ATA 10-Year Strategy
Transcript of ATA 10-Year Strategy
2
Contents
• ATA’s Operating Model
• Performance Overview
• ATA’s 10-Year Strategy
– Alignment with the MoA’s 10-Year Strategy
– ATA’s 10-Year Strategy
– 2013 Priorities
– Organizational KPIs
– Organizational Structure
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The 10-Year Strategy is a cumulation of months of work where we have received and integrated regular stakeholder input
Wor
k co
mpl
eted
Subm
itted
to
MoA
for
Inpu
ts
ATA’s Operating Model
|Nov 19|• ATA’s operating
model for next 10-Years and achievements
Non-Exhaustive
Strategic Programs
|Dec- Jan 20|• ATA’s historic
contribution• ATA’s future
focus
Concept Notes|Jan – Feb 20|• Concept
notes for geographic programs and projects
Draft Strategy |Mar – Apr 20|• Full Strategy
document with all key components
New Programs|Apr|
• Livestock cluster study completed
• Visited Somali, engaged Harari & Afar
SWOT Analysis
|Feb – Mar 20|
• SWOT Analysis & Learnings
Inte
rnal
and
St
akeh
olde
r Inp
uts
Stakeholders: Operating Model
|Early 19|• Stakeholder
survey and interviews on ATA’s operating model
ATA Leadership: Operating Model
|Dec 19|• Review of ATA’s
mandate areas• Proposed
delivery model by mandate area
ATA Leadership:Strategic Programs
|Jan 20|• Overview of System
Integration model• Discussion on ATA’s
organizational capabilities• Review of long-list of
possible focus areas for ATA
ATA Leadership:SWOT Analysis
|Feb 20|• Review of ATA’s
Strengths, Weaknesses, Opportunities & Threats
ATA Leadership:Draft Strategy
|June 20|• Full Strategy document
with all key components
ATA’s Operating Model
presented Dec 19
Strategic Programs
submitted Jan 20
Concept Notessubmitted Feb 20
Livestock Program
submitted May 20
Draft StrategyPresented June 20
Geographic Program
Letter sent from MoA to Somali
& Afar in Apr 20
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ATA’s Operating Model ATA’s mandate areas and programmatic approaches to transformation are outlined in its Regulations (No.198/2010 and No.380/2016)
Source: Agricultural Transformation Council and Agency Establishment Council of Ministers Regulation No. 198 / 2010 and Agricultural Transformation Council and Agency Establishment Council of Ministers (Amended) Regulation No. 380 / 2016
Mandate Areas Programmatic Approaches to Transformation
Identify systemic constraints of agricultural development, through conducting studies,
and recommend solutions in order to ensure sustainability and structural transformation
Provide implementation support for recommended solutions from studies
Recommend and follow-up the implementation of recommended solutions
as projects
Conduct linkages & coordination among agricultural and related institutions and
projects in order to ensure the effectiveness of agricultural development activities
Systemic InterventionsSupport the identification and
implementation of interventions to address systemic bottlenecks through the Agricultural
Transformation Agenda
Geographic programsCoordinate agricultural and related projects
in specific geographies to catalyse agricultural transformation
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Studies
Performance Overview ATA has delivered more than 250 action-oriented strategic studies of which nearly 80% have been implemented or used for decision-making
• Established highly effective Analytics Unit at ATA HQ to conduct studies
1. Policy & regulatory enhancements e.g. Barley Sourcing Policy Analysis, Minimum Support Price Modeling & Monitoring
2. Sector and value chain strategies e.g. Seed Sector Strategy, National Agricultural Extension Strategy, Food & Beverage Strategy, Wheat Value Chain Strategy
3. Business casese.g. EABC Strategic Review, Unilever Investment Support
4. Project design and scale up e.g. Case studies for Livestock and Fisheries Development Project, Mechanization Service Centers Project Design
5. Organizational enhancement studiese.g. Organization Rightsizing, Leadership Program Development
SOURCE: ATA Studies Impact Analysis
• 250+ studies completed to date, with majority of these implemented or utilized by stakeholders for decision-making:
45%
33%
22%
Used for decision-making
2012-2020 G.C.
Other
Have been (or are being) implemented
100%
Highest implementation rates for Project design and scale-up (72%)
Organization enhancement (34%) and policy (23%) studies most often used
for decision-making
Includes studies which were previously put on hold or deprioritized such as Acid Soil Strategy, Feed Export
Ban Policy Analysis and Drought Insurance Policy
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Performance OverviewATA has implemented 48 innovative and large-scale strategic projects since inception
SOURCE: ATA Project Impact Analysis, ATA SMT Interviews
• Implemented 48 projects over the last 10 years• Achievements from ATA’s current projects include:
o Direct Seed Marketing: —~4 thousand jobs created—~4 Mn households accessing improved inputs—~3 thousand MSMEs and cooperatives supported—~321 thousand Qtls of seed supplied
o 8028 Farmer Hotline: —~5 Mn active registered users—~41 Mn total calls—~4.5 Mn text and IVR messages broadcast
o Input Voucher System: —~6 Mn farmers use vouchers—~15 K jobs created—~967 Mn ETB worth of inputs sold via vouchers—404 K transactions completed using the
eVoucher system
• 20 projects are completed so far
35%
50%
15%
ATA scale-up
100%
Handed over to partners(Scale-up potential)
Closed without further plan
Projects
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Performance OverviewATA has helped drive the outcomes of the Agricultural Transformation Agenda through the ATA-MoA Delivery Unit
The ATA-MoA Delivery Unit supports the implementation of the MoA-owned systemic interventions program, through the following functions:
Planning• DU introduced rigorous planning to MoA• DU assists MoA by identifying systemic
bottlenecks and proposed interventions
Tracking & Reporting• DU assists in preparing monthly, quarterly,
and annual reports to St. Ministers and Parliament
Technical Assistance• DU provides TAD and non-TAD technical
support to implementation owners
Strategic Analysis• DU conducts policy studies for output
markets, gathers data and does high level analysis
Implementation Support
DU has helped drive performance in the AgriculturalTransformation Agenda by 2-3x1 since inception
30%
52%
67%
2017/18 G.C.2016/17 G.C. 2018/19 G.C.
~2-3x
DU deployment% Sub-Deliverables On-Track
Overall TADs PerformanceNOTES: (1) Implementation owners have endorsed deliverable performance ratings, which are tracked by the ATA-MoA DUSOURCE: ATA-MoA Briefing Deck, Meeting with ATA-MoA DU, TADs Assessment Case, MoA DU, 2012 EC
10Source: (1) “IFC injects EUR 20 mln in Soufflet Ethiopia , 2019, The Reporter Ethiopia (2) “Boortmalt Takes Root in Debre Birhan”, 2017, Addis Fortune
Performance OverviewATA has conducted successful linkages & coordination such as attracting OCP Group and leading international malting companies to Ethiopia
• Strategic ACC platforms have been created and are operational, including the National Steering Committee, Regional Transformation Councils and Value Chain Alliances
• Stakeholders involved in the TADs and the ACC
o Semi-annual Regional Transformation Council meetings held in Oromia, Amhara, SNNP and Tigray
o >80 Value Chain Alliance meetings held at the Cluster level in the past year
• Other relevant projects and programs in the agricultural (and other) sector(s)
o 12 command-post meetings at MoA, mostly chaired by a Minister or State Minster
Bringing International Buyerso OCP Group
— 2.4 Bn USD investment to build a plant in Dire Dawa
— Produce 2.5 mn tonnes of fertiliser per year
— Second phase will see a further 1.3 Bn USD investment to increase capacity to 3.8 mntonnes per year by 2025
o Soufflet & Boortmalt— >100 Mn USD joint investment — Working with >60,000 SHFs— Total production of >200,000
tons of malt pa — Initial aim to fulfil local
demand then regional export
Cluster summary A
FPC clusters viewB
Currently linking ~4k FPC clusters to buyers
“Aiming to expand barley and malt production in Ethiopia, ATA had designed a business plan to encourage malting companies around the world to come to Ethiopia; and Soufflet was convinced to come and invest.”
The Reporter Ethiopia
FPC Marketing Platform
Strategic L&C Operational L&C
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Agricultural Transformation Agenda outcomes inc:o Ethiopian Soil Information System
– 748 woreda survey completed– Soil fertility status map and preliminary fertilizer
type recommendations developed– National soil archive constructed– National soil database created– Spurring nearly US$4bn investment in the fertilizer
industryo Cooperative Capacity Building & Seed Production
— Completed and handed-over 44 large warehouses— Created 14 seed producing cooperative unions and
196 primary cooperatives which have distributed 92.5k qtls of seed in 2019 (c.12% national supply)
o Mechanization– 1.4 Mn SHFs have access to mechanization
technologies – Agricultural machinery users increased from 3% to
10%
Systemic Intervention ProgramGTP II Agricultural Transformation Agenda Deliverables (TADs)
Performance OverviewThrough implementation of designated interventions and support of the DU, ATA contributed to 67% overall performance of the TADs in 2018/19
Pillar Annual progress
Agricultural Development Sector
Natural Resource and Food Security Sector
Agricultural Input and Output Marketing Sector
Ethiopian Institute of Agricultural Research
Federal Cooperative Agency
Livestock
Cross-Cutting Initiatives
91%
88%
87%
86%
84%
82%
75%
NOTES: (1) Implementation owners have endorsed deliverable performance ratings, which are tracked by the ATA-MoA DUSOURCE: ATA-MoA Briefing Deck, Meeting with ATA-MoA DU, TADs Assessment Case, MoA DU, 2012 EC
• TADs owned by MoA with projects contributing across the sector implemented by MoA and its affiliates including ATA, EIAR, FCA
• TADs performance in 2018/19 G.C.
12NOTE: (1) 2.7 million hectares of Wheat is farmed by FPC farmersSOURCE: ACC 18 Month Reporting; FPC PMO
Performance OverviewThe Crop ACC geographic program has driven >20% increase in productivity of all 4 selected crops in the pilot phase alone
ACC Progress, 2018 G.C.Difference in Productivity versus Non-ACC Woredas
2020 G.C. Progress FPC Progress, 2018 G.C.Difference in Productivity versus Non-FPC Woredas
+36%
+69%
+14%
+38%
39%
Maize
Wheat
Malt Barley
Teff
+54%
+72%
+14%
+54%Maize
Malt Barley
49%
Wheat1
Teff
>75,000 Farmer Production Clusters (FPCs) established including 1.7
million SHFs
1.6 million Qt (2.3bn ETB) of crops under contract
ACC Malt Barley Clusters substituted imports of barley and
fundamentally changed the industry structure
22.8 million quintals (worth 33.4 billion ETB) of marketable surplus
sold from ACC woredas
Geographic ProgramCrop ACC
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System integration for strategic programs
Strengths Weaknesses
Performance Overview ATA’s 10-Year Strategy draws on our identified strengths as well as open reflection of our weaknesses, which we will take action to address
Highly adaptive learning organization
Addresses systemic issues & intervenes at the SHF level
Demonstrated ability to deliver at scale
Ability to deliver innovative projects
Unique analytical and data capability
Limited platform for knowledge management and sharing
Insufficient engagement in critical areas (e.g. Livestock)
Limited coordination with other strategic programs
Limited capacity building for implementation partners
Inadequate focus on tracking
Inconsistent relationships with different stakeholder types
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Increased national and donor focus on Gender and Nutrition
Opportunities Threats
Performance Overview It also takes into account the opportunities and threats ATA may face over the next 10 years
Highly supportive political environment and leadership
Increased coordination with MoA and its affiliates
Strong national vision and strategy for agriculture
Agriculture continues to be the driver of economic development
Growing international investment in Agricultural Industrial Parks
Insufficient partner readiness for transformation
ATA’s mandate is not well understood by stakeholders
No approval of strategy, policies & procedures, and structure
High expectations given limited support and constraints on org. size
Frequent changes in strategic leadership (MoA, RBoAs)
Frequent changes in operational leadership (Woredas, Kebeles)
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The learnings gained from the SWOT analysis and other studies inform the key principles for ATA’s 10-Year Strategy going forward
Focus
Engagement in critical areas
System Integration
Alignment
• The ATA will focus on a limited number of strategic programs• The ATA will limit its project implementation to innovative and regional /
national scale-up projects, where it has unique ability
• The ATA will orient its activities to address the key levers for agricultural transformation, as outlined in the Homegrown Economic Reform Agenda
• The ATA will expand from its focus from on crop commodities in Amhara, Oromia, SNNP and Tigray to engage in the livestock sector and the emerging regions
• The ATA will continue its transition to a system integrator where it can support other partners to scale up innovative initiatives more efficiently
• The ATA will expand its engagement with private sector actors in order to attract increased investments into Ethiopia’s agricultural sector and support the effectiveness of these investments
• The ATA must deeply align its activities with the Ministry of Agriculture and engage Development Partners in order to ensure strategic coordination with other agricultural sector stakeholders
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ATA’s Operating Model
Performance Overview
10-Year Strategy
Alignment with the Ministry of Agriculture’s 10-Year Strategy
Overview of ATA’s 10-Year Strategy
Priorities for 2013 E.C.
Organizational KPIs
Organizational Structure
Contents
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10-Year Strategy – Alignment with the MoA 10-Year StrategyThe GoE has established a clear pathway for growth over the next 10 Years, which the ATA contributes to in its 10-Year Strategy
SOURCE: Homegrown Economic Reform Agenda
Macroeconomic reforms
Structural reforms
Sectoral reforms
Ease of doing business constraints
Address sector-specific institutional and market
failures
Jobs, inclusive growth, poverty
reduction, creating a
path to prosperity
Correct FX imbalancesControl inflation
Improve access to financeEnsure debt sustainability
Build confidence
Rebalance growth and enhance productivity
1. Enhance productivity of smallholder farmers and pastoralists through provision of modern inputs and services;
2. Develop a legal framework that will allow farmers to lease land use rights and become shareholders in large commercial farms;3. Modernize livestock production through improving veterinary infrastructure, research and innovation, and establishing linkages
with other industries;4. Establish effective linkage between agriculture producers and commodity markets as well as the commercial value chain;
5. Encourage private sector investment in agricultural R&D and exploring PPPs to expand medium and large-scale irrigation infrastructure;
6. Develop a legal framework for agriculture-specific financial services such as micro-lending, crop insurance, and forward contracts.
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Market-oriented Crop Production and Productivity
Market-oriented Livestock & Fisheries Production and
Productivity
Sustainable Natural Resource Development and Utilization
10-Year Strategy – Alignment with the MoA 10-Year StrategyThe ATA 10-Year Strategy builds on the 10-Year Plan for the Sector and the Minister’s 10 Thematic Areas
Min
ister
’s 10
The
mat
ic A
reas
Pilla
rs in
10-
Year
Se
ctor
Pla
n
1 2 3
Land
Technology & Input
Finance
Irrigation & Water Use
Output Marketing
Infrastructure
Enhanced Sector Contribution to BoP
Rural Entrepreneurship
Private Sector Participation
Implementation Capacity
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ATA’s Operating Model
Performance Overview
10-Year Strategy
Alignment with the Ministry of Agriculture’s 10-Year Strategy
Overview of ATA’s 10-Year Strategy
Priorities for 2013 E.C.
Organizational KPIs
Organizational Structure
Contents
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10-Year Strategy - Overview of ATA’s 10-Year StrategyThe ATA’s vision is for a transformed sector, supported by our mission of catalysing sustainable development
Vision
Mission
“Contribute to A Transformed* Agriculture by 2030”
“To catalyze sustainable development of agricultural value chains and markets, through promoting effective practices and approaches to address systemic
constraints, and coordinating execution and integration of high-impact interventions on the ground”
Note (*): Transformed agriculture is defined as: a market-oriented agriculture sector that uses natural resources sustainably, and generates improved production and productivity, and higher incomes for farmers and pastoralists
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10-Year Strategy - Overview of ATA’s 10-Year Strategy We have articulated both ATA’ sectoral objectives relating to contribution to the sector, and functional objectives supporting delivery
Functional Objectives
1. Efficient and effective program/project management
2. Effective implementation support
3. Robust linkages and coordination
4. Transformative analytical studies
5. Excellence in internal operations
6. Compliance with policies and procedures
2
Enable the organisation to effectively carry out its work to meet the sectoral goals
SectoralObjectives
1. Market-oriented Crop Production and Productivity
2. Market-oriented Livestock & Fisheries Production and Productivity
3. Sustainable Natural Resource Development and Utilization
4. Mainstreamed Crosscutting Initiatives (gender, climate, nutrition and jobs)
1
Areas ATA will be contributing to the sector as part of its mandate areas and work
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ATA is moving from a portfolio-based model… …To a more-focused program-based model
10-Year Strategy - Overview of ATA’s 10-Year StrategyTo ensure focus, the ATA is moving from a portfolio-based to a program-based model, where projects contribute to strategic program objectives
TADs strategic program Crop ACC geographic program
New geographic program New geographic program
Production & Productivity
Agribusiness & Markets
Strategic Objectives
Strategic Objectives Strategic Objectives
Strategic Objectives
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10-Year Strategy - Overview of ATA’s 10-Year StrategyThe ATA has the potential to implement 11 strategic programs and 120 system-oriented projects within these programs over the next 10 years
Systemic bottlenecks
Active geographic programs
Cumulative strategic programs
Active projects
Cumulative projects
Dec 2015 ECAfter 2.5 Years
July 2018 ECAfter 5 Years
July 2023 ECAfter 10 YearsJuly 2012 ECJuly 2008 EC
Systemic Interventions Program
Crop ACC + 2 geographic programs
(2 new)
3-4 geographic programs
(1-2 new)
5 geographic programs
(5 new)Crop ACC
4strategic programs
5-6strategic programs
10-11strategic programs
2 strategic programs
30 active projects (10 new)
30 active projects(25 new)
30 active projects(30 new)
29 active projects(24 new)
20 active projects
64 projects 90 projects 120 projects44 projects20 projects
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10-Year Strategy - Overview of ATA’s 10-Year StrategyThe 10-year strategy is dependent on moving to a ‘centers of excellence’ model of implementation, requiring less direct project implementation
ATA leads program coordination and implements all activities at
scale.
Implemented where there is noexternal stakeholder expertise or
capacity
ATA acts a system integrator, leading program coordination at
scale, sub-granting some activities and implementing other activities
where there is limited capacity.
Implemented where there is localised or highly specific
external stakeholder expertise or capacity
ATA leads program pilot in a limited geography or scope – a
‘centre of excellence’ – to demonstrate best practice
implementation to stakeholders who will roll-out program in
expanded geographies or scope.
Implemented where there ismoderate external stakeholder
expertise, capacity, or engagement
ATA pilots implementation in
centres of excellence
ATA implements where there is limited
external capacity
ATA leads program implementation
Future approachCurrent Crop ACC method
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To create space in ATA’s 30 project capacity…
3 Transitioning Projects in 2013 E.C.
…Projects must transition out to long-term owners
10-Year Strategy - Overview of ATA’s 10-Year StrategyThe ATA’s potential impact is dependent on being able to rapidly transition its projects to their long-term owners
1. Fertilizer Blending2. Ethiopian Agribusiness Accelerator
Platform 3. Agricultural Investment Mapping
TransitionedProjects
New Projects
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ATA’s Operating Model
Performance Overview
10-Year Strategy
Alignment with the Ministry of Agriculture’s 10-Year Strategy
Overview of ATA’s 10-Year Strategy
Priorities for 2013 E.C.
Organizational KPIs
Organizational Structure
Contents
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10-Year Strategy – Priorities for 2013 E.C To select its future focus areas, ATA used an MoA-approved prioritization framework
Focus areas were prioritized based on impact and ease of implementation…
1
Impa
ct
Ease of Implementation
High
Medium
Low
Low Medium High
Very High Priority
High Priority
Medium Priority
Low Priority
Very Low Priority
… and mapped in a 3x3 matrix to group by priority
2
Impact rating
Ease of implementation rating
• Impact is seen from two perspectives –
– SHF Impact, which includes productivity, inclusiveness, commercial orientation, and income level of SHFs
– Broader Impact on import substitution and export generation, value addition and processing, cross-cutting issues etc.
• Ease of implementation is seen from three perspectives –
— Feasibility
— Long-term sustainability
— Implementation timeline
Prioritization for valuesHigh 8 =< x =<10 Medium 4 =< x < 8Low 0 =< x < 4
Each of the sub-criteria is rated from 1-10
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10-Year Strategy – Priorities for 2013 E.CLeveraging this framework, 5 focus areas have been proposed for ATA over the next 10 years; ATA has prioritized new 2 focus areas
Future focus area Strategic goals
Livestock and crops in Somali, Afar, Harari, Benishangul-Gumuz, and Gambella
• Enhance production, productivity, and commercialization of prioritized high-potential crop and livestock commodities for SHFs and pastoralists in Somali, Afar, and Harari
• Enhance production, productivity, and commercialization of prioritized high-potential crop and livestock commodities for commercial farmers in Benishangul-Gumuz and Gambella
Livestock in high-potential areas in Oromia, Amhara, SNNP, and Tigray
• Enhance production, productivity, and commercialization of prioritized high-potential livestock commodities and apiculture in Oromia, Amhara, SNNP, and Tigray
• Enhance the production, productivity, and commercialization of the dairy, poultry, and fattening sub-sectors in urban and peri-urban areas in Oromia, Amhara, SNNP, and Tigray
Horticulture in ACC regions • Support production, productivity, and commercialization of horticulture in relevant agro-ecologies in Oromia, Amhara, SNNP, and Tigray
Horticulture in urban and peri-urban areas
• Enhance the production, productivity, and commercialization of selected horticultural commodities in urban and peri-urban areas
Livestock and crops in food insecure areas
• Increase the food security of historically food insecure areas in the lowlands in Somali and Afar by improving production and creating market linkages
• Increase the food security of historically food insecure areas in the highlands (e.g. Wag Himra) by improving production and creating market linkages
Focus areas in 2013 E.C.
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Illustrative Project(s):• Lowland Wheat Production
10-Year Strategy – Priorities for 2013 E.CIn 2013 E.C., ATA will begin to focus on additional value chains in Afar, Somali, Harari, Benishangul-Gumuz & Gambella
Focus Area: Crop and Livestock in ATA scale-up regions
Objectives:• Unlocking the agricultural potential across the scale-
up regions, increasing production and commercialisation of smallholder farmers and pastoralists, focusing on additional commodities across both crops and livestock.
Regions of focus: Afar, Somali, Harari, Benishangul-Gumuz & Gambella
Commodity groups: Livestock (live & processed meat, livestock products) and crops (cereals, horticulture and pulses)
Status as at 1 December 2013 E.C.:• Exploration identifying potential priority
commodities completed in Somali, Afar, Harari, Benishangul-Gumuz, and Gambella
• Awaiting validation from the Regions• Program design for Somali region complete • Program design to be completed in 2013 E.C.
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Illustrative Project(s):• Livestock Feed• Livestock Health and Genetic Improvement
10-Year Strategy – Priorities for 2013 E.CIn addition, ATA will focus on livestock commodities in Oromia, Amhara, SNNP, and Tigray
Focus Area: Livestock in Oromia, Amhara, SNNP, and Tigray
Objectives:• Increase commercialization of smallholders and
pastoralist livestock owners through a geographical clustering approach
• Focus on key value chain interventions to increase production volumes and farmer income
Regions of focus: Oromia, Amhara, SNNP, and Tigray
Commodity groups: Livestock (red meat, cattle, sheep, goat, dairy, apiculture, and poultry)
Status as at 1 December 2013 E.C.:• Prioritized commodities and products identified• Key areas of supply and regional routes-to-market
identified • Identification of specific clusters in each region
commenced• Program design started
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• Program type:Geographic Program• Commodities:
Crops
Crop ACC
10-Year Strategy – Priorities for 2013 E.CAs such, whilst sharpening its focus, ATA will progress to work on crop and livestock commodities across the country
Livestock ACCCrop and Livestock ACC in ATA scale-up regions
• Program type: Geographic Program• Commodities: Livestock
• Program type:Geographic Program• Commodities: Crops,
Livestock
• Program type: Systemic bottlenecks• Commodities:
Crops, Livestock
Agricultural Transformation Agenda (TADs)
32SOURCE: Homegrown Economic Reform Agenda
10-Year Strategy – Priorities for 2013 E.CThe ATA’s priority areas contribute strongly to the pillars of Agriculture Sector Reform in the Homegrown Economic Reform Agenda
Key Pillars of Agriculture Sector Reform in the Homegrown Economic Reform Agenda
Contribution of ATA’s 2013 Priority Areas to Pillars of Agriculture Sector Reform
Enhance productivity of smallholder farmers and pastoralists through provision of modern inputs and services
• ATA’s geographic programs focus across the value chain, with emphasis on increasing production and productivity
• Crop and Livestock in ATA scale-up regions will extend ATA’s focus from SHFs to include pastoralists
Develop a legal framework that will allow farmers to lease land use rights and become shareholders in large commercial farms
• ATA’s geographic programs focus on clustering SHFs on a trajectory in preparation for them to become shareholders in large commercial farms
Modernize livestock production through improving veterinary infrastructure, research and innovation, and establishing linkages with other industries
• Livestock in Oromia, Amhara, SNNP, and Tigray demonstrates ATA’s commitment to modernizing livestock production
Establish effective linkage between agriculture producers and commodity markets as well as the commercial value chain
• ATA’s geographic programs focus across the value chain with emphasis on commercialization of the value chains
Encourage private sector investment in agricultural R&D and exploring PPPs to expand medium and large-scale irrigation infrastructure
• As a system integrator to its geographic programs, ATA focuses on bringing together all types of stakeholders and has historically supported private sector involvement across the value chain
Develop a legal framework for agriculture-specific financial services such as micro-lending, crop insurance, and forward contracts
• ATA will continue to promote forward contracts within its geographic programs and ATA intends to pilot projects focusing on micro-lending and crop insurance within its future focus areas, the learnings from which can contribute to this legal framework
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ATA’s Operating Model
Performance Overview
10-Year Strategy
Alignment with the Ministry of Agriculture’s 10-Year Strategy
Overview of ATA’s 10-Year Strategy
Priorities for 2013 E.C.
Organizational KPIs
Organizational Structure
Contents
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Functional Objectives
1. Efficient and effective program/project management
2. Effective implementation support
3. Robust linkages and coordination
4. Transformative analytical studies
5. Excellence in internal operations
6. Compliance with policies and procedures
2
Enable the organisation to effectively carry out its work to meet the sectoral goals
Sectoral Objectives
1. Market-oriented Crop Production and Productivity
2. Market-oriented Livestock & Fisheries Production and Productivity
3. Sustainable Natural Resource Development and Utilization
4. Mainstreamed Crosscutting Initiatives (gender, climate, nutrition and jobs)
1
Areas ATA will be contributing to the sector through its strategic programs
Related to ATA mandate areas
Internally focused
10-Year Strategy – Organizational KPIs To ensure the effective operation of the ATA, we have articulated a clear set of organizational KPIs
35
10-Year Strategy – Organizational KPIs Increasing production and marketing are key components of ATA’s sectoral KPIs
Market-oriented Crop Production and Productivity
Increased area of cultivated land
Increased land under cultivation Increased crop productivity Reduced pre & post-harvest loss Increased marketable surplus and farmer margin
Improved adoption of agricultural inputs
Improved access to financial service
Improved adoption of pre- and post-harvest technologies
Increased use of mechanization technologies
Improved access to market outlets
Improved access to market information
• Increased small holder farmers/hectare access to environmentally friendly energy use efficient agricultural mechanization services
Increase area cultivated using irrigation
• Support extensification of existing production lands
Improved adoption of advisory services
• Support extensification of existing production lands through rehabilitation of acidic and alkaline lands
• Pilot crop production in newly identified areas (i.e. lowland)
Increased production Improved market
To be covered under SO 3
Improved value addition practices and value chain enhancement
Improved production practicesImproved capacity building for
market practices
• Marketing capacity and geo. coverage of 14 CBSPs improved
• Farmers trained on FBS concepts and practice
• High impact studies and analytical outputs generated
• Farmer production clusters established
• Introduced improved storage technologies to unions
• Link marketable surplus product with buyers valued ETB 38M
• Expand and operationalize the NMIS platform in additional pilot woredas
• Delivery of FPC Value Chain interventions support
• Project handed over to Region, Woreda and communities
Improved strategic services that effectively support program delivery e.g. Analytics, PPMO, DU, etc
• AOSS centres integrated into IVS• RuSACCOs piloted for
automation
Strategic objective (SO)
Immediate OutcomesIntermediate Outcomes
SO Components
• Outputs
Sectoral Objectives Functional Objectives
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10-Year Strategy – Organizational KPIs Improving breed, productivity, reducing loss, and improving markets are crucial to achieving livestock goals
Market-oriented Livestock & Fisheries Production & Productivity
Increased adoption of improved breed
Improved livestock breed Increased productivity Reduced pre & post-harvest loss Increased marketable surplus and farmer margin
Improved adoption of quality feed
Improved adoption of advisory services (animal husbandry)
Adoption of technologies that minimize post-harvest loss
Improved access to market information
Improved value addition practices and increased smallholder market
access
Improved animal health• Increased supply of genetic material e.g. semen and liquid nitrogen
• Increased reach of insemination services
Increased production Improved market
Improved access to financial services
Improved production practices
Improved adoption of quality control and inspection
• Increased supply of forage seed
• Increased vaccine production
• Farmers reached with extension services for animal husbandry
• IVS system expanded to livestock sector
• Production clustering approach used by farmers
• Farmers reached with extension services for post-harvest practices
• ICT-based livestock market information system established
• Increased processor sourcing from smallholder farmers by linking them with farmer cooperatives and commercial branches
• Support the establishment of livestock quality standard and quality control and inspection systems through studies
• Generate high impact studies and analytical outputs
Improved strategic services that effectively support program delivery e.g. Analytics, PPMO, DU, etc
Sectoral Objectives Functional Objectives
Strategic objective (SO)
Immediate OutcomesIntermediate Outcomes
SO Components
• Outputs
37
10-Year Strategy – Organizational KPIs Sustainable natural resource use is driven by improving sustainability of production and adoption of climate smart technologies
Sustainable Natural Resource Development and Utilization
Sustainable soil health and fertility improvement
Improved sustainable rural land management Sustainable use of small-scale irrigation
Increase share of land cultivated with irrigation schemes
Improved adoption of irrigation systems with improved water usage
Shallow ground water mapping (SGW) for sustainable use of household irrigation
• Up-to-date soil information generated to transform the fertilizer advisory service to farmers
• Strong and sustainable database infrastructure and soil information system
• National capacity in soil resources survey, processing, interpretation and mapping in the country built
• Support expansion of existing production lands
• SGW potential woredas for which atlases are developed, published and distributed
• Relevant regional staff and water usage groups participated in capacity building on new technology
• Generate high impact studies and analytical outputs
Improved strategic services that effectively support program delivery e.g. Analytics, PPMO, DU, etc
Sectoral Objectives Functional Objectives
Strategic objective (SO)
Immediate OutcomesIntermediate Outcomes
SO Components
• Outputs
Improved sustainability of production
• CCI activities/outputs planned during project formulation/improvement
• CCI plans effectively implemented and reported by projects
Improved adoption of climate smart technologies
Improved adoption of climate smart technologies
38
10-Year Strategy – Organizational KPIsInclusive growth is driven by improving women’s empowerment, increased employment, and improved nutrition
Inclusive Growth
Ensure quality and integrity of the technical and normative work of the Organization
• Promoting increased membership and enhanced decision-making roles for women in cooperative societies
• Increase access to credit with an emphasis on outreach to women on IVS and E-voucher system
Create job opportunities through fostering creativity and participation
• Direct and indirect new job opportunities created through adopting new technologies or farm practices
• Enabling environment created through supporting and operationalization of 88 Micro, Small and Medium Enterprises (MSMEs) creating at least 176 direct jobs
Improved women’s empowerment in agriculture
Increased employment
Improved nutrition and dietary diversity
• Support research centers in the development of appropriate, nutrition-sensitive technologies for ACC commodities
Improved nutrition
Sectoral Objectives Functional Objectives
Strategic objective (SO)
Immediate OutcomesIntermediate Outcomes
SO Components
• Outputs
Improved female income Created job opportunities through fostering creativity and participation
Improved adoption of nutrition sensitive agriculture
39
ATA’s Operating Model
Performance Overview
10-Year Strategy
Alignment with the Ministry of Agriculture’s 10-Year Strategy
Overview of ATA’s 10-Year Strategy
Priorities for 2013 E.C.
Organizational KPIs
Organizational Structure
Contents
40
10-Year Strategy – Organizational StructureATA’s organizational structure was guided by ATA’s 10-year strategy to ensure accountability of verticals and coordination across projects
Minimize frequent restructuring
New programs and/or projects should be added easily under existing verticals
Ensures coordination across projects
Program/project teams working on similar focus areas need to sit under the same vertical
Ensures clear accountabilities of each vertical and programs
Teams are clear on focus, reporting and contribution to their overall program and vertical
Alignment with ATA 10-year strategy
Aligns with the focus areas identified in the ATA 10-year strategy
Guiding principles
41
10-Year Strategy – Organizational StructureATA has a program-based matrix structure, which allows straightforward addition of new programs under the ACC Program vertical
CEO
ACC Emerging Regions
Deputy CEO, Operations
Operations(Financial)
Procurement
Finance
Subgrants
IT
Human Resources
Administration
Logistics
Operations(Non- financial)
Cross-Cutting Initiatives
ACC Livestock(Amhara, Oromia,
SNNPR, Tigray)
LFSDPSupport
Ethics
Legal
Audit, Compliance & Risk Management
Communications
Deputy CEO, Programs
Director, Inputs
Regional Executive Director, Oromia
Director, Production
Director, Market Linkages
Director, Operations
Regional Executive Director, Amhara
Regional Executive Director, SNNPR
Regional Executive Director, Tigray
ACC Crop(Amhara, Oromia,
SNNPR, Tigray)
Inputs segment
Production segment
Market Linkages segment
Systemic Interventions
Digital Agriculture projects
Rural Financial Services
Natural Resource Management
Additional Systemic Interventions
Transformation Agenda DU
Strategic Services
Analytics
Project & Portfolio Management
Planning, Monitoring,
Evaluation and Reporting
Partnerships and Resource
Mobilization
Led by Senior Directors
Led by Directors
42
10-Year Strategy – Organizational StructureAlongside this organizational restructure, the organization has recently been rigorously streamlined (does not include Operations Vertical)
27
143
2
45
89
27
105
7
42
80
Strategic ServicesSystemic Interventions
CEO Office ACC Crop ACC Livestock
Note• Headcount for CCI and Regional Executive Directors included in CEO Office• Seconded staff (in EIC Support and LFSDP) and MoA DU not included in overall headcount
UpdatedCurrent
Reduction of 45 FTEs (15%)
across all non-
Operations Verticals
# FTEs by Vertical1
NOTEL (1) Does not include Crop and Livestock ACC for the ATA Scale-Up Regions as no current ATA projects fall under this vertical; to be designed later