2018 Annual Report

Pages: 66

Doc type: PDF

Size: 4.3MB

TAAT in 2018: Preparing For African Agricultural Transformation

Origin and Foundation of TAAT

Vision of success

TAAT Program Implementation Structure

TAAT Program startup and coordination of Program activities

The Concept of Technology Toolkit and its role in Scaling Up

Partnerships for Technology Delivery

Monitoring, Evaluation and Learning Framework

Technology deployment in 2018

Activities of TAAT Technology Delivery Compacts

Enabler Compacts as a Unique Feature of TAAT

Communicating technology delivery

Conclusion and Plans for 2019

TAAT Financials for 2018

Who’s Who in TAAT in 2018

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TAAT Updates 2018 Issue 001

Pages: 60

Doc type: PDF

Size: 5.3MB

TAAT celebrates 143 Interventions in 132 Sites across Africa

  • TAAT Approach to Combating Fall Armyworm Offers Hope to Millions of Smallholder Farmers in sub-Saharan Africa
  • TAAT’s Business Platform approach boosts access to High Iron Beans in Zimbabwe
  • How TAAT’s deployment of feed resources is meeting Ethiopia’s livestock needs
  • TAAT records increased food production and income through maize technologies
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TAAT Clearinghouse Establishment and First Year Operations

Pages: 22

Doc type: PDF

Size: 3.03MB

A grant from the Bill and Melinda Gates Foundation (the Foundation) led to the rapid establishment and the effective operations of the Technologies for African Agricultural Transformation (TAAT) Clearinghouse Office in Cotonou, Benin during 2018. TAAT is a flagship program within the African Development Bank (AfDB) Feed Africa Strategy aimed at modernizing African agriculture through the advancement of agricultural technology in a way that improves the business of agriculture across Africa.

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Analyzing the Enabling Environment to Enhance the Scaling of Irrigation and Water Management Technologies: A Tool for Implementers

Pages: 22

Doc type: PDF

Size: 3.18MB

Agricultural innovation scaling approaches tend to be empirical but do not sufficiently take into account the complex realities of ‘softer elements’ such as people, supply chains, markets, financing mechanisms, policies and regulations, professional knowledge, power relations, incentives and history. As a consequence, scaling initiatives often do not produce the desired impacts and, in some instances, may even produce undesirable impacts.

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