Day 2, Session 2: Round Table Discussion about the Agricultural Transformation Agenda (ATA)

AGRICULTURAL
TRANSFORMATION AGENDA
Salient Characteristics
By
S.B.Baye
FMARD, Abuja
1

RATIONALE
• Dwindling performance of the Sector
• Low productivity largely due to :
– inadequate use of inputs;
– insuffient attention to R&D; and
– Poor infrastructural development.
• increase unemployment among youths.

2

VISION
• To achieve a hunger free Nigeria through an
agricultural sector that drives income
growth, accelerates achievement of food and
nutritional security, generate
employment, and transform Nigeria into a
leading player into global food markets and
create wealth for millions of farmers .
• To see agriculture as a business.

3

STRATEGIES
• input supply through the e-wallet system –
GES;
• creation of commodity based value chains;
• provision of credit facilities through the
Nigerian Incentives Based Risk Sharing for
Agricultural Lending (NIRSAL); and
• establishment of Agricultural Transformation
Implementation Council (ATIC).

4

TRANSFORMATION ACTION PLAN
• Priority agricultural commodities;
Rice
 cassava
 sorghum
 cocoa
Cotton
 maize
 diary
 beef
 leather

5

Cont’d
 poultry
Oil palm
 fisheries and
Extension.

6

EXPECTATIONS
• lowland rice production to increase from
50,000ha in 2011 to 1.2 million ha by 2014;
• irrigated rice production to be 300, 000 ha by
2015;
• one million jobs to be created by 2015
through the rice value chain;
• cassava transformation to bring about
increase yield from 12.5 t/ha as at 2010 to 25
t/ha by 2015 with 1.2 million jobs;
7

Cont’d
• sorghum’s yield to increase from 0.75 t/ha to
2.5 t/ha with 150,000 jobs created;
• cocoa’s yield to increase from 300 kg /ha to
500 kg/ha and 360,000 jobs to be created;
and
• Over N300 billion additional income for
farmers.

8

The Role of SAKSS in CAADP
Implementation
By
Manson Nwafor
ReSAKSS WA, IITA, Ibadan

and
Lena Otoo
Ministry of Food and Agriculture, Ghana

IFPRI-NSSP 2012 CONFERENCE
ABUJA, NOVEMBER 2012

Outline
• Introduction: Some basic targets and principles of
CAADP

• What is SAKSS and Why Is It Needed?

• The Mutual Accountability Framework (MAF)

• SAKSS Implementation in Africa

• Country-SAKSS in general

• Country-SAKSS – The Case of Ghana

Regional Strategic Analysis and Knowledge Support System – West Africa Page 10

Introduction: Some Basic Targets
and Principles of CAADP
• CAADP is a strategic framework by which to guide country development efforts
and partnerships in the agricultural sector: Agric-led and pro-poor growth; 6%
growth; 10% Allocation.

• Basic Requirements:
• Greater efficiency and consistency in the planning and implementation
of sector policies and programmes

• Adequate level of expenditure to sustain an annual sector growth rate
of 6 percent,

• Increased effectiveness in translating government expenditure into
public goods and services, and

• Expertise and mechanisms to regularly and transparently measure
performance against targets and keep policies and programmes on
track. This will inform continental, regional and national review and
dialogue processes aimed at improving outcomes.


What is SAKSS and Why Is It Needed?

• SAKSS stands for Strategic Analysis and Knowledge Support
System.

• Supports review and dialogue processes

• Accurate and intelligent data derived from rigorous
analysis is needed.

• Supports strategic analysis for e.g. ascertaining requirements for
achieving outcomes and examining proposed strategies

• This requires human capacities, technical
infrastructure, analytical tools, and communications instruments.

• The above capacities, tools, and instruments are needed both at
the regional and country level and can be provided by a SAKSS.

What is SAKSS?
• Based on SAKSS Guide Book by Johnson and
Flaghety (2010):

• SAKSS is defined as a collaborative network
that acts as a mechanism by which relevant and
timely evidence is generated and utilized to
inform agricultural and rural development
strategy formulation and implementation.
SAKSS brings together two important concepts –
strategic analysis and knowledge support
systems.

What is SAKSS and Why Is It Needed: A
Possible SAKSS Structure
Analysis aimed at guiding public
and private policy/decision
Strategic makers in
Analysis planning, implementation and
review of
programs/projects/policies

Knowledge Knowledge
(Data, Information SAKSS (Data, Information
..) Users ..) Providers

Knowledge Steering committee - small group
Large group of users + Support of users + providers
providers Systems/
for national guidance Group of Agric program monitors
Networks of
people Group of researchers

What is SAKSS?
• Strategic analysis is an integrated framework of analysis that helps
identify policy and investment options for achieving high-end
development goals. This type of analysis can guide a credible action
plan of policy and investment priorities for the sectors that
contribute to the achievement of desirable development outcomes
(e.g. growth and poverty reduction).

• Such prioritization implies finding answers to a range of strategic
questions such as: What is the role of agriculture in promoting
overall economic growth and poverty reduction in the different
stages of development given a country’s natural resource
endowments? How should public resources be mobilized and
allocated among different sectors, sub-sectors, and regions?

• Answers to these questions can help arm policymakers with useful
evidence on the kinds of tradeoffs and outcomes associated with
their policy and investment choices.


What is SAKSS?
• The strategic analysis is carried out within the context of a knowledge
support system which provides a dynamic network platform for serving
the evidence needs of strategy formulation and implementation.

• This network includes individuals such as
farmers, researchers, policymakers, and development practitioners and
institutions such as government agencies, research
institutes, development organizations, and private and civil society
groups.

• Through this network platform, information, data analysis, and
knowledge can be compiled, synthesized and packaged into evidence
that is supplied on a timely and reliable basis to be of use during
strategy processes.

• Typical activities of a SAKSS would include: Strategic analysis (informed
by comprehensive M&E reports); capacity building and knowledge
management (including public policy dialogues).

Review and Dialogue Through The
Mutual Accountability Framework
• Mutual accountability is a process by which partners hold one another accountable for
the commitments they voluntarily make to one another. It is largely targeted at
providing incentives for collective responsibility of partners to achieve shared goals
(NEPAD NPCA 2011)

• 3 core activities in the mutual accountability framework are (a) M&E systems (b) Review
and dialogue platforms ( c ) recognition platforms (NEPAD NPCA 2011)

• ReSAKSS and SAKSS play more role in providing the Monitoring system which will indicate
the annual progress being made in the sector and in the reduction of poverty.

• Based on the results of the monitoring, review and dialogue is expected to take place to
further understand how the present status was arrived at and what can be done to
improve upon it.

• The recognition platforms are political fora where governments that have performed well
are recognized and encouraged as pacesetters. This is to motivate others to spur growth in
the agriculture sector and reduce poverty.


SAKSS Implementation in Africa

• ReSAKSS is the Regional Strategic Analysis and Knowledge Support
system (Regional SAKSS)

• It was established to support the implementation of CAADP.

• Specifically it was established in order to meet the need for timely and
policy relevant analysis to inform and guide CAADP
planning, benchmarking and implementation processes.

• It is coordinated by the International Food Policy Research Institute
and implemented in 3 Africa based CGIAR centers: IITA for West Africa
(ReSAKSS WA), ILRI for East and Central Africa (ReSAKSS ECA) and
IWMI for Southern Africa (ReSAKSS SA).

• ReSAKSS is guided by a steering committee chaired by the african
Union and NEPAD at the continental level and the regional economic
communities at the regional level.


SAKSS Implementation in Africa:
ReSAKSS - Organization

IWMI + SADC

ReSAKSS-SA

IITA +
ECOWAS COMESA
+ ILRI
AU-NEPAD

ReSAKSS-WA ReSAKSS-ECA
IFPRI

ReSAKSS


SAKSS Implementation in West Africa
• In the pre-roundtable stage, ReSAKSS WA facilitated
the analytical processes leading up to the signing of
the compacts and subsequently supported the NAIP
review process.
– Facilitating the production of stock taking reports for the
CAADP roundtable

– Provision and facilitation of analysts to carry out
quantitative analysis for the NAIPs preparation and review

– Assisting in drafting the CAADP roundtable brochures

– Facilitating during the CAADP stakeholder workshops and
round tables

• Presently we are tasked with promoting monitoring and evaluation of
CAADP at the continental and regional level.
– ReSAKSS led a team to develop the AU adopted annual trends and outlook report
(ATOR) – 2010
– Maintaining a website for easy access to updates on CAADP implementation
– Production of Africa ATOR – 2008 - 2010
– Capacity building for and successful preparation of National ATOR by country
teams (about 8 WA countries) - 2007 – 2011
– Annual ECOWAS Agriculture Trends Workshop – 2009 - 2011
– Capacity building for policy analysis using models in WA 2008 - 2010
– Undertaking regional strategic analysis for WA – 2007 – 2012. For e.g.:
 Rising food price crisis analysis in 10 countries (Workshop in 2009)
 Food consumption dynamics analysis (Workshop in April 2011)
 Determinants of agriculture productivity
 WA crop lands mapping
 Mapping of child malnutrition and food insecurity in West Africa
– Actively participated in producing draft guidelines for Agriculture sector Joint
sector reviews in Africa (soon to be pilot tested by the AU). Presently being
reviewed by stakeholders.


• Presently we are also tasked with facilitating the establishment of
Country-SAKSS.
– Facilitated CAADP Brochure No 5 on SAKSS and encouraged discussions on it at
the CAADP roundtable
– ReSAKSS WA developed a draft SAKSS structure
– Commenced discussions with WA Agric ministries on SAKSS implementation:
Benin, Ghana, Mali, Niger, Nigeria, Senegal and Togo most advanced.
– SAKSS steering committees launched in Nigeria (2010) and Ghana (2011).
Activities are only on-going in Ghana presently.
– Workshop “Strengthening Capacity for Strategic Agricultural Policy and
Investment Planning and Implementation in Africa” (about 10 African countries)
– April 2012
– “Strategic Analysis Capacity Needs Assessment Exercise” in about 10 countries in
Africa including Ghana, Nigeria, Togo and Senegal currently taking place with the
aim of strengthening or setting up Country-SAKSS. Pilot test completed in
Ethiopia in July 2012
– Capacity building of Agriculture Stakeholders for e.g. Workshop “Working
Together to Tackle Challenges of Agriculture in Africa –
Role of Non-State Actors (NSAs)” in 2011; Nigeria CAADP Country Team
Orientation Workshop (2011).


Contents of the ATOR and Proposed
Joint Sector Review Report
• Indicators on enabling environment

• Indicators on CAADP round table and implementation process

• Indicators on commitments and spending

• Indicators on provision, coverage and utilization of agricultural and
rural services, factors of agricultural production and agricultural
growth performance

• Agricultural trade performance indicators

• Poverty, hunger and food and nutrition security indicators

• Agricultural investment–growth–poverty linkages indicators


Contents of the Draft AU Agriculture
Joint Sector Review Guidelines
• Principles of the Joint sector review

• Scope and content

• Planning
– Set up a JSR Steering Committee
– Establish a Review Secretariat.
– Produce a JSR TOR approved by all stakeholders
– Mobilize resources
– Constitute the Review Team and provide their TOR
– Draw up an implementation and follow-up plan
– Plan logistics

• Implementation including dissemination


Country-SAKSS in General
• It is basically a system that ensures that
producers of knowledge are producing and
delivering what private and public sector
decision makers need to plan, review progress
and make timely decisions at the country level.

• Expectedly, its structure should suit country
needs and realities but be geared towards
achieving the above objective.


A Possible SAKSS Organogram at the
Country Level (Nwafor and Yade)
Ministerial CAADP Steering Committee

CAADP Policy Dialogue Group
(Stakeholders’ Group from across the country )

CAADP Country Team
Coordinated by the Permanent Secretary

Country-SAKSS Unit
SAKSS Steering Committee
Program Coordination
and
Implementation Coordinator
Team (PCIT)
M&E ICT
Economist
Expert Expert
GOOD PLATFORM FOR
REVIEW, DIALOGUE AND
MUTUAL ACCOUNTABILITY
SAKSS Network of collaborators BASED ON SAKSS
Thematic working (Farmers, CSOs, National OUTPUTS
groups Statistical
(NAIP based) Bureau; National Ag and
socio-economic
research System, NGOs etc)


Possible activities of the SAKSS: some
examples
Components Main Activities
1. STRATEGIC 1.1 Policy and Investment Options Analysis
ANALYSIS
1.2 Spatial Analysis
1.3 Monitoring and Evaluation
- Indicators harmonization, domestication and implementation modalities
- Publication of an ATOR annually.
2. KNOWLEDGE 2.1 Policy Dialogue including joint sector review workshops
MANAGEMENT
2.2 Data Access Facilitation
2.3 Networks' Capacity Strengthening
2.4 Communication and Dissemination of Information
Promotion of exchanges with other countries and regional and international
2.5 institutions
3. CAPACITY 3.1 Analysis and Modeling
BUILDING
3.2 Geographic Information Systems
4. COORDINATION
AND
GOVERNANCE 4.1 Steering Committee and working groups meetings


Lessons learned
• Need to devote time for stakeholder consultations in
order to ensure sustainability and understanding

• Change in ministry leadership can slow down SAKSS
implementation

• Build on existing structures

• Better funding effort is needed

• Improved high level commitment is needed


Country SAKSS – The Case of Ghana

• After compact signing, discussions commenced
with the Agric ministry regarding the SAKSS

• ReSAKSS WA provided support in preparing a
draft proposal including the organogram

• The Planning department took the
lead, engaged stakeholders and launched the
SAKSS in 2011


• The SAKSS is one of the 4 key structures in place for the
NAIP’s implementation. The others are the NAIP’s steering
committee, the policy dialogue groups and the secretariat

• The NAIP’s steering committee performs the functions of
the SAKSS steering committee. It provides overall
leadership for the NAIP in general.

• National guidance and feedback on the NAIP (including the
SAKSS) is to be obtained from the policy dialogue groups

• The secretariat provides support for the steering
committee, the SAKSS and the policy dialogue groups.


• The SAKSS is to carry out activities on strategic
analysis, knowledge management and capacity strengthening.

• 6 SAKSS thematic working groups were formed on the basis of
the 6 programs of the Ghana NAIP. Thematic groups include key
stakeholders for each program including other ministries and
departments, farmer organizations, private sector, researchers
etc

• ReSAKSS WA, FAO, IFPRI, ECOWAS, AGRA and other partners
are to provide technical support in carrying out the above
functions

• ReSAKSS WA is to ensure that the Ghana-SAKSS is kept updated
on all SAKSS related activities at the regional and continental
level in order to support regional analysis and peer review.

Ghana Country-SAKSS in the Ministry of
Food and Agriculture (MOFA) Organogram

Minister
SAKSS
Stakeholder Policy METASIP
thematic
Networks Dialogue: (NAIP)
group Deputy
and JSR, ASWG Steering
coordinators Ministers
fora etc Committee
& network
National
Chief and
Director decentralised
directorates
Secretariat & MDAs
PPMED
Director
SAKSS
Coordinator

Planning M&E Budget
Research Research
Administration
Assistant 1 Assistant 2

Source: METASIP Implementation mechanism (March 2011)


Ghana Country-SAKSS: Activities
carried out and planned
• Carried out
• Drafting of workplans by each thematic group
– 4 categories of activities: strategic analysis, knowledge
management, capacity building and coordination
– Cross cutting activity: audit of existing analysis in each
institution
• Discussions on funding of workplans
• Planned
• Implementing workplans (knowledge audit, studies, capacity
building etc)
• Competitive research grant scheme to be introduced through
the SAKSS. ALL RESEARCH MUST AID METASIP (NAIP)
IMPLEMENTATION.

Lessons learned, present challenges and
prospects in the case of Ghana

• Lessons learned
– competing duties of node members and coordinators
– need to enhance relevance and alignment with participating
institutions
– need for incremental i.e. additional funding for activities and
linkages with related projects

• Challenges
– skepticism about a new thing: quick wins are needed.
– presence of other structures like AGRA policy hub which
can, however, be complementary.

• Stakeholder interest in the SAKSS as a tool for
implementing the METASIP (NAIP) is high.


More Information
• www.resakss.org
• Blog:http://resakss.wordpress.com


Thank You For Your Attention


Day 2, Session 2: Round Table Discussion about the Agricultural Transformation Agenda (ATA)

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (12)

Destaque

Destaque (9)

Semelhante a Day 2, Session 2: Round Table Discussion about the Agricultural Transformation Agenda (ATA)

Semelhante a Day 2, Session 2: Round Table Discussion about the Agricultural Transformation Agenda (ATA) (20)

Mais de IFPRI-NSSP

Mais de IFPRI-NSSP (11)

Day 2, Session 2: Round Table Discussion about the Agricultural Transformation Agenda (ATA)