Present refrigeration and cold transport technologies typically use either diesel fuel (expensive and a source of pollution) and/or electric power (often not available in rural areas). Promoting the expansion of existing technologies for cold-chain development will have the side effects of increasing pollution, greenhouse gas production and associated climate change. Clean cold-chain development is an environmentally sustainable way to achieve essential cooling and reduction in the post-harvest losses.
CABI’s Plantwise programme runs local plant clinics in 24 countries across Africa, Asia and Latin America where trained ‘plant doctors’ provide on-the-spot diagnosis and advice for farmers who bring samples to the clinics. A database that records each consultation and shares knowledge across clinics and countries continually builds the ability of the programme to respond to farmers’ needs. The programme embodies key principles of an innovation systems approach.
This study examines the influence of farmers’ social capital on their decisions to deal with climate change and climate variability in Burkina Faso. The study is based on a household survey conducted among 450 households, randomly selected from three communities in Burkina Faso.
The creation of commercialization opportunities for smallholder farmers has taken primacy on the development agenda of many developing countries. Invariably, most of the smallholders are less productive than commercial farmers and continue to lag in commercialization. Apart from the various multifaceted challenges which smallholder farmers face, limited access to extension services stands as the underlying constraint to their sustainability.
Conventional approaches to agricultural extension based on top–down technology transfer and information dissemination models are inadequate to help smallholder farmers tackle increasingly complex agroclimatic adversities. Innovative service delivery alternatives, such as field schools, exist but are mostly implemented in isolationistic silos with little effort to integrate them for cost reduction and greater technical effectiveness.
Providing economic opportunities for youth in agriculture is essential to securing the future of agriculture in Africa, addressing poverty, unemployment, and inequality. However, barriers limit youth participation in agriculture and the broader food system. This scoping review aimed to investigate the opportunities and challenges for youth in participating in agriculture and the food system in Africa. This review conducted a scoping review using the PRISMA guideline. Published studies were retrieved from online databases (Web of Science, Cab Direct, and Science Direct) for 2009 to 2019.
The Guidance Note on Operationalization provides a brief recap of the conceptual underpinnings and principles of the TAP Common Framework as well as a more detailed guide to operationalization of the proposed dual pathways approach. It offers also a strategy for monitoring and evaluation as well as a toolbox of select tools that may be useful at the different stages of the CD for AIS cycle.
The Conceptual Background provides an in-depth analysis of the conceptual underpinnings and principles of the TAP Common Framework. It is also available in French and Spanish.
African agriculture is currently at a crossroads, at which persistent food shortages are compounded by threats from climate change. But, as this book argues, Africa can feed itself in a generation and help contribute to global food security. To achieve this Africa has to define agriculture as a force in economic growth by: advancing scientific and technological research; investing in infrastructure; fostering higher technical training; and creating regional markets.
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.