This Training of Trainers Manual is designed to help build the capacity of trainers in flash flood risk management, who can then disseminate the knowledge to a larger number of practitioners. The manual presents an eight-day course including a three-day field trip. Detailed lesson plans for 21 sessions are followed by resource materials that will enable the trainers to replicate the course in their own work areas.
This report provides a synthesis of all findings and information generated through a “stocktaking” process that involved a desk study of Prolinnova documents and evaluation reports, a questionnaire to 40 staff members of international organizations in agricultural research and development (ARD), self-assessment by the Country Platforms (CPs) and backstopping visits to five CPs. In 2014, the Prolinnova network saw a need to re-strategise in a changing context, and started this process by reviewing the activities it had undertaken and assessing its own functioning.
The IFAD Innovation Strategy does not set new objectives for staff, but rather defines what is needed to create an innovation-friendly environment and to support staff in achieving the expected results.To strengthen its innovative capabilities and become a better catalyst of pro-poor innovation, IFAD will focus on four clusters of activities: (i) Building capabilities and understanding of challenges requiring innovation; (ii) Nurturing partnerships and facilitating an innovation network; (iii) Embedding rigorous innovation processes and the related risk management into IFAD’s core business
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) Tools and (iv) Organisational Format.
This paper briefly reviews three conceptual frameworks: namely, the national agricultural research system (NARS), the agricultural knowledge and information system (AKIS) and the agricultural innovation system (AIS) concepts. Next, the paper reviews the definition of ‘innovation’ and proposes that agricultural innovation can occur at four different but interlinked domains.
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.
This paper reflects on the experience of the Research Into Use (RIU) projects in Asia. It reconfirms much of what has been known for many years about the way innovation takes place and finds that many of the shortcomings of RIU in Asia were precisely because lessons from previous research on agricultural innovation were “not put into use” in the programme’s implementation. However, the experience provides three important lessons for donors and governments to make use of agricultural research: (i) Promoting research into use requires enabling innovation.
Over the last 10 years much has been written about the role of the private sector as part of a more widely-conceived notion of agricultural sector capacity for innovation and development. This paper discusses the emergence of a new class of private enterprise in East Africa that would seem to have an important role in efforts to tackle poverty reduction and food security. These organisations appear to occupy a niche that sits between mainstream for-profit enterprises and the developmental activities of government programmes, NGOs and development projects.
RIU is a research and development programme designed to put agricultural research into use for developmental purposes and to conduct research on how to do this. The programme is funded by the UK’s Department for International Development (DFID). It follows earlier investments by DFID in agricultural and natural resources research, supported through its renewable natural resources research strategy (RRNRRS). While this strategy delivered high-quality research, the uptake of this research and its impact on social and economic progress was modest.
This guide is intended to assist facilitators in conducting a workshop with Extension and Advisory Service (EAS) providers for assessing their capacity needs. This guide has been compiled by the Centre for Research on Innovation and Science Policy (CRISP) for AESA with the assistance of a research grant from the Global Forum for Rural Advisory Services (GFRAS).