This paper has been prepared under the guidelines provided by the TAP Secretariat at the FAO, as a contribution to the G20 initiative TAP, which includes near 40 partners and is facilitated by FAO. Its purpose is to provide a Regional synthesis report on capacity needs assessment for agricultural innovation, with capacity gaps identified and analyzed, including recommendations to strengthen agricultural innovation systems (AIS) and draft policy recommendations to address the capacity gaps. 

The purpose of this report is to provide some of the groundwork in answering the question of how the CGIAR system and other public agricultural research organisations should adapt and respond to an era of transformation framed by the SDGs. It does this by exploring the way in which this transformation agenda reframes agricultural research and innovation.

It has long been recognized that investment is needed to build capacity in Science Technology and Innovation (STI) particularly in low and medium income (LMI) countries. Yet there is little understanding as to how to do this.

The Applied Research and Innovation Systems in Agriculture project (ARISA) started in December 2014 with the aim of increasing net farm income for 10,000 smallholder farming households in eastern Indonesia. The project was designed to address a key challenge in agricultural research for development: how to ensure that proven research outputs1 are available and accessible for use in farming communities.

This brief discusses the emergence of Asia as a hotpot of innovation and the implications for Australia's own innovation capacity

This paper reflects on the experiences of the Applied Research and Innovation Systems in Agriculture (ARISA) project to caralyse agricultural innovation by bringing RIs and private sector (PS) actors together in partnerships. Facilitating partnerships to caralyse innovation requires capacity building of individuals as well as institutional change. This paper examines the approaches to parnering for innovation, successes, challenges and lessons learned

This paper aims to map the experience of the RIU Asia projects and draw out the main innovation management tactics being observed while laying the groundwork for further research on this topic. It provides a framework to help analyse the sorts of innovation management tasks that are becoming important. This framework distinguishes four elements of innovation management: (i) Functions (ii) Actions (iii) Toolsand (iv) Organisational Format.

The study explored the nature of innovation response capacity and the building of policy-relevant innovation capacity in the context of livestock-related emergencies in East Africa.