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2. CHOICES BUSINESS AS USUAL OR SOMETHING ELSE? 3. Business as Usual 4. Growth and Poverty Reduction 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. Something else Accelerated Growth 6. Growth and Poverty Reduction 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 need an 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 A GREAT OPPORTUNITY TO MOVE NEPAL OUT OF POVERTY, FASTER 9. What is the ADS about? An Agricultural Development Strategy to ensure the progress of peasants, farmers, and rural society. 10. TODAYS CONVERSATION IS ABOUT HOW TO IMPLEMENT THE ADS 11. ADS VISION Where do we 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 Productivity Land 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 Indicator Current 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 to Achieve 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 we get from here to there? 17. Inclusion Sustainability Private Sector, Cooperative Sector Connectivity ProductivityGovernance Profitable Commercialization Competitiveness 1. Food and Nutrition Security 2. Poverty Reduction 3. Trade Surplus 4. Higher more equitable income 5. Farmers rights ensured and strengthened 18. IMPLEMENTATION The Culture of Execution 19. Implementation Questions 1. What Needs 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. THE WHAT and THE HOW 21. THE WHAT 22. What Needs To Be 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 1.1 Credibility 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 Decentralized agricultural 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 Improved investment 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 Market infrastructure 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 TO DO Is important However. Even more important And more difficult to know is HOW TO DO IT 29. THE HOW 30. Learn from the Past 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 the traditional 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. New Mechanisms Institutions Programs Stakeholders 34. New Mechanisms Institutions 1. ADS Commission 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 Value Chain 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 Value Chain 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. ADS Commission 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 IMPLEMENTATION SUPPORT 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 Value Chain 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 Trust Fund (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: Secretary MOF 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: Secretary MOF 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. ADS PROGRAMS FLAGSHIP CORE 49. Three Flagships 1. Value Chain Development Program (VADEP) 2. Decentralized Science, Technology, Education Program (DESTEP) 3. Innovation and Agro-entrepreneurship Program (INAGEP) 50. Value Chain Development Program (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. 51. VADEP Value Chain Development Program (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 52. Decentralized Science, Technology, and Education 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 53. 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 54. Community Agricultural Extension Service Centers (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 55. VDC 1 VDC 4 VDC 3 VDC 2 ASC 1 Training Backstopping DESTEP Seed Funds Strengthen capacity Demonstrations ASC 2 VDC 11 VDC 14 VDC 13 VDC 12 56. 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 57. INAGEP Innovation & Agro-Entrepreneurship Program (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 58. ADS PROGRAMS FLAGSHIP CORE 59. 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 60. Three Key Stakeholders 1. Farmers Organizations 2. Cooperative Organizations 3. Private Sector Organizations 61. 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. 62. The key stakeholders have real voice in the ADS 63. 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. 64. The Key ADS Stakeholders 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 65. With Rights comes Responsibility 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 66. The Key Stakeholders Rights 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. 67. NSC CADIC RADC DADC NARCCAESC Policy Review Panel SC AISU SC 5-year ADS Review RIGHTS TO PLAY KEY ROLE 68. 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 . 69. How much will the ADS cost? 70. ADS Cost US million Rs billion 10-year cost $2,907 Rs 250 Average per year $291 Rs 25 71. ADS Cost by Source US million Rs billion % Total $2,907 Rs 250 100% Govt/ Donors $2,327 Rs. 200 80% Private/ Community $580 Rs. 50 20% 72. 2011/12 Budget MOF Red Book Planned Expenditure Billion Rs. Recurrent Capital Total Total agriculture Sector 17.1 12.6 29.7 73. 2011/12 Budget and ADS (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 74. ADS Cost and the 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 75. What are the ADS 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 76. 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% 77. 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. 78. Nepal Portfolio Performance Review Jan 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 79. Stakeholder consensus and compromise essential World Bank Reports decline in disbursement ratio 80. Roadmap 81. To embark on the ADS road We need to make sure of some road conditions 82. 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 83. How to make sure the road conditions are good? 84. Checking the Road Conditions 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 85. Policies and Regulations Governance Tenure of 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 . 86. Initial Milestones Before GON 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 87. Monitoring: Are we making progress? 88. 3 Forgotten things about 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 89. Evaluation: Are we moving in the right direction? 90. ADS Reviews ADS is 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 91. Key Messages 1. ADS as 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 92. Draft Final ReportAPR Final Report? Awareness Campaign Road Shows to All Districts? GON Approval? NEXT STEPS
