The Ethiopian Agricultural Transformation Agency

What it is, and what it does

October, 2017

Outline

Overview

o Description

o Rationale

o Model

Evolution

Organization

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Overview: ATA is a time-bound, government agency with a specific mandate

• ATA was established as an agency through public proclamation, on December 2010

• It was made accountable to an Agricultural Transformation Council chaired by the Prime Minister with the Minister of Agriculture as Deputy Chair and the CEO of ATA as secretary

• Members of the Council include the Minister of Finance, Presidents of Regional States, DG of the Ethiopian Agriculture Research Institute, etc.

Mandate

Establishment

• To catalyze transformation in Ethiopia’s smallholder agriculture (crop, NRM and livestock) from a low input-low output, subsistence oriented production system to a fast growing sector that is fully integrated into the national economy supporting the country’s aspirations to become a middle income country by 2025; while maintaining environmental sustainability and ensuring inclusiveness.

• To support key public sector actors to develop and implement innovative approaches to address systemic bottlenecks hindering real change in the agricultural sector

Timeline • 15 to 20 year phase out plan, with a three distinct phases

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Overview: ATA’s rationale

Why ATA

• Establishment of the ATA grew out of a concern that management of the agricultural sector was not based on strong evidence and analytics and that there was insufficient focus on change; and,

• A recognition that

o managing change is complex and requires dedicated attention as well as capacity for developing solutions on systemic bottlenecks and policy constraints in the sector

o there was limited capacity for both managing change and for effective coordination and implementation of a holistic set of interventions to transform the system and bring impact at scale

Following diagnostics by the Bill & Melida Gates Foundation, the ATA was established to address 2 high level problems identified as critical challenges in transforming Ethiopia’s ag. sector

1. Lack of capacity for developing solutions on systemic bottlenecks in the sector 2. Limited capacity to effectively coordinate and drive the implementation of a holistic set of

interventions to bring impact at scale

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Overview: ATA’s Model includes a 3 pronged approach to catalyzing transformation

Dev’t of a Transformation

Agenda

• Works with partners to define a set of priority interventions that can catalyze change—based on consultations as well as identification and analysis of key program areas (often develops a targeted strategy)

• Once a Transformation Agenda has been defined and agreed upon, MoANR, MoLF and MoT assume full ownership of its deliverables.

• The Transformation Agenda is imbedded within national strategies, particularly the Growth and Transformation Plan

Tracking and Reporting

• Responsible for tracking progress on the Transformation Agenda and has developed an online tool following a simple traffic light system to track performance against pre-identified milestones

• Pulls together quarterly reports for the Transformation Council and Parliament that include summary of progress and highlight achievements, challenges and issues that require high level decision

• Periodic assessments are undertaken against indicators and targets

Implementation Support

• Different kinds of support are provided to the implementation of the Transformation Agenda

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Overview: Implementation support is central to ATA’s Model and has various dimensions

Technical and analytical support

Real time problem solving to address issues identified during implementation of TADs as they arise

In depth analysis of complex issues as they pertain to the implementation of agreed upon interventions or for exploratory work to generate new ideas and innovations.

Engagement as a thought partner in consultations and policy dialogue as this relates to the Transformation agenda

Operational support and

execution

For some, strategically selected deliverables, ATA takes on implementation and would ‘own’ the deliverable

When requested, ATA also takes on some operational functions for deliverables owned by partners—this would consist of organizing, facilitating and contributing to workshops, field supervision, leading exposure visits, etc. Operational support has been discontinued

Capacity building Targeted capacity building through training and special assignments to the implementers of the transformation agenda deliverables

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Evolution: The creation of the ATA is the result of a process that lasted nearly two years

Jan ‘09 Sep ‘09 Aug ‘10 Oct ‘10 Dec ‘10 Aug ‘11

Late Prime Minster Meles meets with Melinda Gates

and requests a review of Ethiopia’s ag. extension

systems by BMGF

Seven diagnostic reports and an integrated report on a mechanism to implement

the recommendations submitted to Prime Minister

Council of Ministers pass federal regulation

establishing Agricultural Transformation Agency

Government decision to create an independent

organization modeled after Taiwan and Korean

“acceleration units” as recommended by the Gates

Foundation reports

1st Transformation Council (Board)

meeting held, inaugurating ATA’s

program operations

Request for a more holistic approach: based on review of diagnostic on extension, PM requests support for a more

comprehensive set of studies (seeds, soils, irrigation, rural

finance, and key VCs)

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Initial focus on accelerating production by smallholder farmers through the promotion

of improved technologies with a heavy emphasis on cereal production

While focus has remained on smallholder agriculture, the concept of agricultural

transformation increasingly emphasized commercial orientation as well as the

production of high value crops

Currently, ag. transformation is conceptualized more holistically, including

accelerated growth (cereals, HVCs, and livestock), commercialization and issues of

sustainability and inclusiveness

ATA’s approach has evolved particularly in two areas

1. Concept: understanding of what comprises agricultural transformation has been refined

2. Model: from focus on strategy development to implementation support and coordination to phase out

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Evolution: Once established, ATA’s approach has been flexible and pragmatic, its direction evolving over time

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ATA’s approach has evolved particularly in two areas

1. Concept: understanding of what comprises agricultural transformation has been refined

2. Model: from focus on strategy development to implementation support and coordination to phase out

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Evolution: Once established, ATA’s approach has been flexible and pragmatic, its direction evolving over time

Phase 1: Intensive strategy development and identification of high-impact

interventions, building partnerships with various public and private sector

organizations and capacity building support for the then MoA, implementation of stand-alone projects to test new ideas

Phase 2: Development of a comprehensive Transformation Agenda and focus on (a)

tracking of the Transformation Agenda, (b) technical/analytical and CB support for

implementation of TADs, (c) execution of key interventions within a coordinated

framework in geographies based on commodity commercialization clusters

Phase 3: Establishment of a delivery unit within MoANR and MoLF and knowledge

centers within ATA

Increase crop and livestock production and productivity

Enhance implementation capacity

Program Areas Pillars of the

Transformation Agenda

Crops

• Seed supply and distribution • Fertilizer supply & distribution

Livestock

• Livestock breed and genetic improvement

• Livestock marketing

• Livestock feed and feeding • Livestock health

Environmental sustainable and inclusive growth

• Irrigation and drainage • Watershed & agro forestry

development

• Soil health and fertility • Rural land use &

administration • Climate change adaptation,

mitigation & risk mgt. • Bio-diversity

Commercial orientation of smallholder agriculture and market development

2 • Market services (incl. food safety, quality, assurance, traceability & others)

• Market infrastructure development • Cooperative development

• Agro-processing & VA • Domestic & export market

development • Private medium and large

scale farm development

• ICT for agricultural services • Organizational and human

resources capacity

• Evidence-based planning and M&E

• Private sector development

Crops & livestock

• Demand-driven research • Market-oriented extension

• Rural finance • Mechanization

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Natural Resource Mgt.

Inclusive Growth

• Targeted livelihood support (for selected population groups initially focused on youth employment)

• Gender equality • Nutrition sensitive ag.

• Crop protection and health

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“Anchor”

Initiative

The Agricultural Commercialization Cluster Initiative as a means of integrating the solutions within the 30 Program areas. Focus on measurable impacts on smallholder farmers working on specific high priority commodities in clearly identified geographies.

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Evolution: Currently focus is implementation of a comprehensive Transformation Agenda across 30 agricultural programs/systems

Delivery Units: Knowledge Centers

Delivery specialists and technical resources are placed within delivery units in the MoANR/MoLF to support:

Planning of transformation agenda deliverables, sub-deliverables and work streams as well as developing a related budget

Implementation of TADs through identification of and developing solutions to critical challenges, providing technical input on day-to-day implementation problems

Tracking and reporting on progress in implementation of TADs

Escalation of implementation issues to senior staff where appropriate

Knowledge Centers are established within ATA for selected programs to

Provide strategic thought partnership and analytical support on key issues

Generate new ideas for taking the transformation agenda forward and to a new level

Participate on annual planning process to ensure systemic issues are being correctly identified and prioritized, including for GTP III

Design specific projects that can drive tangible results and impact

Evolution: Implementation support is provided through Delivery Units, Knowledge Centers and Project Teams

Project Teams

Project teams are established for the execution of selected, strategic TADs

Regional offices and

ACC coordination

Organization: To deliver on its mandate, ATA has a unique organization that has evolved over time

Catalyzing transformation in Ethiopia’s smallholder agriculture

Delivery Units within partner

institutions, delivery unit

management/support team

at ATA

Program Teams

including KCs, crosscutting teams, and

project teams

Analytics Team

Operations Teams and Strategic Services

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Organization: Attracting and retaining a high-quality, diverse staff is a key to the ATA’s near-term and long-term success

Staff

composition

Hybrid nature: The ATA currently has a hybrid staffing model with a combination of local content experts, local analytical staff, international content experts, and management consultants; senior management are a blend of top local and international leaders

Transition planning: The ATA has also put in place a transition model to long-term local staff, to ensure a sustainable high-performing public sector agency is created to serve Ethiopia’s agriculture sector

Geographic focus: The ATA’s staff are located in both Addis Ababa and in the Regions, in order to support both federal and regional stakeholders

Capabilities

& skill sets

ATA’s analytical and program staff bring a blend of capabilities : Leadership has strong international and domestic experience; International mmgt. consultants from top firms bring strong analytical

and problem solving abilities, and work closely with program teams to support program activities and blend analytics with technical skills

Content experts bring strong technical knowledge and understanding of the local conditions, they are the backbone of the organization

Local analysts support international mmgt consultants and are groomed to take over from them

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Organization: Strong systems and processes are instrumental to ATA’s effective functioning

Procurement Adherence to clearly-defined donor procurement processes Adherence to pre-established government procurement processes Facilitating efficient program activities

Human Resources

Information Technology

Recruiting and talent headhunting of high-quality, diverse staff Development and training of staff capabilities Managing transparent and timely staff performance management,

reviews, and feedback Maintaining effective staff promotion, compensation, and retention

mechanisms

Providing hardware, software, and networking to integrate ATA’s data and information

Creating and managing backup and remote access to data

Finance

Managing the financial resources and ensuring consistent liquidity Ensuring timely and accurate tracking of source and use of funds, as well

as internal and external reporting Assisting the CEO/SMT in making strategic decisions, in respect to

liquidity, and source and use of funds

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