Presentation given by Khalid Bomba, CEO of the Ethiopian Agricultural Transformation Agency, at the IFPRI Roundtable event "Transforming Agriculture in Africa: The Insiders' Persepctive" on Thursday, September 26, 2013.

1. Overview of the ATA’s history, mandate
and highlights of early progress
September 2013

2. 2
The creation of the ATA is the result of a process that lasted nearly two years –
we are nevertheless only two years old and are still learning and evolving
Jan ‘09 Sep ‘09 Aug ‘10 Oct ‘10 Dec ‘10 Aug ‘11
Late Prime Minster Meles meets
with Melinda Gates and requests
a review of Ethiopia’s agricultural
extension systems by the Gates
Foundation
Seven Diagnostic reports and
an integrated report on a
mechanism to implement the
recommendations submitted to
Prime Minister
Council of Ministers pass federal
regulation establishing
Agricultural Transformation
Agency
Government decision to
create an independent
organization modeled after
Taiwan and Korean
“acceleration units” as
recommended by the Gates
Foundation reports
First Agricultural
Transformation Council
(Board) meeting chaired
by the Prime Minister
held, inaugurating ATA’s
program operations
Recommendations of
extension diagnostic endorsed
by PM.
PM requests support for
additional diagnostics in seeds,
soils, irrigation, agricultural
finance, and key value chains

3. 3
Current situation:
• Agriculture accounts for
over 40% of national GDP ‐
the largest portion of the
economy
• Smallholder farmers
account for over 90% of
agriculture production
• Women represent 48% of
the agricultural labor force
• Rapid growth in the
agriculture sector over the
past 10 years has
contributed to a reduction
of poverty, from nearly 40%
of population to less than
30%
• However, gains are uneven
• Ethiopia’s productivity
levels continue to be
among the lowest in Africa
• Many smallholder farmers
continue to produce for
subsistence
• Increasing concerns about
smallholder farmers ability
to mitigate the risks related
to climate change
The process that led to the creation of the ATA identified some key issues that needed
to be addressed for Ethiopia to reach its agricultural development targets
Two high level bottlenecks
were identified as key
challenges in reaching the
vision
• Lack of capacity to identify
tailor‐made solutions for
the key systemic
bottlenecks in the
agriculture sector
• Lack of capacity to
effectively coordinate and
drive the implementation
of a holistic set of
interventions that will
transform the system and
bring impact at scale
ATA was created to
address these bottlenecks
Ultimate Vision:
• Agriculture productivity
levels for all key crops
above the average of
African countries and
rivaling Asian levels
• Commercialization of
most smallholder
farmers in key crops and
geographies through
effective linkage to
domestic and
international demand
sinks
• Increases in women,
men and youth
smallholder farmer
productivity and
incomes leads to
reduction of national
poverty level
approaching or less than
10% of the population
• Agriculture‐led
industrialization leads to
national middle income
status by 2025

4. 4
The ATA was created to address the bottlenecks identified in the Gates diagnostic and help the
country achieve the targets in Ethiopia’s national strategies through a clear mandate which it aims
to achieve using a three‐part strategy, which is executed by a strong organization, with clear targets
and a robust performance management system
The ATA is a time‐bound government
organization whose mandate is to:
1) Support our partners in developing and implementing
solutions to systemic bottlenecks in order to transform the
agriculture sector, coupled with;
2) Support the implementation of a targeted set of integrated interventions that will make
immediate impact for a large number of women, men and youth smallholder farmers in Ethiopia
The ATA works with
its partners on four
specific types of
activities:
• Problem Solving
• Implementation
Support
• Capacity Building
• Coordination
The ATA’s engagements take
place across a targeted set
of issues and geographies:
• Value chains
• Systems
• Crosscutting issues
• Special projects
• Clusters
With prioritized levels of
support
All of the ATA’s work takes
place through constructive
partnerships with others:
• Transformation Council
• Ministry of Agriculture
• Regional Bureaus of Ag.
• Development partners
• Private Sector
• NGOs
• Cooperatives/DAs
• Others
We work towards our
Mandate…
…via a three‐
part Strategy...
…which is
underpinned by a
high‐performing
Organization, clear
Target Setting, and
a robust
Performance
Management
system
ATA aims to put together a high‐performing organization with a clear structure, expert staff, strong systems and
processes, as well as a well‐defined set of shared values to drive the agricultural transformation process
What does the ATA
actually do to achieve its
mandate in target areas?
In what areas does
the ATA work?
How does the ATA work
relative to others?
ATA works with all partners to develop clear targets for interventions that will lead to agricultural transformation
ATA is developing a robust performance management system for its internal operations and is working with the
Ministry of Agriculture and other partners to strengthen the performance management system of the sector

5. 5
The ATA’s mandate will always remain constant, but its organizational design,
strategy, and tactics to achieve its mandate and targets will evolve over time,
with an approximately 15‐20 years phase‐out plan
Phase I
 Intensive strategy development
and implementation support in
delivery of high‐impact results in
target Transformation Cluster
woredas
 Strengthening of partnerships with
various public and private sector
organizations
 Initial capability building support
for the Ministry of Agriculture
Phase II Phase III
 ATA accelerates focus on supporting
partners to deliver on high‐impact
results in an expanded set of
Transformation Cluster woredas
 Links with and coordination of
partners fully institutionalized
 Aggressive capability building of MoA
and other public/private sector
partners
 Ministry of Agriculture taking the
lead in scaling up activities
proven in Transformation Cluster
woredas throughout the country
 Ministry of Agriculture
functioning as a high‐capability,
high‐impact organization with a
downscaled ATA playing a
backstopping role
Agriculture sector
targets
ATA organizational
approach
 Increase of at least 50% in yields of
key crops from 2010 levels in
Transformation Cluster woredas
 Doubling in the total production of
key staple crops from 2005 levels
 Growth of agricultural value
addition by at least 8% per year,
contributing to overall GDP growth
rate of 11% per year
 A decline in the proportion of
population in a state of food
poverty from 28% to 21%
 Yield per hectare in Transformation
Cluster woredas in 75th percentile,
compared to other African countries
 Total smallholder farmer production
sufficient for total domestic consumption
and export to regional markets
 Contribution of agricultural value addition
and processing increases by at least 50%
from 2010 levels
 A decline in the proportion of population
in a state of food poverty approaching or
less than 15%
 Yield per hectare in key crops within
Transformation Cluster woredas at
comparable levels to Asia
 Increase in agricultural productivity,
income, and value addition
contribute to Ethiopia reaching
middle income country status
 A decline in the proportion of
population in a state of food
poverty approaching or less than
10%
Alignment with
development
strategies
 Growth and Transformation Plan
(GTP) strategy of Ethiopia
 The Comprehensive Africa
Agriculture Development
Programme (CAADP)
 Agriculture Sector Policy and
Investment Framework (PIF)

6. Although the ATA is a national organization working across the entire
agriculture sector, it focuses on certain target value chains, geographies,
and program areas
Value Chains
Systems Crosscutting Issues Special Projects
Geographies
 Integrated activities in 2013
 Tef
 Wheat
 Maize
 Targeted activities in 2013
 Sesame
 Barley
 New activities planned in
2014
 Coffee
 Sorghum
 Livestock
 Seed
 Soil
 Cooperatives
 Input & Output Markets
 Research & Extension
 Markets
 Household Irrigation
 Gender Mainstreaming
 Climate Change & Environment
 Technology Access & Adoption
 Information & Communication
Technology Integration
 Monitoring, Learning &
Evaluation
 High priority in 2013:
 160 Tef woredas
 47 Maize woredas
 41 Wheat woredas
 Secondary priority in 2013:
 12 Sesame woredas
 Public Private Partnerships
 Under review
 Strategic Grain Reserve
 Agro‐processing
 Home‐grown school
feeding
6

7. 7
All of the program areas prioritized by ATA go through a two stage process
that includes intensive strategy development and implementation support
through a “learning by doing” approach
STAGE 1
Secondary Activity: Initiate implementation
support of high‐priority interventions
Secondary Activity: Issue‐related
analytics and problem solving
 Support a limited number of
immediate interventions which act as
trials and/or catalysts and learning
opportunities for the broader
implementation of a roadmap of
interventions in the strategy or
concept note
 Provide real time analytical and
problem solving support to address
issues identified during the
implementation of the interventions
being under taken in Stage 2, based
on Stage 1 analytics work
Primary Activity: Develop program
strategy to determine a way forward
Primary Activity: Integrated
implementation support
 Use a rigorous, data‐driven approach to
develop a sector strategy document or
concept note clearly outlining the
bottlenecks and interventions to
strengthen a specific aspect of the
agriculture sector
 Provide appropriate level of
support to ensure timely and
effective implementation of an
integrated set of interventions to
address the bottlenecks identified
during Stage 1 analytics work
STAGE 2

8. 8
The ATA uses four different tools to achieve its mandate
Problem Solving
Implementation
Support
Capacity Building
Stakeholder Coordination
How:
 Rigorous data‐driven
and objective analysis
to determine root
causes of issues;
examination of
international and
domestic best
practices; and granular
refinement of solutions
to ensure adaptation of
solutions to specific
agro‐ecologies and
Ethiopia’s unique
context
When:
1. During the analytical
period in Stage 1 of a
program
2. During the
implementation of an
intervention
How:
 Through pre‐
defined levels of
support based on
the prioritization
of a deliverable on
the national
transformation
agenda
When:
1. During initial
interventions
undertaken during
Stage 1 of a
program
2. During
implementation of
interventions
during Stage 2 of a
program
How:
 Workshops, working groups, and
frequent engagement with partners
during strategy development
 Implementation platforms and
steering committees
When:
1. During the analytics and problem
solving phases in both Stage 1 & 2
2. During the implementation of an
intervention in both Stage 1 & 2
How:
 Capacity building by partnership as ATA
staff work closely with partners on
deliverable execution
 Availing specific tools and expertise to
implementing partners
 Fellowship program and secondments
(in future)
When:
1. During the analytics and problem
solving phases in both Stage 1 & 2
2. During the implementation of an
intervention in both Stage 1 & 2

9. 9
The Transformation Agenda in 2013 includes 30 Priority and 80 Other Deliverables (1/2)
1. Seed: Establish Regulatory Authorities/Inspection/Certification
2. Seed: Expand direct seed distribution trials
3. Seed: Ensure sufficient seed for wheat initiative
4. Soil: Complete EthioSIS digital soil mapping
5. Soil: Complete soil fertility mapping/fertilizer recommendations
6. Soil: Establish cooperative‐owned blending facilities
7. Coops: Design and launch advanced certification system
8. Coops: Design and launch cooperative auditing system
9. Coops: Train coops on input distribution in wheat woredas
10. Input & Output: Design and launch new input credit system
11. Input & Output: Deliver input credit to wheat cluster woredas
12. Input & Output: Ensure Mama Fresh Injera contract completion
13. Markets: Create market linkages for sesame cooperatives
14. Markets: Create market linkages for chickpea unions
15. Markets: Create market linkages for tef smallholders
16. Markets: Create market linkages for barley smallholders
17. Household Irrigation: Conduct shallow groundwater mapping
18. Research & Extension: Improve research career path/incentives
19. Research & Extension: Improve DA career path/incentives
20. Tef: Scale‐up “core” technology package
21. Wheat: Launch and execute Wheat Initiative
22. Wheat: Develop/plan for EGTE purchase, primarily from coops
23. Maize: Design & initiate Maize Initiative
24. Maize: Ensure completion of WFP P4P Program purchase
25. Technology Access: Develop strategy for mechanical implements
26. Technology Access: Ensure availability of tef row planters
27. Technology Access: Deploy threshers (Wheat/Maize/Tef Initiatives)
28. Technology Access: Deploy harvesters (Wheat/Maize/Tef Initiatives)
29. PPP: Convert Grow Africa opportunities to investments
30. PPP: Convert G8 Letters of Intent (LOIs) to investments
31. Seed: Complete and release Seed Sector Strategy
32. Seed: Undertake genetic restoration of key crops
33. Seed: Strengthen research center capacity
34. Seed: Create contractual relationships across the value chain
35. Seed: Develop seed proclamation regulations and protocols
36. Seed: Streamline varietal release process
37. Seed: Strengthen internal quality control of public producers
38. Seed: Strengthen intermediate seed sector
39. Seed: Increase breeding capacity in priority crops
40. Seed: Ensure PSE producers satisfy demand for Initiatives
41. Soils: Complete and release Soil Sector Strategy
42. Soils: Promote integrated soil fertility management (ISFM)
43. Soils: Establish National Soil Resources Institute
44. Soils: Conduct blended fertilizer demonstrations
45. Soils: Develop soil test‐based fertilizer recommendations
46. Soils: Undertake ISFM trial/scale‐up
47. Soils: Strengthen registry/release mechanism
48. Soils: Design ‘Sustainable Land Management’ program
49. Soils: Establish soil amendment production facilities
50. Coops: Review and amend coop proclamation
51. Coops: Launch Ardaita Coop College strengthening process
52. Coops: Launch commission‐based output marketing system
53. Coops: Align regional and national federations to strategy
54. Coops: Popularize cooperative strategy
55. Coops: Strengthen operational effectiveness of FCA
56. Coops: Improve output marketing of Initiative coops
57. Coops: Operationalize certification process
58. Coops: Operationalize cooperative auditing system
59. Input & Output: Release agricultural finance strategy
60. Input & Output: Strengthen warehouse receipt system
61. Input & Output: Improve fertilizer supply chain
62. Input & Output: Design improved input distribution system
63. Input & Output: Support SHFs/coops and buyer engagement
Not Started Significant Delay Slight Delay On Track Completed
Priority Deliverables Other Deliverables

10. 10
The Transformation Agenda in 2013 includes 30 Priority and 80 Other Deliverables (2/2)
Not Started Significant Delay Slight Delay On Track Completed
64. Input & Output: Launch Community Warehouse Receipts
65. Markets: Develop maize export strategy
66. Markets: Assess and develop export information system
67. Markets: Initiate Coffee program at ATA
68. Household Irrigation: Complete and release HHI Strategy
69. Household Irrigation: Complete pump supply chain study
70. Household Irrigation: Develop/test value chain interventions
71. Household Irrigation: Institute mandatory pump standards
72. Research & Extension: Complete & release Research Strategy
73. Research & Extension: Complete & release Extension Strategy
74. Research & Extension: Revise technology prioritization process
75. Research & Extension: Build biotech capacity of Holeta
76. Research & Extension: Upgrade FTCs in Initiative woredas
77. Research & Extension: Develop training for ADPLAC experts
78. Research & Extension: Create NARC
79. Research & Extension: Amend Biosafety proclamation
80. Tef: Complete and release Tef Sector Strategy
81. Tef: Promote legume‐based cropping system for tef farmers
82. Tef: Collaborate with EIAR to test other agronomy practices
83. Tef: Provide support to wider scale‐up of “core” package
84. Wheat: Complete and release Wheat Sector Strategy
85. Maize: Complete and release Maize Sector Strategy
86. Access: Identify at least 5 new appropriate high priority technologies
87. Technology Access: Deploy urea super granule (USG) machines
88. Technology Access: Streamline technologies review & release process
89. Climate & Environment: Introduce drought index insurance
90. Climate & Environment: Improve climate information capacity
91. Climate & Environment: Promote plastic rain gauges in Initiative woredas
92. Climate & Environment: Provide downscaled forecasts in target woredas
93. Gender: Build capacity with MOA‐WAD
94. Gender: Advance Women's Economic Leadership (WEL) project
95. Analytics: Complete and release Sesame Strategy
96. Analytics: Complete and release Barley Strategy
97. Analytics: Complete and release Sorghum Strategy
98. Analytics: Strengthen MOA‐PPD to undertake MLE
99. Analytics: Complete Institutional survey in cluster woredas
100.ICT: Complete analysis of MOA ICT capacity
101.ICT: Create inputs and output markets tracking system
102.ICT: Utilize Farm Radio in Initiative woredas
103.ICT: Implement mobile phone pilot for data collection
104.PPP: Launch initiative to build storage infrastructure
105.PPP: Operationalize strategy to implement strategic grain reserve
106.PPP: Explore merits of expanded Home Grown School Feeding project
107.PPP: Support Ethiopian Investment Agency for agriculture investors
108.PPP: Ensure G8 policy commitments are on track
109.Impl. Support: Develop crop mix strategy for cluster woredas
110.Impl. Support: Organize cluster farmer trainings, supervision & field days
Other Deliverables

11. 11
Some early success/progress include: Expansion of seed distribution from single
source (cooperative) model towards multiple distribution channels (1/2)
Seed Producers
(Private and
Public Seed
Enterprises,
Unions)
Regional
Bureaus of
Agriculture
(BoA)
WBoA
locations
Producer
Stores
Primary
Coops
Private
Outlets
BoA provides
pricing
guidance for
all seed
producers in
the region
Seed
distribution
Seed sales
Farmers
#
Woredas
#
Outlets/
Woredas
#
Producers
Producer
Stores
1o Coops Private
Outlets
WBoA
Locations
SNNP 21 2 2 Yes No No Yes
Amhara 7 10 6 No Yes No No
Oromia 5 8 12 No Yes Yes No
Highlights of DSM:
1. Shortened value chain
2. No allocation restrictions for DSM
woredas
3. Choice of brands and varieties for
farmers
4. Just‐in‐time inventory
management minimizes carryover
risk for dealers/sales outlets
5. Increased private sector
involvement and competitive seed
sales
DSM modalities vary across regions in terms of producer and dealer engagement
Modalities of DSM 2013:
1. SNNP has only 2 PSEs – no private
producers and no outlets other
than 2 PSE outlets per woreda
2. Amhara has only 10 coop outlets
but has multiple producers
3. Oromia has multiple producers
and all types of seed outlets
Direct Seed Marketing (DSM) Design
1

12. 12
5,000 Qt
5,049 Qt
1,985 Qt
1,085 Qt
1,183 Qt
3,515 Qt
4,083 Qt
2,215 Qt
630 Qt
1,318 Qt
3,404 Qt
3,841 Qt
2,112 Qt
591 Qt
1,281 Qt
Arsi Negele
Shalla
Sibu Sire
Gudeya Billa
Gobu Sayo
Only 5% of hybrid maize seed was left unsold
in the 5 DSM woredas in Oromia
Distributed Supplied Estimated Demand
12
13
0
6
9
1
1
19
4
14
Arsi Negele
Shalla
Sibu Sire
Gudeya Billa
Gobu Sayo
The 5 DSM woredas had varying number and
types of seed outlets
Coop Stores Private Stores
Highlights of DSM in Oromia:
1. Oromia’s DSM model is the most advanced when compared to
Amhara and SNNP, in terms of seed producer participation,
number of outlets, etc.
2. Risk of carryover seed at the coop/retailer level has been
drastically minimized with the seed producers transporting all
leftover seed back to their warehouses
3. BH 540 (30%), BH 660 (16%), BH 543 (15%) varieties at OSE, ESE,
and Pioneer seed producers were the most popular in terms of
quantities of seed sold
Some early success/progress include: Expansion of seed distribution from single
source (cooperative) model towards multiple distribution channels (2/2)
1

13. 13
41 CPs
37 CPs
03 CPs
 Sampling: Some
CPs risk not being
surveyed due to
security and
access reasons
 Analysis: NSTC is
redefining
internal
processes and
improving their
working
modalities
 Outputs: Local
capacity for the
map making is
critical for
EthioSIS:
significant
capacity building
underway at
NSTC
Current Challenges
Some early success/progress include: EthioSIS soil mapping effort to inform more
tailored soil management and fertilizer recommendations (1/2)
2

14. 14
Mapping of Soil Fertility
Classes allowed the team
to come up with an initial
set of fertilizer blends
recommendations
Some early success/progress include: EthioSIS soil mapping effort to inform more
tailored soil management and fertilizer recommendations (2/2)2

15. 15
Markets
Additional linkages to
large demand sinks
Agronomy
Increased awareness of and practical
training on agronomy best practices
Inputs
Increased access to inputs (certified seed,
fertilizer, and chemicals)
Finance
Increased access to finance:
access to inputs credit
Mechanization
Increased access to machinery
for production and post‐harvest
handling
Delivering
comprehensive
wheat
productivity
package to
400,000
farmers in 2013
3
5
4
Recent progress:
• ETB 127 million originally secured for
input finance, to be disbursed by
ACSI, CBO and OCSSCO; CBE providing
ETB 40 million of this amount
• Due to high demand, additional ETB
400 million secured for OCSSCO from
Oromia Regional Government
• Delays in electronic platform rollout
due to sourcing challenges
Recent progress:
• National press conference held with
EGTE and stakeholders to publicize
2014 purchase intent of ~ 250,000
tons
• ACDI‐VOCA submitted list of 19 unions
capable of delivering 15,000 tons to
EGTE
Recent progress :
• Challenges identifying immediate
suppliers for row planters and aligning
financing for 2013 season
• Planning for 2014 begun with partners
Recent progress:
• DA trainings held in all 4 regions
• ~1,700 benchmark farmers selected
in all regions to showcase wheat
productivity potential with full
productivity package applied
• 5,000 wheat agronomy manuals
disseminated to DAs
• 15,000 farmer leaflets distributed
Recent progress:
• Inputs tracking, handling, and retail training
provided for 400 coops
• Certified seed allocation to focus woredas is
much lower than wheat initiative targets
• Concern over quality of certified seed:
Experience with OSE suggested quality issues
even post inspection and certification
2
1
Some early success/progress include: The Wheat Productivity Initiative aims to
deliver an integrated technology package to smallholder farmers3

16. 16
Sesame Hulling
Barley Malting
The identified opportunity is investment in a greenfield malting plant
in Ethiopia with a capacity of 16,200 MT per annum. This plant will
target the domestic brewing market which is projected to grow at 15%
‐ 20% per annum. The required investment is $25M and is expected to
result in an IRR of over 25%.
Malteurop has signed a MOU with Heineken
to test the local conditions for a malting
plant.
The identified investment opportunity is a new chickpea flour
processing plant in Ethiopia with a target output capacity of 15,000 MT
per year, through cooperation with a partner. This processing plant will
supply a growing domestic market that is increasingly consuming both
chickpeas and processed foods (including chickpea flour) in greater
volumes as a low cost source of protein and substitute for high‐priced
meat products. The required investment is $6.5M and is expected to
return an IRR of over 34% without leverage.
a) One local company producing small
volumes, and planning to scale plant.
b) Tiger Brands signed a MOU on May 9 to
construct a chickpea processing plant
with a capacity of up to 14,400 MT per
year.
2.
Chickpea Processing1.
The investment opportunity identified is the establishment of a sesame
hulling plant with an annual output capacity of 10,000 MT, through
cooperation with a partner. The high‐quality hulled sesame seed
produced would be packaged and exported to international purchasers
for use in bakery and confectionary applications. An initial investment
of $7M is projected to return an IRR of 40% without leverage after five
years.
a) Mullege PLC has signed a MOU to build a
hulling plant with a capacity of up to
10,000 MT of raw sesame/year. A few
international investors are in preliminary
discussions.
Description of opportunity Progress to date
3.
4
Some early success/progress include: ATA Public Private Partnerships team is in
advanced discussions with investors regarding opportunities developed as part of the
G8 New Alliance/World Economic Forum ‐ Grow Africa Initiative (1/2)

17. 17
Significant progress has been made in the past year. More companies are now
involved in active discussions while several companies have created formal
agreements and are starting to implement their commitments.
28
25
17
15 15
13
54
0
5
10
15
20
25
30
Sep 2013
UN General
Assembly
May 2013
WEF / Grow
Africa / G8
Jan 2013
Davos
May 2012
WEF / Grow
Africa / G8
Companies with MOU
or actual progress
on the ground
Companies with LOI
or engaged in
serious discussions
4
Some early success/progress include: ATA Public Private Partnerships team is in
advanced discussions with investors regarding opportunities developed as part of the
G8 New Alliance/World Economic Forum ‐ Grow Africa Initiative (2/2)
Private sector interest in Ethiopian agriculture has grown significantly over the past year

18. 18
Clear metrics are established to define ATA’s performance as an
organization and its contributions to national targets
Outputs Medium‐term outputs
Track the performance
of the ATA1
Long‐term outcomes
Track Ethiopian
agriculture sector
performance
3
Measure ATA
contribution to
national sector targets
2
Synthesize and report on lessons
learned
4
 Establish dynamic learning and
knowledge agenda to regularly
document and report outputs, use
knowledge to shift course and
recalibrate outcomes, and
disseminate learnings on impact
 Δ seed & fertilizer availability
 Δ soil health & nutrition
 Δ research system efficiency
 Δ extension quality and financial
sustainability
 Δ availability of mechanization
 Δ links between smallholder
farmers and markets
 Program strategies
approved and launched
 Regional implementation
platforms strengthened
 Decision making and
implementation capacity
of sector strengthened
 Δ use/adoption of improved
seed varieties and fertilizers
 Δ use of improved agronomic
practices
 Δ resiliance to climate change
 Δ mechanization and
commercialization of
smallholder farmer production
• Increase on‐farm income
• Growth in rural economy
Poverty Reduction
Impact
 All program teams fully staffed
and effectively engaging partners
 Admin, finance and general
operations highly functioning
 High performance on annual
KPMG/PCW audit
 Funding mechanisms
in place
 Operational indicators
established
 Programmatic
strategies developed
• Δ Output per hectare
• Δ Output per unit of labor
• Δ Cost per ton of output
 Program teams
established
 Five‐year resource
base mobilized
 M&E tracking in
place
Sustainable Productivity
1
2
3

19. ATA continues to face challenges in three broad areas as it seeks to contribute
to Ethiopia’s agricultural transformation Agenda
19
Operational
Area Risk level Observations/comments
 Hybrid staffing model
 Managing a fast growing
organization
 Transition of diaspora and international staff to local
staff has to occur through a carefully managed process
 Growing pains of putting systems and processes in
place for an organization that has grown to nearly 200
Programmatic
Strategic
 Being opportunistic versus
being strategic
 Focusing on the right
number of levers
 Balancing transformational
vs. consultative approach
 Being opportunistic was appropriate initially but
becoming more systematic on how/where we work
 Becoming more selective in taking on new requests
from donors , MoA and Transformation Council
 Constant struggle to be consultative and humble but
not caught up in the traditional bureaucracy
 Support from senior
policy makers
 Relationship with
implementing partners
 Space for innovation and
true transformation
 Managing expectations
 Strong support from Prime Minister, Ministry of
Agriculture, Regions and Transformation Council
 Resistance and misunderstanding occur frequently with
various public sector partners. Strong donor relations.
 Increasing space and appetite from policy makers for
more transformational ideas
 Continued challenges in managing the high
expectations many have of ATA’s role in transformation

20. 20
The ATA leverages its unique reporting line and accountability mechanism to
maximize it ability to mobilize support for activities and increase its potential
for impact
Day‐to‐day
oversight
 Day‐to‐day oversight of the ATA’s program and operational activities is provided by
the Ministry of Agriculture
 Weekly meetings between the CEO of the ATA and the Minister of Agriculture enable
the ATA to align its activities with those of the Ministry of Agriculture
Accountability
 The ATA is ultimately accountable to the women, men, and youth smallholder
farmers of Ethiopia
 The organization’s success will be measured by the impact that the organization
brings to the rural communities of the country
Reporting
 The ATA serves as the Secretariat to the Agricultural Transformation Council, chaired
by the Prime Minister
 The Minister of Agriculture serves as the Deputy Chair of the Transformation Council
 Other Council members include the Minister of Finance and Economic Development,
the Minister of Trade, the Minister of Water and Energy, the Secretary to the
Cabinet, the Director General of the Ethiopian Institute of Agriculture Research, and
the Agriculture Bureau Heads of the four largest Regions of the country (Amhara,
Oromia, Tigray, and SNNP)
 The Transformation Council provides the ATA with clear direction and guidelines on
the organization’s mandate and priority areas of focus
 Quarterly meetings of the Agricultural Transformation Council are used to provide
ATA with on‐ going feedback on its performance and necessary course correction

21. Innovations to help our country grow