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Action Plan and Roadmap for the Agricultural Development Strategy in Nepal Workshop
The Agricultural Development Strategy (ADS) aims to transform Nepal's agricultural sector into a self-reliant, sustainable, and competitive system that enhances food security and reduces poverty efficiently. The strategy outlines key targets, including increasing land and labor productivity, improving commercialization, and achieving self-sufficiency in food grains, alongside the establishment of new institutional mechanisms for effective implementation. Overall, the ADS requires significant investment and stakeholder involvement to realize its objectives over the next decade.
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Action Plan and Roadmap for the Agricultural Development Strategy in Nepal Workshop
- 1. ADS Action Planand Road Map 25 March 2013 Radisson Hotel, Kathmandu, Nepal Agricultural Development Strategy (ADS) National Workshop Supported by: Government of Nepal, ADB, IFAD, EU, FAO, SDC, JICA, DANIDA, USAID, WFP, DfID, World Bank, AusAID, UN Women
- 2. CHOICES • BUSINESS ASUSUAL OR • SOMETHING ELSE?
- 3.
- 4. Growth and PovertyReduction in Business as Usual 5% 10% 15% 20% 25% 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 3% Gr Poverty Reduction with Agricultural Growth at 3% Will take more than 20 years to halve poverty
- 5.
- 6. Growth and PovertyReduction with Faster Growth 5% 10% 15% 20% 25% 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 Poverty Reduction with Growth at 3% Poverty Reduction with Growth at 5% Less than 10 years to halve poverty More than 20 years to halve poverty Poverty Rate
- 7. Why we needan Agricultural Development Strategy • In BUSINESS AS USUAL, we might grow, but slowly, and take a long time to reduce poverty. • If we want to grow faster and reduce poverty faster, we need to do things differently.
- 8. ADS IS AGREAT OPPORTUNITY TO MOVE NEPAL OUT OF POVERTY, FASTER
- 9. What is theADS about? An Agricultural Development Strategy to ensure the progress of peasants, farmers, and rural society.
- 10. TODAY’S CONVERSATION ISABOUT HOW TO IMPLEMENT THE ADS
- 11. ADS VISION Where dowe want to be?
- 12. A self-reliant, sustainable, competitive,and inclusive agricultural sector that drives economic growth, and contributes to improved livelihoods, and food and nutrition security.
- 13. Component Indicator Current Situation Target ProductivityLand productivity $1,600/ha $5,000/ha Labor productivity $800/agr. labor $2,000/agr. labor Commerciali zation Marketed surplus Less than 50% More than 80% Agribusiness GDP 10% of GDP 20% of GDP Competitive ness Agrifood exports $250 million $1,600 million Governance Agricultural Growth 3% average annual growth 5% average annual growth Selected Targets to Achieve Vision Land productivity $1,600/ha $5,000/ha Labor productivity $800/agr. labor $2,000/agr. labor Marketed surplus Less than 50% More than 80% Agribusiness GDP 30% of AGDP 100% of AGDP Agrifood exports $250 million $1,600 million Agricultural Growth 3% average annual growth 5% average annual growth
- 14. Other Targets Component IndicatorCurrent Situation Target Self-reliance Self-sufficiency in food grains 0-5% deficit 0-5% surplus Sustainability Year-round irrigation 18% 80% Soil organic matter 4% 4% Inclusion Land owned by women/joint ownership 10% 80% Food and nutrition Security Food Poverty 16% 1%
- 15. Main Targets toAchieve Vision 0 100 200 300 400 500 600 700 Land Productivity Labor Productivity Marketed Surplus Agribusiness GDP Agricultural Exports Agricultural Growth
- 16. STRATEGY How do weget from here to there?
- 17. Inclusion Sustainability Private Sector, Cooperative Sector Connectivity ProductivityGovernance Profitable Commercialization Competitiveness 1. Foodand Nutrition Security 2. Poverty Reduction 3. Trade Surplus 4. Higher more equitable income 5. Farmers’ rights ensured and strengthened
- 18. IMPLEMENTATION The Culture ofExecution
- 19. Implementation Questions 1. WhatNeeds to be Done? 2. How to do it? 3. Who will do it? 4. How many resources are needed to do it? 5. What conditions have to be in place? 6. When will it be done?
- 20.
- 21.
- 22. What Needs ToBe Done includes … • 4 outcomes • 33 outputs • 187 activities
- 23. ADS 1. Governance 2.Productivity 3. Commercialization 4. Competitiveness 4Outcomes33Outputs187Activities 1.1 1.8 1.1.1 1.1.41.1.2 1.1.3 4.1 4.4 4.4.1 1.2 … … 1.3 1.4 1.5 1.6 1.7
- 24. Governance Outputs No. Output 1.1Credibility of policy commitment 1.2 Improved coordination in ADS implementation 1.3 Integrated planning 1.4 Effective implementation support 1.5 Mechanisms established for gender equality and social and geographic inclusion 1.6 Timely and effective monitoring and evaluation 1.7 Mechanisms established for participation of civil society 1.8 Enhanced capacity of key institutions involved in ADS coordination and implementation
- 25. Productivity Outputs 2.1 Decentralizedagricultural extension services 2.2 Decentralized agricultural research system 2.3 Strengthened agricultural education system 2.4 Adequately sized farms that use land efficiently and sustainably 2.5 Expanded and improved irrigation 2.6 Access to agricultural inputs 2.7 Implementation of seed policies 2.8 Fertilizer supply 2.9 Improved animal breeds 2.10 Mechanization options accessible 2.11 Improved resilience of farmers 2.12 Green farming, GAP, and GVAHP adopted 2.13 Forestry development
- 26. Commercialization Outputs 3.1 Improvedinvestment climate 3.2 Contract arrangements for commercial agriculture 3.3 Tax policy to support commercial agriculture 3.4 Agricultural finance and insurance 3.5 Competitive agricultural value chains 3.6 Rural roads network expanded 3.7 Agricultural market information 3.8 Rural electrification and renewable energies
- 27. Competitiveness Outputs 4.1 Marketinfrastructure developed 4.2 Growth of small and medium agro-enterprises 4.3 Growth of food and agricultural products exports 4.4 Enhanced food quality and safety
- 28. The WHAT TODO • Is important However…. • Even more important • And more difficult to know is… • HOW TO DO IT
- 29.
- 30. Learn from thePast … Traditional Mechanisms and Prepare for the Future New Mechanisms
- 31. Traditional Mechanisms • NPC •MOAD • Other Agencies • Key Stakeholders (farmers, cooperatives, private sector) • Overall Policy Coordination • Lead Implementation Agency • Supporting Implementation • Left in the backstage
- 32. Some of thetraditional mechanisms are appropriate but…. • Are not enough • If we continue doing more of the same, • Chances are we will get more of the same • So we need new mechanisms
- 33.
- 34. New Mechanisms Institutions 1. ADSCommission 2. Coordination Committees 3. ADS Implementation Support Unit (AISU) 4. ADS Trust Fund (ATF) Flagship and Core Programs 1. Value Chain Development Program (VADEP) 2. Decentralized Science, Technology, Education Program (DESTEP) 3. Innovation and Agro-entrepreneurship Program (INAGEP) 4. Core Programs Key Stakeholders 1. Farmers 2. Cooperatives 3. Private Sector
- 35. ADS Commission MOAD MOIRR MLD MLR MFSC Prime Minister NPC NSC CADIC RADC DADC MOAD ADS Implementation Support Unit DDC MOTS MOIND … VADEP ValueChain Development Program DESTEP Decentralized Science Technology and Education Program INAGEP Innovation and Agro Entrepreneurship Program CORE PROGRAMS FLAGSHIP PROGRAMS Coordination Implementation Farmers Coops Enterprises ATF ADS Trust Fund
- 36. ADS Commission MOAD MOIRR MLD MLR MFSC Prime Minister NPC NSC CADIC RADC DADC MOAD ADS Implementation Support Unit DDC MOTS MOIND … VADEP ValueChain Development Program DESTEP Decentralized Science Technology and Education Program INAGEP Innovation and Agro Entrepreneurship Program CORE PROGRAMS FLAGSHIP PROGRAMS Coordination Implementation Farmers Coops Enterprises ATF ADS Trust Fund FANUSEP Foood and Nutrition Security Program
- 37. Four Institutions 1. ADSCommission 2. Coordination Committees 3. ADS Implementation Support Unit 4. ADS Trust Fund
- 38. 1. ADS COMMISSION •A high-level commission to give high visibility and ensure implementation of the ADS by promoting policy, administrative, and legislative changes in responsible institutions, and facilitating resources mobilization.
- 39. ADS Commission Structure •Five (5) members including: – Three (3) High level Professional Commissioners at Minister Level – Vice Chair of NPC as Commission Member – Secretary MOAD as Commission Member Secretary • The ADS Commission reports to the PM • The ADS Commission complements the NPC • The ADS Implementation Support Unit (AISU) will provide Secretariat services.
- 40. 2. COORDINATION COMMITTEES •National Support Committee (NSC) • Central Agriculture Development Implementation Committee (CADIC) • Regional Agricultural Development Committee (RADC) • District Agricultural Development Committee (DADC)
- 41. NPC NSC MOAD Member Secretary ex-officio CADIC RADC DADC Irrigation-Agriculture MOAD DDC Agribusiness,Private Sector, Coops Civil Society/NGOs Research, Extension, Education Food Security and Nutrition Development Partners NSC Subcommittees on:
- 42. 3. ADS IMPLEMENTATIONSUPPORT UNIT (AISU) • Support formulation and amendment of policies and regulations for implementation of the ADS • Support formulation of integrated periodic plans • Support Coordination Mechanisms (NSC, CADIC) and ADS Commission • Facilitate implementation of the ADS Flagship programs and Core programs • Support monitoring of the ADS and related policies • Provide capacity building in policy analysis , policy monitoring and integrated planning to implementation agencies
- 43. ADS Commission MOAD MOIRR MLD MLR MFSC Prime Minister NPC NSC CADIC RADC DADC MOAD ADS Implementation Support Unit DDC MOTS MOIND … VADEP ValueChain Development Program DESTEP Decentralized Science Technology and Education Program INAGEP Innovation and Agro Entrepreneurship Program AGENCIES FLAGSHIP PROGRAMS Coordination Implementation Farmers Coops Enterprises ATF ADS Trust Fund
- 44. 4. ADS TrustFund (ATF) • Supports the implementation of ADS • Board headed by Minister of Finance and co-chair Minister of Agriculture • Technical Committee headed by Secretary of MOAD • Secretariat headed by Secretary of Finance • Flagship Programs and Core Program submit proposals to ATF • Funds disbursed, managed, and monitored by development results
- 45. ATFS ATF Secretariat Chair: SecretaryMOF FLAGSHIP PROGRAMS ATF BOARD Co- chairs Ministers MOF and MOAD ADP ADS Development Partners Support Group CORE PROGRAMS ATF Technical Committee Chair: Secretary MOAD ADS Trust Fund (ATF)
- 46. ATFS ATF Secretariat Chair: SecretaryMOF FLAGSHIP PROGRAMS ATF BOARD Chair: VC; Members: Sec MOF, Sec MOAD, JS Budget MOF, JS FAIDC ADP ADS Development Partners Support Group CORE PROGRAMS ATF Technical Committee Chair: Secretary MOAD ADS Trust Fund (ATF)
- 47. Objectives of ATF •Commitment of Funds for ADS on a multiyear basis • Clear monitoring and auditing of funds for ADS • Flexibility of flow of funds • Quicker disbursement • Better results • More visibility • Easier to mobilize funds
- 48.
- 49. Three Flagships 1. ValueChain Development Program (VADEP) 2. Decentralized Science, Technology, Education Program (DESTEP) 3. Innovation and Agro-entrepreneurship Program (INAGEP)
- 51. Value Chain DevelopmentProgram (VADEP) Objective: integrated value chain development to achieve sector impacts • VC Program organized as a professional society. Its Board includes – MOAD, MOF, MOTC, MOIND, Farmer Organizations, Coop Organizations, Private Sector Organization, Finance Institutions • Only 5 VC prioritized • Each VC organized as a society - Value Chain Development Alliance (VCDA). Its Board will include elected (6) and non-elected members (5). The Board will select the CEO of the VCDA. • A business plan of the VCDA will be approved by the Board and form the basis for investments to be funded by a Value Chain Development Fund (VCDF). • The funds audited according to the law of GON and requirements of development partners contributing to the fund.
- 52. VADEP Value Chain DevelopmentProgram (VADEP) Manager VCDA - Maize ProgramAlliances CEO VCDF Fund VCDA - Dairy CEO VCDF Fund VCDA - Lentil CEO VCDF Fund VCDA - Vegetables CEO VCDF Fund VCDA – Tea CEO VCDF Fund
- 54. Decentralized Science, Technology, andEducation Program (DESTEP) • Objective: decentralize extension and research and integrate with education • Establishment of Community Agricultural Extension Service Centers (CAESC) in each VDC • Strengthen capacity of existing agricultural and livestock service centers • Introduce extension vouchers • Decentralize NARC and establish new NRI and Research Stations • Promote agricultural university, colleges, and vocational schools
- 55. DESTEP P Decentralized Science, Technology,and Education Program (DESTEP) Program General Manager Extension Sub-program ProgramSub-programs Manager Extension Fund Research Sub-program Manager Research Fund Education Sub-program Manager Education Fund
- 56. Community Agricultural Extension ServiceCenters (CAESC) • Establish CAESC in each VDC • Owned by farmers, cooperatives and agroenterprises • Cofinanced by VDC, GON (seed funding), and community • Have their own staff to undertake extension work • Backstopped and trained by DOA/DLS service centers
- 57. VDC 1 VDC 4 VDC3 VDC 2 ASC 1 •Training •Backstopping DESTEP Seed Funds •Strengthen capacity •Demonstrations ASC 2 VDC 11 VDC 14 VDC 13 VDC 12
- 59. Innovation and Agro-Entrepreneurship Program(INAGEP) • Objective: foster innovation and agro- entrepreneurship • Combination of – tax incentives – agribusiness incubators – matching grants • Matching Grants for: – Innovations by agroenterprises and coops – Agro-entrepreneurship of: • Youth • Women • Disadvantage groups
- 60. INAGEP Innovation & Agro-EntrepreneurshipProgram (INAGEP) Program General Manager Tax Incentive Sub-program ProgramSub-programs Manager Tax Incentive Fund Ag Incubators Sub-program Manager Ag Incubators Fund Innovation Sub-program Manager Innovation Funds 1. Enterprises/Coops 2. Youth 3. Women 4. Disadvantaged
- 61.
- 62. • Governance • Productivity •Commercialization • Competitiveness • Food and Nutrition Security – All – Land – Irrigation, Input Supply and Distribution – Forestry, Resilience – Investment climate – Road and Energy Infrastructure – Tax, Finance, Insurance – Market Infrastructure – Quality Assurance, Export Promotion – Under preparation by FAO/GON through Food and Nutrition Security Plan of Action CORE PROGRAMS
- 63. Three Key Stakeholders 1.Farmers Organizations 2. Cooperative Organizations 3. Private Sector Organizations
- 64. The Key Stakeholders •Farmers and their Organizations – eg. The Peasants’ Coalition. – Note: Farmers include marginal and small farmers and Women who are the majority of the farmers • Cooperatives and their Organizations – eg. The National Federation of Cooperatives • Private Sector and their Organizations – eg. Seed Entrepreneurs Association, Dairy Industry Association – Note: Private sector includes micro, small and medium enterprises.
- 65. The key stakeholders havereal voice in the ADS
- 66. The Key Stakeholders •Have moved from a back stage position to a front stage position. • Working together with government and other civil society members to contribute and influence the ADS.
- 67. The Key ADSStakeholders have the Rights to … • Participate and influence the ADS policy and investment decisions • Participate in the monitoring of the ADS • Access to information related to ADS planning, implementation, and monitoring
- 68. With Rights comesResponsibility The Key Stakeholders have the Duty to: • Contribute to the solution of the problems encountered during formulation and implementation of the ADS • Contribute to accelerating the process of decision making regarding the ADS
- 69. The Key StakeholdersRights in the ADS are Institutionalized in the ADS • Member of NSC and CADIC • Member of various NSC Subcommittees related to the ADS • Member of the Steering Committee of the ADS Implementation Support Unit • Member of DADC and RADC • Member of the NARC Board • Member of the Governing Body of the CAESC • Invited to the Policy Review Panels organized to review the formulation of new policies under the proposed new Policy Analysis Division at MOAD • Member of the Steering Committee for the periodic 5-year Review, Evaluation, and Updating Committee of the ADS.
- 70.
- 71. Peasants’ Coalition Concerns •Request for a Peasants’ Commission • Peasants’ Act to be formulated • Constitutions of Commodity Boards with Farmers’ Representation • Establishment of Farmers’ Courts • Food Sovereignty Act • Ensure participation of farmers at different policy formulation levels • Priority rights of farmers over natural resources • and more ….
- 72. How much will theADS cost?
- 73. ADS Cost US millionRs billion 10-year cost $2,907 Rs 250 Average per year $291 Rs 25
- 74. ADS Cost bySource US million Rs billion % Total $2,907 Rs 250 100% Govt/ Donors $2,327 Rs. 200 80% Private/ Community $580 Rs. 50 20%
- 75. 2011/12 Budget MOF RedBook Planned Expenditure Billion Rs. Recurrent Capital Total Total agriculture Sector 17.1 12.6 29.7
- 76. 2011/12 Budget andADS (billion Rs) Planned Expenditure 2011/12 Budget ADS Total (Recurrent + Programs) Recurrent Capital Total Recurrent Programs Total 17.1 12.6 29.7 17.1 20 37.1 ADS is an increase of 25% on Budget 2011/12
- 77. ADS Cost andthe Budget • In the 2011/12 budget, the agricultural sector represents 8% of the budget • The ADS will require a slight increase of agricultural sector in the budget from 8% to 10% of budget
- 78. What are theADS component costs? • Three Flagship Programs – Decentralized Extension, Technology and Education – Value Chain Development – Innovation and Agro-enterprise • Core Program – The main costs are irrigation, fertilizer subsidy, and infrastructure
- 79. DESTEP , 380, 13% VADEP, 765, 26% INGEP , 122, 4%Irrigation , 675, 23% Fertilizer subsidy , 400, 14% Infrastructure , 284, 10% Other , 280, 10% Composition of ADS Costs (million USD) FLAGSHIP, $1267 m, 43.6% CORE, $1639 m, 56.4%
- 80. Absorptive capacity -can Nepal spend more on Agriculture? Question: • Agriculture is 8% of annual budget, how to increase actual expenditure on it? Answer: • Improve governance; and more involvement of private sector, farmers, and cooperatives.
- 81. Nepal Portfolio Performance ReviewJan 2013 notes progress … • The MOF highlights that it is continuing reforms in – Public Financial Management – Public Procurement – Human Resource Management – Managing for Development Results – Mutual Accountability • ADS institutional structure, fund flows design and governance activities are aligned with these reforms
- 82. Stakeholder consensus andcompromise essential World Bank Reports decline in disbursement ratio
- 83.
- 84. To embark onthe ADS road… We need to make sure of some road conditions
- 85. Assumptions (the road conditions) 1.Government commitment 2. Policy and Regulations for ADS Implementation in place 3. Consensus of key stakeholders 4. Development partners support
- 86. How to makesure the road conditions are good?
- 87. Checking the RoadConditions 1. Government commitment o Medium term budget commitment o Tenure of key positions o Establishment of ADS Commission, AISU, ATF, Coord. Committees 2. Policy and Regulations for ADS Implementation o Formulation and Approval 3. Consensus of key stakeholders o Pledge consensus about some agreement points 4. Development partners support o Medium term resource commitment
- 88. Policies and Regulations Governance Tenureof key positions Composition of NSC and Subcommittees Composition of CADIC, RADC, DADC ADS Information desk ADS Implementation Support Unit ADS Commission ATF …. Productivity CAESC NARC restructuring Dept Agribusiness AU and Ag Colleges Vouchers for extension and input Land leasing, Land Bank, land use planning, … Commercialization Contract Value Chain Programs Insurance New Financial Products …. Competitiveness Innovation Funds Quality and Safety regulations Food safety law ….
- 89. Initial Milestones • BeforeGON Approval – Finalize ADS document – Distribution and awareness campaign – Pledged consensus of key stakeholders – Indicative support by development partners • During First Year – Commitment by GON – Acts for Coordination Committees, ADS Commission, ATF and Flagships – Establish AISU, ADS Commission, ATF, Coordination Committee – Guidelines for Implementation – Recruit Program Managers for ADS Flagships – Budget allocations to ATF
- 90.
- 91. 3 Forgotten thingsabout Monitoring 1. You have to monitor not only projects, but also policy 2. You have to monitor not only inputs and outputs but also outcomes and impacts 3. You need to link good performance to reward
- 92. Evaluation: Are we movingin the right direction?
- 93. ADS Reviews • ADSis a living strategy • It needs to be continuously updated and improved • Monitoring, evaluation, review should aim at enriching the strategy • 5-year external reviews commissioned and widely discussed by government and civil society
- 94. Key Messages 1. ADSas Opportunity for Faster Poverty Reduction 2. Implementation of ADS requires new mechanisms 3. Conditions to embark on the ADS road i. GON commitment ii. Policies and Regulations in place iii. Stakeholders consensus iv. Development Partners support
- 95. • Draft FinalReportAPR • Final Report? • Awareness Campaign • Road Shows to All Districts? • GON Approval? NEXT STEPS