti di AgroIntegracja lavorano con gli agricoltori dei gruppi di produttori da molti anni e hanno costruito un livello significativo di fiducia, che permette loro di identificare rapidamente le problematiche. Al contempo, la collaborazione con esperti di spicco permette loro di consigliare efficacemente i gruppi di produttori. Il consulente avrebbe voluto coinvolgere l'Università in una fase precedente per essere sicuro di definire la corretta metodologia di lavoro al momento della pianificazione del progetto. Tuttavia, ci sono state difficoltà nel cooperare con l'Università a causa delle procedure formali. 

Living Labs (LLs) are a promising tool for the agricultural sector. They were used in the context of ROADMAP to reduce the risk of antimicrobial resistance through reduced antimicrobial use. This is a complex issue, and it requires many stakeholders to be involved. LLs are user-centered, open innovation ecosystems based on a systematic user co-creation approach integrating research and innovation processes in real-life communities and settings. LLs are of participatory nature as every participant’s expertise is actively brought into the process. End users are directly involved in developing innovations. They can be farmers, advisors, citizens, or authorities. They represent a wider community of end users making it easier to overcome barriers due to technical, social, or economic asymmetry of information or interactions between stakeholders. 
The use of antimicrobials in animal husbandry across Europe differs, but there is still room for reduction. EU and national regulations have been improving for years and livestock sectors have already been tackled with one-size-fits-all solutions. Further reduction can especially be achieved with locally and often societal-adapted solutions. By implementing 12 living labs in different countries and value chains, we aimed at developing and evaluating locally adapted solutions for the prudent use of antimicrobials. 
In ROADMAP, LLs are used to develop, discuss and test comprehensive approaches at different levels (individual farms, production systems, supply chains, sectors, advisory services) in a participatory way involving different kinds of actors, knowledge, and skills. 
They contribute to conceiving and assessing the proposed product, tool, or indicator in their daily routine.

Ce projet vise à mettre en place un dispositif innovant de concertation entre partenaires qui contribuent à développer les pratiques innovantes et agro écologiques mises en œuvre par des agriculteurs du Sud Aveyron. Il vise à favoriser l'émergence, la conception et le développement d'Innovations agro écologiques locales en s'appuyant sur une première thématique : "l'autonomie alimentaire".
Le projet réunit plusieurs acteurs agricoles et régionaux. Le défi consiste à développer des techniques innovantes et agro écologiques en coopération avec plusieurs acteurs, à les évaluer,  discuter, optimiser et diffuser à l'aide de méthodes appropriées.
L'objectif est de mettre en œuvre conjointement des solutions innovantes et agro-écologiques. L'approche consiste à aborder et à mettre en œuvre les problèmes dans le cadre d'un projet équilibré, en particulier avec la participation des agriculteurs. Les résultats sont le partage des connaissances et les activités techniques :
- Un partage régulier des productions et observations de chaque partenaire (Résultats des essais, observations des systèmes agricoles, apprentissages des formations).
- L'organisation d'événements communs
- Plusieurs essais sur le terrain, démonstrations et séminaires techniques 

Le rôle de la vulgarisation : Le chef de projet/conseiller a eu un rôle important en tant que personne de contact, communicateur, réseauteur, organisateur, facilitateur, médiateur d'idées; Le conseiller et le chercheur principal ont été des coachs de l'ensemble du projet ; La facilitation des échanges entre agriculteurs, conseillers et chercheurs a permis à la communauté du projet d'avancer et d'atteindre un niveau supérieur de compréhension et d'action communes.

"Digital farmer" is a Telegram channel created and administered by a farmer (winemaker) and exclusively addressed to farmers to inform them, in real time, about available innovations, including the results of operational groups, or about webinars and online workshops through which they can keep up to date. Since December 2019, Giuliano Preghenella has been sharing news that he considers interesting for the toolbox of an agricultural entrepreneur and that, according to him, are underestimated by the media in the sector.  
The tool immediately raised interest, and grew on its own thanks to the tam tam of subscribers and the sharing on other social networks (Twitter, LinkedIn and Facebook). According to the creator, the ideal "Digital farmer" reader prefers to receive only one news item per day, preferably always published at the same time (around 8 am, peak time for visits during the day), from Monday to Saturday. The news is re-posted via social networks and a website, thus multiplying the circulation of knowledge. The channel has around 650 subscribers, including university and agricultural schools students, who find the news published interesting for their studies. Through public and private interactions, subscribers ask to exchange views or learn more about specific issues. 
In the past two years, the channel has provided the opportunity to transfer expertise from researchers and advisors to farmers, thus facilitating the transfer of successful experiences and the creation of a network that, thanks to the facilitated and continuous learning stimulated by "Digital farmer", promotes professional development, bottom-up innovation and the bringing between research and practice.

In Finlandia, gli agricoltori partecipano a "gruppi base" di discussione in cui condividono conoscenze e pratiche, concentrandosi su uno specifico argomento. I membri dei gruppi  possono anche partecipare ad altri gruppi di discussione a breve termine incentrati su altri argomenti di interesse come le risorse umane o la gestione finanziaria, in cui vengono confrontati e analizzati i risultati e i dati dell'azienda. Possono anche partecipare a viaggi di studio all'estero ed essere membri di un gruppo internazionale. Il numero medio di agricoltori in un gruppo è di 8-10. Un membro del gruppo viene scelto come "agricoltore monitor" per l'anno per aiutare a mantenere la coesione tra i membri del gruppo. La maggior parte delle riunioni del gruppo si tengono nell'azienda agricola dell'agricoltore monitor. Ogni anno il gruppo stabilisce degli obiettivi e decide su quali questioni osservare e concentrarsi per l'anno successivo. Una caratteristica chiave del modello di gruppo di discussione in Finlandia è che utilizza due facilitatori o un facilitatore e una coppia di lavoro (consulente). Il vantaggio di avere due facilitatori è che imparano l'uno dall'altro e ognuno porta una prospettiva diversa al gruppo, oltre ad avere diversi stili di facilitazione. Un facilitatore assume il ruolo di organizzare la riunione e di impostare il gruppo WhatsApp, mentre l'altro conduce la discussione. Un aspetto critico della metodologia è la riflessione e dopo ogni incontro del gruppo i facilitatori riflettono sull'incontro per identificare cosa ha funzionato e cosa potrebbe essere migliorato. I costi di pianificazione dei gruppi, lo sviluppo del loro modello, i costi dei consulenti e 2/3 dei costi di partecipazione degli agricoltori sono coperti con fondi UE.

Functional communication channels between research and advise are crucial in ensuring that the required knowledge will reach the farmers in the right way. In this sense, a close collaboration between research and advice is the key to provide farmers with up-to-date knowledge. Both of them are necessary to transfer knowledge to farmers. On one hand, researchers create innovative solutions, on the other hand, advisors can transfer them and interpret the farmers response, as they understand best the "language of farmers". 
Considering that, some good elements to have an efficient flow of information between researchers and advisors are: i) feeding a constant and continuous flow of knowledge; ii) building long-term relationships, outside of funded projects and fully integrated advisory and research projects; iii) using support mechanisms/actions (e.g. enabling continuous exchange between research and advisory, internal newsletters, podcasts, videos, workshops and team meetings, vouchers, etc.); iv) having clear visions and clear divisions of tasks between advisors and researchers and v) trusting in each other's work.

Having a strong network as an advisor is an important aspect of knowledge transfer and exchange. In fact, networking of advisors is important both for advisors and for farmers. For the former the networking and cooperation in the partnership deliver better results than working on their own and enable opportunities for new ideas/solutions to arise. For the latter (as end-users of advice), it means that the service provided in this way is based on a broader professional and methodological basis and that the advisor can interact with others bringing in new knowledge and experience. It is important to create this environment to enable advisors to 
i)create and build a broad network; ii) use new and better communication channels to expand existing networks; iii) improve advisors' time management (especially advisors' ability to network in addition to their daily work); iv) create opportunities to network outside their own work area, avoiding isolation; v) raising awareness of the importance of networking; vi) provide soft skills training and involve advisors in meetings, webinars, info days, demo events, using social media and group messaging. 
Also advisory organizations can play a crucial role in supporting networking and providing the necessary supportive environment.

The "Project Manager Meeting" is an annual event run by the Swedish Rural Network and at the beginning of the year. The meeting is organized to bring together experienced managers of previously EIP-Agri-supported projects and managers of newly approved projects. Researchers, innovation financiers, and other actors involved in the innovation system in Sweden attend the meeting to network and initiate collaborations. 
Information is provided about the general purpose of EIP-Agri, the funding opportunities, and the various supporting channels for applicants throughout the application process. Previously funded innovation project managers are invited to inspire and motivate managers of recently accepted project. They present their innovation project, the journey from an idea to a product or service in the market, raise the advantages and disadvantages within the process, the challenges and difficulties, explain how certain things were managed and implemented, and answer questions and concerns. Every year around 80-90 participants attend the Project Manager Meeting.
The Annual Project Manager meeting serves as an effective dissemination activity, and it is a good practice for enabling an environment for interactive innovation. Furthermore, the annual meeting is a mean to support managers of recently accepted projects in their expectations about the EIP-Agri and functions as a preparation for the application process. It is an opportunity for sharing knowledge and experiences, and a possibility for networking. It strengthens the self-confidence of managers of recently accepted project managers and supports them in not falling into typical pitfalls during the application process.

O Grupo Operacional Oleocolza nasceu de uma necessidade detetada pelos advisors junto dos agricultores. A indústria Portuguesa do biodiesel, estava interessada em obter sementes de colza para a sua fábrica, e estava a comprar sementes de toda a Europa. No entanto, sabiam que esta cultura teria grande potencial em Portugal, nomeadamente nos vastos campos do Alentejo. Verificou-se que os agricultores portugueses desconheciam esta cultura e as suas especificidades. Assim, foi criado um grupo multiactor, composto pela indústria, que partilhava as suas necessidades, especificações necessárias e know-how, um grupo de advisors, agricultores do Alentejo e investigadores.
E este é um dos pontos-chave deste projeto: envolver todos os atores da cadeia de valor na Inovação interativa. A transparência, partilha e empenho de todos os atores da cadeia, desde a produção, consultores, investigadores e a indústria, para um bem comum: avaliar o impacto das diferentes variedades na capacidade de produção da COLZA no Alentejo e testá-la como cultura de rotação.
Quanto à inovação interativa, o papel dos advisors foi determinante, promovendo fóruns de discussão, com troca de conhecimentos, que teve um impacto muito maior do que a transferência de conhecimentos, ou seja, a partilha de experiências e métodos culturais foi mais valorizada do que os conhecimentos provenientes da academia. Por outro lado o papel dos advisors foi fundamental como facilitadores e impulsionadores de inovação. 

Field peer reviews carried out within the i2connect project show how important the involvement of farmers and foresters in all project decisions and activities is, as they can make a difference and enable agricultural innovation to go further. When partners listen to each other, without imposing their own vision/solution, sharing their views on the problem to be addressed and the goals to be achieved, the ideas of individuals are reformulated, resulting in a new shared understanding and framework for action, which leads to a common sense of ownership of the problem, and it contributes to strengthening the commitment of actors and increasing the possibility of producing positive action and results. In some reviewed cases, farmers took risks on a personal and economic level since the proposed solution from research was not reasonable form them and they tried to find a different solution. As an example, in Agrosyl operational group, researchers wanted to impose their solution, but the farmer was not equipped to apply it. There were misunderstanding among farmers and researchers and communication difficulties. Researcher did not understand the farmer's need to make the innovative solution more feasible in the field. The Chamber of Agriculture play the role of mediator inviting partners to interact and become aware of other's ideas. In Futter Nova 11 case, the farmers were steering the project, looking for an appropriate solution and were willing to try new ideas. Where advisors encourage farmers to take lead roles in the project, this has a huge knock-on effect for the group and other farmers.

Im Bundesland Baden-Württemberg in Deutschland werden Beratungsdienstleistungen in Form von Modulen durch private Beratungsorganisationen angeboten und durch die öffentliche Hand ko-finanziert. Allerdings gibt es immer noch viele, häufig kleine Betriebe, deren Betriebsleiter*innen keine professionelle Beratung in Anspruch nehmen. Um deren Interesse zu wecken und die Hemmschwelle gegenüber einer privatwirtschaftlich organisierten und kostenverursachenden Beratung zu senken, hat das Landwirtschaftsminiterium das Instrument des 'Betriebs-Checks' entwickelt. Dieses ermöglicht es allen Betrieben, eine kostenlose Standortbestimmung und Entscheidungshilfe für die Betriebsentwicklung in Form einer ca 15h professionellen Beratung zu erhalten. Seit 2015 haben jedes Jahr bis zu 100 Betriebe teilgenommen, und eine Befragung zeigt eine große Zufriedenheit mit dem neutralen Blick von außen und der Einschätzung von Richtungsentscheidungen. Beratungsergebnissen. Dennoch bleiben die zeitnahe Umsetzung der empfohlenen Folgeschritte und die Inanspruchnahme weiterer Beratung auf eine Minderheit der Beratungsnehmenden beschränkt. Es ist anzunehmen, dass die Einschätzung der Wirkung und des Mehrwerts dieses niedrigschwelligen Instruments erst nach einigen Jahren Laufzeit besser ermessen werden kann.   

La Field Peer Review consiste nella revisione di un processo di innovazione di un caso pratico, con particolare attenzione alle funzioni di supporto all'innovazione, da parte di colleghi (pari: agricoltori, consulenti, ricercatori, ecc.) di un altro caso di innovazione, con lo scopo di riflettere su approcci, metodi e strumenti, nonché norme, regole e pratiche abilitanti che facilitano la partecipazione attiva, l'interazione e l'apprendimento cooperativo tra diversi attori, stimolando così l'innovazione e il cambiamento. Nell'ambito del progetto i2connect è stata istituita e testata una metodologia di Field Peer Review.
La Field Peer Review viene effettuata attraverso la visita sul campo, l'osservazione e le interviste effettuate dai pari con diversi gruppi di attori di un caso di innovazione interattiva. Una procedura chiara e un quadro analitico sono stati sviluppati per permettere ai revisori di concentrarsi su aspetti ben definiti (servizi di supporto, efficacia del supporto all'innovazione, condizioni interne ed esterne che permettono a specifici attori di svolgere funzioni di supporto) che sono difficilmente considerati, andando oltre quello che può essere un semplice scambio di pratiche. La Field Peer Review potrebbe essere implementata da AdG,organismi di consulenza, reti (ad es. le reti della PAC) per: i) analizzare il ruolo dei diversi attori nei processi di innovazione, in particolare i fornitori di servizi di supporto all'innovazione, ii) implementare un efficace sistema di M&E (peer-to-peer) per processi di innovazione interattivi, iii) implementare un sistema di apprendimento continuo tra pari che permetta agli attori rilevanti di scoprire idee innovative e consentirne l'adozione in modo co-creativo.

L'iniziativa "FILÒS IN BUS" è un approccio di comunicazione interattiva realizzata nell'ambito del progetto del Gruppo Operativo (GO) PRATI_CO "Parmigiano Reggiano: L'impronta di carbonio biologica dell'Agrotecnica". Il nome "filòs" evoca momenti di relax trascorsi in conversazione tra vicini, parenti e amici. Il viaggio FILòs IN BUS ha riproposto questo concetto finalizzato a un'esperienza collettiva in cui una trentina di partecipanti, tra cui consulenti, ricercatori, agricoltori e giornalisti, viaggiano insieme in autobus durante una visita di un giorno alle aziende agricole partner del GO. Il viaggio presso le aziende agricole e le visite aziendali rappresentano anche l'occasione per condividere conoscenze sui territori, sui prodotti locali e sugli altri attori locali coinvolti nella filiera del Parmiggiano Reggiano. Durante il viaggio in autobus, i partner del GO hanno modo di discutere le attività e i risultati del progetto, concentrandosi su questioni di interesse comune (fertilità del suolo, impronta di carbonio, sequestro di carbonio, ...) attorno alle quali condividono pratiche e conoscenze scientifiche. Questo processo ha favorito la creazione di un team all'interno del GO, attraverso un maggiore coordinamento e interazione tra i partner, lo sviluppo di conoscenze collettive e la comprensione comune dei risultati in corso del progetto e dei suoi risultati. Inoltre, le visite incrociate nelle aziende agricole hanno sostenuto i processi peer-to-peer tra gli agricoltori. Questo tipo di strumento può aiutare a superare le barriere/esitazioni/ritardi nel dialogo e consente una discussione aperta tra una moltitudine di attori.

The project FInAL "Promotion of Insects in Agricultural Landscapes" is a large nationwide project with different project promoters at different locations. The project was developed in Rottal (Lower Bavaria), in Lower Saxony, in the Elm and in Brandenburg in the Havelländisches Luch. In terms of measures, farmers in the landscape laboratory have so far implemented 15 different measures on 181 hectares of these 900 hectares in the landscape laboratory. In addition to measures such as flowering areas or hedges, production-integrated measures are of course also very popular with farmers. That means insect-promoting catch crops in different varieties. But also, for example, cultivating maize-bean mixtures, growing legumes, and expanding crop rotation. This is a big issue because our area is very much dominated by maize. Maize causes problems in terms of erosion, and farmers are challenged from several sides to think about erosion, about biodiversity, about insect promotion. In projects like FInAL, it is clear the potential for building the capacity of farmers and improving their knowledge. So, they can become the leaders of innovation in their region.

In Sweden, the EIP-Agri support is divided into Group Support and Project Support and characterized by frequent decision-making rounds and the absence of targeted application periods. Meaning innovative ideas can be submitted for assessment at any time of the year. The separation of support creates flexibility for applicants, as they can apply for one or both supports. The division facilitate the entry into the EIP-Agri support system, because less documentation is required. The whole application processes can become an administrative burden for a small farm seeking support for an innovative idea, because the application for Project Support is high demanding for the applicant. The Swedish Board of Agriculture assesses the applications for Group Support approximately once a month. The Operational Group must consist of at least two of the following actors: researchers, advisers, or entrepreneurs within the industry, to be funded. Project support is intended to assist in the implementation of an innovative idea and the management of an innovation project. Assessment rounds occur approximately 4-6 times per year by an External Advisory Committee (RÅK). The Committee does not have a decision-making mandate but an advisory mission. The recognized strengths of the division are the facilitation of the formation of OGs with complementary knowledge and expertise and encouraging the Operational Groups to start working on a common purpose and developing a joint plan for reaching the goal. The Group Support application makes the Operational Group more prepared and experienced in writing applications and facilitates the production of the more complex application for the Project Support and the realization and execution of the innovative idea.

Having a diversity of actors in an interactive innovation project group is important, it provides an added interest and improved learning environment. Diversity can be achieved through age, gender, race, educational background, experience, attitude and many other qualitative personal traits and social and demographic point of difference. Diversity adds value to a multi-actor group by helping to provide a wider perspective on a problem or to bring new energy to group. The inclusion of a range of relevant actors in projects also supports innovation through improved ownership among the actors and their cohorts. It also brings a broader and deeper perspective, with more knowledge and potential to find solutions. This diversity amongst actors may allow for a social learning environment and may prevent or to avoid cognitive, information, managerial, or system gaps within an interactive innovation project or group. Advisors as facilitators of groups need to ensure that acceptance of diversity is cultured and valued by actors by incorporating activities which overcome unconscious bias and promote equality and inclusion. The advisors may need training to deal with diversity related issues and to demonstrate the value of diversity in terms of interactive innovation support.

'In i2connect project partners reviewed 9 practical cases and identified, categorised and described 18 good practices.
This good practice may allow actors to see or hear or read about an innovation in a similar situation and can offer information on feasibility and actual returns of investment. It is similar to benchmarking. This may be done by a desk-based review of written/video cases, or by visiting real life examples. It may show the consequences, both positive and negative, of the innovation for the operations and for the business model.
Advisors and farmers need to take into account that each innovation project is unique with its own set of variables. This requires openness about the pros and cons of the innovation. Also, this practice was seen to be successful when farmers and other entrepreneurs can relate the innovation project to their own situation and draw realistic consequences from that. This good practice may reassure entrepreneurs about the possible consequences of an innovation, reduce their fear of risk and contribute to the decision making process.

'The i2connect project aims at empowering advisors to support interactive innovation, among others by providing them with a range of inspiring “good practices”. So far, partners reviewed 9 practical cases and identified, categorised and described 18 good practices. The active involvement of farmers in research and experimentation is a strong way of giving them ownership of the whole innovation process and increases their likelihood of adopting a solution and influencing other farmers.
This practice puts the farmers in the centre of the innovation project: at initial stage, the advisor establishes a dialogue with farmers to identify their ideas and needs; during implementation phase, farmers are involved in decision-making (research protocols, steering committees…) and eventually in the dissemination of results.
This requires various attitudes and skills from advisors: be open-minded and take into account ideas from farmers; accept to change research protocols according to farmers' needs and constraints; play the role of mediator between farmers and researchers; be highly responsive, as farmers need quick answers to their questions.
Farmers may gain more knowledge by being actively involved in the project, and learn by doing, seeing and advocating for a workable solution. This good practice may increase the farmers’ sense of ownership to the project and the solutions tested.

Some practical cases that we analysed through the field peer review (Finland Discussion Groups, Dan Tehnike, Hungarian Gray Cattle and SUAS) show that It is important that effort and time is put into building and supporting relationships between advisors and farmers, as this is how trust and mutual respect is earned and maintained. 
Issues may occur in keeping farmers motivated and continue attending meetings, sharing their ideas and to experiment on their farms.
Trust and respect is key to overcoming this for an advisor and to sufficiently support their individual clients and groups.
There needs to be an enhancement of networks between advisors and farmers which enables lead actors for
innovation projects to emerge. The challenge may be that advisors can be “too disconnected” with a target group and find it difficult to identify these relevant actors. Ensuring an active, responsible role for all partners enhances the sense of ownership of the network and boosts the critical thinking of the participants.
For this good practice to be transferable, advisors and their  organisations must engage with a strong network of farmers and listen to their needs. They must have sufficient soft skills such as leadership,
communication, facilitation, and group/network behaviour, to build a trusting relationship with farmers. It is vital that as a facilitator, the advisor understands, empathises with and is motivated by the needs of the group. They should create and environment which develops a level of sharing amongst the participants of minor and major difficulties they may be facing. There must be a sharing of interests between advisor/facilitator and participants, so that an idea may be understood, enhanced and nurtured by all parties.

A participação no programa i2connect Train the Trainers (TTT) em Portugal revelou-se uma experiência transformadora para 20 consultores e técnicos de aconselhamento nacionais, que mergulharam no domínio da inovação interativa e da co-criação. O TTT ofereceu inúmeras vantagens, dando aos consultores conhecimento e competências valiosos que poderão aplicar nas suas funções profissionais.
Uma vantagem significativa da participação no TTT foi a oportunidade de aprender com outros técnicos. O ambiente de colaboração permitiu a troca de diversas perspetivas, experiências e melhores práticas. Este grupo diversificado de participantes promoveu uma atmosfera de aprendizagem rica, desafiando-se mutuamente a pensar de forma criativa e a desenvolver abordagens inovadoras.
O TTT apresentou aos consultores uma série de ferramentas interativas e técnicas de facilitação, partilhando métodos práticos para envolver as partes interessadas e promover uma colaboração eficaz. Através de exercícios interativos e de estudos de casos reais, os técnicos de aconselhamento adquiriram experiência prática na aplicação destas ferramentas, melhorando a sua capacidade de facilitar dinâmicas de grupo produtivas e de obter resultados significativos.
Em conclusão, a participação no i2connect TTT em Portugal trouxe inúmeras vantagens e lições aprendidas para os participantes. O programa capacitou-os com novas competências, conhecimentos e uma rede de apoio, permitindo-lhes adotar abordagens de inovação interativa nas suas funções de consultoria. Isto não só aumenta a sua eficácia como consultores, mas também contribui para promover uma cultura de colaboração, co-criação e inovação no sector agrícola.

Durante a Cross Visit do projeto i2connect em Portugal, um grupo de formandos, que já tinha concluído a sua formação em inovação interativa, embarcou numa jornada para explorar a agricultura portuguesa e aplicar os seus novos conhecimentos. O objetivo foi analisar o projeto "Segunda Via", que pretende criar um modelo moderno de gestão agrícola que combina lucro com práticas de conservação e restauração ecológica.

Uma lição essencial aprendida durante a visita foi a importância de equilibrar o lucro agrícola com a sustentabilidade ecológica. O projeto "Segunda Via" demonstrou o potencial de desenvolver explorações ambientalmente responsáveis que aproveitam o capital natural disponível nas suas terras.

Os participantes tiveram a oportunidade de aplicar na prática os métodos de inovação interativa e co-criação que tinham aprendido. A visita demonstrou como exercícios interativos e ferramentas de facilitação podem ser utilizados para gerir grupos de forma eficaz e promover redes produtivas.

No geral, a Cross Visit do i2connect em Portugal ofereceu aos formandos experiências inestimáveis. Eles testemunharam a integração bem-sucedida de práticas lucrativas e ecológicas no projeto "Segunda Via", enfatizando seu potencial de replicação em maior escala. A colaboração e a aplicação de métodos de inovação interativa foram evidentes, destacando a importância do trabalho em equipas interdisciplinares e da partilha de conhecimento. Equipados com essas lições, os formandos estão prontos para aplicar os seus conhecimentos e experiências ños seus  papéis de consultoria e aconselhamentos, promovendo abordagens interativas e inovadoras para beneficiar os agricultores e o meio ambiente.

In Hungary, advisory service supported the development of a long lasting and long-distance solution based on IoT technology, in order to monitor the motion, geolocation and other environmental parameters of Hungarian Grey Cattle wandering around large areas of the Hungarian Kiskunság Puszta. The innovation is not only achieved at the technical level, but rather by the mode of delivery, as the solution is offered as part of a farm advisory service package, which includes an online software for real time visualizing several parameters of the tracked animal, integrated with a breeding management information system and a farm logbook platform, connected to the national bovine identification registry.
The project is a classic example of multi-actors cooperation involving a private agricultural advisory services owned by public partner, animal production farm managed by farmer, commercial IT companies involved in development of the monitoring system design and establishment, market actors, administrative bodies.

The advisory service played a major role throughout all the project phases, embedding the farmer, with his own need, in a network of well-established partners aiming at an increase of competitiveness of farms.Two specific aspects are very relevant for a holistic approach to agricultural advisory services provision: a) IT services are a part of commercial advisory package, not separate services requiring some additional payment; b) there is a combination of public policy instruments with provision of high quality agricultural advisory services at an individual farmer/client level: the costs of commercial advisory package are covered in 90% by support for farm advisory provided by RDP 2014-2021

Given the pluralistic situation of advisory services in the EU, which is reflected in the heterogeneous interests and needs of individual advisors, and a particular trend towards small-scale entrepreneurial units driven by privatization, the challenge of designing an attractive, user-friendly and professional database that meets all needs is quite significant. The i2connect AS database is an EU-wide directory of professional advisory organisations and individual actors that provide knowledge services to actors in agriculture, forestry, horticulture and related fields along the agro-food value chain, as well as to other related actors in rural areas. It aims to (a) provide information on existing practical cases and training opportunities across Europe, (b) identify advisory service providers in agriculture and forestry, and (c) exchange and networking among advisors engaged in interactive innovation. Moreover, it is a good opportunity for advisors or organizations to make themselves visible within an EU-wide network of innovation advisors, to be connected and develop synergies with other advisors and organizations, develop their professional capacity being updated about opportunities taking place across Europe.

The complex challenges that agriculture and forestry sector have been facing request new approaches for advisors. Yet, even when an advisor recognizes the importance of interaction innovation and knows how to realise successful interactive innovation projects, it needs an enabling environment, i.e., the backup of his or her organisation. The managers in advisory organisations are important actors in the enabling environment. Therefore, i2connect organized two days Excellence Class meetings for managers with the aim of developing a bottom up process including:
• Human resource aspects, i.e., the skills and competences that their advisors need for interactive innovation;
• Organisational aspects, i.e., the consequences of interactive innovation for the work organization;
• Financial aspects, i.e., the impact that interactive innovation will have on the organisation’s business model and continuity.The Excellence Class meetings contents  have been decided through surveys and interviews to managers of advisory services. In total i2connect project will involve 80 managers from all over Europe.

Το πρώτο Καλοκαιρινό Σχολείο του I2CONNECT με στόχο την υποστήριξη των γεωργικών συμβούλων και των διαδραστικών καινοτομιών πραγματοποιήθηκε στο Μεσογειακό Αγρονομικό Ινστιτούτο Χανίων το διάστημα 25-29 Ιουλίου 2022. Είκοσι έξι διδακτορικοί και μεταπτυχιακοί σπουδαστές παρακολούθησαν ένα γεμάτο δραστηριότητες πρόγραμμα, που κάλυπτε κρίσιμα θέματα, όπως τα Γεωργικά Συστήματα Γνώσης και Καινοτομίας (AKIS), τα δίκτυα, ο συντονισμός δρώντων. 
Οι εκπαιδευτές/ διευκολυντές αξιοποίησαν ποικίλες διαδραστικές ασκήσεις, προκειμένου να ενεργοποιήσουν και να ευαισθητοποιήσουν τους σπουδαστές για τους ρόλους και τις απαραίτητες δεξιότητες των συμβούλων. Οι σπουδαστές εξοικειώθηκαν με μεθοδολογικά εργαλεία, όπως το «σπιράλ καινοτομίας» και το «τρίγωνο της συν-δημιουργίας», χρήσιμα για τη διερεύνηση καινοτόμων δικτύων και οικοσυστημάτων, τα οποία εφάρμοσαν κατά την επίσκεψή τους σε αγροτική εκμετάλλευση. Οι σπουδαστές συμμετείχαν ενεργά σε ομαδικές εργασίες, διατηρώντας τον ενθουσιασμό τους καθ’ όλη τη διάρκεια της εκπαίδευσης. Σύμφωνα με την αξιολόγησή τους, το Καλοκαιρινό Σχολείο τούς πρόσφερε αυθεντική εμπειρία συμμετοχικής μάθησης πέρα από τις προσδοκίες τους και συνολικά οι διαδραστικές ασκήσεις στις οποίες συμμετείχαν εκπλήρωσαν τους σκοπούς τους. Οι σπουδαστές επωφελήθηκαν τόσο από την μεταξύ τους αλληλεπίδραση όσο και την καθοδήγηση και ανατροφοδότηση των διευκολυντών, συνολικά αποκομίζοντας πολύ θετικές εντυπώσεις. Παράλληλα πρότειναν ορισμένες βελτιώσεις εν όψη του Καλοκαιρινού Σχολείου στο Hohenheim το 2023, όπως περισσότερο χρόνο για εμβάθυνση στο AKIS, τις τεχνικές διευκόλυνσης και την επίσκεψη σε εκμετάλλευση, υποδεικνύοντας εντέλει την ανάγκη χρονικής επέκτασης της εκπαίδευσης. 

Σύμφωνα με τη συστημική σκέψη η καινοτόμος διαδικασία είναι δύδκολη και πολύπλοκη και η επιτυχής ανάπτυξη και εφαρμογή των καινοτομιών απαιτεί τη συμμετοχή πολλαπλών δρώντων, που σχηματίζουν δίκτυα προκειμένου να επιτύχουν τους σκοπούς τους. Επίσης,  υποστηρίζει ότι σε μια καινοτομίας οι εμπλεκόμενοι φορείς είναι όλοι ιδιοκτήτες της προβληματικής κατάστασης που τους απασχολεί, αν και από διαφορετικές οπτικές γωνίες. Είναι επίσης πηγές συμπληρωματικής γνώσης, διαφορετικών προοπτικών, αξιών, συμφερόντων και πρακτικών που -αν συνδυαστούν- μπορούν να οδηγήσουν σε καινοτόμες λύσεις. Ωστόσο, αυτή η ποικιλομορφία συνεπάγεται την ανάγκη για νέους τρόπους κινητοποίησης και συντονισμού των δρώντων, που διευκολύνουν την κοινωνική μάθηση. Αυτό σημαίνει νέες λειτουργίες για τις υπηρεσίες υποστήριξης της καινοτομίας σε σύγκριση με τις "συμβατικές" συμβουλευτικές υπηρεσίες όπως: την οικοδόμηση οράματος, τη διάγνωση, την πρόβλεψη, το σχηματισμό, τη διευκόλυνση δικτυώσεων, την τεχνική υποστήριξη, τη διαμεσολάβηση σε συγκρούσεις, την ανάπτυξη ικανοτήτων. Συγχρόνως, δημιουργούν νέα καθήκοντα για τους συμβούλους, οι οποίοι χρειάζονται νέες γνώσεις και δεξιότητες για να διευκολύνουν τις διαδραστικές διαδικασίες και νέα μεθοδολογικά εργαλεία για να παρέχουν συμβουλευτικές υπηρεσίες προσαρμοσμένες στις ανάγκες του πελάτη τους.Στο πλαίσιο αυτό, το έργο I2CONNECT δημιούργησε τρία θερινά σχολεία για την περίοδο 2022-2024. Αυτά υιοθετούν μια μη-κατευθυντική, συμμετοχική και προσανατολισμένη στην επίλυση προβλημάτων εκπαιδευτική προσέγγιση, με στόχο την υποστήριξη της μάθησης των εκπαιδευομένων πάνω στις αρχές και τις μεθόδους της διαδραστικής καινοτομίας, αξιοποιώντας  συμμετοχικές μεθόδους.

It is common knowledge that awareness of multi actor innovation processes should start in the education of future advisors. In this respect, i2connect summer schools aim at creating facilities to make formal/vocational education profit from what the project  delivers. Moreover, this project activity aspires to create further opportunities for teachers and future advisors to connect with the network of professionals in innovation support, and to stimulate active involvement in multi actor innovation processes. In the framework of the i2connect project, three summer schools will be held, organized by AUA (Greece), UHOH (Germany) and Teagasc (Ireland) in the summertime of 2022, 2023 and 2024, respectively. It is foreseen that each summer school will host 20 participants of a 3-day  duration, plus two online events (introductory and closing). Participants comprise students, coming from all over Europe and being at various levels of their studies, mainly at agronomy and rural development–related Higher Educational Institutes. At the end of the training, the Summer Schools participants will be able to: distinguish between different innovation and advisory approaches; describe their role as advisor, especially in an interactive innovation process; select among communication methods/tools that promote interactive innovation; give examples of the steps of an innovation process; portray the different actors’ roles in an innovation process/network; practice some networking/facilitation skills; and learn how networking can effectively lead to change.

In interactive innovation support it is vital to create a common understanding of the real needs of farmers who are both actors and target participants. Advisors and their organisation must continuously identify and review needs of these farmers. Advisors goals, activities and planned outcomes should address the real short and long term needs, while recognising that the needs of farmers may differ from person to person and group to groups. This practice is supported by advisors who listen, record and report the changing needs and do not assume that they know the needs already; asking farmers to express their needs regularly. The advisor should ensure that the solutions are practical and meet the real needs of the farmers for a successful uptake of the solution. Advisors are skilled in consultancy, however in interactive innovation support requires skills in listening, questioning and in participatory management. Visuals, on-farm trials and practical demonstrations support and energise interactive learning and adoption. Assumptions about the real needs of farmers are dangerous and should be evidence based. Participants are likely to have a mix of the knowledge, skills, resources and motivation needed to solve the problem, the challenge for the advisor is to get them to work as a team. It requires needs analysis exercises that should form part or all formal advisor training.

An interactive innovation project should have clearly expressed needs, goals and actions agreed by participants and owned by the group. Adviser should use warm participatory approach (e.g. brainstorm) to identify and record the needs of the group and to prioritise needs and agree steps to find solutions, plan actions and work together as a group.

IKMIS / Integruotos augalų apsaugos informavimo, konsultavimo ir mokymų informacinė sistema
IKMIS sudaro 4 elektroninės paslaugos, kuriomis nemokamai gali naudotis turintys augalininkystės, sodininkystės, daržininkystės ūkius, konsultantai ir visi žemės ūkio entuziastai. IKMIS sukurtas, bendradarbiaujant Lietuvos žemės ūkio konsultavimo tarnybos (LŽŪKT) specialistams ir mokslininkams. Lietuvos hidrometeorologijos tarnybos stočių duomenys integruojami į LŽŪKT meteorologinių stočių tinklą, susiejami su ligų ir kenkėjų prognozavimo moduliais ir matematiniu būdu apskaičiuojama ligų ar kenkėjų pasireiškimo tikimybė. Augalų apsaugos produktų, ligų, kenkėjų ir piktžolių kataloguose vartotojui prieinama aukštos kokybės vaizdinė medžiaga, padedanti greičiau atpažinti ligą, kenkėją, lengviau pasirinkti juos naikinančius Lietuvoje registruotus augalų apsaugos produktus. 
Vegetacijos metu ūkininkų pasėlius stebi, augalų apskaitas pagal mokslininkų parengtą metodiką atlieka, duomenis ir rekomendacijas kas savaitę teikia LŽŪKT augalininkystės konsultantai.
Vartotojams yra galimybė naudotis ir IKMIS mobiliąja aplikacija, pritaikyta visoms išmaniųjų telefonų operacinėms sistemoms. 
IKMIS pateikiama augalų apsaugos produktų duomenų bazė, į kurią informacija gaunama tiesiai iš Valstybinės augalininkystės tarnybos prie ŽŪM informacinės sistemos. 
Europos audito rūmų atstovai, 2019 m. vertinę Integruotos kenksmingųjų organizmų direktyvos reikalavimų įgyvendinimą Lietuvoje, pateikė išvadą, jog IKMIS yra puikus pavyzdys, kaip stebint pasėlius, prognozuojant kenkėjų ir ligų plitimą, informuojant apie tai ūkininkus, gilinti jų žinias, didinti galimybes taikyti integruotą augalų apsaugą.
 

Tik įdiegtos žinios tampa inovacijomis, todėl itin svarbi trišalė partnerystė: ūkis, konsultavimas, mokslas. Blogai, jei žinios lieka tik akademinėje bendruomenėje. LŽŪKT kartu su pagrindinėmis šalies žemės ūkio mokslo, studijų institucijomis ir žemės ūkio eksperimentinę veiklą vykdančiais ūkiais įkūrė EIP veiklos grupę ir priėmė sprendimą įgyvendinti projektą.
Įgyvendinus projektą, pasiekti kompleksiniai rezultatai: įkurtas centras Inovacijų vartai, kurį sudaro Inovacijų paramos tarnyba, Tiksliojo ūkininkavimo paslaugų ir kompetencijų centras su technologijų demonstravimo paviljonu bei laboratorija, taikomųjų inovacijų tyrimų rezultatų informacinė sistema TITRIS (https://titris.lzukt.lt/); suformuotas eksperimentinių ūkių tinklas.
Inovacijų paramos tarnyba - LŽŪKT struktūrinis vienetas, kuris renka, kaupia ir sistemina informaciją apie inovacijų poreikį, įgyvendintas inovacijas, jų rezultatus. Ji atlieka mediatoriaus funkciją - surinkus poreikį inovacijoms, inicijuoja inovacijų projektus, ieško projektams finansavimo šaltinių, organizuoja bendradarbiavimą.
TITRIS - nemokama, atvira taikomųjų inovacijų tyrimų ir rezultatų informacinė sistema, kurios objektas - nekomerciniai mokslo tyrimai ir praktikų sukurtos inovacijos, turinčios įtakos tvariai žemės ūkio gamybai. 
Laboratorijoje atliekami dirvožemio tyrimai: dirvožemio sudėtis, mėšlas, srutos, nuotekų vanduo, paviršinis ir gruntinis vandenys.
Įsigytas mobilus tiksliosios žemdirbystės technologijų demonstravimo stendas leidžia klientams pademonstruoti visą tiksliojo ūkininkavimo ciklą ir paskatinti ūkininkus drąsiau taikyti inovatyvias technologijas ūkiuose.

Institutions may act as a support for interactive innovation projects with the increasing recognition of the roles of various types of intermediaries within these types of projects. Innovation brokers/ facilitators (advisors) may seek assistance from institutions at all stages innovation projects. It is the role of the advisors to advocate the support from institutions and to facilitate this for their clients to help create an enabling environment. The enabling environment of a project plays a key success factor in the support of interactive innovation. Without the support of institutions, advisors are maybe less able to work efficiently and creatively. Advisors may have a broad and vast knowledge of agriculture, yet some innovation projects may be specialized and require very specific knowledge or skills. Advisors must acknowledge that assistance may be required for specialist project where advisors may naturally not have access to the resources required for this project. Advisors may need assistance in terms of knowledge, development techniques, testing strategies and implementation of the innovation product. Participants and individual actors are likely to have a variety of skills, knowledge, attitudes and viewpoints on the direction of the project, but are unlikely to have all these which are needed for the innovation. A strong institutional involvement provides a depth of resources, relationship support and knowledge back-up, though this may fall apart due to lack of communication, unclear roles and tasks or clarity of ownership of responsibilities. The advisor must act as a facilitator and assist both clients and specialists to efficiently communicate and support an enabling environment where ideas may develop and grow

The aim of the Hungarian i2connect cross visit was that the advisors learn how to identify and analyse interactive innovation processes using the example of a Hungarian EIP-AGRI operational group (coperation between farmers). This Operational Groups called “lupine dream” aims at using sweet lupine produced in different growing regions as an alternative protein source in pig feeding and to investigate its economics. The group consists of an advisor, a research centre, a feed company and several agricultural producers. One of the producers hosted the foreign advisors as part of the i2connect cross-visit and shared its experiences in the project. The partners in the group found that the yield of lupine is significantly determined by the agroecological conditions. The quality of the soil is the most decisive factor during the vegetative development. 
By sharing the developments and innovations at domestic and international level, the network of the farmers continues to expand. This is a secondary benefit for all partners. The sharing of experiences during Cross-Visits and the use of specific analysis methods make it possible to get acquainted with the results in different European countries. This allows all participants continuous development and joint learning.

La collaborazione tra il CREA (Consiglio per la Ricerca e l'Economia Agraria) e il CONAF (Consiglio dell'Ordine Nazionale degli Agronomi e Forestali) è pluriennale e stabilita da protocolli d'intesa all'interno dei quali il CONAF e i Centri di Ricerca del CREA (12) intraprendono attività specifiche di scambio di competenze e conoscenze e di collaborazione. Nel quadro della RRN 2014-2020 e di alcuni progetti europei H2020 (i2connect) ed Erasmus+ (RAMONES-PL), di cui il CREA è partner, questa collaborazione implica: la raccolta di informazioni per la valutazione di AKIS e servizi di consulenza; eventi informativi e formativi congiunti relativi ad aspetti specifici tecnico-scientifici ed economici delle pratiche agricole e sulla PAC; webinar che permettono ai partecipanti di ottenere crediti formativi e sono integrati all'interno della formazione permanente obbligatoria. Un gruppo di lavoro congiunto conduce uno scambio sistematico di conoscenze ed esperienze per la co-definizione di un quadro metodologico per il monitoraggio e la valutazione della performance, di una metodologia per i costi semplificati e per l'identificazione di pratiche rilevanti di supporto all'innovazione e alla diffusione dei servizi di consulenza. Una rete di ricercatori e consulenti mira a raccogliere, sulla base di metodologie trasparenti e scientifiche, informazioni aggiornate sul patrimonio fondiario e sulle rendite per la stima e l'analisi degli indicatori strutturali e socio-economici rilevanti e per la fornitura di servizi di consulenza. I benefici per CREA e CONAF riguardano l'aumento dell'evidenza e l'orientamento basato sull'impatto della ricerca e le maggiori capacità dei consulenti di interagire meglio all'interno degli AKIS e della PAC.

Visite di studio, programmi di scambio internazionali e incontri digitali possono essere buone opportunità per permettere a consulenti e agricoltori di imparare dall'esperienza di altri colleghi di altri paesi ed approcciarsi a nuove idee e nuovi modi di fare le cose che possono essere rilevanti per loro.
In Finlandia, sono stati istituiti gruppi di discussione internazionale. Nello stabilire questa buona pratica, la sfida principale che i consulenti/facilitatori hanno dovuto superare è stata quella di identificare i contatti e costruire una rete di consulenti e facilitatori di gruppi di discussione in altri paesi. I facilitatori di ProAgria hanno cercato i contatti rilevanti attraverso internet e attraverso un'agenzia di viaggi agricoli. Durante la fase iniziale, i facilitatori di ProAgria hanno trascorso molto tempo viaggiando in altri paesi per incontrare i consulenti e i gruppi di discussione e disegnare un modello di gruppi di discussione internazionali.
I facilitatori preparano un piano dettagliato e un obiettivo per il viaggio di studio, oltre a fornire agli agricoltori informazioni sull'azienda prima del viaggio di studio. Ogni membro del gruppo ha un ‘agricoltore amico’ nel paese ospitante. Gli ‘agricoltori amici’ visitano le fattorie degli altri per condividere conoscenze ed esperienze e passare un po' di tempo a lavorare nelle loro fattorie. Le visite avvengono in più volte, in modo da facilitare la costruzione di un rapporto di mentoring reciproco duraturo, lo scambio in profondità e l’apprendimento reciproco. Gli ‘agricoltori amici’ sono abbinati in base alle somiglianze delle loro aziende. Al termine della visita il consulente facilita una discussione collaborativa con gli agricoltori in visita e in patria, per condividere la loro esperienza, le nuove conoscenze e il sapere con il gruppo.

L'AKIS italiano è caratterizzato da una governance multilivello e necessita di organismi di coordinamento, a livello interregionale e transregionale, finalizzati a definire una visione comune e a sostenere l'attuazione delle politiche, mediando le diverse posizioni e articolando la domanda sulle politiche e sui programmi di R&I. La Rete Interregionale per la Ricerca Agraria, Forestale, Acquacoltura e Pesca è stata istituita spontaneamente dagli organismi regionali nel 1998 e da allora ha svolto un ruolo sempre più cruciale nel coordinare la progettazione e l'attuazione della legislazione, delle politiche e dei programmi europei, nazionali e regionali in materia di R&I agricola e di servizi di consulenza in Italia. È composta dai rappresentanti delle amministrazioni responsabili della progettazione e dell'attuazione delle politiche di R&I e consulenza agricola a livello regionale/P.A. (Trento e Bolzano). È organizzato per gruppi tematici (temi/settori) e la sua segreteria è tenuta dalla Regione Toscana. Le attività sono garantite da incontri periodici, dall'organizzazione di eventi di discussione, spesso con il coinvolgimento di altri esperti e rappresentanti del MIPAAF e dalla redazione di note e pareri. La Rete ha svolto efficacemente un significativo lavoro di coordinamento, promozione e indirizzo della ricerca pubblica, attraverso l'articolazione della domanda, per meglio indirizzare i bisogni dei diversi territori, la definizione degli obiettivi e delle azioni prioritarie di ricerca e sperimentazione.

In this operational group, the advisor was the project manager. He was also the innovation broker, his presence through the project granted alignment with the initial proposal while undertaking the adjustments needed.
The operational group had a diverse composition: farmers, researchers, tech companies, advisor. In such complex structures is key to balance the different interests and perspectives. The advisor:
As an independent figure was an unbiased and reliable partner looking on everybody bests interests and mediated among conflicts and/or lack of trust among partners. For example, farmers were skeptical about the technology as they thought it was something to be sold to take advantage of them. With advisor intervention, farmers realized that technology was a useful tool.
Elicited effectively communication and understanding among partners. For example, the drone company spoke “telecommunication engineering” and citrus producers spoke “farmer”, the advisor “translated” them enabling fluid conversations.
Had technical knowledge and first-hand experience, so partners could relate to and identify with him. For example, the advisor is also a citrus farmer, so he is aware of the reality and potential problems. 
Unexpected challenges arose during the project. For example, COVID-2019 onset led to misconceptions (some partners thought the funding body would put the project on hold and that the milestones would be delayed), it also imposed limitations on face-to-face interactions and work…The advisor kept partners motivated and ensured compliance to tasks and milestones.
The ultimate success of the support provided is that the relationship built among GO CITRICS partners keeps them engaged to work together in future projects.

The proper writing of a proposal and identification of the best fitting funding schemes is an enabling condition for a sound project implementation and effectiveness. This implies the need of mediating the possible different views of the partners on the project and translating them into the proposal, as well as maintaining a dialogue between the writer and the farmers/other. Besides, crossing across different sources of funding, application arrangements and deadlines requires certain skills and ability. The advisors must be familiar with "several languages'': farmers, academic and project writers. Often it is difficult to transfer the knowledge/information between partners with different educational levels and experience for this reason a skilled person should be involved for the definition of the full proposal. By involving a writer to prepare the project proposal, the partnership could rely on the professional knowledge of the substantial, administrative and procedural requirements to apply the specific scheme. This could help them to navigate across the different opportunities for funding and properly complete the application in a timely manner. The writer should have the ability to listen to the emerging needs and expectations of farmers, advisors, and other partners, and to build- up a strong case around their ideas but also providing their own ideas, to design the sounding intervention logic of the project. Writing project proposals and access to funding is profession that requires special qualified and methodological knowledge, and having good proposal writing skills contributing to a well-designed and documented intervention logic of the project helps the implementation of the innovation process and expected results.

Within the AGROSYL operational group, headed by the Chamber of Agriculture, farmers were involved in the search for solutions, through scientific protocols and analyses, to integrate trees in livestock farming, and support feed autonomy and animal welfare, while improving the climate resilience.

The initial idea started from the ground, but the concept and the methodology were set up by research institutes, following a top- down approach. This gave rise to a lot of discussion among the partners, especially on the research protocols. Initially, the work on different tasks was very compartmentalised without exchange between the partners. There was misunderstanding among farmers and researchers. The biggest difficulty occurred when a breeder who was not equipped to follow the scientific indications (use the mechanisation for harvesting the mulberry production) changed the protocol to make it more feasible in the field. Researchers did not understand his initiative and this created a chill. The Chamber of Agriculture assumed the role of mediator, trying to make the researchers understand that the laboratory aspect does not fit the reality on the field. In 2019 an advisor/facilitator turned the approach to the project from top-down to bottom-up, introducing brief but frequent meetings, creating WhatsApp groups on different topics, inviting partners to do sessions and assist in experimentations in the field. In this way, the vision of each party changed and communication became more fluid and concrete. In the meantime, the initiative taken by the farmer not to follow the protocol and let the animals graze in mulberry plots proved to be very conclusive, determining the success of the project, whose results were widely recognised, also abroad.

Secondo la legislazione italiana, i professionisti che vogliono esercitare la libera professione devono essere iscritti ad un ordine professionale, a condizione che superino un esame nazionale che permetta loro di essere nominati agronomi dei forestali. Di solito queste associazioni sono organizzate a livello regionale o subregionale. Il CONAF le riunisce tutte e, secondo la legislazione nazionale, è il loro organo di autogoverno. Il suo mandato principale è quello di rappresentare gli interessi generali dei suoi associati. In un quadro così ampio porta avanti qualsiasi iniziativa che, coerentemente con i suoi obiettivi statutari, promuova lo sviluppo della professione. Ad esempio promuove la formazione dei propri associati e svolge studi, indagini e ricerche, anche in collaborazione con altre istituzioni pubbliche o private, che possano ulteriormente sostenere lo sviluppo professionale. Può prendere qualsiasi iniziativa, anche giudiziaria, per la tutela del titolo e delle prerogative della professione.
Spetta al Consiglio Nazionale definire le linee guida e i criteri per le attività delle associazioni regionali o subregionali, così come l'obiettivo da perseguire da parte dei dipartimenti che costituiscono la sua struttura organizzativa. Questi dipartimenti sono le unità organizzative del Consiglio Nazionale, sono coordinati da un Consigliere Nazionale ed elaborano la proposta di qualsiasi documento che riguarda l'attività del Consiglio. Ci sono 12 dipartimenti, ognuno dedicato ad un settore professionale. Il Consiglio Nazionale promuove, realizza e gestisce, direttamente o attraverso la collaborazione con altri soggetti pubblici o privati, servizi e attività di interesse proprio o di altri ordini professionali.

In Europe, ca 40.000 independent advisors play a major role in farmers decisions.  In i2connect, a start was made to make a search engine for , based on advisors' competencies. 
Although it was expected that advisors were happy to reach clients with such a database, the registration was below expectation, they perceive too much effort and too little effect. As solution to that, the Dutch database of the association of independent advsiors (VAB) is uploaded and later updated to the i2connect dbase: no effort for the advisor! The effect of double presentation (in NL and EU) was appreciated by the advisors; and it opens more possibilities, f.i. linking this dbase to more projects that support advisors. So a new approach with less/no effort and more effect. From june 2023, this approach is open for all EU organisations with independent advisors. Not only farmers, but also other stakeholders can use this tool to expore new ways of networking, in addtion to personal contacts.

Il Lithuanian Agricultural Advisory Service (LAAS) è l'iniziatore di un progetto volto a promuovere e dimostrare le tecnologie di precisione che potrebbero essere utilizzate nelle aziende agricole. Il progetto mira a dare agli agricoltori la possibilità di accedere a maggiori informazioni, di interagire con alcune tecnologie e infine di vederle in azione in aziende agricole dimostrative. 
Poiché LAAS è un'organizzazione di consulenza, per portare avanti il progetto è stato costituito un team di ricercatori, aziende agricole sperimentali e specialisti, ognuno dei quali ha un ruolo ben preciso da svolgere. 
Un Centro di servizi e competenze per l'agricoltura di precisione supporta gli agricoltori nell'apprendimento della tecnologia di precisione e fornisce informazioni chiave come l'analisi del suolo, la conta delle cellule somatiche, la salute degli animali, ecc. All'interno del centro è presente un laboratorio che viene utilizzato dagli agricoltori per effettuare i vari test. È stato costruito anche un padiglione didattico per la dimostrazione di tecnologie e macchinari agricoli innovativi. Qui gli agricoltori possono esercitarsi nell'uso delle attrezzature e, di conseguenza, familiarizzare con gli usi della tecnologia e con il modo in cui essi stessi possono utilizzarla. Nel padiglione possono anche esporre alcuni macchinari e tecnologie. Il padiglione è stato una risorsa fondamentale per tenere molte dimostrazioni in diversi periodi dell'anno, particolarmente utili durante i mesi invernali. Sono state costruite anche attrezzature mobili per l'apprendimento da utilizzare in diversi siti in occasione di vari tipi di eventi, sempre con l'obiettivo di far sperimentare agli agricoltori la tecnologia in prima persona.

Nella zona di Leitrim (Irlanda), un consulente ha lavorato con piccoli allevatori di bestiame, anziani e/o che lavorano fuori dall'azienda, aiutandoli a creare un gruppo di servizi di allevamento a contratto con lo scopo di aumentare il tasso di produzione e la redditività delle aziende. L'allevamento di giovenche a contratto consiste nell'allevare vacche per conto di un altro allevatore. Il consulente aiuta i membri del gruppo a prendere vitelli giovani da aziende lattiero-casearie più grandi e ad allevarli fino a un'età concordata, per poi riportarli all'azienda d'origine.
Il gruppo di allevatori a contratto di Sligo/Leitrim, nato nel 2015, ha stabilito collegamenti di benchmarking con il programma di redditività aziendale di Aurivo. Le giovenche allevate dai membri del gruppo superano di gran lunga le prestazioni delle giovenche allevate nelle aziende lattiero-casearie a livello nazionale. 
Il formato del gruppo di discussione consente agli allevatori di condividere esperienze e conoscenze; aiuta inoltre a creare fiducia per compiere il primo passo e poi sviluppare l'impresa.  Nello sviluppo della fiducia tra i membri del gruppo di discussione, il legame sociale (ad esempio, andare insieme al pub) sembra svolgere un ruolo importante.
Inoltre, la definizione di obiettivi di performance e la presentazione dei risultati delle aziende agricole sul raggiungimento degli obiettivi sembrano stimolare gli agricoltori a ottenere risultati migliori (non vuoi essere l'agricoltore che...).
Il consulente svolge il ruolo di attore libero, facilitando la rete. Lo ha fatto usando il suo istinto, superando diversi colli di bottiglia e facendo da mediatore tra gli agricoltori. 

Il gruppo operativo EIP-Agri "Citrus" (Spagna) mirava a sviluppare un'agricoltura di precisione per le colture di agrumi attraverso l'implementazione di una gestione efficiente dell'acqua e della fertilizzazione. Poiché il problema riguardava più attori, dagli agricoltori alla società in generale, la sfida è stata affrontata attraverso un approccio multiplo, considerando diversi strumenti tecnologici e coinvolgendo una grande diversità di attori: agricoltori, ricercatori, aziende tecnologiche, consulenti. Il gruppo si riuniva mensilmente ma, all'inizio, le persone erano molto riluttanti a partecipare a tali riunioni. Le conversazioni tra i partner erano difficili perché parlavano in lingue "diverse" e non capivano le esigenze l’un dell’altro. Ciascuno dei partner aveva un’idea diversa su come risolvere il problema. 

L'allineamento delle conoscenze è stata la chiave per far sì che tutti fossero desiderosi di lavorare insieme in questo progetto. Il consulente (e responsabile del progetto) ha svolto un ruolo cruciale nel favorire l'equilibrio fra interessi e prospettive diverse, fungendo da "interprete" e consentendo al gruppo di andare avanti. Il suo compito è stato quello di far nascere una conversazione, più che di arrivare alla soluzione tecnica. Alla fine, tutti sono stati coinvolti emotivamente nel progetto e hanno dichiarato che avrebbero lavorato insieme in modo sistemico. In un progetto complesso come questo, con partner con mentalità e prospettive diverse, è stato molto importante prendersi cura di tutti loro e ascoltare tutte le esigenze. 

Il successo complessivo del gruppo operativo EIP-Agri "Gate of innovation", guidato dal Lithuanian Agricultural Advisory Service (LAAS), può essere attribuito al lavoro di squadra delle persone chiave e alla leadership dell'Innovation Support Service. 
Il Servizio di supporto all'innovazione (ISS), che ha gestito e sviluppato il progetto, è composto da quattro persone - il capo dell'ISS, due esperti di gestione del progetto e un interprete -, ma quando necessario sono coinvolti anche altri esperti.
Il ruolo principale dell'ISS è:
- raccogliere e archiviare le informazioni;
- organizzare le varie attività;
- avviare la stesura di proposte e partecipare all'attuazione dei progetti;
- amministrare i progetti;
- trovare le risorse umane necessarie per l'attuazione dei progetti;
- coordinare la diffusione dei risultati dei progetti di innovazione realizzati;
- coordinare la collaborazione tra le istituzioni.
Il team dell'ISS è stato fondamentale nel sostenere tutti i diversi attori del progetto e nel garantire il raggiungimento di tutti gli obiettivi. Il progetto aveva molte organizzazioni con competenze diverse: alcuni partner avevano competenze in una determinata area, ad esempio la ricerca, ma poca esperienza nei metodi di divulgazione e viceversa. Poiché il progetto era focalizzato su azioni di formazione e trasferimento di conoscenze, questo avrebbe potuto rappresentare un ostacolo importante per il suo successo. Inoltre, molti dei partner non avevano mai lavorato insieme prima.
L'ISS è stato in grado di mantenere una chiara focalizzazione sui risultati necessari piuttosto che sui singoli compiti in cui ciascun attore era coinvolto.

Nell'ambito del progetto "Gate of innovation", il Lithuanian Agricultural Advisory Service (LAAS) ha utilizzato un'unità di formazione mobile che ha permesso ai formatori di recarsi fuori sede a varie mostre o esposizioni. L'unità può essere allestita per mostrare agli agricoltori le capacità di un'apparecchiatura per applicazioni di precisione, come deve essere impostata e, quindi, può simularne il funzionamento sul campo. L'unità è allestita in modo tale che i formatori possano tenere una presentazione in PowerPoint utilizzando lo schermo del computer di bordo, mentre dall'altro lato dell'unità possono effettuare la simulazione. 
Altre unità mobili sono state utilizzate come laboratorio e allestite per eseguire analisi direttamente in azienda. Se da un lato questa unità è un laboratorio funzionante, dall'altro è anche uno strumento di formazione molto utile per mostrare agli agricoltori l'utilità di analizzare il terreno, il foraggio, il sangue, l'acqua, il test di gravidanza, ecc. Queste informazioni possono poi essere utilizzate dall'agricoltore per prendere decisioni relative all'utilizzo di input per gli animali o le colture.
I laboratori mobili sono un importante strumento di consulenza del servizio di consulenza lituano. I laboratori mobili vengono noleggiati agli agricoltori o a gruppi di agricoltori per effettuare le analisi necessarie nelle loro aziende, ottenendo un rapido riscontro senza dover inviare i campioni a un laboratorio centrale. Secondo il LAAS, c'è una grande richiesta da parte degli agricoltori, in particolare degli allevatori, per l'utilizzo di questi laboratori.

La somministrazione controllata di insilati di mais nelle razioni di alimentazione dei bovini è un progetto pilota realizzato in Slovenia.
L'idea iniziale è di un agricoltore molto innovativo e proattivo, che ha cercato di trasferire il concetto di “precisione” all'alimentazione degli animali, progettando un dispositivo di alimentazione automatica in grado di regolare la razione in base alle esigenze di ciascun animale (a seconda della resa di mungitura, delle condizioni della vacca e della disponibilità di insilato di mais, ecc).
Di propria iniziativa, ha partecipato agli incontri di presentazione del PEI organizzati dal Ministero dell'Agricoltura, che gli hanno permesso di condividere la sua visione e cercare attivamente partner e sostegno. Durante questi incontri, un consulente della Camera dell'Agricoltura e delle Foreste della Slovenia è rimasto colpito e ispirato dalla sua idea e ha preso la guida del progetto di innovazione. Il consulente ha individuato i finanziamenti e i partner e ha sostenuto la pianificazione e la stesura della proposta di progetto. 
I principali obiettivi tecnici del progetto sono stati definiti dall'agricoltore che ha anche sviluppato e costruito il dispositivo con il supporto degli altri partner. Per l'agricoltore era molto importante che ci fosse qualcuno ad ascoltarlo e a sostenerlo. 
Il ruolo del consulente è stato fondamentale anche per gestire le scadenze e convincere l'agricoltore a smettere di disegnare e iniziare a realizzare la macchina per l'alimentazione.
Gli incontri EIP organizzati dal Ministero dell'Agricoltura sloveno e il supporto del consulente hanno dato la spinta che ha fatto passare l'idea dall'avvio allo sviluppo successivo, rendendo reale la soluzione tecnica.

Il progetto "Alimentazione controllata di insilati di mais nelle razioni alimentari dei bovini", finanziata nell'ambito della sottomisura 16.2 dell'EIP-AGRI, è stato guidato e coordinato da un consulente della Camera dell'Agricoltura e delle Foreste della Slovenia (CAFS). Il progetto è nato da un'idea di un agricoltore, ma il consulente ha dato la spinta che ha fatto progredire l'idea fino alla sua realizzazione, iniziando dalla costituzione del partenariato. 
Il consulente si è occupato dei finanziamenti e scritto la proposta (con la continua supervisione e messa a punto dei partner). Ha aiutato il gruppo a costruire una visione comune sugli obiettivi del progetto, a stabilire i principali obiettivi da raggiungere e a definire chiaramente i ruoli dei partner.
Egli ha svolto un ruolo fondamentale anche nell'incoraggiare e motivare i partner a rispettare gli obiettivi e le scadenze.
Il supporto offerto dal consulente ha richiesto un'ampia gamma di competenze diverse, da quelle tecniche (professionali, relative all'argomento) a quelle "amministrative" (scrittura della proposta, conoscenza dei fondi e della loro applicazione, stesura di relazioni...) e "sociali" (fiducia, risoluzione dei conflitti, capacità di facilitazione, collegamento con esperti, enti di finanziamento, pubblica amministrazione...). Si tratta di molti compiti/competenze per una sola persona. A questo proposito, l'appartenenza a un'organizzazione forte come il CAFS permette di avere il supporto di altri dipartimenti all'interno dell'istituzione in compiti di amministrazione o comunicazione, come è accaduto in questo progetto. Ciò consente di bilanciare meglio le competenze tecniche, la gestione del progetto e le competenze trasversali richieste.

As with all change management and strategic developments in the corporate world, effective communications both internally and externally in interactive innovation cases are vital and the good practice in interactive innovations projects is that this is planned and managed throughout the project. It is crucial to have a leader who can mobilize people, facilitate open discussion and ensure knowledge exchange among all involved parties. It enables the whole project community to move forward and ultimately achieve a greater impact as they share the same goal and are committed of using a variety of already well-established communication tools and channels. The risk of difficulties and conflicts arises when the involved actors do not share the same expectations and have insufficient or irregular communication. Different actors need to listen to each other, discuss their own ideas to find and agree on a common view and understanding. Framers make the difference since they have a real need to share ideas, experiment, communicate to find solutions. Researchers, advisors, and others have different interests when joining an innovation project. The main challenge still remains to find a common view/interest, redefine each actor's own expectations (less satisfying but can lead to something new). A clear benefit is that projects are more likely to overcome resistance when people share experiences they feel at the idea or solution came from themselves. There is nothing like a good debate among peers to help people change their minds. A good facilitator sets a higher standard of learning by listening, seeing, doing, and telling. Good communications also help actors to see their problems through others eyes which is part of the solution to most problems.

La Rete Rurale Nazionale (RRN) italiana è ben inserita all'interno degli AKIS in quanto svolge un ruolo chiave nei servizi di supporto all'innovazione dalla programmazione 2007-2013. Un gruppo di circa 30 esperti è organizzato per settori di competenza e base territoriale. Ciò consente di abbracciare diversi tipi di azioni per sostenere la progettazione e l'attuazione delle politiche, oltre a promuovere l'effettiva partecipazione della pluralità di attori degli AKIS a diversi livelli (nazionale, regionale e sub-regionale). La promozione dell'innovazione nell'agricoltura, nell'alimentazione, nella silvicoltura e nelle aree rurali è una delle quattro priorità della RRN ed è fortemente correlata all'attuazione del PEI-Agri, in particolare attraverso:
- la creazione di reti, l'articolazione della domanda e la facilitazione dei flussi di conoscenza e dello scambio tra i diversi AKIS nelle aree rurali e nei settori correlati.
- supporto metodologico e operativo e intermediazione istituzionale per la progettazione e l'attuazione delle politiche AKIS: formazione e informazione; cooperazione per l'innovazione e servizi di consulenza.
- informazione, comunicazione e divulgazione sulla ricerca e l'innovazione in agricoltura, compresi i GO.
- Fornitura di strumenti e materiali di consulenza e formazione.
- Ricerca, monitoraggio, statistiche e valutazione dell'attuazione delle politiche, degli approcci e dei casi di innovazione.
Per la PAC 2023-27, la RRN ha svolto un ruolo cruciale nel sostenere i decisori politici attraverso la promozione di una riflessione comune, mediando il dialogo, a livello nazionale e regionale, al fine di raggiungere una visione condivisa della strategia AKIS e delle logiche di intervento.

One of the i2connect practical cases is the InnoTour Bayern, which aims to bring more practice into applied research and to highlight innovation in rural Bavaria. Through the tour, science, practice, entrepreneurs, and advisors are brought together in different Stations of an innovation roadshow, focusing on different challenging topics in the rural area. The topics and concrete practical innovation cases were selected in a Bavarian-wide competition. The layout of the InnoTour Station Events is a Co-Creation approach, where researchers are connected with practitioners, advisors, and enterprises in a new interactive workshop format. Researchers are asked to not present research results but to contribute in the interactive workshop at eye-level with farmers, advisors, and representatives of society. The first InnoTour Station was dealing with Humus build-up in the soil. The Agricultural Administration with its State Research and Advisory Service has been accepted as a neutral player free from commercial interest. Unfortunately, the Covid pandemia led to a 1-year delay in starting the InnoTour. The Advisory Service played an important role in this project because they participated in the selection of the practice cases for the InnoTour in a competition and is involved in organising the individual Station events. Moreover, advisors and Farmers’ School teachers became crucial in spreading results from the InnoTour Events.

One of the practical cases on which i2connect project focused on is the operational group ‘Mobile Slaughter Unit’ (MSU). The aim of the project was to create a mobile slaughter unit to improve animal welfare and strengthen short supply chain, considering the problems related to find an (organic-certified) slaughterhouse at an accessible distance. In fact, smaller slaughterhouses have closed and larger slaughterhouses are often not equipped to slaughter a smaller number of animals. The long distances that have to be covered with the animals are a sticking point for many farmers and consumers. The final meat quality is also negatively affected by the animals’ stress associated with transport. The interactive innovation process allowed to found a solution for slaughtering small quantities of poultry on the farm. This makes it possible for small farmers to grow and commercialize a small number of poultry, special strains, or production methods that do not fit in industrial poultry production and processing. There is a small but clear market demand for this type of product and short food supply chains. Based on the above results a MSU for poultry may seem the most feasible, both financially, technically, and within the regulatory framework. Therefore a technical and business plan has been developed by an investor and operator to put a MSU for poultry into practice in 2022 in Flanders. Probably the most important success factor of the project was that partners worked together with several institutions, companies and people, all of them with their own expertise. The shared knowledge was vital to find solutions. On the other hand, the most difficult aspect has been meeting the legal requirements mostly focused on large-scale and non-mobile slaughterhouses.

One of the practical cases analyzed in i2connect project is the Round table for biodiversity in Landshut (Germany). The idea of a round table was initiated by the local field office of the Agricultural State Advisory Service (AELF Landshut), that play also the role of facilitator. The opportunity of the creation of such an initiative was given by the Agricultural Ministry that set “Biodiversity” as an advisory priority for 2019 and 2020. Considering this priority and the lack of debate and discussion between environmental activists and farmers, that tend to discuss the respective other parties instead of discussing with each other and working together to find solutions for the ongoing decline of biodiversity, it was set up the Round Table for biodiversity, as part of the local strategy of implementing the new advisory focus. In the meantime, the state-wide referendum “save the bees” dominated the debate. The advisors played a crucial role in establishing the trust among the usually opposing groups. The mission of the round table has been elaborated in a workshop and then, common activities have been developed and realized.
At the Round Table Biodiversity Landshut, for the first time, local environmental activists and farmers discuss together practical solutions for the decline of biodiversity and loss of species in the agricultural landscape, instead of blaming each other. The forum was initiated in 2019 and it is still “alive”, maybe because the actors valued the possibility to learn a lot from each other. The State Advisory Service is accepted as a competent and neutral partner from both sides – environmentalists and farmers.

The Schneiderbauer spice cinema is one of the selected i2connect practical cases. The innovative idea, maily supported by LEADER,  was to integrate a spice cinema into an old stable vault, allowing to have a multimedia experience that focuses on the craft.
The aim of the project is to show visitors the exciting path from cultivation to harvesting to processing of the spice plants. A film and a photo documentary have been made for this purpose. In addition, showcases, display objects, special lighting effects and seating offer visitors a special experience.
Because of the new construction and extension of the warehouse and the production building, the vault in the old stable building has become free. Due to the increasing number of visitors (pensioners’ groups, student groups, farmers’ associations, women’s groups, company groups, etc.), the idea arose to increase the offer accordingly and to use the space to set up a spice cinema. The conversion of the excursion room into a spice cinema enabled the farm offering to visitors a unique experience. In addition to presenting the company, the focus is on the spices produced and raising awareness of the importance of agricultural work and the Austrian economy. The cinema has already been visited by many people and there continues to be a good booking situation, although the Spice Cinema project has not yet been very intensively promoted to the public.
In the future, the spice cinema will be an experience for even more visitors, which will also be promoted through intensive marketing measures in newspapers, on the homepage, with tour operators, technical schools and on social media platforms.

The Haller Forest Nature Trail project is one of the practical case analyzed and selected in i2connect project. It is an example of multi-actor approach and co-creation process. The idea of a forest nature trail was initially built in 1992 through the initiative of the municipality of Adlwang, but after 23 years, a redesign process for the "Hallerwald" recreation area was initiated. Advisory services played a crucial role in exploring funding options, collaborating with stakeholders, and providing guidance throughout the project. Following discussions and brainstorming, the name "Hallerwald Erholung.Kraft.Weitblick" (Hallerwald Recreation.Strength.Vision) was chosen, and a search for a skilled planner was conducted. All landowners, neighbors, and project partners were invited to a presentation where ideas and suggestions were discussed and incorporated into the planning. Further preliminary planning and cost estimation took place over the summer of 2017. The project received funding approval, and construction proceeded in small-scale phases. Despite efforts, it became clear that completing the project by the end of 2019 was not realistic, but an extension was granted. As the popularity of visiting the Hallerwald grew, challenges emerged, such as the need for additional signage and facilities. The redesign focused on the concept of "forest bathing" to stimulate visitors' senses and strengthen their connection with nature. The project's success was driven by the increasing support and cooperation of the local community and various associations. 

At the end of April 2023, advisors from agriculture and forestry met for a i2connect Cross Visit in Bavaria. Using the example of the FInAL project "Promotion of Insects in Agricultural Landscapes", the participants carried out an innovation analysis. FInAL is a large nationwide project involving researchers of different scientific disciplines, farmers and other partners in three different regions in Germany. What is special about FInAL is that scientists and farmers develop the insect-promoting measures together in a co-design process and testing them in landscape labs. The video realized in i2connect project and available at https://www.youtube.com/watch?v=rcZz30Z3d8A presents the project and the most important results of the project analysis by the participants of the Cross Visit.

Il progetto For.Italy, sviluppato come azione del Programma Rete Rurale Nazionale, si basa sulla collaborazione tra le diverse Regioni italiane e rappresenta il primo e importante risultato della cooperazione interistituzionale attivata grazie al "Testo Unico sulle foreste e sulle filiere forestali" (D.Lgs. 34/2018).
Il progetto, che coinvolge 9 Regioni con capofila il Piemonte (Piemonte, Basilicata, Calabria, Liguria, Lombardia, Sardegna, Sicilia, Toscana e Veneto), ma è stato sviluppato con il contributo attivo di tutte le altre amministrazioni regionali che ne hanno condiviso le finalità, beneficeranno comunque dei suoi risultati, vuole proporre a livello nazionale i migliori e più efficaci strumenti e le migliori pratiche che hanno contribuito localmente alla definizione di una più efficiente e sostenibile organizzazione dei lavori forestali, con l'obiettivo di sostenere l'attuazione su tutto il territorio nazionale del Decreto Ministeriale sulla Formazione Forestale (D. D. 4472 del 29.04.2020) e promuovere la diffusa ed efficace attuazione delle misure cofinanziate con il fondo FEASR per il prossimo periodo di programmazione.
Nell'ambito del progetto, a partire dal 2021, saranno realizzati 6 cantieri dimostrativi e informativi sulla formazione forestale e 7 corsi di formazione per Istruttori forestali in abbattimento e preparazione (distribuiti uniformemente nel Nord, Centro, Sud Italia e Isole principali) con l'obiettivo di formare 90 nuovi istruttori forestali che potranno essere impiegati su tutto il territorio nazionale nella realizzazione di corsi di formazione in ambito forestale promossi a livello regionale.

Providing opportunities for social and informal interaction among partners is a good way to improve the performance of both advisors and farmers, reducing anxiety and fuelling the search for new and better idea. To reach this goal, advisors should create a safe, trustworthy environment to share in depth information and experiences (both successes and failures) and on farm practices. Key factors for a successful social interaction are i) the advisor’s sensitivity for group processes combined with general knowledge of the topic at hand, ii) knowing which people to invite and how they match within a group; iii) keeping the balance between the responsibility of the group members and the intervening as the advisor. There are challenges in making sure the information is relevant for every partner, and the timing of this information being shared. The correct time in which ‘new information’ is encountered, there is a certain level of symmetric information exchange between partners, creating an atmosphere of mutual respect. Farmers may also encounter challenges in discussing one's own experiences in a group scenario which can be helped where there is social dimension.

During the Italian i2connect training course, it has been presented and analyzed the advisory services roadmap, organized jointly by the farmer based organization "CIA" and the Council for Agricultural Research and Economics. The project main goal is developing innovations in the agri-food, forestry and environmental system, favouring aggregation within the agri-food supply chain on one hand and the interaction of young entrepreneurs with the world of research on the other. In particular, the initiative aims at boosting the direct involvement of farmers and their cooperatives and organizations in the design process of innovations, as well as supporting farmers in management and economic assessment of operational choices. The young farmers of the Association have the opportunity to discuss with CREA researchers, during the visits in the various centres and experimental farms, to learn first-hand about available innovations in the various agricultural sectors and, at the same time, to express their research needs.This road map allowed to 41,000 young farmers of Agia-Cia to information and training activities, to create partnerships and to be inspired by the research activities carried out in the 72 CREA centers, based in 19 Italian regions. There have been realized events in several Italian regions (such as Emilia Romagna, Marche, Sicily) to direct involved young farmers in this process.

Continuous Professional Development (CPD) is essential as basic training and learning is not sufficient to support a long-term career due to the frequency of change in both hard and soft skills. Advisors may not only need technological or practical skills (hard skills), but may need training in the area of soft skills such as facilitation practices, networking, problem solving etc. Advisors who are professionally and methodologically trained with the basic knowledge, skills and attitude may enhance relationship building and trust within his or her environment. Within peer reviews, advisors identified the lack of training or support resources available, and actively pursued their own self development through training and access to information. This knowledge and or methodological skills may build confidence of the advisor. Through upskilling, advisors were able to provide farmers with the technical information needed for the innovation project, as well as the soft skills needed to facilitate this which was hugely satisfying. When managing and disseminating interactive innovations, it may be important for advisors to be skilled and confident in facilitation techniques. This may be implemented through training workshops and courses, self-directed learning, institutional support materials, practice, networking and many other ways.

What does cross-visit mean exactly, and how does it differ from an exchange of experiences? Of course, participants in this case also share their experiences and engage in active discussions. However, the idea of a cross-visit is that during this experience, participants reinforce the knowledge they acquired during their training about interactive innovation methods. This means that while visiting various projects, participants put their heads together to think about interesting solutions to existing challenges within presented initiatives. The Latvian cross visit was hosted by LRATC, the biggest rural advisory organization in Latvia that provides support, guidance, and training to farmers, rural entrepreneurs, and other individuals involved in rural development. At the moment LRATC employs around 430 employees who work all across the country in 26 branch offices and in the central office in Ozolnieki. The Latvian cross visit was focus on the main agricultural crops grown in Latvia, that include grains such as wheat, barley, oats, and rye. Other important crops include potatoes, rapeseed, and various vegetables. Latvia is also known for its high-quality organic farming and the production of organic crops. Livestock farming is an essential component of Latvia’s agricultural sector. Dairy farming is particularly prominent, with Latvian dairy products being well-regarded. Other livestock raised in the country include pigs, poultry, sheep, and cattle. In addition, the Latvian government places importance on rural development, aiming to support sustainable agriculture, improve infrastructure, and promote innovation in the sector. Funding programs and subsidies are available to support farmers, enhance productivity, and protect the environment. 

Er is een veranderende structuur van de landbouwsector die ook nieuwe eisen stelt aan de ondernemersvaardigheden van landbouwers. Als gevolg daarvan veranderde de manier van denken over innovatie en kennisoverdracht, en dus ook de kijk op landbouwvoorlichting en -adviesdiensten. Het doel van dit document is om de 'innovatieadviseur' te identificeren en een overzicht van vereiste vaardigheden en competenties te bieden.
Een grondige literatuurstudie vormde het uitgangspunt, maar er werd ook een interviewgids voor semi-gestructureerde interviews opgesteld en naar de leden van het consortium gestuurd voor hun input en feedback. Interviews werden gehouden met zowel leden binnen het i2connect consortium, als met externe experts. 
Aangezien er een breed scala aan terminologie wordt gebruikt voor wat we in i2connect 'de innovatieadviseur' noemen, worden er verschillende visies op terminologie gepresenteerd. Er wordt een overzicht gegeven van de functies en bijdragen, alsook van de verschillende types en paradoxen in het functioneren van innovatie-intermediairs. De geïdentificeerde persoonlijke competenties van de innovatieadviseur zijn geanalyseerd en gesorteerd aan de hand van de structuur 'Kwalificaties van een adviseur' van Gerster-Bentaya et al. (2009).
Naast de competenties van innovatieadviseurs op persoonlijk niveau, werden ook verantwoordelijkheden en eisen voor het organisatieniveau geïdentificeerd. Drie verantwoordelijkheden kwamen naar voren (het creëren van een veilige ruimte, het creëren van een uitdagende ruimte en het stimuleren van leren en over grenzen kijken), waaronder verschillende vereisten werden geclusterd. 
Tot slot werden de implicaties voor de beleidsvorming beschreven.

Interactive innovation needs to be adapted to the context of each country. This is because each country has a different AKIS, institutions, extension services and culture. This is the general idea of Nevena Alexandrova Stepanova (from FAO) which shares her experience in a i2connect project video, that deals with strengthening agricultural extension services in Azerbaijan. The FAO team decided to start with a simple approach called commodity-based extension platforms. These platforms were based, for example, on tomatoes, sunflowers, or various fruits. Then they asked farmers about their problems. They focused on a specific problem that the group had to solve together with a facilitator. The facilitator was not an official advisor, but an experienced farmer who had sufficient knowledge, was well connected and was accepted by the group. As part of the project, the farmers received training as facilitators. After solving one problem, the groups turned to a new problem to solve.  The lessons from the interactive innovation cases in Azerbaijan were: the need to consider the context, to start small and simple, to cultivate the spirit of collaboration, to slowly increase the capacity of farmers and extension workers, and to focus especially on training facilitators. It was also important to act at the policy level to institutionalize the interactive innovation methods used.  
The participating farmers were able to significantly increase their income and enjoyed participating in the platforms and creating something together. Interactive innovation groups were set up in pilot regions to improve access to services and enable rapid implementation.

RAMONES-PL (Rural Advisory Monitoring and Evaluation System linked to Precision Learning) is an ERASMUS+ project that aims to strengthen rural advisory services based on management, monitoring and evaluation methods and tool designed to support performance assessment and precision learning until the definition of total quality certification scheme. The project is characterized by an overall end-user driven and transdisciplinary approach reflected by a partnership mostly composed by advisory organizations and using cross-fertilization of tacit and codified knowledge to design robust and evidence-based assessment methodologies on advisors’ performances and competences. 
The project is on-going and it already delivered some useful and ready-to-be-put-in-use tools for advisors: 
•    a Rural Advisory Services dictionary of competences: a tool that covers competences needed to perform specific tasks and CAP topics, based on capacities that are common to an organization and the related indicators to monitor such competences;
•    an e-Learning Platform containing a series of e-learning packages tailored to the need of field advisors, according to the preliminary data collection steps of the project, such as the identification of the most frequent activities, the dictionary of competence, and the questionnaire to access importance and proficiency level of advisors regarding certain service areas;
•    a tracking and monitoring platform of advisory activities, a tool to timely keep log, monitor and assess performances of advisors based on robust scientific quality standards. It enables clients feedback, work-based learning and knowledge-based development of precision e-learning programmes.

The Innovation Support Team consists of four experts with complementary knowledge in Green Industries. Expertise in horticulture, plant cultivation, animal production, technology, and energy. When the EIP-Agri support was new, the Team played a more active role by meeting potential innovators and providing information about the support and the application process. This included marketing, particularly the support at various events, agricultural meetings, and fairs.

The current priority is to provide skills and knowledge to support actors in their application process and the development of their idea from the ground. The Innovation Team assists applicants in finding available research results, knowledge, and experiences concerning the innovative idea. The Team promotes knowledge exchange, creates synergies, and facilitates collaboration by suggesting potential partners and innovators. Among other things, connecting actors by supporting the universities in getting in touch with practitioners, and practitioners finding economic and technical collaborators for executing their innovative idea. The Team handles all received material and information about innovative ideas with confidentiality.

The Team supports applicants by answering incoming questions, providing information about the selection criteria, and what application requirements to meet. Finally, it assists applicants in formulating the application, but not in writing it (as a matter of fairness). The Team guides the application process, thus ensuring the project plan's credibility, and guaranteeing a competent group qualified to administrate, execute, and finance the project plan.

SUAS is one of the 12 successful groups chosen from across Ireland under the new EIP initiative. The key objective of the five- year pilot is to develop practical and innovative solutions that will address the complex agricultural, environmental and socio- economic challenges associated with the land management of commonages and hill farms in the Wicklow/Dublin upland. The enclosed land in the Wicklow Dublin uplands is of high value for biodiversity and is of European conservation importance for habitats and birds.
 

The SUAS project is based around the idea of commonage management groups, which can be effective to deliver best practice management, a sustainable stocking rate and appropriate timing of grazing using proper breeds are needed to deliver best practice management of the uplands. To achieve this, ongoing knowledge exchange between advisors and farmers is needed for successful upland management. The main principles and ideas of the project are integrated into two SUAS Actions. 1) The establishment of Commonage Groups (CGs), with their own constitutions, which will take responsibility for the development, implementation and delivery of their own Commonage Management Plans (CMP); Development of CMPs, with the integration of environmental (biodiversity and water) and farming activities into a single document/guide. 2) The implementation, monitoring, updating and reporting of the CMP and Farm Management Plans, including the review of annual biodiversity performance data, the review of annual farm performance data and the review of water quality programme. The use of an auction-based payment scheme to incentivise the CGs to develop their own solutions to problems they identify on their commonage.