AGP_II_PIM_Final.pdf

i | P a g e

FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA

Ministry of Agriculture and Natural Resource

Agricultural Growth Program 2 (AGP 2)

PROGRAM IMPLEMENTATION MANUAL

(PIM)

August 2015

Addis Ababa ii | P a g e

Agricultural Growth Program 2 (AGP 2)

Program Implementation Manual (PIM)

Table of Content

LIST OF ACRONYMS .......................................................................................................... V

1 INTRODUCTION

1.1 PURPOSE OF THE PROGRAM IMPLEMENTATION MANUAL

2 PROGRAM OVERVIEW

2.1 PROGRAM DEVELOPMENT OBJECTIVE AND PDO INDICATORS

2.2 PROGRAM SCOPE

2.2.1 Program Beneficiaries

2.2.2 Program Geographical Coverage and Selection Criteria

2.3 PROGRAM COMPONENTS: -

2.3.1 Component I: Public Agricultural Support Services (US$129 million) –

2.3.2 Component II: Agricultural Research (US$51.4 million) –

2.3.3 Component III: Smallholder Irrigation Development (US$218.6million):-

2.3.4 Component IV: Agriculture Marketing and Value Chains (US$120 million)–

2.3.5 Component V: Program Management, Capacity development, Monitoring, and

Evaluation (US$62.8 million)

3 INSTITUTIONAL ARRANGEMENTS

3.1 OVERALL APPROACH

3.2 INSTITUTIONAL FRAMEWORK

3.3 ROLES AND RESPONSIBILITIES

3.3.1 Steering Committees

(a) The Federal SC:-

(b) The AGP Regional SC

(c) The AGP Woreda SC:

3.3.2 Technical Committees

(i) Federal Technical Committee:

(ii) Regional Technical Committees: -

(iii) Zonal Technical Committees

(iv) Woreda Technical Committees

3.3.3 Program Coordination Units

(i) Federal AGP 2 Coordination Unit: -

(ii) Research Component Coordination

(iii) Regional AGP 2 Coordination Unit

(iv) Program Implementation Support Team (PIST)

(v) Zonal level AGP Coordination

(vi) Woreda AGP 2 Coordination Unit

(vii) Kebele Development Committee /KDC

(viii) Kebele Planning Team

4 COORDINATION MECHANISMS WITH ALIGNED AND PARALLEL

PROGRAMS AND IMPLEMENTING AGENTS

5 THE PROGRAM IMPLEMENTATION CYCLE

5.1 OVERVIEW OF THE IMPLEMENTATION CYCLE

5.2 YEAR 1: SITUATIONAL ASSESSMENT AND NEEDS ASSESSMENTS

iii | P a g e

5.2.1 Investment and activities eligible to Program’s financing

5.2.2 Woreda Level Situational Assessment

5.3 ANNUAL PLANNING

5.3.1 Kebele Level Planning

5.3.2 Woreda Work Plan and Budget

5.3.3 Regional Work Plan and Budget

5.3.4 Planning of the AGP Supported Research Activities

5.3.5 Planning of the Federal Work Plan and Budget

5.3.6 Preparation of the Work Plan and Budget for Successive Years

5.3.7 Capacity Development for Adoption of the AGP Planning Process

5.4 BUDGET AND WORK PLAN APPROVAL

5.4.1 AGP 2 Budget Planning Approach

5.4.2 Budget Preparation

5.4.3 Budget Approval Process

5.5 WORK PLAN IMPLEMENTATION MECHANISMS

5.5.1 COMPONENT 1: AGRICULTURAL PUBLIC SUPPORT SERVICES

5.5.1.1 Sub Component 1.1: Institutional Strengthening and Development

5.5.1.2 Sub- Component 1.2: Scaling Up of Best Practices

5.5.2 COMPONENT 2: AGRICULTURAL RESEARCH

5.5.2.1 Sub-Component 2.1: Technology Adaptation/Generation

5.5.2.2 Sub-Component 2.2: Pre-Extension Demonstration of Technologies and

Establishment of FREGs

5.5.2.3 Sub-Component 2.3: Support to Source Technology Production for Crop, Livestock/Forage, Soil and Water and Farm Implements

5.5.2.4 Sub-Component 2.4: Capacity Development (Physical and Human

5.5.3 COMPONENT 3: SMALL-SCALE IRRIGATION

5.5.3.1 Sub-Component 3.1: SSI Infrastructure Development and Improvement

5.5.3.2 Sub-Component 3.2: Integrated Crop and Water Management (ICWM) for

Irrigated Agriculture

5.5.3.3 SSI Development Component Planning and Implementation Mechanisms 121

5.5.4 COMPONENT 4: AGRICULTURAL MARKETING AND VALUE CHAINS 147

5.5.4.1 Sub Component 4.1: Supporting Agricultural Input Supply System

5.5.4.2 Sub Component 4.2: Support to Farmers’ Organizations

5.5.4.3 Sub-Component 4.3: Support Agribusiness Development

5.5.4.4 Sub Component 4.4: Support Market Infrastructure Development and

Management

5.5.5 COMPONENT 5 : PROGRAM MANAGEMENT ,M & E AND LEARNING 186

5.5.5.1 Sub Component 5.1 Program Management & Institutional Arrangements 186

5.5.5.2 Sub Component 5.2 Monitoring and Evaluation

5.5.5.3 Sub Component 5.3 Capacity Development

5.6 MONITORING EVALUATION AND LEARNING

5.6.1 Inputs, Outputs and outcomes Progress Monitoring

5.6.2 Outcome and Impact Evaluation

5.6.3 Participatory M&E and Internal Learning

6. SOCIAL AND ENVIRONMENTAL MANAGEMENT ISSUES

7. PROGRAM FINANCIAL MANAGEMENT

7.1 PROGRAM COSTS AND FINANCING PLAN

7.2 ALLOCATION OF AGP 2 RESOURCE

7.3 FINANCIAL MANAGEMENT (FM)

iv | P a g e

7.3.1 Budget preparation

7.3.2 Fund flow arrangements

7.3.3 Accounting system

7.3.4 Internal control

7.3.5 Financial reporting

7.3.6 Action Plan to Mitigate Financial Management Risk

8 PROCUREMENT PROCEDURES AND MANAGEMENT

8.1 PURPOSE OF PROCUREMENT GUIDELINES

8.2 PROCUREMENT ENVIRONMENT

8.3 SCOPE AND APPLICABLE PROCUREMENT GUIDELINES

8.4 THE APPLICABLE PROCUREMENT METHODS FOR AGP 2

8.4.1 Procurement of Works, Goods and Non-consultancy Services

8.4.1.1 Procurement of works and goods

8.4.1.2 Procurement of Agricultural Inputs

8.4.1.3 Procurement of non-consulting services

8.4.2 Procurement of Airtime

8.4.3 Selection of consultants

8.4.4 Training and Workshops

8.4.5 Operating Costs

8.4.6 Procurement Review

8.4.6.1 Prior review areas by the Bank

8.4.6.2 Post Review

8.4.6.3 Frequency of Procurement Supervision

8.4.6.4 Procurement Performance Indicators and Risk Mitigation Action Plan

8.4.6.5 Procurement Plan

8.4.6.6 Procurement Planning and AWPB Linkage

ANNEXES…

ANNEX 1 RESULT FRAMEWORK

ANNEX 2: LIST OF PROGRAM TARGET WOREDAS

ANNEX 3: LIST OF STAND ALONE MANUAL AND GUIDELINES

ANNEX 4:- LIST OF INVESTMENTS THAT REQUIRES NEED ASSESSMENT AND

FEASIBILITY STUDY

LIST OF TABLES

TABLE1: DISTRIBUTION OF TARGET WOREDAS ACROSS REGIONAL STATES

TABLE 2: COMPOSITION OF THE FEDERAL AGP -II STEERING COMMITTEE

TABLE 3: COMPOSITION OF THE REGIONAL AGP 2 STEERING COMMITTEE

TABLE 4: COMPOSITION OF THE WOREDA AGP 2 STEERING COMMITTEES

TABLE 5: COMPOSITION OF FEDERAL AGP 2 TECHNICAL COMMITTEES

TABLE 6:- COMPOSITION OF THE REGIONAL AGP 2 TECHNICAL COMMITTEES

TABLE 7: COMPOSITION OF THE ZONAL AGP 2 TECHNICAL COMMITTEES

TABLE 8: COMPOSITION OF THE WOREDA AGP 2 TECHNICAL COMMITTEES

TABLE 9. FEDERAL AGP 2 PCU STAFF

TABLE 10. COMPOSITION OF RCCU AND RRCCU STAFF

TABLE 11:- REGIONAL AGP 2 COORDINATION UNIT STAFF COMPOSITION AND NUMBER

v | P a g e

TABLE 12. PROGRAM IMPLEMENTATION SUPPORT TEAM FOR IMPLEMENTATION OF SSI

TABLE 13. WOREDA AGP 2 PCU STAFFS

TABLE 14 SECONDARY DATA COLLECTION FROM GOVERNMENT SOURCES AND VALIDATION

THROUGH COMMUNITY CONSULTATION FOR A COMMON PLANNING PLATFORM

TABLE 15.AGP 2 PLANNING TIMETABLE

TABLE 16. AGP 2 TRAINING AND PLANNING TIMETABLE

TABLE 17. FTC CRITERIA BY FUNCTIONALITY LEVEL

TABLE 18:- LIST OF ITEMS TO BE PROCURED FOR RESEARCH COMPONENT

TABLE: 19: EXISTING SSI SUBPROGRAMS IMPLEMENTATION TIMETABLE

TABLE: 20: MHIS SUB PROGRAMS IMPLEMENTATION TIMETABLE

TABLE: 21: NEW SSI SUBPROGRAMS IMPLEMENTATION TIMETABLE

TABLE 22: SSI SYSTEMS ESTABLISHMENT GUIDELINES ON INDICATIVE INVESTMENT COST .. 123

TABLE 23 : ACTIVITIES AND IMPLEMENTING AGENCIES FOR SMALL-SCALE IRRIGATION

DEVELOPMENT

TABLE 24: SELECTED VALUE CHAIN PRODUCTS

TABLE 25:AGP 2 PROGRAM COST BY COMPONENT AND SUB COMPONENT

TABLE 26: PROCUREMENT METHODS AND PRIOR REVIEW THRESHOLDS

TABLE 27 : SUMMARY OF PROCUREMENT RISKS /FINDINGS AND ACTIONS (RISK MITIGATION

MATRIX)

LIST OF FIGURES

FIGURE 1: MAP OF THE AGP- II WOREDAS

FIGURE 2:- SCHEMATIC PRESENTATION OF THE AGP2 INSTITUTIONAL ARRANGEMENTS

FIGURE 3:- ACCOUNTABILITY OF KEBELE DEVELOPMENT COMMITTEE

FIGURE 4: THE PROGRAM IMPLEMENTATION CYCLE

FIGURE 5: INPUTS FOR SWOT ANALYSIS AND OUTPUTS FOR LOCAL LEVEL

(WOREDA/KEBELE) PLANNING

FIGURE 6: AGP 2 WOREDA AGRICULTURAL DEVELOPMENT PLAN

FIGURE 7:- IMPLEMENTATION PROCESS AND FLOW OF ACTIVITIES OF THE RESEARCH

COMPONENT

FIGURE 8 :-REPORT FLOW ARRANGEMENT

FIGURE 9: FUND FLOW ARRANGEMENT

List of Acronyms

ADPLAC Agriculture Development Partners Linkage Advisory Council

AECID Agencia Española de Cooperación Internacional para el Desarrollo (Spanish

Agency for International Development)

AETAD Agricultural Extension, Training and Advisory Directorate

AGP1 First Agricultural Growth Program

AGP2 Second Agricultural Growth Program

AGP2-FP AGP2 Focal Person

AHD

Animal Health Directorate

AIMD

Agricultural Input marketing Directorate AMD Agricultural Mechanization Directorate

APFRDD Animal Production and Feed Resources Development Directorate

ARCC Agricultural Research Component Coordinator

ARCCU Agricultural Research Component Coordination Unit

ATA Agricultural Transformation Agency vi | P a g e

AWP&B Annual Work Plan and Budget

BoA&NR Bureau of Agriculture and Natural Resource

BOQ Bill of Quantities

BoW Bureau of Water

CAADP Comprehensive Africa Agriculture Development Program

CASCAPE Capacity development for scaling up of evidence based best practices in agricultural production in Ethiopia

CBSP Community Based Seed and forage Production Groups

CDSF Capacity Development Support Facility

CED Crop Extension Directorate

CIG Common Interest Group

CLPP Community Level Participatory Planning

CPAR Country Procurement Assessment Review

CRGE Climate Resilience Green Economy

CSA Central Statistical Agency

CSA Climate Smart Agriculture

CSQAC Construction Supervision and Quality Assurance Committee

CU Coordination Unit

CVDFQCL Central Veterinary Drug and Feed Quality Control Laboratory

DA Development Agent

DFATD Department of Foreign Affairs, Trade and Development of Canada

DOC Day Old Chick

DP Development Partners

DSM Direct Seed Marketing

EAB Ethiopian Apiculture BoA&NRrd

EC European Commission

EHBEA Ethiopian Honey & Beeswax Exporters Association

EIAR Ethiopian Institute of Agriculture Research

ESMF Environmental and Social Management Framework

ESMP Environmental and Social Management Plan

ETB Ethiopian Birr

FAO Food and Agriculture Organization of the United Nations

FCA Federal Cooperative Agency

FPCU Federal Coordination Unit

FGD Focussed Group Discussion

FHH Female Headed Household

FM Financial Management

FMS Financial Management Specialist

FREG Farmer Research and Extension Group

FSC Federal Steering Committee

FSDD Feasibility Study and Detail Design

FTC Federal Technical Committee

FTC MC Farmer Training Center Management Committee

FTCs Farmer Training Centres

GAFSP Global Agriculture and Food Security Program

GAP Good Agricultural Practice

GDP

Gross Domestic Product

GHG Green House Gas

GoE Government of Ethiopia

GTP Growth and Transformation Plan vii | P a g e

GTP2 Growth and Transformation Plan2(second Phase)

Ha Hectare

HACCP Hazard Analysis and Critical Control Points

HDI Human Development Index

HHI Household Irrigation

HQ Headquarters

IA Implementing Agency

IBRD International Bank for Reconstruction and Development

IC Individual Consultant

ICB International Competitive Bid

ICWM Integrated Crop and Water Management

ID Input Directorate

IDA International Development Association

IDA Irrigation Development Agency/ Authority

IFR Interim Financial Report

IPM Integrated Pest Management

ISO International Organization for Standard

ISP Implementation Support Plan

ISSD Integrated Seed Sector Development

IT Information Technology

IWUA Irrigation Water User Association

JRIS Joint Review and Implementation Support

KDC Kebele Development Committee

KDP Kebele Development Plan

KII Key Individual Informant

LUAD Land Use and Administration Directorate

M&E Monitoring and Evaluation

MC Multiplication Center

MCMC Market Center Management Committee

MDG Millennium Development Goal

MDTF Multi – Donor Trust Fund

MFI Micro Finance Institutions

MFIs Micro-Finance Institutions

MHH Male Headed Household

MHIS Micro Household Irrigation Systems

MIS Market Information System

MoA&NR Ministry of Agriculture and Natural Resource

MoFA Ministry of Foreign Affairs

MoFED Ministry of Finance and Economic Development

MoI Ministry of Industry

MoT Ministry of Trade

MoU Memorandum of Understanding

MoWIE Ministry of Water Irrigation and Energy

MSP Multiple Stakeholder Platform

MTR Mid Term Review

NACF National Agricultural Cooperative Federation

NAHDIC National Animal Health Diagnostic and Investigation Center

NAIC National Artificial Insemination Center viii | P a g e

NARS National Agricultural Research System

NBE National Bank of Ethiopian

NCB National Competitive Bidding

NICETT National Institute for the Control and Eradication of Tsetse &Trypanosomasis

NNP National Nutrition Program

NPV Net Present Value

NRM Natural Resources Management

NRMD Natural Resources Management Directorate

NSL

National Soil Laboratory

NSTC National Soil Testing Center

NVI National Veterinary Institute

O&M Operation and Maintenance

OFAG Office of the Federal Auditor General

OIE Office International des Epizooties (World Organization for Animal Health)

PCU Program Coordination Unit

PDO Program Development Objective

PFM Public Financial Management

PHC Plant Health Clinics

PHL Plant Health Laboratory

PHRD Plant Health Regulatory Directorate

PIF Policy Investment Framework

PIM Program Implementation Manual

PMIS Performance Management Information System

PRA Participatory Rural Appraisal

P-RAMS Procurement Risk Assessment Management System

QCBS Quality and Cost Based Selection

RARI Regional Agricultural Research Institute

RCA Regional Cooperative Agency

RPCU Regional Coordination Unit

RED&FS Rural Economic Development and Food Security

RFSDAC Regional Feasibility Study and Design Approval Committee

RLSA Regional Livestock Agency

RMCB Regional Marketing and Cooperative Bureau

RMP Residue Monitoring Plan

RPCU Regional Programme Coordination Unit

RPF Resettlement Policy Frame work

RRA Rural Rapid Appraisal

RRCCUs Regional Research Component Coordination Units

RSC Regional Steering committee

RSTL Regional Soil Testing Laboratory

RUSACCOs Rural Saving and Credit Cooperatives

RWH Rain Water Harvesting

SA Social Assessment

SBD Standard Bidding Document

SBMC Small Bridge Management committee

SC Steering Committee

SHDD Smallholder Horticulture Development Directorate

SHF Smallholder Farmer

SHIS Smallholder Irrigation System ix | P a g e

SIFMD Soil Information and Fertility Management Directorate

SKDC Sub-Kebele Development Committee

SMISP Small Scale and Micro Irrigation Program

SMS Subject matter Specialist

SNNPR Southern Nations, Nationalities, and People's Region

SoEs Statement of Expenditures

SSI Small Scale Irrigation

STC Short Term Consultant

SWG Sector Working Group

TA Technical Assistant

TAD Trans- boundary Animal Disease

TAG Technology Adaptation and Generation

TC Technical Committee

THH Total Households

ToT Training of Trainers

TTL Task Team Leader

UNDP United Nations Development Program

USAID United States Agency for International Development

VC Value Chain

VDFACA Veterinary Drug and Feed Administration & Control Authority

WB World Bank

WCIG Women Common Interest Group

WCU Woreda Coordination Unit

WDC Woreda Development Committee

WDP Woreda Development Plan

WFP Woreda Focal Person

WOA&NR Woreda Office of Agriculture and Natural Resource

WOCP Woreda Office of Cooperative Promotion

WOFED Woreda Office of Finance and Economic Development

WSC Woreda Steering Committee

WTC Woreda Technical Committee

ZOA Zonal Office of Agriculture

1 | P a g e

1 INTRODUCTION

1.1 Purpose of the Program Implementation Manual

As presented on the design document the purpose of Program Implementation Manual (PIM) is to guide the implementers and partners in executing the AGP 2. The PIM is designed to provide a detailed and time bound procedures and plan to assist the stakeholders to undertake program-related activities at different levels (Federal, Regional, Zonal, Woreda, Kebele and community) and other beneficiary groups. It is also meant to provide guidance to senior managers within different agents and departments tasked with program implementation. The

PIM is also designed to serve as a tool for supervision and monitoring by the steering committees at all levels and the development partners.

This PIM includes, among others, responsibilities for program execution, financial management, procurement, disbursement, monitoring and evaluation, environmental and social safeguards arrangements, and reporting arrangements for the program.

The PIM defines its geographic coverage and eligible beneficiaries. It provides an overview of the program and describes the overall approaches for implementation. It details the program structure, together with the institutional arrangements and the implementation mechanisms. It depicts the process for the elaboration and approval by the Government of

Ethiopia (GoE) and the World Bank of the Annual Work Plan and Budget (AWP&B). The

PIM details the implementation mechanisms for each program’s intervention. Among others, this include for each intervention activities to be undertaken, the sequence and period of these activities, and the responsibilities for carrying out each activity.

The PIM is developed based on the government program design as well as the World Bank program documents, including the Program Appraisal Document, the environmental and social safeguards, Social Assessment (SA), Environmental and Social Management

Framework (ESMF), the Procurement and Financial Management Manual, the M&E manual, the Resettlement Policy Framework (RPF), and the Governance and Anti-Corruption (GAC).

However, these aspects are addressed in specific manuals or documents, which remain the official reference for the implementation of these aspects during the program.

The PIM is not a rigid blueprint document and hence will be subjected to updating periodically in consultation with the program stakeholders to ensure that it will remain relevant and useful overtime.

2 PROGRAM OVERVIEW

2.1 Program Development Objective and PDO indicators

The Program Development Objective (PDO) is to increase agricultural productivity and commercialization of smallholder farmers targeted by the program and contributes to dietary diversity and consumption at HH level.

Agricultural productivity is defined as yields for selected key crops and animal products.

2 | P a g e

The program would also contribute to the higher-level objectives of poverty reduction, and climate change mitigation and adaptation through supported climate smart agriculture initiatives.

The PDO indicators are:

1) Percentage increase in yield for selected crops in targeted households (benefiting directly from the program; disaggregated by Male Headed Households (MHH) and Female Headed Households (FHH));

2) Percentage increase in yield for selected animal products in targeted households

(benefiting directly from the program; disaggregated by MHH and FHH);

3) Proportion of production sold by targeted households for selected crops (targeted households are benefiting directly from the program; disaggregated by MHH and

FHH));

4) Proportion of animal production sold by targeted beneficiaries for selected products (targeted beneficiaries are benefiting directly from the program;

disaggregated by male and female (FHH and married female).

5) Household dietary diversity: - increase in average number of food groups consumed at HH level

6) Number of direct program beneficiaries.

2.2 Program Scope

The scope of the program is defined in term of the geographical coverage and targeted beneficiaries.

2.2.1 Program Beneficiaries

The primary target of the program is smallholder farmers, who live in areas located in the

AGP2 targeted 157 Woredas. Smallholder farmers are defined by the Central Statistics Agency as farmers living in a village, registered as a resident in Kebele administration, conducting agricultural production activities (crop production, livestock husbandry and agro-forestry) and owning land of variable size; the average holding sizes of land per household in Ethiopia is around 1 ha.

The target number of direct beneficiaries will be 1.6 million. The program will also specifically target women farmers with tailor made innovations, activities and technical assistance. The target proportion of female direct beneficiaries (both female head of household and married female) will be 40 percent. The direct beneficiaries will include smallholder farmers benefiting from:

– trainings and demonstrations leading to adoption of new technologies;

– farmers in Common Interest Groups (CIGs), farmers benefiting from small scale irrigation and HHI including those in Irrigation Water User Associations (IWUAs), Commercialization is defined in terms of proportion of marketed production of selected key crops and animal products by smallholder farmers.

This Indicator will be monitored by the additional fund by the EU for Complimentary Action to promote Nutrition in to AGP 2 conducted by consultant

3 | P a g e

– farmers in Farmer Research Extension Groups,

– Farmers being linked to the market by the program, farmers using animal health services and farmer members of cooperatives supported by the program;

In addition, the program will reach a significant number of indirect beneficiaries, including household members and farmers benefitting from overall improved public agricultural services and access to some markets.

2.2.2 Program Geographical Coverage and Selection Criteria

In addition to AGP1 Woredas, AGP2 will expand to 61 new Woredas of similar agro-ecological conditions. Overall, AGP2 will therefore operate in 157Woredas located in seven regional states and one administrative council.The distribution of number of AGP 2 Woredas among Regional’s States is in accordance to the share of population of respective regions considering the 2007 census. Within regional States, new Woredas have been selected applying the same criteria used in AGP1 including:

(i) Access to markets (access to cities of 50,000 population or over in less than 5 hours);

(ii) Natural resource endowment (including good rainfall distribution and annual average of 700 mm or over);

(iii) Suitable rainfall and soil for crop and fodder production;

(iv) Potential for development of small-scale irrigation;

(v) Institutional plurality of service providers, including good basis and growth of viable cooperatives and farmer groups and existing partnership engagements with private sector, and

(vi) Willingness and commitment to participate (supportive environment;

performance of programs/programs supported by other donors).

In addition to the above selection criteria, AGP2 has been responsive to region’s request to consider the Woredas covered by the PSNP that have demonstrate high potential for growth.

AGP2 also considered Woreda clustering as a criterion for selection to develop synergies for growth as well as Woredas capacity to manage the multiple funding.

The Table 1 and Figure 1 below summarize the distribution of AGP2 targeted Woredas across Regional States of Ethiopia. A detailed list of AGP2 Woredas and respective number of Kebele is provided in Appendix 2.

4 | P a g e

TABLE1: DISTRIBUTION OF TARGET WOREDAS ACROSS REGIONAL STATES

Regions AGP1 New Woredas AGP2

Woreda Kebele Woreda Kebele Woreda Kebele

Oromiya 39 1030 23 610 62 1,640

Amhara 26 641 15 425 41 1,066

SNNPR 22 668 13 364 35 1032

Tigray 9 130 4 75 13 205

Benishangul-Gumuz - - 2 53 2 53

Gambella - - 2 35 2 35

Harari - - 1 17 1 17

Dire Dawa Adm. - - 1 21 1 21

Total 96 2469 61 1600 157 4,069

Figure 1: Map of the AGP- II Woredas

ETHIOPIA: SECOND AGRICULTURE GROWTH PROGRAM

5 | P a g e

2.3 Program Components: -

The paragraphs below provide a brief description of the five Program components. Detailed

Program description is explained under Article 5, sub article 5.5 under.

2.3.1 Component I: Public Agricultural Support Services (US$129 million) –

The objective of this component is to increase access to public agricultural services for smallholder farmers, the program will support:

(i) The identification of local priorities for public services through the establishment, operation and strengthening of Agriculture Development Partners Linkage

Advisory Councils (ADPLACs), and linkages to other planning mechanisms including community consultation and local strategic planning;

(ii) The strengthening of public services delivery, including for agricultural extension service, animal production and animal health services, crop production and plant health services, natural resource and soil fertility management services, and agricultural mechanization;

(iii) The scaling up of “best” practices of agricultural technologies and management practices in agricultural production and post-harvest activities. This would include the identification (through a community consultation process), validation and verification of local practices.

2.3.2 Component II: Agricultural Research (US$51.4 million) –

The objective of this component is to increase the supply of demand driven agricultural technologies that directly link to the other components. Under this component, the program will support:

(a) Technology adaptation and generation:- This focuses on the release of improved technologies to the agricultural extension system. It is implemented through:-

(i) The release of selected pipeline technologies from end stage trials, including for crop varieties and management practices, poultry breeds, forage crops, irrigated crop management, acid soil and Vertisol management, integrated nutrient management, and soil and water conservation technologies;

(ii) design and implementation of a research program based on assessment of farmers demand in the framework of AGP2 objectives, AGP2 selected value chain commodities and considering cross cutting issues (nutrition, gender and

Climate Smart Agriculture).

(b) Pre-extension demonstration and participatory on-farm technology piloting through FRGs for recommended agricultural technologies and supporting and facilitation of Farmer Research and Extension Groups (FREGs) to enhance adoption and use of agricultural technologies generated by the research systems.

(c) Source technology production, including the production of breeder and pre-basic seeds for major crop varieties, multiplication of disease and insect free tissue

6 | P a g e culture, production of source livestock and forage technologies and multiplication of land and water resources technologies.

(d) Capacity development: supporting the development of physical and human capacity of the agricultural research system to enhance the capacity of the national and regional research centres to effectively respond to technology needs for selected and priority agricultural commodities and high value crops.

2.3.3 Component III: Smallholder Irrigation Development (US$218.6million):-

The objective of this component is to increase the access to and efficient utilization of irrigation water by smallholder farmers. Under this component, the Program will support:

(a) Increased availability of irrigated water through: i) the rehabilitation, upgrading and/or improvement of existing Small-scale Irrigation Schemes; ii) establishment of new SSI systems integrated with access roads where necessary; and iii) HHI systems.

(b) Improved water management services through establishing and/or strengthening

IWUAs and the introduction of improved irrigated agricultural management.

2.3.4 Component IV: Agriculture Marketing and Value Chains (US$120 million)–

The objective of this component is to increase the commercialization of agricultural products through increased smallholder farmers access to input and output markets. Under this component, the Program would support:

(a) The promotion and distribution of agricultural inputs, specifically seed through support to Community Based Seed Production groups and the scale up of Direct

Seed Marketing and strengthening the input tracking system.

(b) Strengthening the input and output marketing regulation and certification;

(c) Farmer’s organizations, including formal farmer organizations (Unions, Primary

Cooperatives) and informal, commercially oriented farmer groups (informal groups establishment would focus on women and youth groups). The program would support business plan preparation and implementation, including through the provision of equipment and inputs to qualifying groups. Service providers, including the Cooperative Agency, would receive capacity support. Improved access to credit (both rural savings and credit cooperatives (RUSACCOs) and

Micro-finance Institutions (MFIs)) facilitated.

(d) The strengthening of selected livestock and crop value chains (VCs), to be identified through a market analysis process and consistent with commercialization clustering, including a range of activities including technical assistance to cooperatives and market buyers (including processors and exporters), linkages between VC participants, including from importing markets (such as participation in trade shows); competitive matching grants and innovation grants.

7 | P a g e

This sub-component will be financed through a parallel financing mechanism funded by USAID; and

(e) Market infrastructure development and management, including (i) construction and modernized management of public market centres at Woreda level; (ii) where clear rationale and exit strategy for public sector investment is demonstrated, to support the construction of warehouses, storage and grading facilities; and (iii) foot bridges which address critical market access bottlenecks for communities.

2.3.5 Component V: Program Management, Capacity development, Monitoring, and

Evaluation (US$62.8 million).

The objective of this component is to ensure the timely implementation of the Program according to its core principles and PDO, effective monitoring and evaluation (M&E) of results, including results related to crosscutting issues, and a consistent and effective approach to capacity development. Under this component, the Program would support:

(i) Program management and coordination,

(ii) Monitoring, evaluation and learning,

(iii) Capacity Development Support Facility, to improve the quality of capacity development interventions; and strengthen the institutional capacity of

Implementation Agencies (IAs), financed through a parallel financing mechanism funded by DFATD.

(iv) Mainstreaming cross-cutting issues (gender, nutrition and Climate Smart

Agriculture) throughout the above components and through specific activities of the cross-cutting issues.

3 INSTITUTIONAL ARRANGEMENTS

3.1 Overall Approach

Institutional arrangement under AGP 2 will be build on those established under AGP- I. The program will rely on existing Government structures for the coordination and implementation of the program. Public servants assigned to work for AGP 2 will do it as part of his/her normal duty. The AGP tasks will be part of his/her Program of work and considered within the GoE staff evaluation system. The exception is for parallel funding of market linkage activities through the United States Agency for International Development (USAID) under component 4 and the Canadian Department of Foreign Affairs, Trade and Development

(DFATD) for the Capacity Development Support Facility (CDSP) under component 5 channelled through specific implementation arrangements. In the new Regions and Woredas, similar structures will be established with some modifications taking into account the smaller number of Woredas

The program will be implemented following the MoA&NR structure at Federal, Regional, Zonal, Woreda and Kebele; and the Research institutions at federal, regional and research centres. The MoA&NR will be the lead executing agency with the overall responsibility for

Only two Woredas in each Benishangul Gumuz and Gambella, and one Woreda each in Dire Dawa and Harari are included

8 | P a g e coordinating all aspects of the program including contributions by the different ministries and agencies participating in the program’s implementation.

The main responsibilities of the MoA&NR will include program oversight, coordination, planning, technical support (including cross cutting issues), financial management, procurement support, monitoring, and evaluation. The MoA&NR will be accountable for authorizing and verifying all program transactions and will work closely with the World

Bank’s program Task Team during program implementation through the established program coordination unit (PCU).

Implementation of the program will be decentralized. Federal IAs will provide guidance and support to regions, spearhead most institutional Capacity Development activities and undertake monitoring, evaluation and communication activities. At regional and Woreda levels, the Bureaus/Offices of Agriculture and Natural Resource will assume primary responsibility for execution of the program. Relevant service providers and institutions will also support implementation of AGP 2 at the regional level. At the Zonal level, the Zonal office of Agriculture and Natural Resource (ZOA&NR) will coordinate and provide technical support, extension services and M&E to the Woredas under its authority.

3.2 Institutional Framework

To fulfil its responsibilities, the MoA&NR will use the institutional mechanisms established for the implementation of AGP- I and will establish in the targeted new regional states. AGP

2 institutional arrangements as indicated in Figure 3 include (i) AGP Steering Committees

(SCs), (ii) the AGP Technical Committees (TCs), and (iii) the AGP Coordination Units

(CUs). The composition of these Committees will be adapted to include the new implementing agencies such as the Ethiopian Institute of Agricultural Research (EIAR) and

Regional Agricultural Research Institutions (RARIs).

Arrangements have been made to keep strong working linkages within and between the institutional set ups. These are: (i) there is a direct vertical institutional linkage among the

Steering Committees structured at federal, regional and Woreda levels, and the same is true for Technical committees. (ii) The chairpersons of the regional SCs are automatically the members of the federal SCs. This is to ease communication between the regional and federal

SCs, and create transparent and participatory decision-makings process at federal levels. In the same fashion, the Zonal chairs of the TCs are the members of the regional SCs. Through the Zonal Chair of the TC, the Regional SCs will have up to date information about the program implementation performances, challenges and areas of support needed at Woreda levels. Moreover, the programs CUs are connected to the SC and TCs. The program coordinators at federal, regional and Woreda level are respectively the secretary of the FSC, RSC and WSC.

The TC at federal and regional level will be Chaired by the respective program coordinators, whereas at zonal and woreda level the TC will be chaired by the Heads of zonal and woreda office of agriculture and natural resource. The coordinators will be the secretary of the TC.

Such arrangement is expected to create fast and up to date information flow all through federal, regional and Woreda levels.

9 | P a g e

Figure 2:- Schematic presentation of the AGP2 institutional arrangements

3.3 Roles and responsibilities

3.3.1 Steering Committees

Steering Committees at federal, regional and Woreda levels play key roles for oversight and major decision-making. Steering Committees’ key roles and functions across the different program levels

(all from federal to Woreda level) will include:

(a) providing overall oversight, decision making and strategic guidance for program implementation;

(b) review and approve the Annual Work Plans and Budgets (APW&Bs) submitted by the respective Program coordination Units (PCUs),

(c) review and approve annual implementation performance report prepared by the PCUs and overseeing the implementation of corrective actions, and

(d) ensure inter-sectoral coordination, harmonization and alignment among donors,

(e) Will ensure cross cutting issues of gender, climate, nutrition and youth are given enough support throughout the implementation process

(a) The Federal SC:-

The Federal AGP SC. will provide oversight of the program at the federal level. The Minister, Ministry of Agriculture and Natural Resource or his representative will chair the steering committee and the Federal Program Coordination Unit will serve as a Secretary. FSC will meet bi-annually in

August and February and the venue would move around the regions.

Federal SC key roles and functions will include: (i) review and approval of annual work plans and monitoring of performance for re allocation of budget as well as corrective actions, and (ii) ensure inter-ministerial coordination, harmonization and alignment among donors. It comprises high-level key officials from relevant line ministries, agencies and stakeholders as indicated in Table 2 below.

Developments Partners will be observer of the SC and are not actual members

Table 2: Composition of the Federal AGP -II Steering Committee

1. 1 Minister, MoA&NR - Chair 2 Federal AGP Coordinator- Secretary

2. 3 Agricultural Development Sector

State Minister

3. 4 4. Natural Resource Development Sector State

Minister

5. 5 Ministry of Livestock and Fisheries

State Ministers

6. 6 7. Training and Advisory service Directorate

8. 7 Crop development directorate 9. 8 10. Agricultural Mechanization Directorate

11. 9 Smallholder Horticulture

Development Directorate

12. 10 13. Varity realise, protection and seed Quality control Directorate

14. 11 Coffee, Tea and Spice

Development Directorate

15. 12 16. Plant Health and Quality control Directorate

17. 13 Plant Health Regulatory

Directorate

18. 14 19. Agricultural Input directorate

20. 15 Animal Health Directorate 21. 16 22. Animal Production & Feed resources Directorate

(b) The AGP Regional SC

Regional Steering Committees (RSCs) will be established at regional level to ensure institutional coordination. The Regional President or his /her designee will chair the regional SC, and the regional

AGP coordinator will be the secretary. The AGP Regional SC will meet bi annually and the meeting time is immediately prior to the FSC meeting. Member of the regional committee varies depending on the government structures of the regions. The composition of the committee members is shown in

Table 3 below.

Table 3: Composition of the Regional AGP 2 Steering Committee

23. 17 Irrigation Development Directorate 24. 18 25. Water shade Development Directorate

19 Land Use and Administration

Directorate

26. 20 27. Soil fertility Improvement Directorate

28. 21 Women’s Affair Directorate 29. 22 30. Planning and Programming Directorate

31. 23 Emerging Regions coordination

Directorate

32. 24 33. Public Relation Bureau

34. 25 National Artificial Insemination centres

35. 26 36. National Institute for the Control and Eradication of Tsetse & Trypanosomasis

37. 27 Veterinary Drug and Feed Quality

Control Authority

38. 28 39. National Animal Health Diagnostic and

Investigation canter

40. 29 Ethiopian Institute of Agricultural

Research(EIAR)

41. 30 42. Federal Cooperative Agency

43. 31 Agricultural Transformation

Agency (ATA)

44. 32 45. Ministry of Finance and Economic Cooperation

(MoFEC)

46. 33 Ministry of Trade (MoT) 47. 34 48. Ministry of Industry (MoI)

49. 35 Ministry of Health (MoH) 50. 36 51. Ministry of women Children and Youth Affairs

(MoCYA)

52. 37 Central Statistic Agency 53. 38 54. Regional AGP-SC Chairperson

55. 39 Regional Agricultural Research

Institute

56. 57.

1. 1 Regional President or his /her designee

- Chair

2. 2 Regional AGP Coordinator- Secretary

3. 3 Regional Bureau of Agricultural and

Natural Resource

4. 4 5. Regional Bureau of Livestock and fishery

/Agency

6. 5 Regional Government institution responsible for women and youth affairs

7. 6 Regional Government institution responsible for cooperative promotion

7 Regional Bureau of Land

Administration and Environment

8 8. Regional Government institution responsible for Trade/Marketing

9 Regional Agricultural Research

Institutions

10 Regional bureau of Finance and Economic

Cooperation (RBoFEC)

To maintain the integrity between the regions and Woredas, the zonal administrators will be the member of the Regional Steering Committee. The Zonal administrator will be responsible to oversee, monitor and evaluate the AGP activities in the respective Woredas.

(c) The AGP Woreda SC:

The Woreda Administrator will chair the Woreda SC and the Woreda AGP focal person will serve as a secretary. Members of the Woreda Steering Committee are indicated in table 4. The Woreda SC will undertake meetings quarterly (four times per year) with additional meetings as deemed necessary. The appointment of Woreda SC will not include Harari Regional state and the Dire Dawa

City Administration

Table 4:- Composition of the Woreda AGP 2 Steering Committees.

1. 1 Woreda administrator - Chair 2. 2 3. Woreda AGP Focal person - Secretary

4. 3 Woreda Office of Agricultural and

Natural resource

5. 4 6. Woreda Office of Livestock and

Fishery

7. 5 Woreda Government institution responsible for women and youth affairs

8. 6 9. Woreda Government institution responsible for cooperative promotion

10. 7 Woreda Government institution responsible for Land Administration and Environment

11. 8 Woreda Government institution responsible for Trade/Marketing

12. 9 Woreda office of Finance and

Economic Cooperation (WoFEC)

13. 10 Woreda Government institution responsible for water and irrigation

Development

14. 11 Woreda Health Office 12 Other relevant institution involved in

AGP implementation

3.3.2 Technical Committees

AGP Technical Committee will be established at federal, regional, zonal and Woreda level. At all level, additional staff will be added in order to address new technical aspects, including cross-cuttings issues. The responsibility of the Technical Committees at all levels will specifically include:

(i) Reviewing, providing recommendations and advising on improving the AWP&Bs submitted by the respective CUs,

(ii) Providing technical advisory services on implementation modalities, 11 Regional Government institution responsible for water and irrigation

Development

9. 12 10. Zonal Administrators (AGP implementing zones)

13 BoA&NR Planning and Programming

Process

14 Bureau of Health

14 Other relevant institution involved in

AGP implementation

(iii) Providing institutional capacity building to CUs and relevant implementation entities,

(iv) Reviewing and analyzing all documents prepared under the program’s responsibilities;

(v) Providing recommendations and advising on general improvement.

(vi) Provide advice to SCs on AGP2 activities; as well as to produce reports on implementation progress.

(vii) Support the program to integrate cross cutting issues in all program components.

(viii) Support the AGP 2 CUs and AGP 2 focal persons in technical backstopping and supervision at lower levels, to coordinate AGP 2 implementation within their respective institutions (including institutional Capacity Development as appropriate).

It should be noted that as in AGP I, the Federal Technical Committees will be made up of senior technical staff from relevant implementing institutions. At the regional, zonal and Woreda levels, the

TCs will be established with high-level experts from the relevant implementing institutions. The technical committee will conduct meetings monthly at the federal, regional, Zonal and Woreda levels.

(i) Federal Technical Committee:

The venue for the federal technical committee meeting and responsibility for organizing meetings rotates among TC members as agreed in TC meetings. The hosting organizations chair the meeting, take and distribute the minute of the meeting. The composition of the federal TC committee includes focal persons drawn from each implementing and service providing agencies including the contracted implementing firm for parallel funding. The FTC established for AGP-I would continue to serve for AGP 2 with some additional members for the new interventions captured in AGP 2. The composition of the FTC is shown in Table 5.

The major role of the Federal AGP TC is to:

Review federal level annual work plan and performance report and provide feedback to the

CU;

Recommend the draft work plan to the steering committee;

Recommend changes to the technical design and implementation modalities of the program including cross cutting issues to the SC, and

Provide technical review of program implementation

Table 5: Composition of Federal AGP 2 Technical Committees

1. FPCU 2 AGP 2 Financing Development Partners (WB, , DFATD, EKN, EU, Spanish Coop., Italian Coop., USAID, UNDP)

3. Focal person Crop development directorate

4 Focal person Training and Advisory service

Directorate

5. Focal person Smallholder horticulture development Directorate

6 Focal person Agricultural Mechanization

Directorate

7. Focal person Coffee, Tea and Spice

Development Directorate

8 Focal person Varity realise, protection and seed

Quality control Directorate

9. Focal person Plant Health Regulatory

Directorate

10 Focal person Plant Health and Quality control Directorate

11. Focal person Agricultural

Input directorate

12 Focal persons from MoLS&F Directorates

13. Focal person Animal Health

Directorate

14 Focal person Water shade Development

Directorate

15. Focal person Irrigation

Development Directorate

16 Focal person Soil fertility Improvement

Directorate

17. Focal person Smallholder horticulture development Directorate

18 Focal person Women’s Affair Directorate

19. Focal person National Artificial

Insemination centres

20 Focal person National Institute for the Control and Eradication of Tsetse & Trypanosomasis

21 Nutrition case team focal person

22 Focal person National Animal Health Diagnostic and Investigation canter

23. Focal person Veterinary Drug and

Feed Quality Control Authority

24 Focal person Federal Cooperative Agency

25. Research Component Coordination

Unit (RCCU )

26 Focal person EIAR Livestock Research

27. Focal person EIAR Crop Research 28 Focal person EIAR Socio economic Research

29. Focal person EIAR NRM Research 30 Focal Person Ministry of Trade (MoT)

31 Focal persons from Agricultural

Transformation Agency (ATA)

32 Focal Person Ministry of Industry (MoI)

33. Focal Person Ministry of Health

(MoH)

34 Focal person Ministry of Women Children and

Youth affairs

35. Parallel funded programs of USAID and DFATD (CDSF) and aligned programs (CASCAPE, SMISP and

ENGINE)

(ii) Regional Technical Committees: -

The coordinators of the respective PCUs will organize and chair of the regional TC meetings that will be conducted monthly. The regional AGP TC will acquire the following responsibilities:

Review regional level annual work plan and performance report and provide feedback to the RPCU;

Recommend the draft work plan to the regional steering committee,;

Recommend changes to the technical design and implementation modalities of the program including cross cutting issues to the RSC, and

Provide technical review of program implementation of the region.

Provide technical backstopping support to the woreda level TC.

Monitor and Evaluate the implementation performance of the woreda

Members of the regional AGP TC are the relevant departments from the regional bureaus and the detail is indicated in Table 6 below.

Table 6:- Composition of the Regional AGP 2 Technical Committees.

1. 1 Regional PCU 2 Focal persons from Regional Bureau of

Agricultural and Natural Resource technical work processes

2. 3 Focal persons from Regional Bureau of

Livestock and Fishery / Agency technical work processes

3. 4 Focal Person from regional government institution responsible for cooperative promotion

4. 5 Focal Person from Regional Government institution responsible for Women and

Youth Affairs

5. 6 6. Focal Person from regional government institution responsible for

Trade/Marketing

7 Focal Person from Regional Bureau of

Land Administration and Environment

8 7. Regional Research Component

Coordination Unit (RRCCU)

9 Focal persons from RARI commodity research sectors (Crop, Livestock, NRM, Socio economics)

8. 10 9. Focal Person from Regional bureau of

Health

11 Focal Person from Regional Government institution responsible for water and irrigation

12 Focal Person from ATA Offices

13 BoA&NR Planning and Programming

Process

14 Regional Representatives of Parallel funded programs of USAID and DFATD

(CDSF) and aligned programs

(CASCAPE, SMISP and ENGINE)

10. 15 Focal Persons from other relevant institution involved in AGP implementation

16 11.

(iii) Zonal Technical Committees

AGP 2 will utilize the existing government structure at Zone level. AGP coordination and management would be the responsibility of Zonal Office of Agriculture and Natural Resource, supported by zone sector offices like cooperative, trade and industry, rural roads and the like who will assign staffs that represents their respective institutions in matters pertinent to AGP. The zonal

TC will be chaired by the head of zonal office of agriculture and Natural resource and will be conducted monthly. This institution would be responsible for zone level oversight and facilitation of implementation, including inter-agency cooperation/coordination during implementation, facilitation and monitoring and evaluation of the AGP. Table 7 below depict the list of zonal AGP TC.

Table 7: Composition of the Zonal AGP 2 Technical Committees

1. 1 Head, Zonal Office of Agriculture and natural resource (chair person )

2. 2 Zonal AGP focal (secretary)

3. 3 4. Focal persons from Zonal office of

Agricultural and Natural Resource technical work processes

5. 4 Focal persons from zonal office of Livestock and Fishery technical work processes

6. 5 Focal Person from zonal Government institution responsible for Women and

Youth Affairs

6 Focal Person from zonal government institution responsible for cooperative promotion

7 Focal Person from zonal office of

Land Administration and Environment

7. 8 Focal Person from zonal government institution responsible for Trade/Marketing

9 Focal Person from zonal government institution responsible for water and irrigation Development

10 8. Focal persons from Agricultural Research

Center commodity research sectors (Crop, Livestock, NRM, Socio economics) (If available)

11 Focal Persons from other relevant institution involved in AGP implementation

9. 10.

(iv) Woreda Technical Committees

The Head of Woreda Office of Agriculture and Natural Resource will be the chair of the Woreda

AGP TC, and the Woreda AGP focal person will be the secretary .The woreda TC will be conducted monthly. The composition of Woreda AGP TC is indicated in Table 8. The Woreda AGP TC will bear the following responsibilities:

Review Woreda level annual work plan and performance report and provide feedback to the Woreda focal person , Will listen to monthly reports of the implementing Institution and evaluate the performance against the plan and report to WSC

Recommend the draft work plan to the Woreda steering committee,…