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Presentation given by Khalid Bomba, CEO of the Ethiopian Agricultural Transformation Agency, at the IFPRI Roundtable event "Transforming Agriculture in Africa: The Insiders' Persepctive" on Thursday, September 26, 2013.
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Overview of the ATA’s history, mandate and highlights of early progress
September 2013
2
The creation of the ATA is the result of a process that lasted nearly two years –we are nevertheless only two years old and are still learning and evolving
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 agricultural extension systems by the Gates
Foundation
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
First Agricultural Transformation Council (Board) meeting chaired by the Prime Minister held, inaugurating ATA’s program operations
Recommendations of extension diagnostic endorsed
by PM. PM requests support for
additional diagnostics in seeds, soils, irrigation, agricultural finance, and key value chains
3
Current situation:• Agriculture accounts for
over 40% of national GDP ‐the largest portion of the economy
• Smallholder farmers account for over 90% of agriculture production
• Women represent 48% of the agricultural labor force
• Rapid growth in the agriculture sector over the past 10 years has contributed to a reduction of poverty, from nearly 40% of population to less than 30%
• However, gains are uneven• Ethiopia’s productivity
levels continue to be among the lowest in Africa
• Many smallholder farmers continue to produce for subsistence
• Increasing concerns about smallholder farmers ability to mitigate the risks related to climate change
The process that led to the creation of the ATA identified some key issues that needed to be addressed for Ethiopia to reach its agricultural development targets
Two high level bottlenecks were identified as key
challenges in reaching the vision
• Lack of capacity to identify tailor‐made solutions for the key systemic bottlenecks in the agriculture sector
• Lack of capacity to effectively coordinate and drive the implementation of a holistic set of interventions that will transform the system and bring impact at scale
ATA was created to address these bottlenecks
Ultimate Vision:• Agriculture productivity
levels for all key crops above the average of African countries and rivaling Asian levels
• Commercialization of most smallholder farmers in key crops and geographies through effective linkage to domestic and international demand sinks
• Increases in women, men and youth smallholder farmer productivity and incomes leads to reduction of national poverty level approaching or less than 10% of the population
• Agriculture‐led industrialization leads to national middle income status by 2025
4
The ATA was created to address the bottlenecks identified in the Gates diagnostic and help the country achieve the targets in Ethiopia’s national strategies through a clear mandate which it aims to achieve using a three‐part strategy, which is executed by a strong organization, with clear targets and a robust performance management system
The ATA is a time‐bound government organization whose mandate is to:
1) Support our partners in developing and implementing solutions to systemic bottlenecks in order to transform the
agriculture sector, coupled with; 2) Support the implementation of a targeted set of integrated interventions that will make
immediate impact for a large number of women, men and youth smallholder farmers in Ethiopia
The ATA works with its partners on four specific types of activities:• Problem Solving • Implementation
Support• Capacity Building• Coordination
The ATA’s engagements take place across a targeted set of issues and geographies:• Value chains• Systems• Crosscutting issues• Special projects• ClustersWith prioritized levels of support
All of the ATA’s work takes place through constructive partnerships with others:• Transformation Council• Ministry of Agriculture• Regional Bureaus of Ag.• Development partners• Private Sector• NGOs• Cooperatives/DAs• Others
We work towards our Mandate…
…via a three‐part Strategy...
…which is underpinned by a high‐performing Organization, clear Target Setting, and a robust Performance Managementsystem
ATA aims to put together a high‐performing organization with a clear structure, expert staff, strong systems and processes, as well as a well‐defined set of shared values to drive the agricultural transformation process
What does the ATA actually do to achieve its mandate in target areas?
In what areas does the ATA work?
How does the ATA work relative to others?
ATA works with all partners to develop clear targets for interventions that will lead to agricultural transformation
ATA is developing a robust performance management system for its internal operations and is working with the Ministry of Agriculture and other partners to strengthen the performance management system of the sector
5
The ATA’s mandate will always remain constant, but its organizational design, strategy, and tactics to achieve its mandate and targets will evolve over time, with an approximately 15‐20 years phase‐out plan
Phase I
Intensive strategy development and implementation support in delivery of high‐impact results in target Transformation Cluster woredas Strengthening of partnerships with various public and private sector organizations Initial capability building support for the Ministry of Agriculture
Phase II Phase III
ATA accelerates focus on supporting partners to deliver on high‐impact results in an expanded set of Transformation Cluster woredas Links with and coordination of partners fully institutionalized Aggressive capability building of MoAand other public/private sector partners
Ministry of Agriculture taking the lead in scaling up activities proven in Transformation Cluster woredas throughout the country Ministry of Agriculture functioning as a high‐capability, high‐impact organization with a downscaled ATA playing a backstopping role
Agriculture sector targets
ATA organizational approach
Increase of at least 50% in yields of key crops from 2010 levels in Transformation Cluster woredas Doubling in the total production of key staple crops from 2005 levels Growth of agricultural value addition by at least 8% per year, contributing to overall GDP growth rate of 11% per year A decline in the proportion of population in a state of food poverty from 28% to 21%
Yield per hectare in Transformation Cluster woredas in 75th percentile, compared to other African countries Total smallholder farmer production sufficient for total domestic consumption and export to regional markets Contribution of agricultural value addition and processing increases by at least 50% from 2010 levels A decline in the proportion of population in a state of food poverty approaching or less than 15%
Yield per hectare in key crops within Transformation Cluster woredas at comparable levels to Asia Increase in agricultural productivity, income, and value addition contribute to Ethiopia reaching middle income country status A decline in the proportion of population in a state of food poverty approaching or less than 10%
Alignment with development strategies
Growth and Transformation Plan (GTP) strategy of Ethiopia
The Comprehensive Africa Agriculture Development Programme (CAADP)
Agriculture Sector Policy and Investment Framework (PIF)
Although the ATA is a national organization working across the entire agriculture sector, it focuses on certain target value chains, geographies, and program areas
Value Chains
Systems Crosscutting Issues Special Projects
Geographies Integrated activities in 2013
Tef Wheat Maize
Targeted activities in 2013 Sesame Barley
New activities planned in 2014 Coffee Sorghum Livestock
Seed Soil Cooperatives Input & Output Markets Research & Extension Markets Household Irrigation
Gender Mainstreaming Climate Change & Environment Technology Access & Adoption Information & Communication
Technology Integration Monitoring, Learning &
Evaluation
High priority in 2013: 160 Tef woredas 47 Maize woredas 41 Wheat woredas
Secondary priority in 2013: 12 Sesame woredas
Public Private Partnerships
Under review Strategic Grain Reserve Agro‐processing Home‐grown school
feeding 6
7
All of the program areas prioritized by ATA go through a two stage process that includes intensive strategy development and implementation support through a “learning by doing” approach
STAGE 1
Secondary Activity: Initiate implementation support of high‐priority interventions
Secondary Activity: Issue‐related analytics and problem solving
Support a limited number of immediate interventions which act as trials and/or catalysts and learning opportunities for the broader implementation of a roadmap of interventions in the strategy or concept note
Provide real time analytical and problem solving support to address issues identified during the implementation of the interventions being under taken in Stage 2, based on Stage 1 analytics work
Primary Activity: Develop program strategy to determine a way forward
Primary Activity: Integrated implementation support
Use a rigorous, data‐driven approach to develop a sector strategy document or concept note clearly outlining the bottlenecks and interventions to strengthen a specific aspect of the agriculture sector
Provide appropriate level of support to ensure timely and effective implementation of an integrated set of interventions to address the bottlenecks identified during Stage 1 analytics work
STAGE 2
8
The ATA uses four different tools to achieve its mandate
Problem Solving Implementation Support
Capacity Building
Stakeholder Coordination
How: Rigorous data‐driven
and objective analysis to determine root causes of issues; examination of international and domestic best practices; and granular refinement of solutions to ensure adaptation of solutions to specific agro‐ecologies and Ethiopia’s unique context
When: 1. During the analytical
period in Stage 1 of a program
2. During the implementation of an intervention
How: Through pre‐
defined levels of support based on the prioritization of a deliverable on the national transformation agenda
When: 1. During initial
interventions undertaken during Stage 1 of a program
2. During implementation of interventions during Stage 2 of a program
How: Workshops, working groups, and
frequent engagement with partners during strategy development
Implementation platforms and steering committees
When: 1. During the analytics and problem
solving phases in both Stage 1 & 22. During the implementation of an
intervention in both Stage 1 & 2
How: Capacity building by partnership as ATA
staff work closely with partners on deliverable execution
Availing specific tools and expertise to implementing partners
Fellowship program and secondments(in future)
When: 1. During the analytics and problem
solving phases in both Stage 1 & 22. During the implementation of an
intervention in both Stage 1 & 2
9
The Transformation Agenda in 2013 includes 30 Priority and 80 Other Deliverables (1/2)
1. Seed: Establish Regulatory Authorities/Inspection/Certification2. Seed: Expand direct seed distribution trials 3. Seed: Ensure sufficient seed for wheat initiative4. Soil: Complete EthioSIS digital soil mapping 5. Soil: Complete soil fertility mapping/fertilizer recommendations 6. Soil: Establish cooperative‐owned blending facilities7. Coops: Design and launch advanced certification system8. Coops: Design and launch cooperative auditing system 9. Coops: Train coops on input distribution in wheat woredas10. Input & Output: Design and launch new input credit system11. Input & Output: Deliver input credit to wheat cluster woredas 12. Input & Output: Ensure Mama Fresh Injera contract completion13. Markets: Create market linkages for sesame cooperatives 14. Markets: Create market linkages for chickpea unions 15. Markets: Create market linkages for tef smallholders16. Markets: Create market linkages for barley smallholders17. Household Irrigation: Conduct shallow groundwater mapping18. Research & Extension: Improve research career path/incentives19. Research & Extension: Improve DA career path/incentives20. Tef: Scale‐up “core” technology package 21. Wheat: Launch and execute Wheat Initiative22. Wheat: Develop/plan for EGTE purchase, primarily from coops23. Maize: Design & initiate Maize Initiative24. Maize: Ensure completion of WFP P4P Program purchase25. Technology Access: Develop strategy for mechanical implements26. Technology Access: Ensure availability of tef row planters 27. Technology Access: Deploy threshers (Wheat/Maize/Tef Initiatives)28. Technology Access: Deploy harvesters (Wheat/Maize/Tef Initiatives)29. PPP: Convert Grow Africa opportunities to investments30. PPP: Convert G8 Letters of Intent (LOIs) to investments
31. Seed: Complete and release Seed Sector Strategy 32. Seed: Undertake genetic restoration of key crops33. Seed: Strengthen research center capacity 34. Seed: Create contractual relationships across the value chain35. Seed: Develop seed proclamation regulations and protocols 36. Seed: Streamline varietal release process 37. Seed: Strengthen internal quality control of public producers38. Seed: Strengthen intermediate seed sector39. Seed: Increase breeding capacity in priority crops 40. Seed: Ensure PSE producers satisfy demand for Initiatives 41. Soils: Complete and release Soil Sector Strategy 42. Soils: Promote integrated soil fertility management (ISFM)43. Soils: Establish National Soil Resources Institute 44. Soils: Conduct blended fertilizer demonstrations45. Soils: Develop soil test‐based fertilizer recommendations46. Soils: Undertake ISFM trial/scale‐up47. Soils: Strengthen registry/release mechanism48. Soils: Design ‘Sustainable Land Management’ program 49. Soils: Establish soil amendment production facilities 50. Coops: Review and amend coop proclamation 51. Coops: Launch Ardaita Coop College strengthening process52. Coops: Launch commission‐based output marketing system53. Coops: Align regional and national federations to strategy 54. Coops: Popularize cooperative strategy55. Coops: Strengthen operational effectiveness of FCA56. Coops: Improve output marketing of Initiative coops57. Coops: Operationalize certification process58. Coops: Operationalize cooperative auditing system59. Input & Output: Release agricultural finance strategy 60. Input & Output: Strengthen warehouse receipt system61. Input & Output: Improve fertilizer supply chain62. Input & Output: Design improved input distribution system 63. Input & Output: Support SHFs/coops and buyer engagement
Not Started Significant Delay Slight Delay On Track Completed
Priority Deliverables Other Deliverables
10
The Transformation Agenda in 2013 includes 30 Priority and 80 Other Deliverables (2/2)
Not Started Significant Delay Slight Delay On Track Completed
64. Input & Output: Launch Community Warehouse Receipts65. Markets: Develop maize export strategy66. Markets: Assess and develop export information system67. Markets: Initiate Coffee program at ATA68. Household Irrigation: Complete and release HHI Strategy69. Household Irrigation: Complete pump supply chain study70. Household Irrigation: Develop/test value chain interventions71. Household Irrigation: Institute mandatory pump standards72. Research & Extension: Complete & release Research Strategy 73. Research & Extension: Complete & release Extension Strategy74. Research & Extension: Revise technology prioritization process75. Research & Extension: Build biotech capacity of Holeta76. Research & Extension: Upgrade FTCs in Initiative woredas77. Research & Extension: Develop training for ADPLAC experts78. Research & Extension: Create NARC79. Research & Extension: Amend Biosafety proclamation80. Tef: Complete and release Tef Sector Strategy 81. Tef: Promote legume‐based cropping system for tef farmers 82. Tef: Collaborate with EIAR to test other agronomy practices83. Tef: Provide support to wider scale‐up of “core” package84. Wheat: Complete and release Wheat Sector Strategy 85. Maize: Complete and release Maize Sector Strategy
86. Access: Identify at least 5 new appropriate high priority technologies87. Technology Access: Deploy urea super granule (USG) machines 88. Technology Access: Streamline technologies review & release process89. Climate & Environment: Introduce drought index insurance 90. Climate & Environment: Improve climate information capacity91. Climate & Environment: Promote plastic rain gauges in Initiative woredas92. Climate & Environment: Provide downscaled forecasts in target woredas93. Gender: Build capacity with MOA‐WAD 94. Gender: Advance Women's Economic Leadership (WEL) project 95. Analytics: Complete and release Sesame Strategy 96. Analytics: Complete and release Barley Strategy 97. Analytics: Complete and release Sorghum Strategy 98. Analytics: Strengthen MOA‐PPD to undertake MLE 99. Analytics: Complete Institutional survey in cluster woredas100.ICT: Complete analysis of MOA ICT capacity101.ICT: Create inputs and output markets tracking system102.ICT: Utilize Farm Radio in Initiative woredas103.ICT: Implement mobile phone pilot for data collection104.PPP: Launch initiative to build storage infrastructure 105.PPP: Operationalize strategy to implement strategic grain reserve 106.PPP: Explore merits of expanded Home Grown School Feeding project 107.PPP: Support Ethiopian Investment Agency for agriculture investors108.PPP: Ensure G8 policy commitments are on track109.Impl. Support: Develop crop mix strategy for cluster woredas110.Impl. Support: Organize cluster farmer trainings, supervision & field days
Other Deliverables
11
Some early success/progress include: Expansion of seed distribution from single source (cooperative) model towards multiple distribution channels (1/2)
Seed Producers(Private and Public Seed Enterprises, Unions)
Regional Bureaus of Agriculture
(BoA)
WBoAlocations
Producer Stores
Primary Coops
Private Outlets
BoA provides pricing
guidance for all seed
producers in the region Seed
distribution
Seed sales
Farmers
# Woredas
# Outlets/Woredas
#Producers
Producer Stores
1o Coops Private Outlets
WBoALocations
SNNP 21 2 2 Yes No No Yes
Amhara 7 10 6 No Yes No No
Oromia 5 8 12 No Yes Yes No
Highlights of DSM:
1. Shortened value chain2. No allocation restrictions for DSM
woredas3. Choice of brands and varieties for
farmers4. Just‐in‐time inventory
management minimizes carryover risk for dealers/sales outlets
5. Increased private sector involvement and competitive seed sales
DSM modalities vary across regions in terms of producer and dealer engagement
Modalities of DSM 2013:
1. SNNP has only 2 PSEs – no private producers and no outlets other than 2 PSE outlets per woreda
2. Amhara has only 10 coop outlets but has multiple producers
3. Oromia has multiple producers and all types of seed outlets
Direct Seed Marketing (DSM) Design
1
12
5,000 Qt
5,049 Qt
1,985 Qt
1,085 Qt
1,183 Qt
3,515 Qt
4,083 Qt
2,215 Qt
630 Qt
1,318 Qt
3,404 Qt
3,841 Qt
2,112 Qt
591 Qt
1,281 Qt
Arsi Negele
Shalla
Sibu Sire
Gudeya Billa
Gobu Sayo
Only 5% of hybrid maize seed was left unsold in the 5 DSM woredas in Oromia
Distributed Supplied Estimated Demand
12
13
0
6
9
1
1
19
4
14
Arsi Negele
Shalla
Sibu Sire
Gudeya Billa
Gobu Sayo
The 5 DSM woredas had varying number and types of seed outlets
Coop Stores Private Stores
Highlights of DSM in Oromia:
1. Oromia’s DSM model is the most advanced when compared to Amhara and SNNP, in terms of seed producer participation, number of outlets, etc.
2. Risk of carryover seed at the coop/retailer level has been drastically minimized with the seed producers transporting all leftover seed back to their warehouses
3. BH 540 (30%), BH 660 (16%), BH 543 (15%) varieties at OSE, ESE, and Pioneer seed producers were the most popular in terms of quantities of seed sold
Some early success/progress include: Expansion of seed distribution from single source (cooperative) model towards multiple distribution channels (2/2)1
13
41 CPs
37 CPs
03 CPs
Sampling: Some CPs risk not being surveyed due to security and access reasons
Analysis: NSTC is redefining internal processes and improving their working modalities
Outputs: Local capacity for the map making is critical for EthioSIS: significant capacity building underway at NSTC
Current Challenges
Some early success/progress include: EthioSIS soil mapping effort to inform more tailored soil management and fertilizer recommendations (1/2)2
14
Mapping of Soil Fertility Classes allowed the team to come up with an initial
set of fertilizer blends recommendations
Some early success/progress include: EthioSIS soil mapping effort to inform more tailored soil management and fertilizer recommendations (2/2)2
15
MarketsAdditional linkages to large demand sinks
AgronomyIncreased awareness of and practical training on agronomy best practices
InputsIncreased access to inputs (certified seed, fertilizer, and chemicals)
FinanceIncreased access to finance: access to inputs credit
MechanizationIncreased access to machinery for production and post‐harvest handling
Delivering comprehensive
wheat productivity package to 400,000
farmers in 2013
3
5
4
Recent progress:• ETB 127 million originally secured for
input finance, to be disbursed by ACSI, CBO and OCSSCO; CBE providing ETB 40 million of this amount
• Due to high demand, additional ETB 400 million secured for OCSSCO from Oromia Regional Government
• Delays in electronic platform rollout due to sourcing challenges
Recent progress:• National press conference held with
EGTE and stakeholders to publicize 2014 purchase intent of ~ 250,000 tons
• ACDI‐VOCA submitted list of 19 unions capable of delivering 15,000 tons to EGTE
Recent progress :• Challenges identifying immediate
suppliers for row planters and aligning financing for 2013 season
• Planning for 2014 begun with partners
Recent progress: • DA trainings held in all 4 regions• ~1,700 benchmark farmers selected
in all regions to showcase wheat productivity potential with full productivity package applied
• 5,000 wheat agronomy manuals disseminated to DAs
• 15,000 farmer leaflets distributed
Recent progress: • Inputs tracking, handling, and retail training
provided for 400 coops• Certified seed allocation to focus woredas is
much lower than wheat initiative targets• Concern over quality of certified seed:
Experience with OSE suggested quality issues even post inspection and certification
2
1
Some early success/progress include: The Wheat Productivity Initiative aims to deliver an integrated technology package to smallholder farmers3
16
Sesame Hulling
Barley MaltingThe identified opportunity is investment in a greenfield malting plant in Ethiopia with a capacity of 16,200 MT per annum. This plant will target the domestic brewing market which is projected to grow at 15% ‐ 20% per annum. The required investment is $25M and is expected to result in an IRR of over 25%.
Malteurop has signed a MOU with Heineken to test the local conditions for a malting plant.
The identified investment opportunity is a new chickpea flour processing plant in Ethiopia with a target output capacity of 15,000 MT per year, through cooperation with a partner. This processing plant will supply a growing domestic market that is increasingly consuming both chickpeas and processed foods (including chickpea flour) in greater volumes as a low cost source of protein and substitute for high‐priced meat products. The required investment is $6.5M and is expected to return an IRR of over 34% without leverage.
a) One local company producing small volumes, and planning to scale plant.
b) Tiger Brands signed a MOU on May 9 to construct a chickpea processing plant with a capacity of up to 14,400 MT per year.
2.
Chickpea Processing1.
The investment opportunity identified is the establishment of a sesame hulling plant with an annual output capacity of 10,000 MT, through cooperation with a partner. The high‐quality hulled sesame seed produced would be packaged and exported to international purchasers for use in bakery and confectionary applications. An initial investment of $7M is projected to return an IRR of 40% without leverage after five years.
a) Mullege PLC has signed a MOU to build a hulling plant with a capacity of up to 10,000 MT of raw sesame/year. A few international investors are in preliminary discussions.
Description of opportunity Progress to date
3.
4Some early success/progress include: ATA Public Private Partnerships team is in advanced discussions with investors regarding opportunities developed as part of the G8 New Alliance/World Economic Forum ‐ Grow Africa Initiative (1/2)
17
Significant progress has been made in the past year. More companies are now involved in active discussions while several companies have created formal agreements and are starting to implement their commitments.
2825
1715 15
13
54
0
5
10
15
20
25
30
Sep 2013 UN General Assembly
May 2013WEF / Grow Africa / G8
Jan 2013Davos
May 2012WEF / Grow Africa / G8
Companies with MOUor actual progresson the ground
Companies with LOIor engaged inserious discussions
4Some early success/progress include: ATA Public Private Partnerships team is in advanced discussions with investors regarding opportunities developed as part of the G8 New Alliance/World Economic Forum ‐ Grow Africa Initiative (2/2)
Private sector interest in Ethiopian agriculture has grown significantly over the past year
18
Clear metrics are established to define ATA’s performance as an organization and its contributions to national targets
Outputs Medium‐term outputs
Track the performance of the ATA1
Long‐term outcomes
Track Ethiopian agriculture sector performance
3
Measure ATA contribution to
national sector targets2
Synthesize and report on lessons learned
4
Establish dynamic learning and knowledge agenda to regularly document and report outputs, use knowledge to shift course and recalibrate outcomes, and disseminate learnings on impact
Δ seed & fertilizer availability Δ soil health & nutrition Δ research system efficiency Δ extension quality and financial
sustainability Δ availability of mechanization Δ links between smallholder
farmers and markets
Program strategies approved and launched
Regional implementation platforms strengthened
Decision making and implementation capacity of sector strengthened
Δ use/adoption of improved seed varieties and fertilizers
Δ use of improved agronomic practices
Δ resiliance to climate change Δ mechanization and
commercialization of smallholder farmer production
• Increase on‐farm income• Growth in rural economy
Poverty Reduction
Impact
All program teams fully staffed and effectively engaging partners
Admin, finance and general operations highly functioning
High performance on annual KPMG/PCW audit
Funding mechanisms in place
Operational indicators established
Programmatic strategies developed
• Δ Output per hectare• Δ Output per unit of labor• Δ Cost per ton of output
Program teams established
Five‐year resource base mobilized
M&E tracking in place
Sustainable Productivity
1
2
3
ATA continues to face challenges in three broad areas as it seeks to contribute to Ethiopia’s agricultural transformation Agenda
19
Operational
Area Risk level Observations/comments
Hybrid staffing model
Managing a fast growing organization
Transition of diaspora and international staff to local staff has to occur through a carefully managed process
Growing pains of putting systems and processes in place for an organization that has grown to nearly 200
Programmatic
Strategic
Being opportunistic versus being strategic
Focusing on the right number of levers
Balancing transformational vs. consultative approach
Being opportunistic was appropriate initially but becoming more systematic on how/where we work
Becoming more selective in taking on new requests from donors , MoA and Transformation Council
Constant struggle to be consultative and humble but not caught up in the traditional bureaucracy
Support from senior policy makers
Relationship with implementing partners
Space for innovation and true transformation
Managing expectations
Strong support from Prime Minister, Ministry of Agriculture, Regions and Transformation Council
Resistance and misunderstanding occur frequently with various public sector partners. Strong donor relations.
Increasing space and appetite from policy makers for more transformational ideas
Continued challenges in managing the high expectations many have of ATA’s role in transformation
20
The ATA leverages its unique reporting line and accountability mechanism to maximize it ability to mobilize support for activities and increase its potential for impact
Day‐to‐day oversight
Day‐to‐day oversight of the ATA’s program and operational activities is provided by the Ministry of Agriculture
Weekly meetings between the CEO of the ATA and the Minister of Agriculture enable the ATA to align its activities with those of the Ministry of Agriculture
Accountability The ATA is ultimately accountable to the women, men, and youth smallholder farmers of Ethiopia
The organization’s success will be measured by the impact that the organization brings to the rural communities of the country
Reporting
The ATA serves as the Secretariat to the Agricultural Transformation Council, chaired by the Prime Minister
The Minister of Agriculture serves as the Deputy Chair of the Transformation Council Other Council members include the Minister of Finance and Economic Development, the Minister of Trade, the Minister of Water and Energy, the Secretary to the Cabinet, the Director General of the Ethiopian Institute of Agriculture Research, and the Agriculture Bureau Heads of the four largest Regions of the country (Amhara, Oromia, Tigray, and SNNP)
The Transformation Council provides the ATA with clear direction and guidelines on the organization’s mandate and priority areas of focus
Quarterly meetings of the Agricultural Transformation Council are used to provide ATA with on‐ going feedback on its performance and necessary course correction
Innovations to help our country grow