day 2, session 2: round table discussion about the agricultural transformation agenda (ata)

1

AGRICULTURAL TRANSFORMATION AGENDA

Salient CharacteristicsBy

S.B.BayeFMARD, Abuja

2

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.

3

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.

4

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).

5

TRANSFORMATION ACTION PLAN

• Priority agricultural commodities;Rice cassava sorghum cocoaCotton maize diary beef leather

6

Cont’d

poultryOil palm fisheries and Extension.

7

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;

8

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.

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 CONFERENCEABUJA, NOVEMBER 2012

Regional Strategic Analysis and Knowledge Support System – West Africa

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 Ghana


Page 11

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.


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.


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.


What is SAKSS and Why Is It Needed: A Possible SAKSS Structure

Knowledge (Data, Information ..)

Users

Knowledge (Data, Information ..) Providers

SAKSS

Strategic Analysis

Knowledge Support

Systems/

Networks of people

Steering committee - small group of users + providers

Group of Agric program monitors

Group of researchers

Analysis aimed at guiding public and private policy/decision

makers in planning, implementation and review of

programs/projects/policies

Large group of users + providers

for national guidance


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.


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).


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.


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.


IITA + ECOWAS

ReSAKSS-WA

AU-NEPAD

IFPRI

ReSAKSS

IWMI + SADC

ReSAKSS-SA

COMESA

+ ILRI

ReSAKSS-ECA

SAKSS Implementation in Africa: ReSAKSS - Organization


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 tables



• 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.



• 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).


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 indicators


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 dissemination


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.


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 )

Program Coordination and

Implementation Team (PCIT)

Thematic working groups

(NAIP based)

Coordinator

M&E Expert

ICT Expert

Economist

SAKSS Network of collaborators(Farmers, CSOs, National

Statistical Bureau; National Ag and

socio-economic research System, NGOs etc)

CAADP Country TeamCoordinated by the Permanent Secretary

Country-SAKSS Unit

SAKSS Steering Committee

GOOD PLATFORM FOR REVIEW, DIALOGUE AND

MUTUAL ACCOUNTABILITY BASED ON SAKSS

OUTPUTS


Possible activities of the SAKSS: some examples

Components Main Activities

1. STRATEGIC ANALYSIS

1.1 Policy and Investment Options Analysis

1.2 Spatial Analysis

1.3 Monitoring and Evaluation

- Indicators harmonization, domestication and implementation modalities

- Publication of an ATOR annually.

2. KNOWLEDGE MANAGEMENT

2.1 Policy Dialogue including joint sector review workshops

2.2 Data Access Facilitation

2.3 Networks' Capacity Strengthening

2.4 Communication and Dissemination of Information

2.5Promotion of exchanges with other countries and regional and international institutions

3. CAPACITY BUILDING

3.1 Analysis and Modeling

3.2 Geographic Information Systems

4. COORDINATION AND GOVERNANCE 4.1 Steering Committee and working groups meetings


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 needed


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 2011



• 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.



• 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.


Ghana Country-SAKSS in the Ministry of Food and Agriculture (MOFA)

Organogram

Stakeholder Networks

and fora

Policy Dialogue:

JSR, ASWG etc

METASIP (NAIP) Steering

Committee

SAKSS thematic

groupcoordinators & network

Minister

Deputy Ministers

Chief Director

PPMED Director

National and

decentralised directorates

& MDAs

Planning M&E Budget

Secretariat

SAKSS Coordinator

Research Assistant 1

Research Assistant 2

Administration

Source: METASIP Implementation mechanism (March 2011)


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.


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.


More Information

• www.resakss.org• Blog:http://resakss.wordpress.com

http://www.resakss.org/

http://resakss.wordpress.com/


Thank You For Your Attention

day 2, session 2: round table discussion about the agricultural transformation agenda (ata)

Documents

africa countrysakss

role of sakss

analysis planning

type of analysis

general countrysakss

strategic framework

sakss guide book

knowledge supportsystems