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

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Day 2, Session 2 of the Nigeria Strategy Support Program's 2012 Research Conference

Day 2, Session 2 of the Nigeria Strategy Support Program's 2012 Research Conference

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

  • AGRICULTURALTRANSFORMATION AGENDA Salient Characteristics By S.B.Baye FMARD, Abuja 1
  • RATIONALE• Dwindling performance of the Sector• Low productivity largely due to : – inadequate use of inputs; – insuffient attention to R&D; and – Poor infrastructural development. • increase unemployment among youths. 2
  • VISION• To achieve a hunger free Nigeria through an agricultural sector that drives income growth, accelerates achievement of food and nutritional security, generate employment, and transform Nigeria into a leading player into global food markets and create wealth for millions of farmers .• To see agriculture as a business. 3
  • STRATEGIES• input supply through the e-wallet system – GES;• creation of commodity based value chains;• provision of credit facilities through the Nigerian Incentives Based Risk Sharing for Agricultural Lending (NIRSAL); and• establishment of Agricultural Transformation Implementation Council (ATIC). 4
  • TRANSFORMATION ACTION PLAN• Priority agricultural commodities; Rice  cassava  sorghum  cocoa Cotton  maize  diary  beef  leather 5
  • Cont’d poultryOil palm fisheries andExtension. 6
  • EXPECTATIONS• lowland rice production to increase from 50,000ha in 2011 to 1.2 million ha by 2014;• irrigated rice production to be 300, 000 ha by 2015;• one million jobs to be created by 2015 through the rice value chain;• cassava transformation to bring about increase yield from 12.5 t/ha as at 2010 to 25 t/ha by 2015 with 1.2 million jobs; 7
  • Cont’d• sorghum’s yield to increase from 0.75 t/ha to 2.5 t/ha with 150,000 jobs created;• cocoa’s yield to increase from 300 kg /ha to 500 kg/ha and 360,000 jobs to be created; and• Over N300 billion additional income for farmers. 8
  • The Role of SAKSS in CAADP Implementation By Manson Nwafor ReSAKSS WA, IITA, Ibadan and Lena Otoo Ministry of Food and Agriculture, Ghana IFPRI-NSSP 2012 CONFERENCE ABUJA, NOVEMBER 2012
  • Outline• Introduction: Some basic targets and principles of CAADP• What is SAKSS and Why Is It Needed?• The Mutual Accountability Framework (MAF)• SAKSS Implementation in Africa• Country-SAKSS in general• Country-SAKSS – The Case of GhanaRegional Strategic Analysis and Knowledge Support System – West Africa Page 10
  • Introduction: Some Basic Targets and Principles of CAADP• CAADP is a strategic framework by which to guide country development efforts and partnerships in the agricultural sector: Agric-led and pro-poor growth; 6% growth; 10% Allocation.• Basic Requirements: • Greater efficiency and consistency in the planning and implementation of sector policies and programmes • Adequate level of expenditure to sustain an annual sector growth rate of 6 percent, • Increased effectiveness in translating government expenditure into public goods and services, and • Expertise and mechanisms to regularly and transparently measure performance against targets and keep policies and programmes on track. This will inform continental, regional and national review and dialogue processes aimed at improving outcomes. Regional Strategic Analysis and Knowledge Support System – West Africa Page 11
  • What is SAKSS and Why Is It Needed?• SAKSS stands for Strategic Analysis and Knowledge Support System.• Supports review and dialogue processes• Accurate and intelligent data derived from rigorous analysis is needed.• Supports strategic analysis for e.g. ascertaining requirements for achieving outcomes and examining proposed strategies• This requires human capacities, technical infrastructure, analytical tools, and communications instruments.• The above capacities, tools, and instruments are needed both at the regional and country level and can be provided by a SAKSS.Regional Strategic Analysis and Knowledge Support System – West Africa Page 12
  • What is SAKSS?• Based on SAKSS Guide Book by Johnson and Flaghety (2010):• SAKSS is defined as a collaborative network that acts as a mechanism by which relevant and timely evidence is generated and utilized to inform agricultural and rural development strategy formulation and implementation. SAKSS brings together two important concepts – strategic analysis and knowledge support systems.Regional Strategic Analysis and Knowledge Support System – West Africa Page 13
  • What is SAKSS and Why Is It Needed: A Possible SAKSS Structure Analysis aimed at guiding public and private policy/decision Strategic makers in Analysis planning, implementation and review of programs/projects/policies Knowledge Knowledge (Data, Information SAKSS (Data, Information ..) Users ..) Providers Knowledge Steering committee - small group Large group of users + Support of users + providers providers Systems/ for national guidance Group of Agric program monitors Networks of people Group of researchersRegional Strategic Analysis and Knowledge Support System – West Africa Page 14
  • What is SAKSS?• Strategic analysis is an integrated framework of analysis that helps identify policy and investment options for achieving high-end development goals. This type of analysis can guide a credible action plan of policy and investment priorities for the sectors that contribute to the achievement of desirable development outcomes (e.g. growth and poverty reduction).• Such prioritization implies finding answers to a range of strategic questions such as: What is the role of agriculture in promoting overall economic growth and poverty reduction in the different stages of development given a country’s natural resource endowments? How should public resources be mobilized and allocated among different sectors, sub-sectors, and regions?• Answers to these questions can help arm policymakers with useful evidence on the kinds of tradeoffs and outcomes associated with their policy and investment choices.Regional Strategic Analysis and Knowledge Support System – West Africa Page 15
  • What is SAKSS?• The strategic analysis is carried out within the context of a knowledge support system which provides a dynamic network platform for serving the evidence needs of strategy formulation and implementation.• This network includes individuals such as farmers, researchers, policymakers, and development practitioners and institutions such as government agencies, research institutes, development organizations, and private and civil society groups.• Through this network platform, information, data analysis, and knowledge can be compiled, synthesized and packaged into evidence that is supplied on a timely and reliable basis to be of use during strategy processes.• Typical activities of a SAKSS would include: Strategic analysis (informed by comprehensive M&E reports); capacity building and knowledge management (including public policy dialogues).Regional Strategic Analysis and Knowledge Support System – West Africa Page 16
  • Review and Dialogue Through The Mutual Accountability Framework• Mutual accountability is a process by which partners hold one another accountable for the commitments they voluntarily make to one another. It is largely targeted at providing incentives for collective responsibility of partners to achieve shared goals (NEPAD NPCA 2011)• 3 core activities in the mutual accountability framework are (a) M&E systems (b) Review and dialogue platforms ( c ) recognition platforms (NEPAD NPCA 2011)• ReSAKSS and SAKSS play more role in providing the Monitoring system which will indicate the annual progress being made in the sector and in the reduction of poverty.• Based on the results of the monitoring, review and dialogue is expected to take place to further understand how the present status was arrived at and what can be done to improve upon it.• The recognition platforms are political fora where governments that have performed well are recognized and encouraged as pacesetters. This is to motivate others to spur growth in the agriculture sector and reduce poverty.Regional Strategic Analysis and Knowledge Support System – West Africa Page 17
  • SAKSS Implementation in Africa• ReSAKSS is the Regional Strategic Analysis and Knowledge Support system (Regional SAKSS)• It was established to support the implementation of CAADP.• Specifically it was established in order to meet the need for timely and policy relevant analysis to inform and guide CAADP planning, benchmarking and implementation processes.• It is coordinated by the International Food Policy Research Institute and implemented in 3 Africa based CGIAR centers: IITA for West Africa (ReSAKSS WA), ILRI for East and Central Africa (ReSAKSS ECA) and IWMI for Southern Africa (ReSAKSS SA).• ReSAKSS is guided by a steering committee chaired by the african Union and NEPAD at the continental level and the regional economic communities at the regional level.Regional Strategic Analysis and Knowledge Support System – West Africa Page 18
  • SAKSS Implementation in Africa: ReSAKSS - Organization IWMI + SADC ReSAKSS-SA IITA + ECOWAS COMESA + ILRI AU-NEPAD ReSAKSS-WA ReSAKSS-ECA IFPRI ReSAKSSRegional Strategic Analysis and Knowledge Support System – West Africa Page 19
  • SAKSS Implementation in West Africa• In the pre-roundtable stage, ReSAKSS WA facilitated the analytical processes leading up to the signing of the compacts and subsequently supported the NAIP review process. – Facilitating the production of stock taking reports for the CAADP roundtable – Provision and facilitation of analysts to carry out quantitative analysis for the NAIPs preparation and review – Assisting in drafting the CAADP roundtable brochures – Facilitating during the CAADP stakeholder workshops and round tablesRegional Strategic Analysis and Knowledge Support System – West Africa Page 20
  • SAKSS Implementation in West Africa• Presently we are tasked with promoting monitoring and evaluation of CAADP at the continental and regional level. – ReSAKSS led a team to develop the AU adopted annual trends and outlook report (ATOR) – 2010 – Maintaining a website for easy access to updates on CAADP implementation – Production of Africa ATOR – 2008 - 2010 – Capacity building for and successful preparation of National ATOR by country teams (about 8 WA countries) - 2007 – 2011 – Annual ECOWAS Agriculture Trends Workshop – 2009 - 2011 – Capacity building for policy analysis using models in WA 2008 - 2010 – Undertaking regional strategic analysis for WA – 2007 – 2012. For e.g.:  Rising food price crisis analysis in 10 countries (Workshop in 2009)  Food consumption dynamics analysis (Workshop in April 2011)  Determinants of agriculture productivity  WA crop lands mapping  Mapping of child malnutrition and food insecurity in West Africa – Actively participated in producing draft guidelines for Agriculture sector Joint sector reviews in Africa (soon to be pilot tested by the AU). Presently being reviewed by stakeholders.Regional Strategic Analysis and Knowledge Support System – West Africa Page 21
  • SAKSS Implementation in West Africa• Presently we are also tasked with facilitating the establishment of Country-SAKSS. – Facilitated CAADP Brochure No 5 on SAKSS and encouraged discussions on it at the CAADP roundtable – ReSAKSS WA developed a draft SAKSS structure – Commenced discussions with WA Agric ministries on SAKSS implementation: Benin, Ghana, Mali, Niger, Nigeria, Senegal and Togo most advanced. – SAKSS steering committees launched in Nigeria (2010) and Ghana (2011). Activities are only on-going in Ghana presently. – Workshop “Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa” (about 10 African countries) – April 2012 – “Strategic Analysis Capacity Needs Assessment Exercise” in about 10 countries in Africa including Ghana, Nigeria, Togo and Senegal currently taking place with the aim of strengthening or setting up Country-SAKSS. Pilot test completed in Ethiopia in July 2012 – Capacity building of Agriculture Stakeholders for e.g. Workshop “Working Together to Tackle Challenges of Agriculture in Africa – Role of Non-State Actors (NSAs)” in 2011; Nigeria CAADP Country Team Orientation Workshop (2011).Regional Strategic Analysis and Knowledge Support System – West Africa Page 22
  • Contents of the ATOR and Proposed Joint Sector Review Report• Indicators on enabling environment• Indicators on CAADP round table and implementation process• Indicators on commitments and spending• Indicators on provision, coverage and utilization of agricultural and rural services, factors of agricultural production and agricultural growth performance• Agricultural trade performance indicators• Poverty, hunger and food and nutrition security indicators• Agricultural investment–growth–poverty linkages indicatorsRegional Strategic Analysis and Knowledge Support System – West Africa Page 23
  • Contents of the Draft AU Agriculture Joint Sector Review Guidelines• Principles of the Joint sector review• Scope and content• Planning – Set up a JSR Steering Committee – Establish a Review Secretariat. – Produce a JSR TOR approved by all stakeholders – Mobilize resources – Constitute the Review Team and provide their TOR – Draw up an implementation and follow-up plan – Plan logistics• Implementation including disseminationRegional Strategic Analysis and Knowledge Support System – West Africa Page 24
  • Country-SAKSS in General• It is basically a system that ensures that producers of knowledge are producing and delivering what private and public sector decision makers need to plan, review progress and make timely decisions at the country level.• Expectedly, its structure should suit country needs and realities but be geared towards achieving the above objective.Regional Strategic Analysis and Knowledge Support System – West Africa Page 25
  • A Possible SAKSS Organogram at the Country Level (Nwafor and Yade) Ministerial CAADP Steering Committee CAADP Policy Dialogue Group (Stakeholders’ Group from across the country ) CAADP Country Team Coordinated by the Permanent Secretary Country-SAKSS Unit SAKSS Steering Committee Program Coordination and Implementation Coordinator Team (PCIT) M&E ICT Economist Expert Expert GOOD PLATFORM FOR REVIEW, DIALOGUE AND MUTUAL ACCOUNTABILITY SAKSS Network of collaborators BASED ON SAKSS Thematic working (Farmers, CSOs, National OUTPUTS groups Statistical (NAIP based) Bureau; National Ag and socio-economic research System, NGOs etc)Regional Strategic Analysis and Knowledge Support System – West Africa Page 26
  • Possible activities of the SAKSS: some examplesComponents Main Activities1. STRATEGIC 1.1 Policy and Investment Options AnalysisANALYSIS 1.2 Spatial Analysis 1.3 Monitoring and Evaluation - Indicators harmonization, domestication and implementation modalities - Publication of an ATOR annually.2. KNOWLEDGE 2.1 Policy Dialogue including joint sector review workshopsMANAGEMENT 2.2 Data Access Facilitation 2.3 Networks Capacity Strengthening 2.4 Communication and Dissemination of Information Promotion of exchanges with other countries and regional and international 2.5 institutions3. CAPACITY 3.1 Analysis and ModelingBUILDING 3.2 Geographic Information Systems4. COORDINATIONANDGOVERNANCE 4.1 Steering Committee and working groups meetingsRegional Strategic Analysis and Knowledge Support System – West Africa Page 27
  • Lessons learned• Need to devote time for stakeholder consultations in order to ensure sustainability and understanding• Change in ministry leadership can slow down SAKSS implementation• Build on existing structures• Better funding effort is needed• Improved high level commitment is neededRegional Strategic Analysis and Knowledge Support System – West Africa Page 28
  • Country SAKSS – The Case of Ghana• After compact signing, discussions commenced with the Agric ministry regarding the SAKSS• ReSAKSS WA provided support in preparing a draft proposal including the organogram• The Planning department took the lead, engaged stakeholders and launched the SAKSS in 2011Regional Strategic Analysis and Knowledge Support System – West Africa Page 29
  • Country SAKSS – The Case of Ghana• The SAKSS is one of the 4 key structures in place for the NAIP’s implementation. The others are the NAIP’s steering committee, the policy dialogue groups and the secretariat• The NAIP’s steering committee performs the functions of the SAKSS steering committee. It provides overall leadership for the NAIP in general.• National guidance and feedback on the NAIP (including the SAKSS) is to be obtained from the policy dialogue groups• The secretariat provides support for the steering committee, the SAKSS and the policy dialogue groups.Regional Strategic Analysis and Knowledge Support System – West Africa Page 30
  • Country SAKSS – The Case of Ghana• The SAKSS is to carry out activities on strategic analysis, knowledge management and capacity strengthening.• 6 SAKSS thematic working groups were formed on the basis of the 6 programs of the Ghana NAIP. Thematic groups include key stakeholders for each program including other ministries and departments, farmer organizations, private sector, researchers etc• ReSAKSS WA, FAO, IFPRI, ECOWAS, AGRA and other partners are to provide technical support in carrying out the above functions• ReSAKSS WA is to ensure that the Ghana-SAKSS is kept updated on all SAKSS related activities at the regional and continental level in order to support regional analysis and peer review.Regional Strategic Analysis and Knowledge Support System – West Africa Page 31
  • Ghana Country-SAKSS in the Ministry of Food and Agriculture (MOFA) Organogram Minister SAKSS Stakeholder Policy METASIP thematic Networks Dialogue: (NAIP) group Deputy and JSR, ASWG Steering coordinators Ministers fora etc Committee & network National Chief and Director decentralised directorates Secretariat & MDAs PPMED Director SAKSS Coordinator Planning M&E Budget Research Research Administration Assistant 1 Assistant 2Source: METASIP Implementation mechanism (March 2011) Regional Strategic Analysis and Knowledge Support System – West Africa Page 32
  • Ghana Country-SAKSS: Activities carried out and planned• Carried out • Drafting of workplans by each thematic group – 4 categories of activities: strategic analysis, knowledge management, capacity building and coordination – Cross cutting activity: audit of existing analysis in each institution • Discussions on funding of workplans• Planned • Implementing workplans (knowledge audit, studies, capacity building etc) • Competitive research grant scheme to be introduced through the SAKSS. ALL RESEARCH MUST AID METASIP (NAIP) IMPLEMENTATION.Regional Strategic Analysis and Knowledge Support System – West Africa Page 33
  • Lessons learned, present challenges and prospects in the case of Ghana• Lessons learned – competing duties of node members and coordinators – need to enhance relevance and alignment with participating institutions – need for incremental i.e. additional funding for activities and linkages with related projects• Challenges – skepticism about a new thing: quick wins are needed. – presence of other structures like AGRA policy hub which can, however, be complementary.• Stakeholder interest in the SAKSS as a tool for implementing the METASIP (NAIP) is high.Regional Strategic Analysis and Knowledge Support System – West Africa Page 34
  • More Information• www.resakss.org• Blog:http://resakss.wordpress.comRegional Strategic Analysis and Knowledge Support System – West Africa Page 35
  • Thank You For Your AttentionRegional Strategic Analysis and Knowledge Support System – West Africa Page 36