ATA 10-Year Strategy

Ethiopian Agricultural Transformation Agency

ATA 10-Year Strategy

December 2020

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

3

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


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

4


Performance Overview

10-Year Strategy

Contents

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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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10-Year Strategy

Contents

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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

8

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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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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10-Year Strategy




Organizational KPIs


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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

22

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)



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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10-Year Strategy




Organizational KPIs


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.

30

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

33



10-Year Strategy




Organizational KPIs


Contents

34

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

36

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





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





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

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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




SO Components

• Outputs

Improved female income Created job opportunities through fostering creativity and participation

Improved adoption of nutrition sensitive agriculture

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10-Year Strategy




Organizational KPIs


Contents

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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

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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

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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

Innovations to help our country grow

ATA 10-Year Strategy

Documents

Transcript of ATA 10-Year Strategy