Agricultural_Tranfromation_Agenda_in_GTP_II_-_Februrary_2016.pdf

GTP2: Agricultural Transformation Agenda

DRAFT as of February, 2016

• Overview of the Agricultural Transformation Agenda

• What does the Agricultural Transformation Agenda seek to achieve?

• Transformation Deliverables for selected Program Areas

Contents

Rationale

The Agricultural Transformation Agenda

Developing the Agricultural Transformation Agenda

Implementation & monitoring

Achieving agricultural transformation requires unlocking systemic bottlenecks which in turn requires dedicated action: To catalyze transformation of the agricultural sector from a subsistence oriented, low input/ low output sector to a high performing sector well integrated into the national economy, thereby achieving the GTP2 targets, it is necessary to identify and unlock key systemic bottlenecks in various aspects of agricultural development. This requires:

• a dedicated focus on transformational issues;

• coordinating interventions within and beyond the agricultural sector;

• developing real-time solutions for implementation problems as they arise; and,

• an enhanced monitoring and reporting system

Overview of the Agricultural Transformation Agenda

The Agricultural Transformation Agenda is developed around interventions

(deliverables) to unlock systemic bottlenecks identified though:

• Development of detailed strategies for various subsectors of the agriculture sector through an understanding of the critical issues that constrain development via extensive consultation with different stakeholders and leveraging in-country and international best practices and innovative approaches to addressing such issues.

• Identification of transformational interventions that address the systemic bottlenecks prioritized in the strategy development process of key agricultural sub-sectors

• The aggregation of prioritized deliverables across the agriculture sector constitute the

Agricultural Transformation Agenda.

Multiple stakeholders implement the Agricultural Transformation Agenda: While implementation is coordinated by the Ministry of Agriculture, supported by the ATA and overseen by the Transformation Council, the various deliverables of the Agricultural

Transformation Agenda are implemented by diverse stakeholders. ATA is responsible for monitoring and reporting progress to the Transformation Council. For each deliverable, annual targets and quarterly milestones are established, which form the basis for monitoring.

Increase crop and livestock production and productivity

Enhance implementation capacity

29 program areas Pillars of the

Transformation Agenda

Crops

• Seed supply and distribution

• Fertilizer supply & distribution

Livestock

• Livestock breed and genetic improvement

• Livestock feed and feeding

• Livestock health

Environmental sustainable and inclusive growth and national food security

• Soil health and fertility

• Rural land use & administration

• Climate change adaptation, mitigation & risk management

• Irrigation and drainage

• Watershed & agro-forestry development

• Bio-diversity

Commercial orientation of smallholder agriculture and market development

2 • Market Services

• Market Infrastructure

• Cooperative Development

• Agro-processing & value addition

• Domestic & Export Market Development

• Commercial and Contract Farming

• ICT for agricultural services

• Organizational and human resources capacity

• Evidence-based planning, M&E

• Private sector development in agriculture

Crops & livestock

• Demand-driven research

• Market-oriented extension

• Rural finance

• Mechanization

NRM and Food Security

Inclusive Growth

• Gender equality

• Targeted livelihood support (for selected population groups) • Nutrition

• Crop protection and health

“Anchor”

Deliverable

The Agricultural Commercializatio n Cluster Initiative as a means of integrating the solutions within the 29 program areas. Focus on measurable impacts on smallholder farmers working on specific high priority commodities in clearly identified geographies.

The Agricultural Transformation Agenda for GTP2 is will be developed across 29 key program within four strategic pillars

Overview of the Agricultural Transformation Agenda

Program areas with transformation deliverables defined

1. Seed supply and distribution

2. Fertilizer supply and distribution

3. Demand driven research

4. Market oriented extension

5. Mechanization

6. Cooperative development

7. Commercial and Contract Farming

8. Soil health and fertility

9. Irrigation and drainage

10. Climate change adaptation, mitigation and risk management (mainstreamed)

11. Gender equality (mainstreamed)

12. Evidence-based planning and M&E

13. Crop protection and health

14. Rural Finance

Defining transformation deliverables for 16 program areas requires further consultation/analysis

Transformational Deliverables have been defined for 15 program areas

Transformation Deliverables by Program Area

1. Market Services

2. Market Infrastructure

3. Agro-processing and value addition

4. Domestic and export market development

5. Rural land use and administration

6. Watershed and agro-forestry development

7. Bio-diversity

8. Targeted livelihood support

9. Nutrition

10. ICT for agricultural services

11. Organizational and human resource capacity

12. Private sector development in agriculture

13. Livestock breed and genetic improvement

14. Livestock feed and feeding

15. Livestock health

Summary of ATA support

The role of the Agricultural Transformation Agency (ATA)

GTP2 Agricultural Interventions

Defining and monitoring the Agricultural Transformation

Agenda

Piloting

3 • In a narrow set of prioritized interventions, the

ATA works with a partner in the sector to pilot a solution and hand over a successful pilot to partners for scale-up

• In an even narrower set of prioritized interventions where there is time urgency and lack of capacity in the system, ATA takes joint responsibility to execute an intervention at scale while building the capacity of the long term owner in the system for hand over

Implementation support

• ATA provides owners of prioritized interventions in the Agricultural Transformation Agenda with support in four key areas: (a) Strategy development, (b) Detailed problem solving, (c)

Capacity building and (d) Coordination support

• ATA has worked with various stakeholders to identify a set of targeted and high impact interventions (deliverables) that constitute the agricultural transformation agenda.

• ATA assists deliverable owners to provide accurate reporting on developments related to the Agricultural Transformation Agenda;

• ATA provides quarterly reporting on the

Agricultural Transformation Agenda to the

Agricultural Transformation Council

ATA would provide two types of high level implementatio n support

ATA would be responsible for jointly implementing some specific systemic interventions in two key ways

A

B

Overview of the Agricultural Transformation Agenda

End-to-end solutions

• What does the Agricultural Transformation Agenda seek to achieve?

What does the Agricultural Transformation Agenda seeks to achieve?

Increased Crop and Livestock Production and Productivity

1. Accelerated adoption of productivity enhancing technologies by smallholder farmers

2. Enhanced efficiency of input use

Commercial orientation of smallholder agriculture and market development

3. Increased investment in agricultural value addition by various types of actors

4. Improved competitiveness of selected agricultural commodities within domestic and global value chains

Environmentally sustainable and inclusive agricultural growth

5. Improved enabling environment for smallholder farmers to invest in enhanced natural resource management and climate smart agriculture

6. Enhanced capacity across multiple dimensions to address specific concerns of rural households with particular constraints (women, youth, food insecure, and pastoralists)

Enhanced Implementation Capacity

7. Efficient institutional arrangements and capacity in place with enhanced capacity to implement and monitor GTP2 activities and targets

Anchor Deliverable: Agricultural Commercialization Clusters

8. Tight integration of transformational deliverables in select geographies to accelerate the transition of smallholder farmers from subsistence to commercial orientation while ensuring environmental sustainability and inclusiveness”

Overall, the Agricultural Transformation Agenda seeks to achieve 8 results that contribute directly to GTP2

• What does the Agricultural Transformation Agenda seek to achieve?

Program Area 1: Seed

Vision & Objectives

Vision

To see an innovative and sustainable market-led multi-sector seed system that effectively contributes to improvement of farmers’ livelihood

Objectives

General objective: To ensure gender sensitive, environmental friendly effective demand based delivery of quality assured seed to end-users in sufficient quantity through multiple channels at proper time, place and affordable price.

Specific objectives:

• Ensure sufficient volume of seed is produced across varieties, seed class and agro-ecologies

• Create demand based and demand oriented vibrant market with multi-channel seed distribution approach.

• To strengthen structures and mechanisms to enforce seed quality control/assurance 11

PROGRAM AREA: Seed

Prioritized Deliverables and Owners

Prioritized Deliverables Owner

Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

State Minister for Agriculture Development sector

Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

State Minister for Agriculture Development sector

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

PROGRAM AREA: Seed

High Priority Sub-deliverables Implementation Coordinator(s)

1.1 Create enabling environment for the operation of

Plant Breeder Right (PBR) to implement royalty for crop varieties

• MoA-Plant Variety Release, protection and Seed Quality Control Directorate

1.2 Facilitate access to finance and other support for

national public and private seed producers and distributers

• MoA-IMD,

• BoA-IM process,

1.3 Build a competitive seed marketing system ( e.g.

Scale up Direct Seed Marketing and other models) across geographies & crops

• MoA-IMD, ATA ( in order of priority)

• BoA-IM process, ATA

1.4. Build capacity and operating model for Community

Based Seed Production (CBSPs) including expansion into new product types

• ATA/FCA

• ATA/RCA

1.5. Facilitate evidence based decision making through

information exchange and dialogue on strategic seed sector issues

• MOA-IMD

• BOA in put process

Sub-deliverables & implementation coordinators

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

PROGRAM AREA: Seed

High Priority Sub-deliverables Implementation Coordinator(s)

2.1. Finalize reform and strengthen seed certification

capacity at regional levels.

• Plant Health Quality Control Directorate Director

• RBOA, Regional regulatory authority heads : for Amhara seeds & other A/I/Q/C/Q/Authority, Oromia BOA-I/Q/C/Utilization process owner, SNNPR A/I/Q/C/Q/Authority, Tigray BOA Deputy head

2.2. Develop and harmonize implementation of seed

laws, regulations, directives and guidelines across regions and propose standards.

• Plant Health Quality Control Directorate Director

2.3. Enhance federal variety release, protection and

certification capacity

• Plant Health Quality Control Directorate Director

2.4. Enhance service coverage and seed law

enforcement of certification agencies across all seed producers, distributors , facilitators and mandated geographies

• Plant Health Quality Control Directorate Director

• Regional regulatory authority heads : for Amhara seeds & other A/I/Q/C/Q/Authority, Oromia BOA- I/Q/C/Utilization process owner, SNNPR A/I/Q/C/Q/Authority, Tigray BOA Deputy head

High Priority Sub-deliverables Indicators or Targets Rationale (optional):

how does the sub-deliverable contribute to the Deliverable

1.1 Create enabling environment

for the operation of Plant Breeder Right (PBR) to implement royalty for crop varieties

• Royalty fee payment system initiated (yes/no)

• # of research centers that decentralized EGS seed production

• Number and type of institutions producing EGS

• # of coordinating entities established at federal and regional levels to enforce contracts

• Vibrant seed market is a function of amount and diversity of potential crop varieties to the farmer.

• PBR is an incentive to enable the operation of a dynamic crop variety development and utilization and contributes for a competitive seed sector. Thus preliminary works must be exercised before a full implementation of royalty fee as outlined in the activity section.

1.2 Facilitate access to finance

and other support for national public and private seed producers and distributors

• Number and type of producers/distributors benefited from arranged finance credit

• Financial access enable seed producers to meet logistical, infrastructural, skill, etc requirements to produce and deliver environment friendly, quality seed timely at competitive price and narrow the existing wide gap between demand and supply.

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

Indicators & rationale

High Priority Sub-deliverables

Indicators or Targets Rationale (how the sub deliverable contributes to deliverable)

1.3 Build a competitive

seed marketing system ( e.g. Scale up Direct Seed Marketing and other models) across geographies & crops

• # of Woredas engaged in DSM,

• Directive for relaxed seed market developed

• Types of crops covered by DSM

• # of Woredas with at least one commercial farm center

• Strong seed sector is measured by its responsiveness to fill demand gaps in type of varieties,, quantity and timeliness of supply at affordable price. Those indicators can be met by exercising competitive market principles.

1.4. Build capacity and

operating model for Community Based Seed Production (CBSPs) including expansion into new product types

• # of institutions (coops /groups) accredited by regulatory body

• # of institutions (coops/groups) that multiply different types of seeds/seedlings by type

• # of women members in CBSPs

• CBSPs are best suited to understand local variety and seed demands, look for niche markets and address wider crop portfolio than any of the producers in the country may not cover. Building these institutions will enable to address these issues sustainably and contribute to fill the national seed demand and supply gap.

1.5. Facilitate evidence

based decision making through information exchange and dialogue on strategic seed sector issues

• Federal seed council launched and operationalized (Yes/No)

• # of PPP platform organized

• Seed forums are tools for information exchange among actors of the sector and contribute to refine strategic issues.

• Such information allow to scale up best practices and present refined strategic issues to decision makers that strengthen the seed sector

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

Cont.… Indicators & rationale

Indicators/ targets Rationale (optional):

how does the sub-deliverable contribute to the Deliverable

2.1. Finalize reform

and strengthen seed certification capacity at regional levels

• Restructured regulatory processes/directorate to authority

• No. of testing protocols introduced and scaled up

• # of technical officers trained on seed certification

• # of training and testing centres established

• Strong regulators are measured by their ability to make rational decisions and capacity to run their activity by their own resources within the time frame. Timely decisions are highly linked to managerial and resource autonomy. Reforms realize such autonomy allowing regulators to have self managed resource and exhaustive capacity building lead to timeliness of certification.

2.2. Develop and

harmonize implementation of seed laws, standards, regulations, directives and guidelines across regions

• # of crop standards and technical guidelines developed or revised

• # of procedures harmonized

• We are thriving towards global seed market. We are still behind in fetching revenue from our plant diversity that can be put on global market in form of improved seed.

Global seed market requires harmonized seed certification procedures that can be achieved through harmonizing of laws, standards, directives & guidelines.

• Harmonizing legal frameworks further requires implementation at grass root level. This will enable us to fulfill proficiency requirements of international standards and join global trade.

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

Indicators/ targets Rationale (optional):

how does the sub-deliverable contribute to the Deliverable

2.3. Enhance federal

variety release and protection capacity

• Revised directive document

• # of active variety release committee members

• # of new institutions become member of the committee

• # of DUS/NPT stations established

• # of foreign varieties registered for protection

• The federal PVP directorate is currently very infant to carry out its mandates given by law because it lacks logistic, infrastructure and HR capacity thus delegate responsibility to researchers. Strengthening the directorate ensures building trustworthy VCU tests and impartial release and protection system that serves the public and private research equally.

2.4. Enhance service

coverage and seed law enforcement of certification agencies across all seed producers, distributors, facilitators and mandated geographies

• # of institutions subdued for certification rules,

• # of male and female trainees on laws and regulation related training

• Strong certification institution is characterized by its ability to address seed quality control issues to the wider beneficiaries. The country is suffering by non quarantined planting materials/seeds exchange locally and abroad that led to dissemination of plant pest and diseases due to the weakness of these regulators to make inventories of potential services. Achieving targets of this sub-deliverable can lead us to meet the deliverable mission of strengthening the regulatory standard service.

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

SD 1.1: Create enabling environment for the operation of Plant Breeder Right (PBR) to implement royalty for crop varieties

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1: Assign coordinating entities at federal and regional levels to make aware and monitor enforcement of contractual agreements

Activity 2:Introduce demand-based production through the introduction of digital/online platform so that contractual arrangements among all producers is expedited

Activity 3: Design models to avail adequate finance for research and seed producers for EGS multiplication

Activity 4: implement Royal fee collection and allocation directive to allow research recover part of its cost through royalty and license agreement payments

Activity 5. Decentralize and expand EGS production beyond research center locations to competitive CBSPs, private and public seed producers.

Activities and schedule of implementation

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

SD 1.2: Facilitate access to finance and other support for public and private seed producers

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1: Conduct training for producers and financial institutions , technical and seed business management skills

Activity 2: Support producers in developing bankable business plans and facilitate access to finance

Activity 3. Facilitate producers’ access to infrastructure and land through different schemes

Activity 4: Introduce policy reforms and/ or enhance implementation of existing ones to attract investment

Activity 5: Promote entrepreneurship in the seed sector.

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

SD 1.3: Build a competitive seed marketing system ( e.g. Scale up Direct Seed Marketing and other models) across geographies & crops

Activities

Timeline

Main output Yr

Yr

Yr 3 Yr 4 Yr 5

Activity 1: Design effective and accountable seed demand assessment model by networking MOA- IMD and BOA with producers

Activity 2: Enhance capacity of seed producers to popularize and promote crop varieties

Activity 3: Develop and popularize directive for the regulation of agricultural input marketing and distribution

Activity 4: Continue refining direct seed marketing model to enhance effectiveness and sustainability – integrating with voucher-based sales system and include other inputs beyond seeds

Activity 5: Enhance the capacity of marketing agents through targeted programs

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

SD 1.4: Build capacity and operating model for Community Based Seed Production (CBSPs)

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1: Establish and strengthen seed unions in the target regions including to improve access to seed production inputs, pre and post-harvest materials, standard warehouse and irrigation infrastructure.

Activity 2: Enable targeted CBSPs to be EGS self-sufficient.

Activity 3: Undertake study on options to strengthen CBSP to expand into new product type such those related to climate smart agriculture and implement recommendations

Activity 4: Enable seed producer cooperative farmers able to practice environment friendly and modern seed production and post-harvest handling techniques.

Activity 5: Improve the leadership and governance capacities of all targeted CBSPs

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

SD 1.5. Facilitate evidence based decision making through information exchange and dialogue on strategic seed sector issues

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1. identify and document best seed forum across the board

Activity 2: Establish National seed council(NSC) at federal level

Activity 3. Develop directive to establish , manage and institutionalize seed forums

Activity 4. Establish, strengthen and institutionalize federal/regional seed core team/forum

Activity 5. Establish, strengthening and institutionalize PPP forum .

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

SD 2.1: Finalize reform and strengthen seed certification capacity at regional level

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1. Introduce and scale up new testing protocols/automation operations, equip with facilities and enhance technical capability of regulators

Activity 2. Conduct standardized and chained quality control from pre-basic to certified 1 of potential varieties to develop domestic field inspection and laboratory testing operating model

Activity 3. Construct and equip additional seed labs in representative agro-ecologies meeting ISTA standards

Activity 4. Automate the certification system with ICT supported techniques while enhancing ICT capacity in logistic and HR

Activity 5. Finalize regional regulatory reform

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

SD 2.2: Develop and harmonize implementation of seed laws, regulations, directives and guild lines across regions

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1. Develop proposal for standards for planting materials of quality of fruits,/tubers, GOT, seed health, etc..

Activity 2. Conduct accreditation of National Seed Laboratory to ISTA standards

Activity 3. Implement and evaluate QDS certification system to identify its contribution to the seed sector

Activity 4. Recurrently evaluate field inspection and laboratory testing efficiency of regional certification agencies to ensure harmonization through SQC platform

Activity 5. Up date and finalize variety release directive, PBR law. Regulation ,field/laboratory testing procedures and create awareness

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

SD 2.3: Enhance federal variety release and protection capacity

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1. Identify and characterize local varieties for QDS registration and production

Activity 2. Develop consensus on Plant Variety Protection(PVP) across decision makers and development partners.

Activity 3 . Establish testing fields/stations for DUS and NPT at federal level managed by regulatory directorate of MOA

Activity 4. Reform and strengthen federal variety release and registration to authority level incorporating other Plant Health Regulatory directorates

Activity 5. Link the federal Variety release and protection to international quality standard organizations

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

SD 2.4: Enhance service coverage and seed law enforcement of certification agencies across all seed producers, distributors , facilitators and mandated geographies

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Activity 1. Create legal unit within the regulatory authorities to enhance their enforcement capacity

Activity 2. Conduct detailed inventory of seed producers, distributors, facilitators in the seed sector

Activity 3. Enhance awareness of regional legal officers on available seed legal frameworks. and regulatory experts on national laws pertinent to legal decision making .

Activity 4. Identify entry points of illegal seed trade and implement control mechanisms

Activity 5. Develop and implement mechanism to ensure rejected field and seed lots are out of the distribution system

Deliverable 1: Develop a vibrant and competitive seed sector by strengthening the enabling environment and incentivizing investments across the entire seed supply chain

PROGRAM AREA: Seed

Sub deliverable Possible risk / assumption Proposed mitigation action

1.1. Operationalize Plant

Breeder Right (PBR) to implement royalty for crop varieties

• Limited land in most research centers may not allow them to meet growing demand

• Financial and infrastructural constraints within research may limit level of EGS expansion

• Allocation of EGS is skewed toward s public enterprises

• Allow competent private producers including CBSPs to engage in EGS production

• MoA-BoAs to inclusively allocate EGS to effectively meet the demand of other producers besides PSEs

• Encourage research centers to expand their production site by contracting with other producers

• Allow research to recover part of their cost through the introduction of royalty and license agreement payments made with producers

1.2. Facilitate access to finance

and other support for public and private seed producers

• Limited awareness of policy makers

• Equitable access to resources

• Create wider awareness to policy makers

• Establish robust support system

1.3. Build a Competitive seed

distribution and marketing system (scale-up Direct Seed Marketing) across geographies and crops

• As marketing of seeds is seasonal, might note be an attractive business for marketing agents. Thus, agent won’t have the incentive to invest on storage and other facilities

• Allowing certified agents to market other inputs beyond seeds such as fertilizer, pesticide, et.

• This will encourage agents to dedicate long-term investments and improve ease of accessing inputs by farmers

1.4. Build capacity and

operating model for Community Based Seed Production (CBSPs)

• Budget shortage • Design projects and submit to potential donors

Possible risks and mitigation actions

Deliverable 2: Strengthen federal/regional seed regulatory capacity, finalize structural reforms and legal frameworks to meet international standards

PROGRAM AREA: SEED

Sub deliverable Possible risk / assumption Proposed mitigation action

2.1. Finalize reform and

strengthen seed certification capacity at regional levels

• In the reform processes of Oromia regulatory, the top decision makers willingness and commitment might delay.

• To strongly work on Amhara and SNNPR regulatory authorities to show Oromia officials that autonomy can improve the certification efficiency and present success to Oromia decision makers.

2.2. Develop and harmonize

implementation of seed laws, standards, regulations, directives and guidelines across regions

• In harmonization efforts, regional states may create some delays during implementation process until trust is build among them.

Particularly, this is critical when seed is marketed across regions.

• Develop trust among regional top decision makers organizing inter-regional states experience sharing

2.3. Reform and enhance

federal variety release and protection capacity

• PVP launching in Ethiopia needs greater commitment of top decision makers. Other wise, it may create some delay.

• Organize successive meeting to give sufficient information on PVP top management of MOA

• Widen consultation opportunity for PVP partners` taskforce organized by reg. directorate of MOA, ATA, CIMMYT and ISSD.

2.4. enhance service coverage and seed law enforcement of certification agencies across all seed producers, distributors , facilitators and mandated geographies

• There may be reluctance from NARS side to cooperate with regulatory authorities to certify their EGS seeds and

• Reluctance of NARS to provide morphological descriptor for released varieties meant to support field inspection procedures

• Organize consultative workshop with research centers

• Enforce unwilling research centers through legal procedures

Program Area 2: Fertilizer

Program Area: Fertilizer

Farmer’s access to balanced fertilizers through multiple channels ensured for sustainable agricultural production and productivity

Objectives

Ensure adoption of quality soil fertility solutions, with a particular focus on:

o Increased domestic fertilizer production capacity o Improved multichannel distribution o Development of institutional capacity for quality assurance and registration o Promoting optimal fertilizer marketing

Other Deliverables identified for execution outside the Transformation Agenda

1. Develop participatory demand estimation system and establish efficient multi-channel fertilizer supply

2. Improve access to credit (producers, distributors and farmers)

Prioritized Deliverables Owner

Increase local production and availability of custom-made fertilizers

State Minister for Agriculture Development sector

PROGRAM AREA: Fertilizer

High Priority Sub-deliverables Implementation Coordinator(s)

1.1. Strengthen and establish fertilizer quality control

systems, standards and laboratories

• Plant Health Quality Control Directorate of

MOA

• Regional Agricultural Input Quality Control Authorities /units

1.2. Create the enabling environment to attract private

sector with innovative technologies and expertise to the blending industry

• MOA, Federal Investment Agency

• Regional BOA, Regional Investment

Agency

1.3. Create efficient and effective marketing and

distribution channels for custom-made fertilizers

• MOA- IMD

• BOAs-input marketing process owner

Deliverable 1: Increase local production and availability of custom-made fertilizers

PROGRAM AREA: Fertilizer Marketing

High Priority Sub-deliverables Indicators/Targets Rationale (optional):

how does the sub-deliverable contribute to the Deliverable

1.1. Strengthen and establish

fertilizer quality control systems, standards and laboratories

• Fertilizer law revised and endorsed

• Quality testing parameters developed

• Quality testing institutions capacitated

• Strong quality regulatory system assures marketing of custom made fertilizer.

1.2. Create the enabling

environment to attract private sector with innovative technologies and expertise to the blending industry

• Specific legal framework, credit provision and infrastructure etc in place

• Diverse suppliers of blended fertilizer created

• As number of blending facilities increased, farmers access from diverse and competitive producers will increase

1.3. Create efficient and effective

marketing and distribution channels for custom-made fertilizers

• Number of farmer’s (female and male) with access from multiple suppliers and outlets

• Number of packaging options used

• Number of Woredas engaged in voucher based fertilizer marketing

• Multi-channel supply will ensure farmer’s choice of competitive price, timeliness, quantity, packaging and quality

Deliverable 1: Increase local production and availability of custom-made fertilizers

Deliverable 1: Increase local production and availability of custom-made fertilizers

SD 1.1: Strengthen and establish fertilizer quality control systems, standards and laboratories

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Revise existing fertilizer law , develop new regulation, directives, inspection/testing procedure guidelines/standards and create awareness across the board.

Establish and equip external/internal fertilizer quality testing laboratory at regional /federal level with infrastructure, logistic, technical capacity across all partners.

enforcing legal frameworks to control illegal fertilizer trade supported with inter-regional states agreements

Design and implement disposal mechanism/system for outdated fertilizers

Deliverable 1: Increase local production and availability of custom-made fertilizers

SD 1.2: Create the enabling environment to support exiting blending factories and attract private sector with innovative technologies and expertise to the blending industry

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Establish a platform of partners to facilitate enabling environment (like time bounded duty free condition, ensure sufficient power supply, allocate place for factory construction…) for investors in blending fertilizer

Create initial market for blended fertilizers through the public extension system

Expand construction of blending factories to agro-ecologies

Strengthen capacity of existing blending facilities to enhance plant efficiency

Deliverable 1: Increase local production and availability of custom-made fertilizers

SD 1.3: Create efficient and effective marketing and distribution channels for custom-made fertilizers

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Scale-up and strengthen sales agent/agro-dealer and voucher based fertilizer distribution system supported by binding frameworks

Link fertilizer market with financial institutions

Pilot and scaling up additional fertilizer packaging options to enhance fertilizer utilization by SHF

Develop and test fertilizer demand forecasting tools.

Deliverable 1: Increase local production and availability of custom-made fertilizers

PROGRAM AREA: Fertilizer marketing

Sub deliverable Possible risk / assumption Proposed mitigation action

1.1 Strengthen and establish

fertilizer quality control systems, standards and laboratories

• Limited implementation capacity

• Availability of skilled or qualified staff

• Capacity need assessment and provide training

• Sub-granting

1.2 Create the enabling

environment to attract private sector with innovative technologies and expertise to the blending industry

• Poor policy analysis and assessment

• Bureaucracy to get required investment timely (land, finance etc.

• Possibly high investment may be required

• Support private investment

• Focus by the respective institution

• Support to acquire resources and finance (partnership/grant, loan)

1.3. Create efficient and

effective marketing and distribution channels for custom-made fertilizers

• Limited outlets other than MPC

• Capital limitation to develop private outlets as a viable business

• Time to popularize new product

• Design extensive awareness creation

• Facilitate grant/loan to private outlets

Program Area 3: Genetic and breed improvement

PROGRAM: Genetic and breed improvement

Mission

To nurture functional and long-lasting genetic evaluation and delivery systems to livestock keepers that enhance livestock production and productivity and establish effective application of biotechnological tools and institutional arrangements for harnessing full potential of indigenous and introduced animal genetic resources for domestic and export markets

Objectives

• Facilitate the development of genotype improvements and improved livestock breeds that enhance productivity and resilience to climate change, with a focus on :

- Enhancements to artificial insemination (AI) delivery services, coverage and

- Fostering of environment for effective private-sector participation

- Promoting appropriate biotechnological tools for genetic improvement

• Enhance market orientated utilization of indigenous and introduced animal genetic resources

• Promote climate change adaptation, mitigation and greening of value chains (CRGE)

• Enhance broad participation of livestock keepers and private sector in genetic improvement programs

(LMP)

Vision

To have sustainably improved animal genetic resources for enhanced livestock production and productivity that contributes to household food security and economic development

Establish a national system and institutional arrangement to lead and coordinate livestock genetic evaluation and improvement schemes

MoA-StM Livestock Resources Sector

Enhancing role of private sector in livestock genetic improvement and input delivery

MoA-StM Livestock Resources Sector

Deliverable 1: Establish a national system and institutional arrangement to lead and coordinate livestock genetic evaluation and improvement schemes

PROGRAM AREA: Genetic and Breed Improvement

High Priority Sub-deliverables Implementation Coordinator(s)

1.1. Establish a national livestock breeding policy and develop customized genetic improvement strategies and guidelines

MoA-APFDD, MoA-PALDD, NAIC

1.2 Develop institutional arrangements for genetic evaluation and improvement

NAIC, MoA-APFDD

1.3 Develop customized extension guidelines for supporting

market oriented livestock production

MoA-APFDD, MoA-PALDD

1.4 Benchmark input needs and minimum performance levels of

genetically improved livestock

EIAR/NAHDIC, RARIs, MoA-APFDD,MoA-DVS, MoA-PALDD

1.5 Up-scaling dairy herd performance recording for genetic

improvement

NAIC

Deliverable 2: Enhancing role of private sector in livestock genetic improvement and input delivery

PROGRAM AREA: Genetic and breed Improvement

High Priority Sub-deliverables Implementation Coordinator(s)

2.1 Create enabling environment for private sector involvement in input delivery and AI services (through e.g. availing credit/insurance services and promoting platforms for partnership)

MoA-APFDD, ATA

2.2 Develop and pilot quality based payment, systems for priority commodities (milk, honey, egg)

MoA-APFDD, MoA-DVS

2.3 Develop and promote breeding input tracking system (AI, LN, improved breeding stock, hybrid chicken)

MoA-APFDD, NAIC

2.4. Establish system of breeding herd/flock certification NAIC

2.5 Promote establishment of breed societies MoA-APFDD, FCA, Deliverable 1: Establish a national system and institutional arrangements to lead and coordinate livestock genetic evaluation and improvement schemes

PROGRAM AREA: Genetic and Breed Improvement

High Priority Sub-deliverables Indicators Rationale (optional):

how does the sub-deliverable contribute to the Deliverable

1.1. Establish a national livestock

breeding policy and develop customized genetic improvement strategies and guidelines

One breeding policy established

Approved breeding policy

Genetic improvement strategy validated

Genetic improvement guideline validated

• Consistent with CRGE for mainstreaming long lasting genetic evaluation and improvement of animal genetic resources

1.2 Develop institutional arrangements

for genetic evaluation and improvement

No of institutions and networks established for genetic evaluation and improvement

1.3 Develop customized extension

guidelines for supporting market oriented livestock production

No of validated priority breeding extension guidelines developed

• For promoting greater commercialization as well as inclusiveness of subsistent livestock production

1.4 Benchmark input needs and

minimum performance levels of genetically improved livestock

# of established benchmarks of input needs by attribute

Minimum performance of genetically improved livestock Benchmarked

• For greater efficiency and profitability of genetically improved livestock

1.5 Up-scaling dairy herd performance

recording for genetic improvement

• Status of national dairy herd recording scheme [# Regions covered, # herds covered]

• One database created and operationalized for dairy herds 44

Deliverable 2: Enhancing role of private sector in livestock genetic improvement and input delivery

PROGRAM AREA: Genetic and Breed Improvement

High Priority Sub-deliverables Indicators

Rationale (optional):

how does the sub-deliverable contribute to the Deliverable

2.1 Create an enabling environment for private sector

involvement in input delivery and AI services (through e.g. availing credit/insurance services and promoting platforms for partnership)

# of private sector service providers

No of Successful examples of B2B partnerships

• For greater commercialization and competitiveness in the sub-sector

2.2 Develop and pilot quality based payment systems

for priority commodities (milk, honey, egg)

• # of developed and piloted quality based payment systems

• For greater commercialization and competitiveness in the sub-sector

2.3 Develop and promote breeding input tracking

system

• Status of development of input tracking system

• # of established and operational input tracking system

• For greater efficiency of service delivery

• For greater social equity

2.4 Establish system of breeding herd/flock

certification

• Certification system established & operationalized for breeding herd/flock

• For greater efficiency of service delivery

• For greater market orientation

PROGRAM AREA: Genetic and Breed Improvement

Deliverable 1: Establish a national system and institutional arrangements to lead and coordinate livestock genetic evaluation and improvement schemes SD 1.1: Establish a national livestock breeding policy and develop customized genetic improvement guidelines

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

1.1.1 Support finalization

and endorsement of the draft national breeding policy

1.1.2 Develop customized

genetic improvement (including breed development) guidelines and strategies

1.1.3 Develop strategies for

out-and-up scaling of successful CBM-ONB programs

1.1.4 Customizing hormone

synchronization and mass AI service package for heifer multiplication

Deliverable 1: Establish a national system and institutional arrangements to lead and coordinate livestock genetic evaluation and improvement schemes

SD 1.2: Develop institutional arrangements for genetic evaluation and improvement

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

1.2.1 Support finalization and

implementation of the draft document for the establishment of the National Animal Genetic Improvement Institute

(NAGII)

1.2.2 Establish a national network of

semen production and dissemination services (capacity building)

1.2.3 Scoping and roll out of priority

genetic improvement activities of the NAGII for beef, sheep, goat and chicken

1.2.4 National apiculture development

strategy [ON-GOING]

Deliverable 1: Establish a national system and institutional arrangements to lead and coordinate livestock genetic evaluation and improvement schemes

SD 1.3: Develop customised extension guidelines for supporting market orientated livestock production

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

1.3.1 Extension package for market

orientated smallholder dairy development

1.3.2 Extension package for Improved

Family Poultry (IFP) development

1.3.3 Extension package for market

orientated smallholder sheep and goat farming

1.3.4 Extension package for

commercial farmed bee keeping

1.3.5 Extension package for

smallholder beef feedlot clusters

Deliverable 1: Establish a national system and institutional arrangements to lead and coordinate livestock genetic evaluation and improvement schemes

SD 1.4: Benchmarking input needs and minimum performance levels of genetically improved livestock

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

1.4.1 Input and performance

benchmarks for crossbred dairy herds

1.4.2 Input and performance

benchmarks of improved broiler and layer chicken in smallholder farms

1.4.3 Input and performance

benchmarks of genetically improved sheep breeds in successful CBM-ONB schemes

1.4.4 Input and performance

benchmarks for crossbred beef herds

Deliverable 1: Establish a national system and institutional arrangements to lead and coordinate livestock genetic evaluation and improvement schemes

SD 1.5:Up-scaling dairy herd performance recording for genetic improvement

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

1.5.1 Scoping up-scaling of the

pilot milk test day recording scheme across dairy clusters

1.5.3 Establishment of the dairy

hub: rollout of the national dairy herd recording scheme

1.5.2 secure fund and implement African Cattle Genetic Gains in Ethiopia (ACGG) [on-going]

1.5.4 Piloting dairy voucher system

for milk and input markets)

Deliverable 2: Enhancing role of private sector in livestock genetic improvement and input delivery

SD 2.1: Create enabling environment for private sector involvement in input delivery and AI services (through e.g. availing credit/insurance services and promoting platforms for partnership)

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

2.1.1 secure fund and implement Public Private Partnership for AI Input Delivery

(PAID) [ON-GOING]

2.1.2 B2B partnership for

sustaining successful livestock genetic gains

2.1.3 Voucher system for

integrated input-output markets for dairy and chicken clusters (Y2)

Deliverable 2: Enhancing role of private sector in livestock genetic improvement and input delivery

SD 2.2 Develop and pilot quality based payment systems for priority commodities (milk, honey, egg)

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

2.2.1 Piloting quality based

payment system for fresh milk

2.2.2 Piloting quality based

payment system for honey

2.2.3 Piloting quality based

payment system for fresh eggs

Deliverable 2: Enhancing role of private sector in livestock genetic improvement and input delivery

SD 2.3: Develop and promote breeding input tracking system

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

2.3.1 Design and piloting of AI

service input tracking system in dairy commercialization clusters

2.3.2 Mainstreaming interactive

input tracking system for dairy and chicken commercialization clusters

Deliverable 2: Enhancing role of private sector in livestock genetic improvement and input delivery

SD 2.4: Establish system of breeding herd/flock certification

Activities Timeline

Main output Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

2.4.1 Establish and pilot

guidelines for certifying commercial dairy breeding herds

2.4.2 Establish and pilot

guidelines for certifying commercial sheep breeding flocks

2.4.3 Establish and pilot

guidelines for certifying commercial chicken breeding flocks

Program Area 4: Feed and Feeding

PROGRAM: Feed and feeding

To see transformed sustainable and efficient production and delivery of adequate, quality and safe feed for profitable livestock production by 2025

Objectives

• Promote production, conservation and utilization of feed resources at household and watershed levels

• Improved use of appropriate mechanization for aggregation/value addition of feed resources

• Enhanced feed security for viable livestock enterprises

• Secure dry season feed availability for highland as well as pastoral systems (rangeland management, irrigation)

• Improved utilization of local feed resources and feed bases

• Explore and develop unconventional feed resources

• Integrated smallholder livestock in NRM endeavors

• Promote profitable feed industry

Mission

Establish sustainable availability of quality and safe feed through enhanced small scale and commercial feed production, efficient utilization (including available feed resources) and functional market for profitable livestock production and productivity

Create enabling environment for sustainable production and supply of adequate, quality and affordable feeds and fodder

MoA-StM Livestock Resources Sector

Mainstreaming feed and fodder quality control and certification at federal and regional levels

MoA-StM Livestock Resources Sector, VDFACA

PROGRAM: Feed and feeding

Deliverable 1: Create enabling environment for sustainable production and supply of adequate, quality and affordable feeds and fodder

PROGRAM AREA: Feed and Feeding

High Priority Sub-deliverables Implementation coordinators

1.1 Develop investment incentives for the feed industry including tax review • ATA, MoA-APFDD, [MOI/EMDDI]

1.2 Develop and implement coherent feed production, conservation and utilization strategies at household level

MoA-APFDD, MOA-PALDD, Regional Livestock Agencies, Pastoral Commissions

1.3 Development and implementation of a strategy for sustainable forage seed production and marketing

• MoA-APFDD, MOA-PALDD, Regional Livestock Agencies, Pastoral Commissions

1.4 Develop Business incubation on innovative feed production and marketing • MOA-APFDD, ATA

1.5 Establish scalable aggregation and…