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FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA
Ministry of Agriculture
Agricultural Growth Project 2 (AGP 2)
PROGRAM IMPLEMENTATION MANUAL
(PIM)
August 2015
Addis Ababa
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Agricultural Growth Program 2 (AGP 2)
Program Implementation Manual (PIM)
Table of Content
LIST OF ACRONYMS .......................................................................................................... V
1 INTRODUCTION.................................................................................................. 1
1.1 PURPOSE OF THE PROGRAM IMPLEMENTATION MANUAL .......................................... 1
2 PROJECT OVERVIEW ....................................................................................... 2
2.1 PROJECT DEVELOPMENT OBJECTIVE AND PDO INDICATORS .................................... 2
2.2 PROJECT SCOPE ......................................................................................................... 2
2.2.1 Project Beneficiaries ................................................................................................ 2
2.2.2 Project Geographical Coverage and Selection Criteria ........................................... 3
2.3 PROGRAM COMPONENTS: - ....................................................................................... 5
2.3.1 Component I: Public Agricultural Support Services (US$129 million) – ............... 5
2.3.2 Component II: Agricultural Research (US$51.4 million) – ..................................... 5
2.3.3 Component III: Smallholder Irrigation Development (US$218.6million):- ............ 6
2.3.4 Component IV: Agriculture Marketing and Value Chains (US$120 million)– ....... 6
2.3.5 Component V: Project Management, Capacity development, Monitoring, and
Evaluation (US$62.8 million). ................................................................................. 7
3 INSTITUTIONAL ARRANGEMENTS .............................................................. 7
3.1 OVERALL APPROACH ................................................................................................ 7
3.2 INSTITUTIONAL FRAMEWORK ................................................................................... 8
3.3 ROLES AND RESPONSIBILITIES ................................................................................. 11
3.3.1 Steering Committees .............................................................................................. 11
(a) The Federal SC:- ............................................................................................ 11
(b) The AGP Regional SC ................................................................................... 12
(c) The AGP Woreda SC: .................................................................................... 13
3.3.2 Technical Committees ........................................................................................... 13
(i) Federal Technical Committee: ....................................................................... 14
(ii) Regional Technical Committees: - ................................................................. 15
(iii) Zonal Technical Committees .......................................................................... 16
(iv) Woreda Technical Committees ...................................................................... 17
3.3.3 Program Coordination Units .................................................................................. 18
(i) Federal AGP 2 Coordination Unit: - .............................................................. 18
(ii) Research Component Coordination ................................................................ 19
(iii) Regional AGP 2 Coordination Unit ............................................................... 20
(iv) Project Implementation Support Team (PIST) ............................................... 21
(v) Zonal level AGP Coordination ....................................................................... 22
(vi) Woreda AGP 2 Coordination Unit ................................................................. 22
(vii) Kebele Development Committee /KDC ......................................................... 23
(viii) Kebele Planning Team ................................................................................... 24
4 COORDINATION MECHANISMS WITH ALIGNED AND PARALLEL
PROJECTS AND IMPLEMENTING AGENTS .............................................. 24
5 THE PROGRAM IMPLEMENTATION CYCLE ........................................... 26
5.1 OVERVIEW OF THE IMPLEMENTATION CYCLE ......................................................... 26
5.2 YEAR 1: SITUATIONAL ASSESSMENT AND NEEDS ASSESSMENTS ............................ 28
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5.2.1 Investment and activities eligible to Program’s financing .................................... 28
5.2.2 Woreda Level Situational Assessment................................................................... 29
5.3 ANNUAL PLANNING ................................................................................................ 39
5.3.1 Kebele Level Planning ........................................................................................... 41
5.3.2 Woreda Work Plan and Budget ............................................................................. 44
5.3.3 Regional Work Plan and Budget............................................................................ 46
5.3.4 Planning of the AGP Supported Research Activities ............................................ 47
5.3.5 Planning of the Federal Work Plan and Budget..................................................... 47
5.3.6 Preparation of the Work Plan and Budget for Successive Years ........................... 48
5.3.7 Capacity Development for Adoption of the AGP Planning Process ..................... 48
5.4 BUDGET AND WORK PLAN APPROVAL .................................................................... 50
5.4.1 AGP 2 Budget Planning Approach ........................................................................ 50
5.4.2 Budget Preparation................................................................................................. 51
5.4.3 Budget Approval Process ....................................................................................... 52
5.5 WORK PLAN IMPLEMENTATION MECHANISMS ........................................ 53
5.5.1 COMPONENT 1: AGRICULTURAL PUBLIC SUPPORT SERVICES ............ 53
5.5.1.1 Sub Component 1.1: Institutional Strengthening and Development ............. 53
5.5.1.2 Sub- Component 1.2: Scaling Up of Best Practices ...................................... 72
5.5.2 COMPONENT 2: AGRICULTURAL RESEARCH ............................................ 75
5.5.2.1 Sub-Component 2.1: Technology Adaptation/Generation ............................ 78
5.5.2.2 Sub-Component 2.2: Pre-Extension Demonstration of Technologies and
Establishment of FREGs ............................................................................... 81
5.5.2.3 Sub-Component 2.3: Support to Source Technology Production for Crop,
Livestock/Forage, Soil and Water and Farm Implements ............................. 84
5.5.2.4 Sub-Component 2.4: Capacity Development (Physical and Human ............ 86
5.5.3 COMPONENT 3: SMALL-SCALE IRRIGATION ............................................. 89
5.5.3.1 Sub-Component 3.1: SSI Infrastructure Development and Improvement .... 93
5.5.3.2 Sub-Component 3.2: Integrated Crop and Water Management (ICWM) for
Irrigated Agriculture .................................................................................... 109
5.5.3.3 SSI Development Component Planning and Implementation Mechanisms 120
5.5.4 COMPONENT 4: AGRICULTURAL MARKETING AND VALUE CHAINS 145
5.5.4.1 Sub Component 4.1: Supporting Agricultural Input Supply System ......... 145
5.5.4.2 Sub Component 4.2: Support to Farmers’ Organizations ........................... 154
5.5.4.3 Sub-Component 4.3: Support Agribusiness Development .......................... 166
5.5.4.4 Sub Component 4.4: Support Market Infrastructure Development and
Management ................................................................................................ 177
5.5.5 COMPONENT 5 : PROGRAM MANAGEMENT ,M & E AND LEARNING 184
5.5.5.1 Sub Component 5.1 Program Management & Institutional Arrangements 184
5.5.5.2 Sub Component 5.2 Monitoring and Evaluation ......................................... 188
5.5.5.3 Sub Component 5.3 Capacity Development ............................................... 192
5.6 MONITORING EVALUATION AND LEARNING .......................................... 195
5.6.1 Inputs, Outputs and outcomes Progress Monitoring ............................................ 196
5.6.2 Outcome and Impact Evaluation .......................................................................... 203
5.6.3 Participatory M&E and Internal Learning ........................................................... 204
6. SOCIAL AND ENVIRONMENTAL MANAGEMENT ISSUES ................. 206
7. PROGRAM FINANCIAL MANAGEMENT ................................................. 208
7.1 PROGRAM COSTS AND FINANCING PLAN .............................................................. 208
7.2 ALLOCATION OF AGP 2 RESOURCE ...................................................................... 208
7.3 FINANCIAL MANAGEMENT (FM) .......................................................................... 209
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7.3.1 Budget preparation ............................................................................................... 209
7.3.2 Fund flow arrangements ...................................................................................... 210
7.3.3 Accounting system ............................................................................................... 211
7.3.4 Internal control ..................................................................................................... 211
7.3.5 Financial reporting ............................................................................................... 211
7.3.6 Action Plan to Mitigate Financial Management Risk .......................................... 211
8 PROCUREMENT PROCEDURES AND MANAGEMENT ........................ 213
8.1 PURPOSE OF PROCUREMENT GUIDELINES ............................................................. 214
8.2 PROCUREMENT ENVIRONMENT ............................................................................. 214
8.3 SCOPE AND APPLICABLE PROCUREMENT GUIDELINES .......................................... 214
8.4 THE APPLICABLE PROCUREMENT METHODS FOR AGP 2 ...................................... 217
8.4.1 Procurement of Works, Goods and Non-consultancy Services ........................... 217
8.4.1.1 Procurement of works and goods ................................................................. 217
8.4.1.2 Procurement of Agricultural Inputs .............................................................. 218
8.4.1.3 Procurement of non-consulting services ...................................................... 219
8.4.2 Procurement of Airtime ....................................................................................... 219
8.4.3 Selection of consultants ....................................................................................... 219
8.4.4 Training and Workshops ...................................................................................... 220
8.4.5 Operating Costs .................................................................................................... 220
8.4.6 Procurement Review ............................................................................................ 221
8.4.6.1 Prior review areas by the Bank ..................................................................... 221
8.4.6.2 Post Review .................................................................................................. 223
8.4.6.3 Frequency of Procurement Supervision ....................................................... 228
8.4.6.4 Procurement Performance Indicators and Risk Mitigation Action Plan ...... 230
8.4.6.5 Procurement Plan ......................................................................................... 236
8.4.6.6 Procurement Planning and AWPB Linkage ................................................. 237
ANNEXES…. ....................................................................................................................... 242
ANNEX 1 RESULT FRAMEWORK................................................................................. 242
ANNEX 2: LIST OF PROGRAM TARGET WOREDAS ............................................... 251
ANNEX 3: LIST OF STAND ALONE MANUAL AND GUIDELINES ........................ 257
ANNEX 4:- LIST OF INVESTMENTS THAT REQUIRES NEED ASSESSMENT AND
FEASIBILITY STUDY ..................................................................................... 258
LIST OF TABLES
TABLE1: DISTRIBUTION OF TARGET WOREDAS ACROSS REGIONAL STATES ............................... 4
TABLE 2: COMPOSITION OF THE FEDERAL AGP -II STEERING COMMITTEE .............................. 11
TABLE 3: COMPOSITION OF THE REGIONAL AGP 2 STEERING COMMITTEE .............................. 12
TABLE 4: COMPOSITION OF THE WOREDA AGP 2 STEERING COMMITTEES. ............................ 13
TABLE 5: COMPOSITION OF FEDERAL AGP 2 TECHNICAL COMMITTEES ................................. 14
TABLE 6:- COMPOSITION OF THE REGIONAL AGP 2 TECHNICAL COMMITTEES. .................... 16
TABLE 7: COMPOSITION OF THE ZONAL AGP 2 TECHNICAL COMMITTEES .............................. 16
TABLE 8: COMPOSITION OF THE WOREDA AGP 2 TECHNICAL COMMITTEES. ......................... 17
TABLE 9. FEDERAL AGP 2 PCU STAFF .................................................................................... 18
TABLE 10. COMPOSITION OF RCCU AND RRCCU STAFF ......................................................... 20
TABLE 11:- REGIONAL AGP 2 COORDINATION UNIT STAFF COMPOSITION AND NUMBER........ 20
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TABLE 12. PROJECT IMPLEMENTATION SUPPORT TEAM FOR IMPLEMENTATION OF SSI ............ 21
TABLE 13. WOREDA AGP 2 PCU STAFFS ................................................................................... 22
TABLE 14 SECONDARY DATA COLLECTION FROM GOVERNMENT SOURCES AND VALIDATION
THROUGH COMMUNITY CONSULTATION FOR A COMMON PLANNING PLATFORM ........ 30
TABLE 15.AGP 2 PLANNING TIMETABLE .................................................................................. 40
TABLE 16. AGP 2 TRAINING AND PLANNING TIMETABLE ........................................................ 49
TABLE 17. FTC CRITERIA BY FUNCTIONALITY LEVEL .............................................................. 55
TABLE 18:- LIST OF ITEMS TO BE PROCURED FOR RESEARCH COMPONENT ............................... 87
TABLE: 19: EXISTING SSI SUBPROJECTS IMPLEMENTATION TIMETABLE .................................. 99
TABLE: 20: MHIS SUB PROJECTS IMPLEMENTATION TIMETABLE ........................................... 101
TABLE: 21: NEW SSI SUBPROJECTS IMPLEMENTATION TIMETABLE ....................................... 103
TABLE 22: SSI SYSTEMS ESTABLISHMENT GUIDELINES ON INDICATIVE INVESTMENT COST .. 122
TABLE 23 : ACTIVITIES AND IMPLEMENTING AGENCIES FOR SMALL-SCALE IRRIGATION
DEVELOPMENT...................................................................................................... 138
TABLE 24: SELECTED VALUE CHAIN PRODUCTS .................................................................... 167
TABLE 25:AGP 2 PROGRAM COST BY COMPONENT AND SUB COMPONENT ............................. 209
TABLE 26: PROCUREMENT METHODS AND PRIOR REVIEW THRESHOLDS ............................... 225
TABLE 27 : SUMMARY OF PROCUREMENT RISKS /FINDINGS AND ACTIONS (RISK MITIGATION
MATRIX) ............................................................................................................... 233
LIST OF FIGURES
FIGURE 1: MAP OF THE AGP- II WOREDAS ................................................................................. 4
FIGURE 2:- SCHEMATIC PRESENTATION OF THE AGP2 INSTITUTIONAL ARRANGEMENTS ............ 9
FIGURE 3:- ACCOUNTABILITY OF KEBELE DEVELOPMENT COMMITTEE .................................... 23
FIGURE 4: THE PROGRAM IMPLEMENTATION CYCLE ................................................................ 27
FIGURE 5: INPUTS FOR SWOT ANALYSIS AND OUTPUTS FOR LOCAL LEVEL
(WOREDA/KEBELE) PLANNING ............................................................................... 39
FIGURE 6: AGP 2 WOREDA AGRICULTURAL DEVELOPMENT PLAN .......................................... 46
FIGURE 7:- IMPLEMENTATION PROCESS AND FLOW OF ACTIVITIES OF THE RESEARCH
COMPONENT ............................................................................................................. 77
FIGURE 8 :-REPORT FLOW ARRANGEMENT .............................................................................. 202
FIGURE 9: FUND FLOW ARRANGEMENT .................................................................................. 212
List of Acronyms
ADPLAC Agriculture Development Partners Linkage Advisory Council
AECID Agencia Española de Cooperación Internacional para el Desarrollo (Spanish
Agency for International Development)
AETAD Agricultural Extension, Training and Advisory Directorate
AGP1 First Agricultural Growth Project
AGP2 Second Agricultural Growth Project
AGP2-FP AGP2 Focal Person
AHD
Animal Health Directorate
AIMD
Agricultural Input marketing Directorate AMD Agricultural Mechanization Directorate
APFRDD Animal Production and Feed Resources Development Directorate
ARCC Agricultural Research Component Coordinator
ARCCU Agricultural Research Component Coordination Unit
ATA Agricultural Transformation Agency
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AWP&B Annual Work Plan and Budget
BoA Bureau of Agriculture
BOQ Bill of Quantities
BoW Bureau of Water
CAADP Comprehensive Africa Agriculture Development Program
CASCAPE Capacity development for scaling up of evidence based best practices in
agricultural production in Ethiopia
CBSP Community Based Seed and forage Production Groups
CDSF Capacity Development Support Facility
CED Crop Extension Directorate
CIG Common Interest Group
CLPP Community Level Participatory Planning
CPAR Country Procurement Assessment Review
CRGE Climate Resilience Green Economy
CSA Central Statistical Agency
CSA Climate Smart Agriculture
CSQAC Construction Supervision and Quality Assurance Committee
CU Coordination Unit
CVDFQCL Central Veterinary Drug and Feed Quality Control Laboratory
DA Development Agent
DFATD Department of Foreign Affairs, Trade and Development of Canada
DOC Day Old Chick
DP Development Partners
DSM Direct Seed Marketing
EAB Ethiopian Apiculture Board
EC European Commission
EHBEA Ethiopian Honey & Beeswax Exporters Association
EIAR Ethiopian Institute of Agriculture Research
ESMF Environmental and Social Management Framework
ESMP Environmental and Social Management Plan
ETB Ethiopian Birr
FAO Food and Agriculture Organization of the United Nations
FCA Federal Cooperative Agency
FPCU Federal Coordination Unit
FGD Focussed Group Discussion
FHH Female Headed Household
FM Financial Management
FMS Financial Management Specialist
FREG Farmer Research and Extension Group
FSC Federal Steering Committee
FSDD Feasibility Study and Detail Design
FTC Federal Technical Committee
FTC MC Farmer Training Center Management Committee
FTCs Farmer Training Centres
GAFSP Global Agriculture and Food Security Program
GAP Good Agricultural Practice
GDP
Gross Domestic Product
GHG Green House Gas
GoE Government of Ethiopia
GTP Growth and Transformation Plan
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GTP2 Growth and Transformation Plan2(second Phase)
Ha Hectare
HACCP Hazard Analysis and Critical Control Points
HDI Human Development Index
HHI Household Irrigation
HQ Headquarters
IA Implementing Agency
IBRD International Bank for Reconstruction and Development
IC Individual Consultant
ICB International Competitive Bid
ICWM Integrated Crop and Water Management
ID Input Directorate
IDA International Development Association
IDA Irrigation Development Agency/ Authority
IFR Interim Financial Report
IPM Integrated Pest Management
ISO International Organization for Standard
ISP Implementation Support Plan
ISSD Integrated Seed Sector Development
IT Information Technology
IWUA Irrigation Water User Association
JRIS Joint Review and Implementation Support
KDC Kebele Development Committee
KDP Kebele Development Plan
KII Key Individual Informant
LUAD Land Use and Administration Directorate
M&E Monitoring and Evaluation
MC Multiplication Center
MCMC Market Center Management Committee
MDG Millennium Development Goal
MDTF Multi – Donor Trust Fund
MFI Micro Finance Institutions
MFIs Micro-Finance Institutions
MHH Male Headed Household
MHIS Micro Household Irrigation Systems
MIS Market Information System
MoA Ministry of Agriculture
MoFA Ministry of Foreign Affairs
MoFED Ministry of Finance and Economic Development
MoI Ministry of Industry
MoT Ministry of Trade
MoU Memorandum of Understanding
MoWIE Ministry of Water Irrigation and Energy
MSP Multiple Stakeholder Platform
MTR Mid Term Review
NACF National Agricultural Cooperative Federation
NAHDIC National Animal Health Diagnostic and Investigation Center
NAIC National Artificial Insemination Center
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NARS National Agricultural Research System
NBE National Bank of Ethiopian
NCB National Competitive Bidding
NICETT National Institute for the Control and Eradication of Tsetse &Trypanosomasis
NNP National Nutrition Program
NPV Net Present Value
NRM Natural Resources Management
NRMD Natural Resources Management Directorate
NSL
National Soil Laboratory
NSTC National Soil Testing Center
NVI National Veterinary Institute
O&M Operation and Maintenance
OFAG Office of the Federal Auditor General
OIE Office International des Epizooties (World Organization for Animal Health)
PCU Program Coordination Unit
PDO Project Development Objective
PFM Public Financial Management
PHC Plant Health Clinics
PHL Plant Health Laboratory
PHRD Plant Health Regulatory Directorate
PIF Policy Investment Framework
PIM Project Implementation Manual
PMIS Performance Management Information System
PRA Participatory Rural Appraisal
P-RAMS Procurement Risk Assessment Management System
QCBS Quality and Cost Based Selection
RARI Regional Agricultural Research Institute
RCA Regional Cooperative Agency
RPCU Regional Coordination Unit
RED&FS Rural Economic Development and Food Security
RFSDAC Regional Feasibility Study and Design Approval Committee
RLSA Regional Livestock Agency
RMCB Regional Marketing and Cooperative Bureau
RMP Residue Monitoring Plan
RPCU Regional Programme Coordination Unit
RPF Resettlement Policy Frame work
RRA Rural Rapid Appraisal
RRCCUs Regional Research Component Coordination Units
RSC Regional Steering committee
RSTL Regional Soil Testing Laboratory
RUSACCOs Rural Saving and Credit Cooperatives
RWH Rain Water Harvesting
SA Social Assessment
SBD Standard Bidding Document
SBMC Small Bridge Management committee
SC Steering Committee
SHDD Smallholder Horticulture Development Directorate
SHF Smallholder Farmer
SHIS Smallholder Irrigation System
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SIFMD Soil Information and Fertility Management Directorate
SKDC Sub-Kebele Development Committee
SMISP Small Scale and Micro Irrigation Project
SMS Subject matter Specialist
SNNPR Southern Nations, Nationalities, and People's Region
SoEs Statement of Expenditures
SSI Small Scale Irrigation
STC Short Term Consultant
SWG Sector Working Group
TA Technical Assistant
TAD Trans- boundary Animal Disease
TAG Technology Adaptation and Generation
TC Technical Committee
THH Total Households
ToT Training of Trainers
TTL Task Team Leader
UNDP United Nations Development Program
USAID United States Agency for International Development
VC Value Chain
VDFACA Veterinary Drug and Feed Administration & Control Authority
WB World Bank
WCIG Women Common Interest Group
WCU Woreda Coordination Unit
WDC Woreda Development Committee
WDP Woreda Development Plan
WFP Woreda Focal Person
WOA Woreda Office of Agriculture
WOCP Woreda Office of Cooperative Promotion
WOFED Woreda Office of Finance and Economic Development
WSC Woreda Steering Committee
WTC Woreda Technical Committee
ZOA Zonal Office of Agriculture
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1 INTRODUCTION
1.1 Purpose of the Program Implementation Manual
As presented on the design document the purpose of Program Implementation Manual (PIM)
is to guide the implementers and partners in executing the AGP 2. The PIM is designed to
provide a detailed and time bound procedures and plan to assist the stakeholders to undertake
project-related activities at different levels (Federal, Regional, Zonal, Woreda, Kebele and
community) and other beneficiary groups. It is also meant to provide guidance to senior
managers within different agents and departments tasked with program implementation. The
PIM is also designed to serve as a tool for supervision and monitoring by the steering
committees at all levels and the development partners.
This PIM includes, among others, responsibilities for project execution, financial management,
procurement, disbursement, monitoring and evaluation, environmental and social safeguards
arrangements, and reporting arrangements for the project.
The PIM defines its geographic coverage and eligible beneficiaries. It provides an overview of
the project and describes the overall approaches for implementation. It details the project
structure, together with the institutional arrangements and the implementation mechanisms. It
depicts the process for the elaboration and approval by the Government of Ethiopia (GoE) and
the World Bank of the Annual Work Plan and Budget (AWP&B). The PIM details the
implementation mechanisms for each project’s intervention. Among others, this include for
each intervention activities to be undertaken, the sequence and period of these activities, and
the responsibilities for carrying out each activity.
The PIM is developed based on the government project design as well as the World Bank
project documents, including the Project Appraisal Document, the environmental and social
safeguards, Social Assessment (SA), Environmental and Social Management Framework
(ESMF), the Procurement and Financial Management Manual, the M&E manual, the
Resettlement Policy Framework (RPF), and the Governance and Anti-Corruption (GAC).
However, these aspects are addressed in specific manuals or documents, which remain the
official reference for the implementation of these aspects during the project.
The PIM is not a rigid blueprint document and hence will be subjected to updating periodically
in consultation with the program stakeholders to ensure that it will remain relevant and useful
overtime.
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2 PROJECT OVERVIEW
2.1 Project Development Objective and PDO indicators
The Program Development Objective (PDO) is to increase agricultural productivity1 and
commercialization2 of smallholder farmers targeted by the program and contributes to dietary
diversity and consumption at HH level.
The project would also contribute to the higher-level objectives of poverty reduction, and
climate change mitigation and adaptation through supported climate smart agriculture
initiatives.
The PDO indicators are:
1) Percentage increase in yield for selected crops in targeted households (benefiting
directly from the project; disaggregated by Male Headed Households (MHH) and
Female Headed Households (FHH));
2) Percentage increase in yield for selected animal products in targeted households
(benefiting directly from the project; disaggregated by MHH and FHH);
3) Proportion of production sold by targeted households for selected crops (targeted
households are benefiting directly from the project; disaggregated by MHH and
FHH));
4) Proportion of animal production sold by targeted beneficiaries for selected products
(targeted beneficiaries are benefiting directly from the project; disaggregated by
male and female (FHH and married female).
5) Household dietary diversity: - increase in average number of food groups
consumed at HH level3.
6) Number of direct project beneficiaries.
2.2 Project Scope
The scope of the project is defined in term of the geographical coverage and targeted
beneficiaries.
2.2.1 Project Beneficiaries
The primary target of the project is smallholder farmers, who live in areas located in the AGP2
targeted 157 Woredas. Smallholder farmers are defined by the Central Statistics Agency as
farmers living in a village, registered as a resident in Kebele administration, conducting
agricultural production activities (crop production, livestock husbandry and agro-forestry) and
owning land of variable size; the average holding sizes of land per household in Ethiopia is
around 1 ha.
1 Agricultural productivity is defined as yields for selected key crops and animal products. 2 Commercialization is defined in terms of proportion of marketed production of selected key crops and animal
products by smallholder farmers. 3 This Indicator will be monitored by the additional fund by the EU for Complimentary Action to promote
Nutrition in to AGP 2 conducted by consultant
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The target number of direct beneficiaries will be 1.6 million. The project will also specifically
target women farmers with tailor made innovations, activities and technical assistance. The
target proportion of female direct beneficiaries (both female head of household and married
female) will be 40 percent. The direct beneficiaries will include smallholder farmers benefiting
from:
– trainings and demonstrations leading to adoption of new technologies;
– farmers in Common Interest Groups (CIGs), farmers benefiting from small scale
irrigation and HHI including those in Irrigation Water User Associations (IWUAs),
– farmers in Farmer Research Extension Groups,
– Farmers being linked to the market by the project, farmers using animal health services
and farmer members of cooperatives supported by the project;
In addition, the project will reach a significant number of indirect beneficiaries, including
household members and farmers benefitting from overall improved public agricultural services
and access to some markets.
2.2.2 Project Geographical Coverage and Selection Criteria
In addition to AGP1 Woredas, AGP2 will expand to 61 new Woredas of similar agro-ecological
conditions. Overall, AGP2 will therefore operate in 157Woredas located in seven regional
states and one administrative council.The distribution of number of AGP 2 Woredas among
Regional’s States is in accordance to the share of population of respective regions considering
the 2007 census. Within regional States, new Woredas have been selected applying the same
criteria used in AGP1 including:
(i) Access to markets (access to cities of 50,000 population or over in less than 5
hours);
(ii) Natural resource endowment (including good rainfall distribution and annual
average of 700 mm or over);
(iii) Suitable rainfall and soil for crop and fodder production;
(iv) Potential for development of small-scale irrigation;
(v) Institutional plurality of service providers, including good basis and growth of
viable cooperatives and farmer groups and existing partnership engagements with
private sector, and
(vi) Willingness and commitment to participate (supportive environment; performance
of programs/programs supported by other donors).
In addition to the above selection criteria, AGP2 has been responsive to region’s request to
consider the Woredas covered by the PSNP that have demonstrate high potential for growth.
AGP2 also considered Woreda clustering as a criterion for selection to develop synergies for
growth as well as Woredas capacity to manage the multiple funding.
The Table 1 and Figure 1 below summarize the distribution of AGP2 targeted Woredas across
Regional States of Ethiopia. A detailed list of AGP2 Woredas and respective number of Kebele
is provided in Appendix 2.
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TABLE1: DISTRIBUTION OF TARGET WOREDAS ACROSS REGIONAL STATES
Regions AGP1 New Woredas AGP2
Woreda Kebele Woreda Kebele Woreda Kebele
Oromiya 39 1030 23 610 62 1,640
Amhara 26 641 15 425 41 1,066
SNNPR 22 668 13 364 35 1032
Tigray 9 130 4 75 13 205
Benishangul-Gumuz - - 2 53 2 53
Gambella - - 2 35 2 35
Harari - - 1 17 1 17
Dire Dawa Adm. - - 1 21 1 21
Total 96 2469 61 1600 157 4,069
Figure 1: Map of the AGP- II Woredas
ETHIOPIA: SECOND AGRICULTURE GROWTH PROGRAM
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2.3 Program Components: -
The paragraphs below provide a brief description of the five Program components. For a
detailed Program description, see Annex 2 of the PAD
2.3.1 Component I: Public Agricultural Support Services (US$129 million) –
The objective of this component is to increase access to public agricultural services for
smallholder farmers, the program will support:
(i) The identification of local priorities for public services through the establishment,
operation and strengthening of Agriculture Development Partners Linkage
Advisory Councils (ADPLACs), and linkages to other planning mechanisms
including community consultation and local strategic planning;
(ii) The strengthening of public services delivery, including for agricultural extension
service, animal production and animal health services, crop production and plant
health services, natural resource management services, soil fertility management
services, and agricultural mechanization;
(iii) The scaling up of “best” practices of agricultural technologies and management
practices in agricultural production and post-harvest activities. This would include
the identification (through a community consultation process), validation and
verification of local practices.
2.3.2 Component II: Agricultural Research (US$51.4 million) –
The objective of this component is to increase the supply of demand driven agricultural
technologies that directly link to the other components. Under this component, the project will
support:
(a) Technology adaptation and generation:- This focuses on the release of improved
technologies to the agricultural extension system. It is implemented through:(i) the
release of selected pipeline technologies from end stage trials, including for crop
varieties and management practices, poultry breeds, forage crops, irrigated crop
management, acid soil and Vertisol management, integrated nutrient management,
and soil and water conservation technologies; and ii) design and implementation of
a research program based on assessment of farmers demand in the framework of
AGP2 objectives, AGP2 selected value chain commodities and considering cross
cutting issues (nutrition, gender and Climate Smart Agriculture).
(b) Pre-extension demonstration and participatory on-farm technology piloting through
FRGs for recommended agricultural technologies and supporting and facilitation of
Farmer Research and Extension Groups (FREGs) to enhance adoption and use of
agricultural technologies generated by the research systems.
(c) Source technology production, including the production of breeder and pre-basic
seeds for major crop varieties, multiplication of disease and insect free tissue
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culture, production of source livestock and forage technologies and multiplication
of land and water resources technologies.
(d) Capacity development: supporting the development of physical and human capacity
of the agricultural research system to enhance the capacity of the national and
regional research centres to effectively respond to technology needs for selected
and priority agricultural commodities and high value crops.
2.3.3 Component III: Smallholder Irrigation Development (US$218.6million):-
The objective of this component is to increase the access to and efficient utilization of irrigation
water by smallholder farmers. Under this component, the Program will support:
(a) Increased availability of irrigated water through: i) the rehabilitation, upgrading
and/or improvement of existing Small-scale Irrigation Schemes; ii) establishment
of new SSI systems integrated with access roads where necessary; and iii) HHI
systems.
(b) Improved water management services through establishing and/or strengthening
IWUAs and the introduction of improved irrigated agricultural management.
2.3.4 Component IV: Agriculture Marketing and Value Chains (US$120 million)–
The objective of this component is to increase the commercialization of agricultural products
through increased smallholder farmers access to input and output markets. Under this
component, the Program would support:
(a) The promotion and distribution of agricultural inputs, specifically seed through
support to Community Based Seed Production groups and the scale up of Direct
Seed Marketing and strengthening the input tracking system.
(b) Strengthening the input and output marketing regulation and certification;
(c) Farmer’s organizations, including formal farmer organizations (Unions, Primary
Cooperatives) and informal, commercially oriented farmer groups (informal groups
establishment would be focused on women and youth groups). The project would
support business plan preparation and implementation, including through the
provision of equipment and inputs to qualifying groups. Service providers,
including the Cooperative Agency, would receive capacity support. Improved
access to credit (both rural savings and credit cooperatives (RUSACCOs) and
Micro-finance Institutions (MFIs)) would be facilitated.
(d) The strengthening of selected livestock and crop value chains (VCs), to be identified
through a market analysis process and consistent with commercialization clustering,
including a range of activities including technical assistance to cooperatives and
market buyers (including processors and exporters), linkages between VC
participants, including from importing markets (such as participation in trade
7 | P a g e
shows); competitive matching grants and innovation grants. This sub-component to
be financed through a parallel financing mechanism funded by USAID; and
(e) Market infrastructure development and management, including (i) construction and
modernized management of public market centres at Woreda level; (ii) where clear
rationale and exit strategy for public sector investment is demonstrated, to support the
construction of warehouses, storage and grading facilities; and (iii) foot bridges which
address critical market access bottlenecks for communities.
2.3.5 Component V: Project Management, Capacity development, Monitoring, and
Evaluation (US$62.8 million).
The objective of this component is to ensure the timely implementation of the Program
according to its core principles and PDO, effective monitoring and evaluation (M&E) of
results, including results related to crosscutting issues, and a consistent and effective approach
to capacity development. Under this component, the Program would support:
(i) Project management and coordination,
(ii) Monitoring, evaluation and learning,
(iii) Capacity Development Support Facility, to improve the quality of capacity
development interventions; and strengthen the institutional capacity of
Implementation Agencies (IAs).
(iv) Mainstreaming cross-cutting issues (gender, nutrition and Climate Smart
Agriculture) throughout the above components and through specific activities of the
cross-cutting issues.
3 INSTITUTIONAL ARRANGEMENTS
3.1 Overall Approach
Institutional arrangement under AGP 2 will be built on those established under AGP- I. The
project will rely on existing Government structures for the coordination and implementation of
the project. Public servants assigned to work for AGP 2 will do it as part as his/her normal
duty. The AGP tasks will be part of his/her Program of work and will be considered within the
GoE staff evaluation system. The exception is for parallel funding of market linkage activities
through the United States Agency for International Development (USAID) under component
4 and the Canadian Department of Foreign Affairs, Trade and Development (DFATD) for the
Capacity Development Support Facility (CDSP) under component 5 that will be channelled
through specific implementation arrangements. In the new Regions and Woredas, similar
structures will be established with some modifications taking into account the smaller number
of Woredas4.
The project will be implemented following the MoA structure at Federal, Regional, Zonal,
Woreda and Kebele; and the Research institutions at federal, regional and research centres. The
MoA will be the lead executing agency with the overall responsibility for coordinating all
4Only two Woredas in each Benishangul Gumuz and Gambella, and one Woreda each in Dire Dawa and Harari
are included
8 | P a g e
aspects of the project including contributions by the different ministries and agencies
participating in the project’s implementation. With the exception of the staff directly recruited
by AGP 2, all other public servants assigned to work for AGP2 will do it as part as his/her
normal duty. The AGP tasks will be part of his/her Program of work and will be considered
within the GoE staff evaluation system”.
The main responsibilities of the MoA will include project oversight, coordination, planning,
technical support (Including on agreed upon cross cutting issues), financial management,
procurement support, monitoring, and evaluation. The MoA will be accountable for authorizing
and verifying all project transactions and will work closely with the World Bank’s project Task
Team during project implementation.
Implementation of the project will be decentralized. Federal IAs will provide guidance and
support to regions, spearhead most institutional Capacity Development activities and undertake
monitoring, evaluation and communication activities. At regional and Woreda levels, the
Bureaus/Offices of Agriculture will assume primary responsibility for execution of the project.
Relevant service providers and institutions will also support implementation of AGP 2 at the
regional level. At the Zonal level, the Zonal office of Agriculture (ZoA) will provide technical
support, extension services and M&E to the group of Woredas under its authority. The ZOAs
will coordinate with the Woreda offices of Agriculture (WoA).
3.2 Institutional Framework
To fulfil its responsibilities, the MoA will use the institutional mechanisms established for the
implementation of AGP- I and will establish in the targeted new regional states. AGP 2
institutional arrangements as indicated in Figure 3 include (i) AGP Steering Committees (SCs),
(ii) the AGP Technical Committees (TCs), and (iii) the AGP Coordination Units (CUs). The
composition of these Committees will be adapted to include the new implementing agencies
such as the Ethiopian Institute of Agricultural Research (EIAR) and Regional Agricultural
Research Institutions (RARIs).
Arrangements have been made to keep strong working linkages within and between the
institutional set ups. These are: (i) there is a direct vertical institutional linkage among the
Steering Committees structured at federal, regional and Woreda levels, and the same is true for
Technical committees. (ii) The chairpersons of the regional SCs are automatically the members
of the federal SCs. This is to ease communication between the regional and federal SCs, and
create transparent and participatory decision-makings process at federal levels. In the same
fashion, the Zonal chairs of the TCs are the members of the regional SCs. Through the Zonal
Chair of the TC, the Regional SCs will have up to date information about the project
implementation performances, challenges and areas of support needed at Woreda levels.
Moreover, the projects CUs are connected to the SC and TCs. The project coordinators at
federal, regional and Woreda level are respectively the secretary of the FSC, RSC and WSC;
and the chairperson of the TCs at regional and Woreda levels. Such arrangement is expected
to create fast and up to date information flow all through federal, regional and Woreda levels.
9 | P a g e
Figure 2:- Schematic presentation of the AGP2 institutional arrangements
10 | P a g e
11
3.3 Roles and responsibilities
3.3.1 Steering Committees
Steering Committees at federal, regional and Woreda levels play key roles for oversight and major
decision-making. Steering Committees’ key roles and functions across the different project levels (all
from federal to Woreda level) will include:
(a) providing overall oversight, decision making and strategic guidance for project
implementation;
(b) review and approve the Annual Work Plans and Budgets (APW&Bs) submitted by the
respective Project coordination Units (PCUs),
(c) review and approve annual implementation performance report prepared by the PCUs and
overseeing the implementation of corrective actions, and
(d) ensure inter-sectoral coordination, harmonization and alignment among donors,
(e) Will ensure cross cutting issues of gender, climate, nutrition and youth are given enough
support throughout the implementation process
(a) The Federal SC:-
Oversight of the program at the federal level will be provided by the Federal AGP SC. The steering
committees will be chaired by the Minister of Agriculture or his representative and the Federal Project
Coordination Unit will serve as a Secretary. FSC will meet bi-annually in August and February and
the venue would move around the regions.
Federal SC key roles and functions will include: (i) review and approval of annual work plans and
monitoring of performance for re allocation of budget as well as corrective actions, and (ii) ensure
inter-ministerial coordination, harmonization and alignment among donors. It comprises high-level
key officials from relevant line ministries, agencies and stakeholders as indicated in Table 2 below.
Developments Partners will be observer of the SC and are not actual members
Table 2: Composition of the Federal AGP -II Steering Committee
1. 1 Minister, MoA - Chair 2 Federal AGP Coordinator- Secretary
2. 3 Agricultural Development Sector
State Minister
3. 4 4. Natural Resource Development Sector State
Minister
5. 5 Livestock Development Sector
State Minister
6. 6 7. Training and Advisory service Directorate
8. 7 Crop development directorate 9. 8 10. Agricultural Mechanization Directorate
11. 9 Smallholder Horticulture
Development Directorate
12. 10 13. Varity realise, protection and seed Quality
control Directorate
14. 11 Coffee, Tea and Spice Development
Directorate
15. 12 16. Plant Health and Quality control Directorate
17. 13 Plant Health Regulatory Directorate 18. 14 19. Agricultural Input directorate
20. 15 Animal Health Directorate 21. 16 22. Animal Production & Feed resources Directorate
23. 17 Irrigation Development Directorate 24. 18 25. Water shade Development Directorate
12
(b) The AGP Regional SC
Regional Steering Committees (RSCs) will be established at regional level to ensure institutional
coordination. The Regional President or his /her designee will chair the regional SC, and the regional
AGP coordinator will be the secretary. The AGP Regional SC will meet bi annually and the meeting
time is immediately prior to the FSC meeting. Member of the regional committee varies depending on
the government structures of the regions. The composition of the committee members is shown in
Table 3 below.
Table 3: Composition of the Regional AGP 2 Steering Committee
19 Land Use and Administration
Directorate
26. 20 27. Soil fertility Improvement Directorate
28. 21 Women’s Affair Directorate 29. 22 30. Planning and Programming Directorate
31. 23 Emerging Regions coordination
Directorate
32. 24 33. Public Relation Bureau
34. 25 National Artificial Insemination
centres
35. 26 36. National Institute for the Control and Eradication
of Tsetse & Trypanosomasis
37. 27 Veterinary Drug and Feed Quality
Control Authority
38. 28 39. National Animal Health Diagnostic and
Investigation canter
40. 29 Ethiopian Institute of Agricultural
Research(EIAR)
41. 30 42. Federal Cooperative Agency
43. 31 Agricultural Transformation
Agency (ATA)
44. 32 45. Ministry of Finance and Development (MoFED)
46. 33 Ministry of Trade (MoT) 47. 34 48. Ministry of Industry (MoI)
49. 35 Ministry of Health (MoH) 50. 36 51. Ministry of women Children and Youth Affairs
(MoCYA)
52. 37 Central Statistic Agency ) 53. 38 54. Regional AGP-SC Chairperson
55. 39 Regional Agricultural Research
Institute
56. 57.
1. 1 Regional President or his /her designee -
Chair
2. 2 3. Regional AGP Coordinator- Secretary
4. 3 Regional Bureau Agricultural 5. 4 6. Regional Livestock Development Agency
7. 5 Regional Government institution
responsible for women and youth affairs
8. 6 9. Regional Government institution responsible for
cooperative promotion
7 Regional Bureau of Land Administration
and Environment
8 10. Regional Government institution responsible for
Trade/Marketing
9 Regional Agricultural Research
Institutions
10 11. Regional bureau of Finance and Development
(RBoFED)
13
To maintain the integrity between the regions and Woredas, the zonal administrators will be the
member of the Regional Steering Committee. The Zonal administrator will be responsible to
technically support, monitor and evaluate the AGP activities in the respective Woredas.
(c) The AGP Woreda SC:
The Woreda Administrator or his /her representative will chair the Woreda SC and the Woreda AGP
focal person will serve as a secretary. Members of the Woreda Steering Committee are indicated in
table 4. The Woreda SC will undertake at least two meetings annually with additional meetings as
deemed necessary. The appointment of Woreda SC will not include Harari Regional state and the
Dire Dawa City Administration
Table 4: Composition of the Woreda AGP 2 Steering Committees.
1. 1 Woreda administrator or his /her
designee - Chair
2. 2 3. Woreda AGP Focal person - Secretary
4. 3 Woreda Office of Agricultural 5. 4 6. Woreda Livestock Development office
7. 5 Woreda Government institution
responsible for women and youth
affairs
8. 6 9. Woreda Government institution
responsible for cooperative promotion
10. 7 Woreda Government institution
responsible for Land Administration
and Environment
11. 8 12. Woreda Government institution
responsible for Trade/Marketing
13. 9 Woreda office of Finance and
Economic Development (WoFED)
14. 10 15. Woreda Government institution
responsible for water and irrigation
Development 16. 11 Woreda Health Office 12 Other relevant institution involved in
AGP implementation
3.3.2 Technical Committees
AGP Technical Committee will be established at federal, regional , zonal and Woreda level. At all
level, additional staff will be added in order to address new technical aspects, including cross-cuttings
issues. The responsibility of the Technical Committees at all levels will specifically include:
(i) Reviewing, providing recommendations and advising on improving the AWP&Bs
submitted by the respective CUs,
(ii) Providing technical advisory services on implementation modalities,
(iii)Providing institutional capacity building to CUs and relevant implementation entities,
11 Regional Government institution
responsible for water and irrigation
Development
12. 12 13. Zonal Administrators (AGP implementing
zones)
13 BoA Planning and Programming Process 14 14. Bureau of Health
14 Other relevant institution involved in
AGP implementation
15.
14
(iv) Reviewing and analyzing all documents prepared under the project’s responsibilities;
(v) Providing recommendations and advising on general improvement.
(vi) Provide advice to SCs on AGP2 activities; as well as to produce reports on
implementation progress.
(vii) Support the program to integrate cross cutting issues in all program components.
(viii) Support the AGP2 CUs and AGP 2 focal persons in technical backstopping and
supervision at lower levels, to coordinate AGP2 implementation within their respective
institutions (including institutional Capacity Development as appropriate).
It should be noted that as in AGP I, the Federal Technical Committees will be made up of senior
technical staff from relevant implementing institutions. At the regional, zonal and Woreda levels, the
TCs will be established with high-level experts from the relevant implementing institutions. The
technical committee will conduct meetings monthly at the federal, regional, Zonal and Woreda levels.
(i) Federal Technical Committee:
The Federal Technical Committee (FTC) will be chaired by the FPCU. The composition of the federal
TC committee includes focal persons drawn from each implementing and service providing agencies
including the contracted implementing firm for parallel funding. The FTC established for AGP-I
would continue to serve for AGP 2.
The composition of the federal TC includes focal persons drawn from each implementing and service
providing agencies including the contracted implementing firm for parallel funding. The FTC
established for AGP-I would continue to serve for AGP 2 and the composition would be as depicted
in Table 5.
The venue for the federal technical committee meeting and responsibility for organizing meetings
rotates among TC members as agreed in TC meetings. The hosting organizations chair the meeting,
take and distribute the minute of the meeting. The major role of the Federal AGP TC is to:
Review federal level annual work plan and performance report and provide feedback to the
CU;
Recommend the draft work plan to the steering committee;
Recommend changes to the technical design and implementation modalities of the program
including cross cutting issues to the SC, and
Provide technical review of project implementation
Table 5: Composition of Federal AGP 2 Technical Committees
1. FPCU 2 AGP 2 Financing Development Partners (WB, ,
DFATD, EKN, EU, Spanish Coop., Italian Coop.,
USAID, UNDP)
3. Focal person Crop development
directorate
4 Focal person Training and Advisory service
Directorate
5. Focal person Smallholder horticulture
development Directorate
6 Focal person Agricultural Mechanization
Directorate
15
7. Focal person Coffee, Tea and Spice
Development Directorate
8 Focal person Varity realise, protection and seed
Quality control Directorate
9. Focal person Plant Health Regulatory
Directorate
10 Focal person Plant Health and Quality
control Directorate
11. Focal person Agricultural
Input directorate
12 Focal person Animal Production & Feed resources
Directorate
13. Focal person Animal Health
Directorate
14 Focal person Water shade Development
Directorate
15. Focal person Irrigation
Development Directorate
16 Focal person Soil fertility Improvement
Directorate
17. Focal person Smallholder horticulture
development Directorate
18 Focal person Women’s Affair Directorate
19. Focal person National Artificial
Insemination centres
20 Focal person National Institute for the Control and
Eradication of Tsetse & Trypanosomasis
21 Nutrition case team focal person
22 Focal person National Animal Health Diagnostic
and Investigation canter
23. Focal person Veterinary Drug and
Feed Quality Control Authority
24 Focal person Federal Cooperative Agency
25. Research Component Coordination
Unit (RCCU )
26 Focal person EIAR Livestock Research
27. Focal person EIAR Crop Research 28 Focal person EIAR Socio economic Research
29. Focal person EIAR NRM Research 30 Focal Person Ministry of Trade (MoT)
31 Focal persons from Agricultural
Transformation Agency (ATA)
32 Focal Person Ministry of Industry (MoI)
33. Focal Person Ministry of Health
(MoH)
34 Focal person Ministry of Women Children and
Youth affairs
35. Parallel funded projects of USAID
and DFATD (CDSF) and aligned
projects (CASCAPE, SMISP and
ENGINE)
(ii) Regional Technical Committees: -
The coordinators of the respective PCUs will be the chairperson of the regional TC and meetings will
be conducted monthly. The regional AGP TC will acquire the following responsibilities:
Review regional level annual work plan and performance report and provide feedback to
the RPCU;
Recommend the draft work plan to the regional steering committee,;
Recommend changes to the technical design and implementation modalities of the program
including cross cutting issues to the RSC, and
Provide technical review of project implementation of the region.
16
Members of the regional AGP TC are the relevant departments from the regional bureaus and the
detail is indicated in Table 6 below.
Table 6:- Composition of the Regional AGP 2 Technical Committees.
1. 1 Regional PCU 2. 2 3. Focal persons from Regional Bureau
Agricultural technical work processes
4. 3 Focal persons from Regional Livestock
Development Agency technical work
processes
5. 4 6. Focal Person from regional government
institution responsible for cooperative
promotion
7. 5 Focal Person from Regional Government
institution responsible for Women and
Youth Affairs
8. 6 9. Focal Person from regional government
institution responsible for
Trade/Marketing
7 Focal Person from Regional Bureau of
Land Administration and Environment
8 10. Regional Research Component
Coordination Unit (RRCCU)
9 Focal persons from RARI commodity
research sectors (Crop, Livestock, NRM,
Socio economics)
11. 10 12. Focal Person from Regional bureau of
Health
11 Focal Person from Regional Government
institution responsible for water and
irrigation
12 Focal Person from ATA Offices
13 BoA Planning and Programming Process 14 Regional Representatives of Parallel
funded projects of USAID and DFATD
(CDSF) and aligned projects
(CASCAPE, SMISP and ENGINE)
13. 15 Focal Persons from other relevant
institution involved in AGP
implementation
16 14.
(iii) Zonal Technical Committees
AGP 2 will utilize the existing government structure at Zone level. AGP coordination and management
would be the responsibility of Zonal Agriculture Development Office, but supported by zone sector
offices like cooperative, trade and industry, rural roads and the like who will assign staff that represent
their respective institutions in matters pertinent to AGP. This institution would be responsible for zone
level oversight and facilitation of implementation, including inter-agency cooperation/coordination
during implementation, facilitation and monitoring and evaluation of the AGP. List of zonal AGP TC
are indicated in Table 7 below.
Table 7: Composition of the Zonal AGP 2 Technical Committees
1. 1 Zonal AGP focal 2. 2 3. Focal persons from Zonal office of
Agricultural technical work processes
17
4. 3 Focal persons from zonal Livestock
Development office technical work
processes
5. 4 6. Focal Person from zonal government
institution responsible for cooperative
promotion
7. 5 Focal Person from zonal Government
institution responsible for Women and
Youth Affairs
8. 6 9. Focal Person from zonal government
institution responsible for Trade/Marketing
7 Focal Person from zonal office of Land
Administration and Environment
8 10. Focal persons from Agricultural Research
Center commodity research sectors (Crop,
Livestock, NRM, Socio economics) (If
available)
9 Focal Person from zonal government
institution responsible for water and
irrigation Development
11. 10 12. Focal Persons from other relevant institution
involved in AGP implementation
(iv) Woreda Technical Committees
The Head of Woreda Agriculture Development Office will be the chair of the Woreda AGP TC, and
the Woreda Agriculture Extension process owner will be the Secretary of the committee. The
composition of Woreda AGP TC is indicated in Table 8. The Woreda AGP TC will bear the following
responsibilities:
Review Woreda level annual work plan and performance report and provide feedback to
the WCU,
Recommend the draft work plan to the Woreda steering committee, and
Provide technical review of project implementation of the Woreda.
Table 8: Composition of the Woreda AGP 2 Technical Committees.
(i) 1 Woreda AGP focal 2 Focal persons from Woreda office of Agricultural
technical work processes
3 Focal persons from Woreda Livestock
Development office technical work
processes
4 Focal Person from Woreda government institution
responsible for cooperative promotion
5 Focal Person from Woreda
Government institution responsible
for Women, children and Youth
Affairs
6 Focal Person from Woreda government institution
responsible for Trade/Marketing
7 Focal Person from Woreda office of
Land Administration and
Environment
8 Focal persons from Agricultural Research Center
commodity research sectors (Crop, Livestock,
NRM, Socio economics) (If available)
9 Focal Person from Woreda
government institution responsible for
water and irrigation Development
(ii) 10 (iii) Focal Person from Woreda health office
18
11 Focal Persons from other relevant
institution involved in AGP
implementation
(iv) (v)
3.3.3 Program Coordination Units
The existing AGP I, PCUs will continue to serve the AGP 2 (Table 9). In the three new regions and
one City Administrative, PCUs will be established at Regional and Woreda level. In Harari region and
Dire Dawa City Administrative, only one technical focal person within their respective Bureau of
Agriculture will be established at each Region.
At Federal, Regional and Woreda levels, AGP 2 PCUs will comprise project’s recruited staff and will
be strengthened by the project with equipment, vehicle, and training to address the expanded project
scope and increased workload. With the exception of the staff directly recruited by AGP2, all other
public servants assigned to work for AGP2 will do it as part as his/her normal duty. The AGP tasks
will be part of his/her Program of work and will be considered within the GoE staff evaluation system
(i) Federal AGP 2 Coordination Unit: -
The federal PCU is responsible for the overall coordination (inter-agency and within MoA/BoA),
planning, monitoring, and reporting on implementation performance. The Federal Program
Coordinator reports to the Minister of Agriculture, and has overall responsibility for the AGP.
The Federal AGP-CU will be primarily responsible for activities implemented through the pooled
funding. Day to day management of the activities under the parallel funding by USAID, Netherlands
and Canada will be the responsibility of a third party, but obligated to submit reports of the activities
as per the reporting schedule of the program. More specifically, the PCUs will have the overall
responsibility to coordinate and ensure the timely and effective execution of the project across the
different project levels. The PCUs will ensure supervision, coordination and monitoring of program
activities and specific responsibilities include:
(i) The overall coordination of the project;
(ii) Preparation of consolidated AWP&Bs and progress reports;
(iii) Follow-up and reporting on project implementation, including the M&E and learning,
the supervision and monitoring of the activities and the evaluation of project impacts;
(iv) The fiduciary management and reporting (FM and procurement);
(v) Monitor and support crosscutting issues are mainstreamed and implemented
(vi) Monitor and ensure the project to comply with safeguard;
(vii) Day to day follow up of project implementation; and
(viii) Overall knowledge management, and the strategic staff Capacity Development and
mobilization.
Table 9. Federal AGP 2 PCU Staff
SN Staff Quantity
1 Coordinator 1
19
2 Senior Infrastructure specialist 1
3 Infrastructure specialist 2
4 Gender specialist 1
5 Nutrition specialist 1
6 Environment and safeguard 1
7 Capacity development Specialist 1
8 Agricultural production and commercialization specialist 1
9 Senior Monitoring and evaluation specialist 1
10 MIS expert 1
11 Irrigation Agronomist 1
12 Monitoring and evaluation specialist 2
13 Senior Procurement specialist 1
14 Procurement specialist 1
15 Junior procurement specialist 1
16 Senior Financial management specialist 1
17 Financial management specialist 2
18 Accountant 2
19 Casher 1
20 Secretary 1
21 Office assistance 1
22 Driver 5
Total 30
(ii) Research Component Coordination
To ensure the effective coordination of the research component, a Research Component Coordinated
Unit (RCCU) comprising of 5 staffs will be established at the EIAR (Table 10). It would be responsible
to coordinate the research component at both the EIAR and RARIs. The RCCU will comprise of one
coordinator for the Agricultural Research, one financial specialist, one accountant, one procurement
specialist and M & E specialist. The coordinator will be accountable to the EIAR and reports to the
EIAR as well as to Federal AGP 2 CU. In addition, at regional level, Regional Research component
Coordination Units (RRCCU) will be established in each of the five regions where the RARIs are
located; namely, Amhara, Oromiya, SNNPR, Tigray and Gambella.
The Research Component Coordination Units at Federal and Regional level will perform the following
tasks:-
“Will have the overall responsibility to coordinate and ensure the timely and
effective execution of the AGP 2 research component.
“Will be responsible of reviewing the progress and performance of the component
towards its objective and advice on correctives actions to be taken;
20
”Will ensure supervision, coordination and monitoring of the component
activities”.
“Will ensure the participation of the representatives of the research component to
contribute to the planning and budgeting process according to the role,
responsibilities and mechanism described in chapter 4 “The Program
implementation cycle”.
Table 10. Composition of RCCU and RRCCU staff
SN Staff Total Quantity
EIAR For each RARI
1 Coordinator 1 5
2 Finance Specialist 1 5
3 Accountant 1 -
4 Procurement person 1 -
5 M and E specialist 1 5
Total 5 15
(iii) Regional AGP 2 Coordination Unit
The Regional AGP 2 CU will be responsible for the overall regional coordination, planning,
monitoring, and reporting on implementation performance at regional level. The regional CU will
report to the Regional Agriculture Bureau Head and to the Federal AGP CU. The regional PCUs will
ensure:
(i) The overall coordination of the project at regional level;
(ii) The regional annual planning and the preparation of consolidated AWP&Bs and progress
reports;
(iii) Follow-up and reporting on project implementation, including the M&E and learning, the
supervision and monitoring of the activities and the evaluation of project impacts
(iv) Monitor and support crosscutting issues are mainstreamed and implemented
(v) Monitor and ensure comply with safeguard;
(vi) Day to day follow up of project implementation; and
(vii) Overall knowledge management, and the strategic staff Capacity development and mobilization.
Table 11:- Regional AGP 2 Coordination Unit Staff Composition and Number.
SN Regional AGP 2 CU Staff
Total
Quantity
1 Regional Coordinator (one for each) 8
2 Infrastructure specialist (one for each) 8
3 1. Gender specialist (one for the 6 regions) 6
4 2. Environment and safeguard (one for each the 4 AGP1 regions) 4
5 3. Capacity development (one for each the 4 AGP1 regions) 4
21
6 4. Agricultural production and commercialization specialist (for each
the 4 AGP1 regions) 4
7 5. Nutrition specialist (for each of the 4 AGP1 regions) 4
8 6. MIS Expert (for each of the 4 AGP1 regions) 4
9 7. Irrigation Agronomist (for each of the 4 AGP1 regions) 4
10 8. Monitoring and evaluation specialist (for each of the 4 AGP1
regions)
4
11 Assistant Monitoring and evaluation specialist (two for Oromiya,
and one each for the rest 3 AGP1 regions and 2 new regions )
7
12 Procurement specialist (for each the 4 AGP1 regions) 4
13 9. Financial management specialist (for each the 4 AGP1 regions) 4
14 Accountants (2 each for 3 regions and one for the rest 5 regions) 11
15 Secretary (for each the 4 AGP1regions) 4
16 Casher (for each the 4 AGP1 regions) 4
17 10. Drivers 20
18 Office assistant (for each of the 4 AGP1 regions) 4
Total 108
(iv) Project Implementation Support Team (PIST)
For implementation of component III at regional level Project Implementation Support Team (PIST)
will be established under the previous four regional Bureau of Water resources/Irrigation Development
Authority. BOWR/IDA will benefit from technical assistance to enhance its capacity for the timely
execution of the component. Thus, during project implementation, Technical Assistants who would
support the SSI subprojects planning, design and execution would assist the BOWRD/IDA. Irrigation
Engineers and other experts will be recruited as required for technical assistance to strengthen the
PIST. The Project Implementation Support Team (PIST) is a group of staff members designated
officially to work together full-time, with separate accountability, to coordinate and manage AGP
supported SSI subprojects implementation. The PIST would be responsible for coordinating SSI
Subprojects preparation and construction management activities mainly programming and supervising
subprojects, evaluation for quality assurance, and implementation as well as overall administration of
budgeting, procurement, record-keeping, and reporting matters related to component implementation.
The PICT is also responsible to identify and address cross cutting issues (Gender, Climate Smart
Agriculture and Nutrition) in the planning, design and implementation of SSI sub projects. The
infrastructure specialist in the regional coordination unit will link the PIST with Regional AGP CU.
Table 12. Project Implementation Support Team for implementation of SSI
No Job Title Quantity
22
1 Team Leader 1
2 Contract Administration Engineers 2
3 Design and Supervision Engineers 2-85
4 Senior Geotechnical Engineer/Senior Engineering Geologist 1
5 Senior Accountant/Financial Specialist 1
6 Procurement Specialist 1
7 Senior Economist 1
8 Senior Agronomist 1
9 Community Mobilization Specialist 1-2
10 Safeguards Specialist 1
11 Senior Surveyors 2
Total 14-21
(v) Zonal level AGP Coordination
The Zonal Agriculture and Rural Development Office will assign a focal person who will coordinate
Zonal AGP and liaison with implementing institutions and experts. Concerned zone institutions and
experts will prepare annual plan and present it to the zone focal person who will compile/consolidate
and present to the AGP-RPCU. The zone program implementing sector offices and experts will then
incorporate zone AGP activities into their regular work plan and undertake implementations as per the
approved action plan and budget
(vi) Woreda AGP 2 Coordination Unit
At Woreda level, AGP will have a agriculture focal person, finance focal person and infrastructure
specialist fully dedicated to AGP. The agriculture focal person will be from within the Woreda
Agriculture Office for coordination of implementation technical activity; and, finance person from
within the Woreda Finance and Economic Development for financial management and financial
reporting. In addition, there will be one rural infrastructure specialist. The composition of the Woreda
AGP staffs is detailed in the Table 13.
Table 13. Woreda AGP 2 PCU staffs
SN Staff Total Quantity
1 Focal personnel 157
2 Finance focal personnel 157
3 Infrastructure specialist 157
5The number of engineers depends on the volume of AGP supported SSI design and supervision work in that particular regional state
23
Total 471
(vii) Kebele Development Committee /KDC Kebele Development Committee (KDC) are established at Kebele level as part of the government
structure to cascade development strategies and projects of the government at the grassroots level.
This organ is also useful to support the implementation of the project down at Kebele level. Most
importantly, the KDC will play key role in Community Level Participatory Planning and
Implementation.
\
Figure 3:- Accountability of Kebele Development Committee
The KDC will perform the following activities:-
a) Preparation of development plans based on community (ensuring the priorities of women and
youth are considered) priorities; including
Consolidation and appraisal of individual plans from sub-Kebeles,
Seeking approval from Kebeles council,
Follow-up with Woreda development committee (WDC) for approval of Kebeles
development plans and individual sub-projects,
b) Carrying out and, overseeing implementation of approved activities,
c) Ensuring the priorities of women and youth are considered during the planning and
implementation
d) Keeping records and preparing necessary reports,
e) Follow-up the proper utilization of AGP resources,
f) Assist in Capacity development initiatives at Kebele levels.
The Kebele Chairperson chairs the KDC and the lead DA will be the secretary of KDC. The KDC will
have representation from the Primary Cooperatives, a maximum of two representatives from any other
agric-sector based farmers groups, three representatives each from the farmers’ households, women
and youth in the community.
KDC
WDC
Technical
support and
value
addition
Participatory
plan
development
WAC
Accountability
Technical support
24
(viii) Kebele Planning Team
Kebele planning Team is an ad hock committee to be constituted to speed up the AGP 2 planning
conducted at kebele level using CLPP process. The aim is to support KDC with woreda technical staffs
with better capacity. The KDC, in consultation with the WTC, would constitute and authorize the
Kebele Planning Team. KPT will be composed of two technical staff (SMSs) nominated by the
woreda TC, all DAs covering the kebele, including Health (for inputs related to nutrition) and
Cooperative (for coverage of input/output markets). KDC Chair would also be a member to facilitate
interactions with the community. The KPT together with the KDC will perform the following
activities:-
Collection of secondary data pertaining to the kebele from the woreda office and findings of
the woreda level analysis from the woreda TC,
Collect additional data from kebele administration, cooperatives, FTCs and or kebele
agricultural offices to supplement the woreda supplied data,
Collect on-farm primary data using PRA/RRA techniques to fill the remaining gaps and/or
to verify the secondary information,
Use findings of the woreda level SWOT analysis to guide preparation of the kebele plan,
Analyze kebele level data to identify project interventions, which are expected to cluster in to
three areas, namely; women/youth CIG sub-projects, community sub-projects and group-
based support to increase production, marketing, linking with higher level (woreda, cluster)
value chains where appropriate and capacity building of farming community, as well as
service providers,
Identify farmers innovations that have potential for scaling up as ‘best practices’;
Identify and prioritize listing of important researchable issues;
Identify community level perceptions and mitigation or adaptation measures taken by
communities through their own initiatives on cross-cutting themes (gender, nutrition, climate
change/variability), and
Estimated budget for prioritized activities of the kebele work plan.
4 COORDINATION MECHANISMS WITH ALIGNED AND PARALLEL PROJECTS AND IMPLEMENTING
AGENTS
To ensure efficient and successful coordination of AGP2 with other projects, the followings elements
will be implemented under the responsibility of the FPCU:
I. The platform for the programmatic coordination with other projects and Program will
take place within the Rural Economic Development and Food Security (RED&FS)
Sector Working Group (SWG) and, more specifically, within the Technical Committee
for Agricultural Growth (AG TC) of the RED&FS SWG.
25
II. DPs financing aligned or parallel projects will be invited to participate in the AGP2
Technical Committee at all levels.
III. To ensure close coordination with aligned and key parallel projects and Program and,
in particular with the followings :
1.CASCAPE
2.Capacity Development Support Facilit (CDSF)
3.Small Scale and Micro-Irrigation Project (SMISP)
4.USAID Agricultural Value Chain Project
5.Integrated Seeds Sector Development Program (ISSD)
6.Empowering New Generations to Improve Nutrition and Economic
(ENGINE Project)
a. A Memorandum of Understanding (MoU) detailing the objective of the
collaboration, the rights and duties and the respective contributions of each party,
the roles and responsibilities, the main activities, expected outputs and
mechanisms of implementation, will be signed between AGP2 and the aligned
and parallel projects and programs;
b. Join Planning exercise will be carried out and described in the MoU in order to
ensure complementarities and synergies;
c. A regular reporting mechanism will be agreed upon and detailed in the MoU;
IV. At the federal level, partnership with government IAs will be established. Federal IAs
will provide guidance and support to regions, spearhead most institutional Capacity
Development activities and undertake monitoring, evaluation and communication
activities.
V. For IAs outside the Ministry of Agriculture, whenever possible and justify by the level
of activities, a MoU similar to the one prepared for aligned and parallel projects will
be signed between the relevant CUs and the concerned IA(s), and in particular with :
a. The Agricultural Transformation Agency;
b. The Central Statistical Agency;
c. Ministry of Trade
d. Ministry of Health
e. Ministry of Industry
VI. As appropriate, similar arrangements will be established at the regional and woreda
levels.
26
5 THE PROGRAM IMPLEMENTATION CYCLE
5.1 Overview of the Implementation Cycle
Program Implementation Cycle.
This section provides an overview of the implementation process of AGP2. Note that it refers only to
those activities to be implemented by Government, and not the parallel financed activities financed
and implemented directly by USAID and DFATD, for which the detailed design and implementation
mechanisms is still under preparation.
The component and activities described in the Design Document will primarily be implemented based
on annual (Ethiopian Financial Year) work plans, approved by the Federal Steering Committee. Plans
will be prepared during the second half of the previous EFY, based on procedures set out below.
Implementation of work plans will be closely supervised by federal and regional coordination units,
and adjusted as necessary at mid-year. Feedback from the monitoring and evaluation of
implementation will provide an input into subsequent planning processes.
Broadly, there are two levels of activities under the project, which have separate implementation
arrangements: (i) regional institutional investment, typically at regional level, supporting the capacity
of institutions provided agricultural services; and (ii) woreda and kebele level activities directly
supporting smallholders in the project activities.
The different stages of the Program implementation cycle are schematized (fig 4) and introduced
below and described later in this chapter.
27
Figure 4: The Program Implementation cycle
Situation Assessment and Planning:-
As shown diagrammatically above, Year 1 of the project differs from the subsequent years as two sets
of assessments will be conducted to inform the more detailed annual planning. For the regional level
institutional investments, needs assessments and feasibility studies may need to be conducted in order
to determine the nature of the project investment and to ensure that the investments are feasible and
sustainable. For the woreda and kebele investments, detailed situational assessments will be done that
will set out the overall framework for AGP2 support in every woreda under the program, including
with consultation in program communities.
Annual work plan preparation
Based on the Year 1 Situational Assessment and Needs Assessments, annual plans will be developed.
These will be developed by all implementation agencies. For woreda and kebele level activities, plans
will be screened and endorsed at woreda level before consolidation at regional level.
Budget and Work Plan Approval
The proposed annual work plan will be matched with available financial resources before seeking
approval. The planning and approval process will follow an agreed timeframe synchronized with the
28
Ethiopian financial year (8th July-7th July) starting at the Kebele level by mid-March and finishing
with approval by the FSC by mid-August.
Implementation:-For Woreda and Kebele level activities the project will adopt a decentralized
approach to implementation with Woredas playing a central role. At the regional and Woreda levels,
the Bureaus/Offices of Agriculture, with support from relevant service providers and organizations,
will have primary responsibility for implementation. The Federal IAs will provide guidance and
support to regions, lead Capacity development activities, monitor progress and take responsibility for
reporting progress, communicating lessons and organizing impact evaluation
Monitoring and Evaluation and Learning. The Results Framework of the project, including
outcome indicators and findings from studies, as well as on-going evaluations (of the project
implementation and processes), will be at the centre of the planning, implementation and reporting, as
well as for effective monitoring of progress and learning.
5.2 Year 1: Situational Assessment and Needs Assessments
Overview
During Year 1, detailed assessments will be conducted both at the field level and for institutions to be
supported under the project to determine a clear vision and framework for support to under AGP2.
For institutional support, needs assessments and feasibility studies will be conducted to determine the
exact investments to be supported and to ensure that suitable management and capacity building plans
are in place to support the investment. For kebele / woreda level investments, a situational analysis
will be conducted to develop a clear vision for AGP2 support based on community preferences, local
agro-ecology, market demand and institutional capacity. Details are provided below.
5.2.1 Investment and activities eligible to Program’s financing
Being a “framework” Program, a number of possible investments and interventions have been pre-
identified during the preparation of the Program with the objective to estimate the budget of the
Program. For a number of these investments and interventions, Needs Assessment or Feasibility
Studies (NA or FS) will be conducted before implementation. The Annex 4 provides the lists of the
investments/interventions for which it was agreed to conduct (a) a need assessment or (b) a feasibility
study. NA and FS will be financed by the Program. The Annex also provides indications on key
specific aspects to be addressed.
In the context of AGP2, the Needs Assessments (NA) will aim at determine the gaps existing between
the current situation and the desired future state by the end of the Program. Therefore, in addition to
a description and analysis of the current and desired future situation, the NA will detail all the
interventions and associated costs, to arrive to the desired future state. The action plan will include
physical, human and training gaps as well as the steps and activities to be implemented,
responsibilities, method of acquisition of the goods and services, and a timeline. In case of physical
29
investment, the needs assessment will include a detailed plan for how facilities and equipment would
be operated, managed and maintained.
The feasibility study, in turn, will aim at objectively and rationally uncover the strengths and
weaknesses of a proposals, identify the opportunities and threats, the resources required to carry
through, and ultimately the prospects for success. It will aim at demonstrate sound evidence that the
investment will contributes directly to the PDO of the Program. It will include a description of the
required steps, activities and resources needed to arrive to an operational and sustainable investment
as well as a time line, a risk analysis, a financial/economic feasibility, a social and environmental
impacts’ assessment including a gender analysis. The FS will describe how facilities and equipment
would be operated, managed and maintained and, in relation to this, provide a clear staffing and human
capacity development plan needs.
5.2.2 Woreda Level Situational Assessment
For Woreda/Kebele level activities, the Woreda will be the focal point for decentralized local level
(Woreda and Kebele) planning of annual work Program and budget within the overall framework of a
5 year plan and budget based on a local situational assessment. The Woreda planning process will
aggregate and approve Kebele plans, identify its own ‘strategic’ investment needs and facilitate
convergence between needs and priorities of key stakeholders of the AGP. Since the local plans will
require intensive assessment of the local situation (good understanding of socio-economic including
gender equality dynamics, bio-physical and farming systems, including current practices and
constraints, and market opportunities etc.), the starting point for the planning process will be the
collection of secondary data from the government sources on a number of themes relevant to the
planning process.
Further, given the inter-related information needs of many activities, the data collected will provide a
common platform to draw information for analysis and preparation of local plans. However, it is
recognized that in some situations it may be necessary either to collect some primary data to bridge
information gaps or to verify the secondary data. These gaps could be related to weak coverage of
some geographic areas (e.g. Kebeles) and/or sectoral discipline (e.g. emerging threats to crop/livestock
production systems). There may also be limited information on key cross cutting issues of importance
to the project (gender, nutrition, climate smart agriculture). In such situations, WTC, through KDCs
and Kebele level functionaries, as well as local communities, will organize collection of additional
information using appropriate PRA/RRA tools such as focus group discussions (FGDs),
social/resource mapping etc. The required capacity development support will be given to the
committees and communities to properly execute their responsibility. Table 15 below gives examples
of themes and the type of information to be collected and their relevance to the planning of several
inter-related activities. Data collection will only be necessary one time at the start of the project.
30
Table 14 Secondary data collection from government sources and validation through community consultation for a common
planning platform
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
SWOT Analysis for
local level planning
Identification of
issues for matching
with released
technologies and/or
for further
adaptive/validation
research
Identification of
farmer
innovations/‘best
practices’ for up-
scaling
Information on farming community
practices and/or perceptions
on cross-cutting issues to facilitate
mainstreaming
Gender Nutrition Climate
Land use pattern
Total geographical
area
Total Arable land
Total community land
(Non-Arable,
including common
grazing) land
Current status of
arable and common
land (Highly
degraded/Moderately
degraded/Not
degraded)
Resource mapping
(Kebele)?
Helps in improving
understanding and
prioritization of on-
farm and off-farm
actions for more
productive and
sustainable use of
land resource and
identifies potential
for expansion of
cultivable area
Helps in improving
understanding of the
local situation for
more appropriate
technical
recommendations to
improve land and
water management
practices (for reduced
erosion and improved
moisture conservation)
and to identify areas
for further adaptive
research to develop
improved practices,
e.g. no-
tillage/minimum-
Community can
help to identify
individual/group
that they consider
has innovated to
improve land
management
Women’s
views should
be sought
during
planning on
any specific
role they can
play and/or
action should
be included in
the work plan
that helps
them to
promote
sustainable
use of land
Highlights
importance of
protecting/
treating
catchment
areas to
safeguard
against extreme
climate events
leading to
flooding,
increased
erosion and/or
drought
31
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
tillage planting
practices
and water
resources
Socio-economic Profile
Total and M/F/Y
Population
Total and M/F Headed
Households
Social mapping
(Kebele)?
This information
helps in
understanding of the
socio-economic
position of the
Woreda/Kebele
population and
availability of labor
in relation to
cropping calendar
and M/F roles, as well
as in planning gender
specific interventions
Same as SWOT
analysis
Views of
women and
women
headed
households
should be
sought during
planning to
understand
their specific
requirements
Agro-climatic Situation
Agro-climatic zone
classification
Total rainfall and its
distribution
Soil types, depth and
water holding capacity
Helps in preparation
of an effective crop
and fodder
production planning,
e.g. variety selection,
cropping density and
nutrient management,
for appropriate
utilization of soils
and available
Helps with
understanding of the
local situation for
more appropriate
technical
recommendations to
improve land and
water management
practices and
identifying areas for
further research
Knowledge of
local agro-
climatic
situation, e.g.
vulnerability to
drought, soil
erosion, flood,
can help in
planning of
specific
mitigation
and/or
32
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
moisture for optimum
productivity
adaptation
measures to
climate change/
variability
Water resource
Rating of overall water
potential (H/M/L)
Total Irrigated Area
Source of Irrigation
(River, Well. Tank,
other)
Helps to prioritize
investment planning
to develop/maintain
irrigation
schemes/systems
Helps to prioritize
planning of research
activities to support
irrigated agriculture
Involve
women in
planning of
water
resource
development
to
improve
access to
drinking
water and
irrigation for
homestead
area
Promote
production
of nutrient
rich food by
women in
homestead
area
Crop and Livestock
production and
productivity
listing to cover major
crops (including fruits and
vegetables) and livestock (
sold/produced as live
animals and/or milk, meat,
Helps in identifying
production potential
and prioritizing target
crop/commodity for
the project
interventions based
on yield gap
Helps to prioritize
delivery of current
recommendations and
planning of future
research to increase
productivity of
targeted
crop/commodity based
Community can
help to identify
individual/group
that they consider
has innovated to
improve
crop/commodity
productivity
through changes
Consider
nutritional
value of
traditional
and
improved
crop/variety
/
Consider
resilience to
climate change
and/or
variability of
crop/variety/co
mmodity
prioritized for
support
33
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
egg) with average yields
over last three years
on assessment of yield
gap
in management
practices and/or
selection of
traditional and/or
improved variety.
Quantify benefits
in terms of yield
and/or income.
commodity
prioritized
for support
Specific constraints
related to
weed/diseases/pests of
major crops and current
status of control
measures
Helps to identify
priority areas for
interventions,
wherever possible
using IPM practices
to improve and/or to
maintain productivity
Helps to identify
priority targets for
research support either
using existing
technologies or
through further
research with a focus
on IPM approaches
Community can
help to identify
individual/group
that they consider
has innovated to
improve
crop/commodity
productivity using
indigenous
technologies.
Validate and
quantify benefits
in terms of yield
and/or income
Views of
female
farmers
should be
asked
Current fertilizer use
practices and other
fertility management
practices in relation to
major crops
Helps to prioritize
areas for intervention
with a focus on
integrated
approaches,
Helps to identify
priority targets for
research support in the
context of improving
knowledge on crop-
Community can
help to identify
individual/group
that they consider
has innovated to
Female
farmers
should also
be consulted,
as they are
34
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
including crop
rotations and use of
FYM to improve
productivity
nutrient requirements
and soil fertility status
either using existing
technologies or
through further
research with a focus
on integrated
approaches
improve
crop/commodity
productivity using
indigenous
technologies.
also source of
information.
Constraints (diseases,
nutrition, breed) to
livestock production and
current status of
mitigation measures
Helps to identify
priority areas for
interventions,
including promotion
of high nutritive
value fodder
cultivation and
management of
diseases using
integrated approaches
to improve
productivity
Helps to identify
priority targets for
research support either
using existing
technologies or
through further
research with a focus
on integrated
approaches
Community can
help to identify
individual/group
that they consider
has innovated to
improve livestock
productivity using
indigenous
technologies
Validate and
quantify benefits
in terms of yield
and/or income
Female
farmers
should also
be consulted,
as they are
also source of
information
Rural Infrastructure
(Markets, Connecting
roads and Storage)
Helps to prioritize
areas for the project
interventions to
improve access to
market by the
targeted communities
35
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
Location and distance
of Primary, Secondary
and Tertiary markets
Connectivity to
markets by roads and
their status
Type and adequacy of
local storage facilities
Input and Output
Marketing
No of active
Cooperatives
No of financial service
(credit) providers and
total credit provided
No of active private
traders
Total amount of seed,
fertilizer and crop
protection products
utilized/sold
Volume, Value of
different commodities
sold (over last 3 yrs., if
information available)
Helps to identify
target markets (local
or export) and areas
needing project
interventions to
increase sales of
marketable surpluses
based on comparative
advantage of selected
commodity and
support to improve
access to inputs,
including support to
community based
seed and forage
production groups
and linkages with
local/export value
chains
Helps to understand
researchable targets
related to quality of
products demanded by
markets. Issues
needing
technical/research
support could be
related to
variety/breed
demanded by market
and/or post-harvest
handling, including
processing and storage
(grain, fruit,
vegetables, milk,
meat)
36
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
in domestic and/or
export markets
Quality of marketed
commodities
Local Level Value
Addition/Processing
(include comments on the
private sector
involvement)
Helps in identifying
specific interventions
to support CIGs
(women) in handling
and/or processing of
agricultural
commodities
Helps in identifying
targets for introduction
of improved
technologies
Consultation
with women
to include
responses to
their
concerns/prio
rities in the
work plan
Highlights
potential for
linkages
with
intervention
s to
improve/pre
serve
nutritive
value of
locally
processed
products/co
mmodities
Status of key public
services of relevance to
the AGP 2
(crop/livestock
extension, land admin.,
women, etc.)
Staff No.
Helps in aligning pre-
identified ‘strategic’
investments in
institutional
development with
local
demand/priorities,
including farmer
information on the
37
Theme for data
collection
Role of farm-level information/data and community consultations under different interventions
Skills, Qualification
Functionality of
infrastructure (e.g.
FTC, AHC etc.) L/M/H
Farmer perception on
priorities for services
provided
priorities as
perceived by the
farming community
Listing of other
development projects
and potential areas of
complementarities
Helps to enhance
impact/efficiency of
the project through
knowledge/resource
sharing and
avoidance of
duplication
Other considerations
(strength/weakness) with
implication for
agricultural growth
38
Influence of Outputs of Situational Analysis on the planning of inter-related activities
As shown in Fig. 5, the main use of findings from the local situation assessment will be for preparation
of the Woreda and Kebele work plans and budgets. The findings of such an analysis will allow the
Woreda to prioritize and plan the work Program based on its comparative advantages and address
weaknesses while building on strengths to exploit opportunities and minimizing threats.
In addition, findings of this analysis will also be helpful in planning of many inter-related activities of
other components. Some examples of such activities include:
Inclusion of demands for demonstration of improved technologies on FTCs and/or on-farmer’s
fields in the local plans, which is an activity of Component 1 (extension service delivery), but
also require support of Component II (research) to access appropriate released and/or pipeline
technologies from the research system.
Proposals for small-scale irrigation development, which is an activity of Component III, will
need research support (Component II) for accessing proven technologies for irrigated
agriculture such as appropriate varieties, efficient water management and improved agronomic
practices, as well as of Component I by inclusion of effective extension service delivery
responsive to needs of the irrigated agriculture. Similarly, organizing of CIGs around income
generating activities related to produce high value crop and animal production will need
inclusion of appropriate support for CIG activities through joint activities under components
I, II and IV taking a value chain approach.
Demand to intensify crop/livestock production systems to achieve higher yields under rain fed
and irrigated agriculture, will need support under Component I for improved extension, as well
as natural resource management practices, including erosion control and fertility management
of degraded lands and effective treatment of catchment areas to sustain small scale irrigation
schemes being developed under Component III. At the same time, support of Component II
(research) would be needed to develop innovative natural resource management practices that
could be demonstrated and scaled up under Component I.
Demonstration of technologies linked to value chain commodities described under component
IV will need inclusion of relevant support activities under Components I and II.
Demand for establishment and strengthening of Community Based Crop and Forage Seed
Production Groups (CBSPs), to be supported under Component IV, will need relevant work
under Component II to generate new technologies and production of basic/source seed.
Development of regulatory guidelines for agricultural mechanization technology imports,
manufacturing and distribution under Component IV will benefit from complimentary work
under Component I and II to support agricultural mechanization.
39
Figure 5: Inputs for SWOT Analysis and Outputs for Local Level (Woreda/Kebele) Planning
5.3 Annual Planning
Based on the needs assessments and the situational analysis and the preparation of the 5 year plan for
the project, annual work plan and budgets will be drawn. This section describes the process for
developing these plans.
Planning Timeframe
The annual planning exercise will be synchronized with the Ethiopian fiscal year (8th July to 7th July
or Hamle 1 to Sene 30). Thus, each year, all IAs (Directorates /Agencies) will need to prepare their
work plan and budget and submit it to their respective AGP-CU by the middle of April. The CU at all
levels will announce planning time each year to remind all IAs the exact time for completion and
submission of the approved work plans and budget. At all level, the CU will also provide the required
administrative and technical support for timely preparation of the work plan.
Table 14 shows the proposed timetable, which requires each Kebele to complete, consolidate and
submit their development plan to the Woreda office before March 15. The Woreda will consolidate
Input to planning of various inter-linked component/ activities
Input to planning of the Kebele work plan
Local (Woreda/Kebele) secondary and primary data (Bio-physical, Farming systems, Input/output markets
etc.)
Input to planning of the Woreda Work Plan
Pre-identified investments for
institutional development
Situation Assessment /SWOT Analysis
Interventions to mainstream cross-
cutting issues (Gender, Nutrition,
CSA)
Input to planning of higher level
(Regional/Federal)support
40
plans for all Kebeles and send it to regional PCU before April 15. The FPCUwill consolidate the plans
received from the regional PCUs, EIAR and Federal IAs and send consolidated work plan and budget
to technical committee for review before submitting it to the Federal Steering Committee (FSC) for
review and approval before August 15. Once approved by the FSC, an official copy will be submitted
to the World Bank.
TABLE 15.AGP 2 PLANNING TIMETABLE
No Activity Time frame
1 Kebele work plan and budget finalized and sent to Woreda
office
March 15
2 Sending Woreda work plan and budget to RPCU April 15
3 Sending regional work plan and budget to F- CU May 30
4 AGP 2 work plan and budget approved by FSC August 15
Cascading of the approved AGP 2 annual work plan and budget
The FSC approved work plan and budget will be communicated to the respective federal implementing
agencies and to the RPCUs. The IAs will then cascade the annul AGP 2 work plan and budget to
responsible directorates, core process and units and thereby to individual responsible experts following
the Balanced Scorecard (BSC) modus operandi of the MoA. All implementing organizations,
institutions and responsible officials, experts, DAs and KDCs will incorporate AGP 2 activities in to
their annual, quarterly, monthly and weekly operational work plans.
Each responsible organization will be monitored and evaluated based on the mainstreamed AGP 2
annual work plan, including setting of targets and aligning resources with implementation of activities
to reach the agreed targets. This will help to align activities of the program to its objectives and
strategy, improve internal and external communications, to keep track of implementation of activities
by the staff within their control and allow close monitoring of progress. This will assist to mainstream
objectives of the AGP 2 within each implementing organization and develop coherent understanding
and consensus.
Contents of the Annual Work Plan and Budget
The annual work plan and budget at each level should concisely put justification and clarification.
Therefore, such annual work plan and budget prepared at all levels should include:
Background
Outputs and activities categorized in to components and sub components
Milestone of activities and implementation schedule,
Proposed budget by program components and sub components, including community
contributions,
41
A financial plan schedule with quarterly breakdowns for budget planning and monitoring
purposes—by program component and sub components,
Capacity development detail plan which include: training objective, target group, venue,
evaluation criteria, delivery methods, and expected outputs,
Estimated number of beneficiaries by sex and impact on women and youth,
Gender, climate and nutrition sensitive activities were deemed appropriate,
A procurement plan, methods, quantities of goods, civil works and service at each level in
order to deliver within appropriate schedule of requirement,
Responsible implementing agencies,
Monitoring, follow up and technical support modalities
In addition to the AWP&B there are ‘strategic’ interventions for institutional development such as
laboratories, constructions and the like that require detailed needs’ assessment. The need assessment
reports will be attached to the AWP&B at all levels. The interventions requiring detailed needs
assessment include:
Detailed review and inventory of the current situation (physical and / or human resources, as
appropriate),
It includes a detailed and exhaustive gaps analysis (physical, human and training gaps),
Method of acquisition of the goods and services, and timeline.
Program management capacity of the IAs,
Quantity, technical design and specifications if required
Details of activities by component and sub component and corresponding budget required,
How facilities and equipment would be operated, managed and maintained
A summarized disbursement schedule by quarter for the coming year and sources of funds,
Specific attention will have to be given to the cross-cutting issues (gender, nutrition and
Climate Smart Agriculture).
Beneficiaries
5.3.1 Kebele Level Planning
Planning Responsibility. The overall responsibility for preparation of the Kebele work plan would
rest with the KDC. The KDC, in consultation with the WTC, would constitute and authorize the Kebele
Planning Team (KPT) to undertake this work. KPT will be composed of two technical staff (SMSs)
nominated by the Woreda TC, all DAs covering the Kebele, including Health extension workers (for
inputs related to nutrition) and Cooperative (for coverage of input/output markets). KDC Chair would
also be a member to facilitate interactions with the community. As the planning work in all Kebeles
would take place around the same time, Woreda TC working KDCs will prepare a schedule of
activities and oversee its implementation to ensure that all Kebeles get the needed support including
on cross cutting issues from the nominated Woreda technical staff.
42
The Planning Process
The Kebele level planning will be guided by the Woreda level work on situation assessment and follow
community level participatory planning approach as outlined in the CLPP guidelines. Key steps in this
process will include:
Collection by KPT of secondary data pertaining to the Kebele from the Woreda office and
findings of the Woreda level analysis from the Woreda TC. Where necessary, additional
information will be collected to supplement the Woreda supplied data by working with the
Kebele administration, cooperatives, FTCs and or Kebele agricultural offices. Further, to
bridge any remaining gaps and/or to verify the secondary information, on-farm primary data
may also be collected using PRA/RRA techniques. Where necessary, the KDC and the
Development Group Leaders (DGs) will help to facilitate involvement of the farming
community. The KDC together with the DGs will agree on the date, time and venue to conduct
meetings with the community taking women’s reality in to consideration. Moreover, female
co facilitator will be assigned during the meeting. During these meetings, the community will
be informed about AGP II and the type of development processes envisaged by the program
including planning, implementation and monitoring processes as well as its focus on cross
cutting issues.
KPT, together with KDC, will use findings of the Woreda level SWOT analysis to guide
preparation of the Kebele plan. This will involve analysis of the Kebele level data to identify
project interventions, which are expected to cluster in to three areas: women/youth CIG sub-
projects, community sub-projects and group-based support to increase production, marketing,
linking with higher level (Woreda, cluster) value chains where appropriate and Capacity
development of farming community, as well as service providers . Fig. 6 provides an overview
of the Kebele level planning process and its key outputs.
Prioritization (screening) of community needs and interventions. The KDC together with KPT
will use the framework in the CLPP guidelines to analyse the relationship between the
identified problems and socio economic conditions, potentials and opportunities. For example,
value chains of selected commodities will be assessed using the following criteria:
o Economic/Competitiveness of activities: Market Demand/Potential; Potential for value
addition (product differentiation); and Potential for improving production volume &
quality.
o Mandate/Impact of activities: Income generation & distribution ability of more number
of smallholder farmers; and Economic Empowerment of women members of
community.
o Consideration of crosscutting issues: Less risky to be adopted by the community;
Synergy with other development programs; Friendly to environment; and Supports
vulnerable communities.
43
Phasing. . To keep the workload at a manageable level, in the first year the work Program planning
using the new process may be limited to 50 percent of the Kebeles in AGP 2Woredas and the
completed in the following year by including all the remaining Kebeles. AGP I Woredas (on-going
project) will be brought under the proposed planning process starting from the second year of AGP 2.
Outputs of Woreda/Kebele level analysis to be used directly for preparation of the Kebele work plan:
Sub-projects proposed by the women and youth Common Interest Groups (CIGs): Farmer
Common Interest Groups (CIGs) sub projects are group based investment proposals that are
planned along value chain to generate income for interest group members. Detail planning and
implementation of the CIG sub projects will follow CIG guideline. To ensure that the sub-
projects proposed by women and youth meet their specific needs, their livelihood will be
separately analysed. The participants will focus on those agricultural growth related problems
and or opportunities/potentials, that they think can be addressed through sub-projects for which
they will be fully responsible to implement and monitor.
Community level sub-projects: Community investment sub projects will be small scale
community asset building investments, which will not directly generating income for farmer
groups or individual farmer households. In the long run, this type of investment will benefit
the whole community. Community participation on the actual planning of small-scale
irrigation will be conducted after the potential irrigable sites are identified by the Woreda and
regional responsible agencies. In addition, the proposal should also by supported by assessment
of catchment areas jointly with the Woreda experts and a supporting treatment plan is included
with each and every proposal to ensure long-term sustainability. Similarly, community sub-
projects for productivity enhancement identified through the CLPP process, will need
assessment of the status of watersheds covered by the Kebele and propose the necessary
actions, which can be coordinated with NRD, to ensure that no gaps are left behind in
addressing watershed related issues. The interest of female farmers will be reviewed and the
multiple use aspect of small scale irrigation schemes is included
Group-based activities dealing with crop/livestock production issues and market/marketing
needs: Theses are group based activities needing extension service support to enhance
production, marketing, and capacity of community/service providers. These types of sub
projects are productivity improvement and market access activities that are private in nature
and will only be provided extension service support, including training, facilitation of access
to inputs, support to community seed multiplication, on farm and FTC demonstrations and the
like. In addition, Interventions to enhance capacity/skills, including experience sharing visits,
of both the farming communities and the service providers will also be supported. Women
farmers will be consulted separately to identify women’s interest and needs to inform
intervention selection.
Outputs of Kebele level findings to be used at higher level (Woreda and/or regional/national levels)
include:
44
Listing of farmer innovations including those identified by women that have potential for
scaling up as ‘best practices’;
Listing of important researchable issues and of priority crops with critical shortage of seed for
planning of the research component;
Listing of HH/community level perceptions and mitigation or adaptation measures taken by
communities through their own initiatives on cross-cutting themes (gender, nutrition, climate
change/variability)
Estimated budget for prioritized activities of the Kebele work plan and sending the plan to Woreda
TC. The KPT will estimate the total project budget including community contributions and detailed
breakdown, taking help from the Woreda experts (SMSs and/or TC members) as needed. The draft
plan would then be reviewed by KDC and sent to Woreda TC after approval by the Kebele Council.
Reporting formats: The reporting formats for information to be directly used to prepare the Kebele
plan are included in the CLPP guideline. The reporting formats for information to be used at a higher
level include: (a) researchable issues; (b) CASCAPE farmer innovations; and (c) gender, nutrition and
climate change will be developed.
5.3.2 Woreda Work Plan and Budget
Responsibility
The work Program planning at the Woreda level will be the responsibility of the Woreda TCs and SCs.
To strengthen the TC and to facilitate the planning work, research system would nominate a person to
join the Woreda TC and guide the work for identification/prioritization and aggregation of
researchable issues. In addition, CASCAPE focal person will also be invited to join the WTC as a
member. CASCAPE staff will work closely with Woreda AGP focal person as well as the Woreda
TC to jointly plan CASCAPE’s input to the Woreda plan and help the TC in monitoring progress of
the Woreda and Kebele planning work.
The Planning Process
The work Program planning process at the Woreda level will involve the following actions:
Review , refinement, and approval of Kebele plans for consolidation in to the Woreda plan;
Development of actionable work plan based on findings of the SWOT analysis reflecting its
own comparative advantages and priorities not addressed under Kebele proposals, e.g.
interventions to support integration of production areas in to value chains of selected
crop/livestock, commodities being promoted by partner projects/organizations, gaps in the
demonstration proposals from Kebeles (technology, management practices, others);
Addition of missing strategic investment proposals for institutional development mandated by
the Region/Federal levels not already part of needs identified at the Woreda level, including
capacity development initiatives for the Woreda/Kebele staff and actions on cross-cutting
45
issues (gender, nutrition, and climate change) provided by Federal and Regional initiatives
and/or based on information generated by Kebeles;
Ranking and prioritization of the Kebele level listing of researchable issues and aggregation
for matching with: (a) released technologies; or (b) pre-release technologies to identify targets
for verification trails and demonstrations using the FREG approach; or (c) recommendation
for technology generation through adaptation/verification trials. Integration of extension
support ( through Kebele plans with SMSs supporting DAs) to: (a) demonstrate/promote
existing technologies matched with identified constraints; and (b) verification trials and/or
demonstrations using the FREG approach on pre-release technologies matched with the
remaining problems in the list.
Consolidation of approved proposals for adaptation/validation trials from research
(Component II) and aligned projects, e.g. CASCAPE, to be implemented in the Woreda in to
the Woreda plan. For example, the CASCAPE proposal may include up scaling of ‘best
practices’ involving ranking/prioritization, and if necessary validation, of farmer innovations
identified by Kebeles;
The consolidation exercise involving actions outlined above will involve review and screening by the
WTC in close collaboration with the IAs, and the WSC. The screening mechanisms and eligibility
and/or priority criteria among others will consider the technical feasibility of the proposed activities,
the social, environmental and nutritional impacts, and synergy between components.
Output
The key output of the planning process at the Woreda level will be the Woreda work plan and budget
for AGP 2 consolidating all the proposals outlined above (see Fig 6). The supporting documents (for
the plan) are the proposals received from Kebeles and the information/proposals of other
sources/partners. Approval of the Woreda Steering Committee would be sought and the Woreda
Council will be informed before sending the final plan and budget to the Regional Program
Coordination Unit (RPCU) for approval and inclusion in the Regional Plan.
46
Figure 6: AGP 2 Woreda Agricultural Development Plan
5.3.3 Regional Work Plan and Budget
The approved annual work plan and budget received by the R-CU from different Woredas will be
consolidated with the regional strategic investments and development activities by involving the
Regional TC, and the Regional IAs. The R-CU will also incorporate plans from Regional
Implementing Agencies and prepare RWP&B.
The review by the RTC will assess of the proposed plan and budget in terms of:
Required work load and actual implementation capacity;
Beneficiaries number and degree of women participation;
Community participation and contribution;
Program management capacity of the IAs;
Technical design and specifications;
Details of activities by component and sub component along with the proposed budget by
project components and sub-components;
Inclusion of cross cutting issues
A summarized disbursement schedule by quarter for the coming year and sources of funds;
and
A procurement projection profile indicating the type, method and quarterly imported local
goods, services and civil works.
The Regional WP&B proposal will then be submitted to the RSC for review and endorsement and
finally sent to FPCU.
AGP Woreda Work Plan
Woreda's own input based on strategic
needs and findings from SWOT analysis
'Best Practices' identified based on Kebele info. on
Fearmer Innovations
Kebele plans
Pre-identified Federal/Regional Investment
proposals for institutional development
Research input on priority researchable
issues
Inputs from AGP aligned
projects
(e.g CASCAPE)
Kebele info. on cross-cutting issues
47
5.3.4 Planning of the AGP Supported Research Activities
Planning of research activities are also categorized in to ‘demand driven’ and ‘strategic’ investments.
Ready to release technologies, source technology production and capacity development activities will
be conducted using ‘strategic’ (pre-identified) planning approach.
Kebele level listing of researchable issues will be ranked and prioritized at the Woreda level and
aggregated for matching with: (a) released technologies; or (b) pre-release technologies to identify
targets for verification trails and demonstrations using the FREG approach; or (c) recommended for
technology generation through adaptation/verification trials. As indicated under 5.3.2 above, such an
approach would allow the Woreda planning process to integrate extension support to: (a)
demonstrate/promote existing technologies matched with identified constraints; and (b) verification
trials and/or demonstrations using the FREG approach on pre-release technologies matched with the
remaining problems in the list. This process is also expected to pay attention to issues related to
crosscutting themes (gender, nutrition and climate change/variability) that merit research technologies
and interventions.
To facilitate the planning work at the Woreda level, research system would nominate a person to join
the Woreda TC and lead the work for identification/prioritization and grouping of researchable issues
in to one of the three categories described above. The Woreda TC will then send the prioritized and
consolidated list of Woreda researchable issues to the Regional Research Component Coordination
Unit (RRCCU). The RRCCU will review and prioritize consolidated proposals from Woredas in all
three groups. Moreover, the proposals assigned to regional centres will also be sent to respective
RRCCU. The RRCCU, along with the regional ADPLAC and the TC, would review and consolidate
Woreda and regional research centers proposals, adding further research work where necessary, to
develop the regional research Program (by commodity category/Woreda clusters based on agro-
ecology) and send it to RCCU at EIAR.
Similarly, proposals assigned to Federal Centres will be sent to RCCU at EIAR. Research proposals
from RRCCU and federal research centres will be technical reviewed and consolidated by RCCU at
EIAR and submitted to the AGP 2 FPCU for incorporation in to the national annual work plan and
budget of AGP for approval by the FSC.
5.3.5 Planning of the Federal Work Plan and Budget
The FPCU, in close collaboration with the Federal TC, will consolidate the regional WP&Bs and add
federal level activities and budgets to it. In addition, each IA will prepare WP&B and transfer to the
FPCU for consolidation. The consolidated WP&B will estimate funding requirements for all
interventions and plan for Capacity development and technical support as well as participatory
monitoring and learning events. The FPCU will submit the consolidated WP&B with a summary of
the overall analysis for review and endorsement to the FSC. It will then be submitted for non-objection
to the World Bank not later than mid -August. The final approved AWP&B will be officially
communicated.
48
5.3.6 Preparation of the Work Plan and Budget for Successive Years
In the successive years, Woreda development plan will be prepared using information and decisions
from the Woreda and higher level ADPLACs and Woreda strategic plan as well as the Kebele
development plan prepared during CLPP. A consultative planning process will be conducted and
centred at Woreda level after consultation of the development committees and leaders of the
communities at Kebele and sub-Kebele levels.
These consultations will be the occasion for the project and the IAs to report to the communities on
their activities, review the progress done and suggest the priorities for the WP&B in the coming year.
It will be also the occasion to collect lessons learned, discuss failure and success and best practices.
As in the first year, the planning process will involve at Woreda level the Woreda IAs and the support
of the WTC and a similar screening process will be implemented. The same process as that of the first
year for consolidation and approval by SCs will be followed. The approved Woreda WP&B will then
be sent annually to the RPCU and FPCU following the same preparation and approval process
mentioned earlier.
5.3.7 Capacity Development for Adoption of the AGP Planning Process
Weak capacity, especially at Kebele and Woreda levels, is a constraint to adoption of the proposed
decentralized planning process. To address this concern, the following actions are:
Strengthening of the Woreda TC by including representatives from research and CASCAPE,
and possibly by the proposed Capacity development Support Facility (CBSF) to be funded by
DFATD. New members will pay particular attention to enhancing technical capabilities of the
local plans and have direct involvement in Capacity development activities, including on-the-
job training of Woreda and Kebele staff and monitoring of the local level planning process;
including the cross cutting issues.
Training in decentralized planning process under AGP. Overall approach and
implementation strategy will include:
Development of Training Module: A ‘tailor-made’ training module on decentralized
planning will be developed by a team drawn from FPCU, Research, CASCAPE and
Universities. The module will include critical skill development on how to integrate cross
cutting issues during planning process. The duration of training will be around one and a half
day and include preparation of Woreda/Kebele plans using ‘real’ data as an ‘on-the-job’
training activity...
Trainers: Each region will have a dedicated team of trainers drawn from BoA, RARI,
CASCAPE and Universities.
Trainees: At the Woreda level, training will be provided to all TC members and all SMSs. At
the Kebele level, all KPT members and the KDC, Chair will be trained. Consideration will be
49
given to integrate planning module with the CLPP training for the Kebele level staff with
emphasize on ‘on-the-job’ training.
Timetable:
AGP 2 Woredas: November 2015 – February 2016
AGP I (on-going project) Woredas: May – December 2016
Monitoring of training activities. Monitoring and on-going support to field staff will be
provided through regular visits by the trainers supported by the CBSF experts. The focus of
these visits will be to review progress/effectiveness of Capacity development interventions and
suggest changes to strengthen the planning training activities based on implementation
experience. Intensive and dedicated monitoring will be maintained until the end of 2016.
Thereafter, monitoring will be part of the regular M&E Program of the project.
Table 16. AGP 2 Training and Planning Timetable
20
15 2016 Months for the First Year
Activities
10
11
&
12
1 2 3 4 5 6 7 8 9 10 11
1
2
2nd
Year.
5th
Year
Training
Training module
development
10
/
15
Training of AGP 2
Woreda and Kebele
staff
Training of AGP I
Woreda and Kebele
staff
Dedicated
Monitoring of
training activities
PLANNING
Kebele work plan &
Budget
Woreda work plan &
budget
50
Regional work plan
and budget
Federal work plan
and budget
Plan Implementation
5.4 Budget and Work Plan Approval
Overview
AGP 2 budget is a detail plan expressed in quantitative terms that specifies how IAs will acquire and
use resources during project lifetime. It indicates what the organization plans to do next year and what
result it expects. It states how available resources will be needed and priority would be placed and the
performance required. Annual budget preparation must be framed within a sound available resource,
and should be organized along the following lines:
5.4.1 AGP 2 Budget Planning Approach
AGP 2 Budget preparation would be a combination of a top-down approach, with the FPCU giving
guideline to IAs, and a bottom-up approach, with IAs presenting requests for budget allocation to the
AGP CU at all level. The articulation of the top-down and bottom-up approach is crucial since it
determines how priorities and financial targets will be taken into account over the budget preparation
process.
i. Budget Ceilings and Allocation of AGP Resource
The starting points for budget preparation are a clear definition of financial targets and a strategic
framework consisting of a comprehensive set of outputs and activities. Thereafter, strong coordination
of the budget preparation is required to avoid major departures from the initial framework. IAs require
clear indications on available resources and are notified of the component ceilings at the very start of
the budget preparation process. Generally, the FPCU is responsible for setting the ceilings, but it
should of course coordinate with the FSC which shall also review the ceilings in detail and approve
them. The FPCU will set annual budget ceilings based on the notional annual budget indicated on the
project design document for each component, sub component and activities.
The resources that would be implemented by regions would be allocated based on population figures
(based on last census) except for component II (research). Specifically, the allocation to each of the
AGP regions would be proportional to the share of their population in the total population of all AGP
regions. Subsequently, the notional allocation by Woreda within a region would be proportional to its
population share among all AGP Woredas within the region except for component III (small scale
51
irrigation). For component III (small scale irrigation) regions will allocate resources for small scale
irrigation based on the irrigation potential of the Woredas which would be materialized through
planning process. Resource would be allocated to research based on the amount of work each of the
federal and regional research would conduct.
The population-based allocation to a specific Woreda would be an initial step in the first program year,
and this could change in accordance with the specific Woreda’s performance in the subsequent years.6
The performance measures will be related to (i) progress in terms of planning and implementation in
line with previous plans, and (ii), effectiveness in budget utilization. Of course too many factors can
affect the performance of the Woredas such as initial states (like availability of qualified and adequate
government staff in relevant areas, existing working facilities, leadership and good governance), and
natural factors (like climatic and physical conditions. A detail of performance measurement guide is
indicated in M&E Chapter.
Based on the ceiling budget estimation for the community sub-project should be done at KDC level,
as these projects, planning of community level investments must be done with technical input and
support from Woreda experts to ensure synergy with overall Woreda plans.
ii. Budget Requests
IAs are responsible for preparing their requests on annual and quarterly basis within the spending
limits provided. The request should be consistent with the notified ceilings or guidelines, and costs of
programs. It should be clear and adequate for proper implementation, without any under or over
estimation. IAs budget requests should clearly indicate the amount necessary to undertake planned
activities and programs. IAs must coordinate the preparation of the budget of their subordinate
agencies and give them appropriate directives.
AGP CU receives the requests of IAs and reviews their conformity with overall approach and targets
and compliance with the spending limits; these reviews lead the AGP CUs at all level to suggest
modifications in the IAs’ budget requests if deemed necessary.AGP CU staffs, therefore, should hold
discussion with IA staff to avoid misunderstandings.
5.4.2 Budget Preparation
The program will follow the government’s budget system7, recorded in the government’s budget
manual. The budget preparation process of the project both in the regional and Woreda levels will be
clearly defined and participatory that enhances commitment of the various stakeholders. The budget
6 No inter-regional performance mechanisms would be developed for the AGP. 7The Ethiopian budget system is complex, reflecting the fiscal decentralization structure. Budget is processed at federal, regional, zonal
(in some regions), Woreda and municipality levels. The budget preparation procedure and steps are recorded in the government’s
budget manual. The budgets are reviewed at first by MoFED then by the Council of Ministers. The final recommended draft budget is
sent to parliament around early June and expected to be cleared at the latest by the end of the fiscal year.
52
preparation process generally follows the physical plan indicated under the planning process of the
PIM.
Budget preparation will start from the Woreda level. The Kebele plan will be prepared and submitted
to the Woreda Technical Committee. The Woreda Technical Committee reviews the plan submitted
by each Kebele for consistency and prioritization. Plans reviewed by the Technical Committee of the
Woreda will then be submitted to the WSC for approval. Once approved by the WSC, it is submitted
to region for review, approval and consolidation. Each regional BoA reviews the budgets submitted
by the Woredas, BoW and other IAs for consistency with the program objectives and components and
prepare a consolidated annual work plan and budget of the region by incorporating its own plan and
having it approved by the RSC for submission to FPCU.
RCCU will be responsible for consolidating of the annual work plan and budget for the research
component from all EIAR and RARI centres and get it agreed between EIAR and RARIs and submit
to FPCU for final consolidation. FPCU consolidates the budget it received form regions, incorporates
its own plan as well as that of research and prepares one final annual budget and work plan for the
project. MoA has a responsibility to ensure that the budget prepared are realistic and in line with the
development objectives of the project.
5.4.3 Budget Approval Process
The consolidation exercise will involve a screening process to be conducted by the WTC in close
collaboration with the IAs, and the WSC. The screening mechanisms and eligibility and/or priority
criteria among others will consider the technical feasibility of the proposed activities, the social and
environmental impacts and the synergic effect between components. A high consideration will also be
given to the cross-cuttings issues: gender, nutrition and climate change.
After the above screening process, the Woreda WP&B will be finalized by consolidating the K-
WP&Bs of the Woreda and integrating the Woreda strategic investment and development activities.
At Woreda level budget will be prepared for the approved Kebele plan. Approval of the Woreda
Council would also be sought before the final plan is sent to Regional Program Coordination Unit
(RPCU) for approval and inclusion in the Regional Plan for funding
The Woreda steering committee will send the approved Woreda annual work plan and budget to the
RPCU. The W-WP&Bs will then be consolidated with the regional strategic investments and
development activities by involving the Regional TC, and the Regional IAs.
The RPCU will also incorporate plans from Regional Implementing Agencies and prepare RWP&B.
The Regional WP&B proposal is then submitted to the RSC for review and endorsement and finally
sent to FPCU.
53
The FPCU, in close collaboration with the Federal TC, will consolidate the regional WP&Bs and add
federal level activities and budgets to develop on consolidated WP&B. At federal level, each IA will
prepare WP&B and transfer to the FPCU for consolidation. The consolidated WP&B should properly
estimate funding requirements for all interventions and should adequately plan for Capacity
development and technical support as well as participatory monitoring and learning events. The FPCU
will submit the consolidated WP&B with a summary of the overall analysis for review to the FTC and
send with recommendation to the FSC for endorsement. It will then be submitted for non-objection to
the World Bank not later than mid-August. The final approved AWP&B will be officially
communicated to all stakeholders.
5.5 WORK PLAN IMPLEMENTATION MECHANISMS
5.5.1 COMPONENT 1: AGRICULTURAL PUBLIC SUPPORT SERVICES (US$ 129 M)
The objective of this component is to increase access to public agricultural services for smallholder
farmers. It complements the ongoing activities under AGP-I through strengthening and enhancing
capacity at the institutional level and building relevant skills and knowledge of key stakeholders,
including establishment and strengthening of laboratories for soil, plant and animal health;
management of natural resources and scaling up of best agricultural practices. Under this component,
support will be provided to cross cutting issues, which include climate smart agriculture, nutrition and
gender. In this section, the implementation mechanisms of each sub component and activities are
detailed.
5.5.1.1 Sub Component 1.1: Institutional Strengthening and Development (US$74.0 m)
The objective of this sub component is to improve public agricultural delivery services to make more
effective, efficient and demand driven. Activities under this sub-component are discussed in the
following sections.
A. Establishing and Strengthening ADPLACs
The objective of this component is to increase access to public agricultural services for smallholder
farmers. It complements the ongoing activities under AGP-I through strengthening and enhancing
capacity at the institutional level and building relevant skills and knowledge of key stakeholders,
including establishment and strengthening of laboratories for soil, plant and animal health;
management of natural resources and scaling up of best agricultural practices. Under this component,
support will be provided to cross cutting issues, which include climate smart agriculture, nutrition and
gender. In this section, the implementation mechanisms of each sub component and activities are
detailed.
Review and approval of the ADPLAC guideline;
Organizing regional, zonal and Woreda level ADPLAC meetings including identifying and
announcing meeting schedule and venue for the ADPLAC executive committee members;
54
Assisting development of by laws for the establishment of new ADPLACs,
Setting meeting agenda including on cross cutting issues of concern for the communities,
Organizing and conducting regular meetings,
Documenting decisions and recommendations of the ADPLAC executive committee;
Documenting and disseminating ADPLAC decisions to IAs; and
Organizing and conducting joint field monitoring.
AETAD will undertake reviewing and updating the ADPLACs’ guideline in collaboration with ATA
in order to provide clarity on roles, responsibilities, accountability and functional processes, and
increase awareness of the guidelines. Members of ADPLAC executive and general assembly
committee as well as frequency of meetings and detailed objectives and operating rules are detailed in
the ADPLAC guideline
B. Agricultural Extension Service
This intervention will be implemented under the responsibility of Agricultural Extension Directorate
at federal level and extension core process at regional, zonal and woreda levels. The intervention will
primarily focus on: i) upgrading FTCs to the level of functionality; (ii) demonstration of improved
agricultural technologies; and (iii) capacity development of extension services. The intervention will
give due consideration to crosscutting issues (gender and youth, climate, nutrition).
(i) Upgrading of FTCs to the intermediate level of functionality
The program will strengthen FTCs with facilities and demonstration equipment such as farm
mechanization (that addresses women and men’s specific needs) and audio visual aids with an aim to
take FTCs to the intermediate level of functionality as shown in Table X. FTCs’ will also be equipped
with classroom, office equipment, cooking facilitates and demonstration materials as well as purchase
and distribution of the plastic rain gauges to establish mini meteorology station in selected FTCs. The
program will also develop water sources for FTCs. The AED, Woreda extension core process in
collaboration with the regional extension directorate will take the responsibility of implementing this
intervention. ATA will provide technical support for implementation of this activity. Upgrading FTCs
to the level of functionality require:
Conducting FTC need assessment to identify needs and existing gaps, participating both men
and women farmers,
Prioritizing the identified needs and establishing the type of facilities and equipment required
in each FTC,
Preparation of specification and getting approval, and
Undertaking procurement, dissemination and equipping of the FTCs.
55
Table 17. FTC criteria by functionality level
Minimum requirements by level
Basic Intermediate Advanced
• At least 3 DAs
• Moderately furnished FTC
building
• Demonstration area of less
than 2.5 ha
• FTC management
committee
• Active community
management structure
• Adequate level of
facilities/equipment in place
for FTC training and
demonstrations
• At least 3 FTC trainings and
demonstrations conducted
• FTC trainings sufficiently
linked to demonstrations of
2.5 ha
• FTC training materials,
manuals and guidelines
• Provide competence based
training
• Revenue generation from
multiple crop and livestock
enterprises for self-
sufficiency
• Active linkage with
cooperatives, MFIs,
research centers and
ATVETs
• Handle training of level 1, 2
and 3
• Operational resource
centers (connectivity,
information)
(ii) Demonstration of Improved Agricultural Technologies
Demonstrations will cover technologies identified in line with the demand-driven planning process in
Chapter 4 of the PIM. On the basis of the results of this process, the final identification of the
technologies will be the responsibility of the respective technical departments of crop, animal, natural
resource, agricultural mechanization and soil fertility directorates and core processes at all levels.
Production manuals of the identified technologies will be prepared by the respective directorates and
sent to extension for implementation.
Main tasks to be performed include:
Technology identification and prioritization to respond to farmers demand and also addressing
the concerns/needs of female farmers, technologies that are nutrition sensitive and
environmentally sustainable.
Compiling and packaging of the identified research proven technologies by respective
technical department including research;
Preparing extension materials and providing training;
Site selection based on the type of technology to be demonstrated;
Assessing and procuring the identified technologies; and
Conducting demonstration of the identified technologies on FTC compound and on farmers’
fields, and
Organizing and conducting field days.
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The Program will support demonstration of improved agricultural technologies both in FTC compound
and on male and female farmers plot. The following criteria would be employed for selection of
farmers that host demonstrations:-
Being voluntary and willing to actively participate to the demonstration and to share his
experience with the community ;
Being a trusted member of the community and residing in the Kebele;
Having agriculture and/or livestock as primary source of revenue;
Being well recognized as a good farmer by the community; and
Being selected together with the leaders of the community ;
Demonstrations will be linked to value chain commodities identified in component IV. It includes
research proven yield increasing crop and animal technologies, irrigation agronomic practices and
efficient irrigation water management, demonstration of model aquaculture, improved animal feed,
hide and skin production, beekeeping, improved farm machineries, improved land management,
gender sensitive women friendly devices, nutrition dense crops and animal products, food preparation,
food utilization and preservation methods. Improved crop promotion will also include bio fortified
crops such as sweet potato, potato, beans which would be identified and promoted in collaboration
with ATA.
The Program will also support demonstration of yield improving Climate Smart Agriculture
technologies and practices that are known for increasing soil carbon sequestration and reducing GHG
emission such as composting, crop rotation, crop residue management, intercropping, bio fertilizers,
agro-forestry, and Integrated Pest Management (IPM) technologies. Soil carbon sequestration can also
be enhanced through improving nitrogen-use efficiency (NUE) by applying precise amounts of
nitrogenous fertilizer or manure to crops.
On-farm technology demonstrations will include the provision of inputs, training and experience-
sharing visits to bring attitudinal change and encourage them to adopt improve practices and
technologies. The interventions will be designed to encourage female farmers through recognizing the
social responsibilities and expectations on women (timing, content, mode of communication etc)
(iii) Capacity Development of Extension Services
The activity will focus on bridging physical and skill gaps for smallholder farmers, FTC’s
Management Committees, DAs and Subject Matters Specialist (SMS). Before implementation, a
human and physical needs assessment will be conducted to ensure that the extension services are
responsive to farmer’s needs. The needs assessment will be conducted under the responsibility of the
AED and extension core process at all level. It will aim at identifying gaps and prepare a human and
physical capacity development plan for the duration of the Program. As for all capacity development
activities under the Program, the approach would follow the guidelines on Capacity Development.
57
Human Capacity Development: This activity will focus on bridging knowledge and skill gaps for
smallholder farmers, FTC’s Management Committees, DAs and Subject Matters Specialist (SMS)
through identifying female and male’s needs separately and CD planned to respond to identified gaps.
Physical Capacity Development: Physical capacity development will centre on furnishing and
equipping offices, mobility support and the establishment of IT centers, including internet connectivity
and creation of a website and information databases.
C. Animal Production & Animal Health Services
The project will assist in improving the animal health status in smallholder farming systems in order
to reduce animal mortalities and morbidities and improve production and reproduction parameters.
Support would address physical and human capacity gaps, finance goods, and staff training, based on
detailed needs’ assessments, supported by the project. Key areas of interventions in AGP 2 are
proposed as described below.
(i) Animal Production Services
The project will support activities aiming at improving the smallholders’ access to improved livestock
production services. With the exception of the establishment small-scale queen rearing demonstration
& training centers for which no feasibility study will be requires as pre-requisites, investments under
this intervention would be based on detailed feasibility and management plans, which would be
financed under the project. Potential identified investments include:
(a) Establishing small-scale queen rearing demonstration & training centers
The activity will be implemented under the overall responsibility of the Regional Livestock Agencies
(RLA) and/or Regional BOA and the technical responsibility of the Animal Production and Feed
Resources Development Directorate (APFRDD) of the MoA. Before implementation of this activity,
a feasibility study will be conducted
It is anticipated that four modern queen rearing demonstration & training centers will be established
to demonstrate and offer skill development training on modern queen bee rearing techniques mainly
the grafting method for all stakeholders including the private sectors. The centers will be established
in Oromiya, Tigray, Amhara and the SNNP Regional States. While no detailed feasibility, study will
be conducted, before implementation the APFRDD will prepare an Implementation Plan which will
provide a description of the facilities and operation, a description of the required steps, activities and
resources needed, and a time line for achievement. The OP will describe how facilities and equipment
would be operated, managed and maintained and provide a staffing and human capacity development
plan needs.
It will be the responsibility of the APFRDD to:
58
Prepare the Terms of Reference of the feasibility study, supervise the study and provide all
information needed, review the report and submit the report to AGP CU,
Design the rearing houses and training rooms,
Provides support in supervising the constructions,
Preparing specification for the necessary rearing equipments and training facilities to be
procured,
Developing curriculum for the training agreeable to both male and female farmers.
Provide Training of Trainers (ToT) for the staffs of all the centers, and
Distributing the items after procurement.
The responsibility of RLA or BoA will be to:
Identifying a potential Woredas for the activity,
Securing land for the set up of apiaries ensuring compliance with the OP4.12 (Resettlement
Policy Framework [RPF]);
Ensure the construction of the grafting and training rooms;
Ensure the management and the maintenance of facilities and equipment;
Ensure the staffing with qualified agents and in required number;
Organizing and providing training and,
Undertaking technical support and monitoring.
(b) Establishing of fish hatchery centre
The fish hatchery centre will be established in the Amhara Regional State. The activity will be
implemented under the overall responsibility of the Regional Livestock Agencies (RLA) and/or
Regional BOA and the technical responsibility of the Animal Production and Feed Resources
Development Directorate (APFRDD) of the MoA.
Before implementation of this activity, a feasibility study including a management plan that considers
cross cutting issues will be conducted. The APFRDD will be responsible to prepare the ToRs of the
study, supervise the study and provide all information needed, review the report and submit the report
to the Federal AGP CU. The APFRDD will also prepare the technical specification for the building,
equipment and gearing facilities, prepare the ToRs for procuring an international consultant for the
development & management of the hatchery unit and supervise the status of the hatchery center.
The major tasks to be performed by the Agency in the course of the establishment include:
Site selection and acquisition of land,
Conducting engineering survey for full-scale planning and designing layout of the physical facilities (buildings,
roads, rivers, canals, bridges, etc),
Procuring and awarding of contractors for the construction of hatchery ponds, farm buildings,
farm roads and fish tanks,
Technical support and supervising the construction,
59
Preparation of the hatchery ponds such as disinfecting, filling ponds with water and
fertilization of the pond,
Brood stock collection & stocking,
Transferring the fry to nursery ponds from hatchery, and undertaking fry management,
Harvesting & distributing of fingerlings for pond fish farmers,
Staffing the centre with technical & supportive personnel, and
Capacitating staffs at all level and identifying of inputs
(c) Strengthening National Artificial Insemination Centre (NAIC)
Before implementation, the National Artificial Insemination Centre will take the lead in finalizing and
submitting for approval a breeding strategy for dairy sector together with an action plan which would
include, among others, the development and the establishment of a dairy herd performance recording
system and an electronic data management at semen production centers as outline below.
Dairy Herd Performance Recording
This activity will be implemented under the overall responsibility of the RLA / BOA and the technical
responsibility of the NAIC. It will be implemented in the following four regions: Oromiya, Tigray,
Amhara and the SNNP. The final objective will be to identify and acquire superior dairy sires to be
selected for semen collection and breed improvement.
The NAIC will be responsible for the conception and the design of the system (including templates of
record sheets) and for all activities related to the supervision of the data collection, the analysis of the
results, the identification and the purchase of the dairy sires. The NAIC will also ensure the necessary
training of the staff of the RLA / BoA for animal identification and data collection
Electronic data management at semen production centres
Electronic data management system will be implemented at Kaliti, Nekemte, Bahirdar, Mekele, and
Hawassa semen production centers: The NAIC will be responsibility for the conception and the design
of the system, the identification and specification of the equipment to be purchased by the program.
NAIC is responsible for the supervision of the establishment of the system at Kaliti while the regional
Livestock Agencies and BoA take the responsibility in their respective regions. The installation of the
electronic system at Kaliti will be effected in the first year of the program while the remaining centers
in the first two consecutive years. Moreover, the NAIC capacitates the laboratory technologists of all
the centers on the operation of the system in agreement with the winner of the bid.
(ii) Support Animal Health Services
To ensure national and regional harmonization and avoid duplication, the program will implement the
intervention in collaboration with the Regional Pastoral Livelihood Resilience Project (RPRLP) which
include: study on the status and capacity of all national laboratories, the strengthening of disease
60
diagnosis, laboratory equipment and materials, implementation of digital pen technology with mobile
phone.
Prior to implementation of the animal health intervention, a detailed needs’ assessment will be
conducted in order to clearly identify the physical and human capacity gaps to be addressed by the
program through financing goods and staff training. It will provide detailed plans for how facilities
and equipment would be operated, managed and maintained and, in relation to this, clear staffing plans,
including a commitment to provide resources for staffing, and if necessary a plan for human capacity
development. The needs assessment will be using the Performance of the Veterinarian Services (PVS)
and the Gaps Analysis conducted by the OIE as a starting point. It will provide an exhaustive analysis
of the physical and human support already exiting or in pipe line. It will consider the following:
(a) National & regional laboratories: (i) poultry disease diagnostic laboratory; (ii) Central Veterinary
Drug and Feed Quality Control Laboratory (CVDFQCL); and (iii) establishing molecular biology
laboratory;
(b) Strengthening capacity on semen producing bulls reproductive health management;
(c) Regional animal health laboratories, clinics and health posts in the regions targeted by the program,
and
(d) Surveillance of Major Trans boundary, zoonotic diseases and diseases information system.
(iii)Human resources and physical capacity development
Human Resource Capacity Development:
This intervention will focus on training of trainers on animal production and product processing,
animal disease surveillance and health management, animal health climate adaptation and mitigation
practices, good manufacturing and control practices of veterinary drugs and animal feed, machines
and equipment maintenance (e.g. maintenance semen & liquid nitrogen equipment). The program will
also finance short-term trainings, experience sharing and study tours (abroad), and workshops on
adapting production’s quality to market requirements. It will finance the production of training
manuals and the production of video film that also considers gender issues for extension services.
Physical Capacity development :
The diagnostic test performed at NAIC shall comply with the recommendation of the Office
International des Epizooties (OIE). This is meant to raise the quality of NAICs’ genetic material
against OIE standard. This intervention will be managed by the NAHDIC and NAIC. The NAHDIC
identifies the diagnostic equipment, prepares specification, evaluates bid documents and undertakes
installation of the equipment. Test samples and diagnosis will be carried out by NAHDIC in
collaboration with the NAIC.
D. Crop Production and Plant Health Services
(i) Promotion of crop productivity enhancing technologies
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This intervention will assist in accessing released crop technologies from component 2 and develop
manual on good agronomic practice that can easily understood by female farmers for use by extension
services. A strong emphasis will be given to gender sensitive, nutrition-smart (nutrient dense crops,
postharvest handling techniques and the like) and climate smart technologies and practices such as
organic agriculture, composting, crop rotation, intercropping, bio fertilizers and agro-forestry.
AETAD and the Crop Extension Directorate (CED) with the relevant regional and Woreda core
process will be responsible for implementation of this activity.
(ii) Establishing and Strengthening Vegetable and Fruit Nurseries
The program will use approaches developed under AGP1 to promote and support the establishment of
coffee, vegetable and fruit nurseries. It will provide the critical equipment and supplies for the
nurseries and support on-site demonstrations, training and technical advice to male and female farmers
in both Male Headed and FHH.
It will be implemented under the overall responsibility of the Smallholder Horticulture Development
Directorate (SHDD) in collaboration with regional and Woreda responsible offices. The activity will
be implemented with experience gained from USAID-Mashav initiative currently undertaking fruit
nursery developed in some Woredas.
The SHDD will have the responsibility to design the intervention including the shade houses and
prepare technical specification of equipment and farm tools and planting materials. It will also ensure
ToT to the assigned SMSs on nursery management. Monitoring and evaluation will be conducted
through the regional BoAs in coordination with the AETAD.
The regional BoAs in collaboration with WoA will hold the responsibility of acquisition of land in
compliance with Resettlement Policy Framework and Procurement Manual. The WOA will follow up
the construction, provide training to both male and female and youth farmers on preparing and
handling of seedlings and provide technical assistance.
(iii)Strengthening Plant Health Services
This intervention is targeting plant health services with an aim to reduce smallholder crop loses, ensure
the supply of safe food for the citizens and support plant health for domestic and international trade of
plants, plant materials and their products. Activities will also support the up-scale of the IPM practices
implemented under AGP1 with the support of FAO.
This intervention will be implemented under the overall responsibility of the Plant Health Regulatory
Directorate (PHRD). Prior to implementation, a detailed needs’ assessment will be conducted in order
to clearly identify the physical and human capacity gaps to be addressed by the program through
financing goods and staff training. It will provide detail plans for how facilities, equipment and
training will be implemented, operated, managed and maintained and, in relation to this, clear staffing
62
plans, including a commitment of the public “owner” to provide resources for staffing, and a plan for
human capacity development. It will provide an exhaustive analysis of the physical and human support
already exiting or in pipe line. It will consider the following:
a. Crop loss (plant health) data-base development: the intervention would aim at
generating a database that will be used as a reference for initiatives including program
planning, extension package preparation, awareness creation and training in the area of
minimizing pre- and post-harvest losses;
b. Strengthening plant quarantine stations;
c. Strengthening the Federal Plant Protection Laboratory and regional plant health clinics
through the provision of the critical equipment and supplies; and,
d. Equipping Federal Plant Protection Laboratory and Regional Plant Health Clinics; and
e. Equipping regional seed quality analysis laboratory.
(iv) Human capacity development
Activities will initially include the assessment and identification of training needs including
workshops, awareness creation activities, experience sharing visits (local and abroad). Focus will be
given on improving the capacity of agronomists, entomologists, pathologists, crop production and
protection professionals. Emphasis will be made for equal participation of men and women farmers
(including married women), DAs and SMS.
E. Support to Natural Resources and Soil Fertility Management Services
The project would support the strengthening of services to build the productive assets of rural
communities in selected community watersheds, to sustainably increase productivity and curtail
degradation of fragile lands and ecosystems. In areas where the Sustainable Land Management Project
and other similar programs are operating, this intervention will be coordinated and linked. The
implementation processes and procedures of watershed management would be carried out based on
the widely used Community Based Participatory Watershed Development Guideline. Key activities
include:
(i) Local Level Community Land Use Planning
The preparation of community land use plans will be implemented by the Land Administration and
Use Directorate (LAUD) of the MoA in collaboration with regional and Woreda relevant institution.
The LAUD will be responsible for data processing, land use mapping and preparation of community
land-use plan. The Regional relevant institutions pertaining to land administration and use will be
responsible for the procurement of field equipment, organizing of workshops & experience sharing
and conduct data collection.
(ii) Support to Productivity Enhancing Interventions of Community Watersheds
It is generally accepted that a major contributor to low productivity in the AGP Woredas are the highly
degraded land and frequent moisture stress during growing season, as well as inadequate in-situ
63
moisture conservation (on-farm and on common land) in the context of the predominantly rain fed
agriculture of the country. This activity will support the implementation of best practices for soil and
water conservation to reduce soil erosion, improve soil fertility and soil moisture in the system at farm
land and communal land management levels. This will include female owned farm lands. The role of
women and youth in communal land management process will also be reviewed and support will be
given to ensure their benefit.
The Natural Resources Directorate (NRD) and the Soil Information & Fertility Management
Directorates (SIFMD) will be responsible for coordinating implementation of farmland and communal
land management activities such as gulley treatment, terraces and establishment and support to
community nurseries. Activities will be implemented according the Community Based Participatory
Watershed Development Guidelines.
(iii) Soil Fertility Management Services
Interventions under this activity are aimed at integrated soil fertility management to enhance crop and
livestock productivity. The activities will focus in addressing the capacity gaps in supporting and
improving soil fertility practices and services. Activities will be based on a detailed needs’ assessment
providing evidence of the gaps that the project could address. The NA will provide a detailed plan for
how facilities and equipment would be operated, managed and maintained and, in relation to this, a
clear staffing plan needs, including a commitment of the public “owner” to provide resources for
staffing, and if necessary a plan for human capacity development.
The National Soil Testing Centre (NSTC) will have the technical responsibility of the intervention.
The NSTC will also work in close collaboration with the Regional Soil Testing Laboratories (RSTL).
It will be responsible for the concept, approach and design of the activities, the preparation of the
necessary technical specifications (laboratory and field equipments, ToRs of studies, etc), the
supervision of the implementation and the technical backstopping, etc. The following activities will
be conducted:
(a) Strengthening Soil Testing Laboratories
This intervention is aimed at enabling the promotion of soil test based fertilizer application approach
to address variability of soil types and their nutrient contents. The National Soil Testing Centre and
the Regional Soil Testing Laboratories in collaboration with CASCAPE (to be mentioned in the MoU
between CASCAPE and AGP2 CU) will be responsible to undertake a detailed needs’ assessment in
order to clearly identify the capacity gaps in supporting and improving soil fertility practices and
services to be addressed by the program. It will also provide detailed plans for how facilities and
equipment would be operated, managed and maintained and, in relation to this, clear staffing plans,
including a commitment of the government to provide resources for staffing.
(b) Support to soil mapping and implementation
64
This intervention will be executed to finalize soil mapping commenced by the AGP I. The National
Soil Testing Centre will be responsible to hire a technical assistant who will support in soil mapping
& remote sensing. The centre will also prepare specification for digital soil mapping and information
dissemination, and evaluates the bid document as per the procurement procedure. ATA will also
provide technical assistance for implementation of this activity. Moreover, the same centre will fix the
procured equipments.
(c) Support to acid soil and vertisol management
Support in this intervention will be given to improve soil fertility through appropriate acid soil
reclamation advisory service including appropriate lime application techniques. Extension service
delivery will also give emphasis to promotion of improved vertisol management techniques for both
male and female farmers . The SIFMD and the regional relevant offices will be responsible for the
delivery of the advisory services.
(d) Support to Bio-fertilizer promotion
The promotion of wider use of bio fertilizer will be sustained throughout the program years. The
SIFMD will be responsible for undertaking promotional activities through training of SMSs, DAs and
male and female farmers ( both female headed and married women) in the project woredas.
(iv) Capacity Development for Natural Resource Management and soil fertility
management
Capacity Development for Natural Resources Management and Soil Fertility Management Services
start with the needs assessment. The need assessment will include the preparation of a detailed training
plan such as skill gaps, identification of trainers, training schedule, training venue and number and
type of participants. It will include activities such as trainings, workshops, awareness creation forums
and experience sharing visits (intra and inter regional/Woreda exposure visits and study tours) on
natural resources management and soil fertility management. It will also include the provision of hand
tools and field equipment such as GPS, Topo-maps and High Resolution Satellite Imagery.
F. Strengthening Promotion of Agricultural Mechanization Technologies
The aim of the agricultural mechanization intervention is to develop and promote appropriate tools
and machinery for pre and post-harvest agricultural production systems that can result in labor
efficiency and effectiveness resulted in sustained adoption of the yield-increasing technologies, reduce
post-harvest losses and create value addition. Specific attention will be given to the crosscutting issues
i.e. nutrition, gender and youth, and climate smart agriculture including labor saving women friendly
technologies, post harvest handling, animal feed processing technologies to improve nutritional value,
crop and animal processing technologies to improve nutritional quality of the products. The sub-
component will be implemented under the overall responsibility of the Agricultural Mechanization
Directorate (AMD). The AMD will design and organize all the activities, ensure implementation,
follow-up, supervision and achievement of the products and objectives. The sub-component will be
implemented in close collaboration with ATA. Details of the collaboration will be specify in the MoU
65
to be signed between AGP2 and ATA. Agricultural mechanization activities that would be
implemented include:
(i) Development of Standards for Agricultural Mechanization Technologies
Standardization will undoubtedly improve the quality of mechanization products. For this activity, the
AMD will work in close collaboration with ATA and the Ethiopian Standard Agency (ESA). The
AMD will:
Initiates and request the ESA for developing a standard for machinery for pre and post-harvest
agricultural production systems that can result in labor efficiency and effectiveness and lead
to sustained adoption of the yield-increasing technologies, reduce post-harvest losses and
create value addition;
Organizes a technical committee that would develop a draft document in coordination with
the ESA and chairs the technical committee;
The technical committee will be drawn from the Agricultural Transformation Agency (ATA),
Ethiopian Institute of Agricultural Research (EIAR), private sectors and from few other
pertinent stakeholders ; and
Capacitates manufactures of such technologies on the need of standards through provision of
training.
Both the AMD and the ESA will organize a consultative meeting on the drafted document,
incorporates constructive ideas and issues, finalizes the draft document and submits to the Council of
Standard.
(ii) Provision of Training to Manual Pump Manufacturers
The AMD will be responsible for the provision of the training on designing and manufacturing of the
manual pumps. Both parties will prepare the training material, identify potential manufacturers,
identify venue and organize the training.
(iii)Provide Technical Support for Agricultural Machinery Service Providers
The AMD will prepare guidelines and training materials; identify agricultural machinery producers,
distributors and mechanization service providers. Then, select potential trainers, organize and conduct
the trainings.
(iv) Organize and Support Operators & Maintenance Service Providers
AMD will be responsible for providing technical support to operators & maintenance service
providers. It assesses the experience of machine-maintenance service providers and organizes training.
In addition, the office will procure and supply maintenance kits to the trainers following the AGP
procurement procedure. The training will be conducted in different maintenance topics throughout the
project years.
(v) Provide Training for Private Sectors to Avail and Access Spare Parts
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The program will support identification of the type of spare parts required and provide training and
awareness creation to interested potential private sector participants providing spare part services.
AMD and Regional BoAs will assess and identify potential private sectors providing spare part
services in their respective areas. In addition, the AMD will develop distribution network and
guidelines for spare part services provision and facilitates linking potential private sectors providing
spare part service with suppliers or manufacturers.
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Summary Table: - 5.5.1.1. Sub-component 1.1 Institutional Strengthening and Development
Out puts and Institutions Responsible
Component 1 : Agricultural Public Support Services
Sub-component 1.1: Institutional Strengthening and Development
Responsible Department / Organization:
Lead Organization: AETAD, APFRDD, AHD, NAIC, NAHDIC, NICETT, VDFACA, NRD , PHRD, NRD,
LUAD, SIFMD, NSTC, AMD,
Main partners: , BoAs, Regional Soil Testing Laboratories, Regional Land Administration and Environment
Authorities, Regional Livestock Agencies/Core Processes, FTCs, Woreda Agricultural Offices
Supporting implementing bodies: ATA ,CASCAPE
Outputs
Four regional 5 zonal and 61 Woreda ADPLACs established.
Ten federal, 76 regional, 345 zonal, 1509 Woreda planning and review meeting conducted
One ADPLAC guideline reviewed and updated
Five federal, 80 regional, 350 zonal and 1570 Woreda level mission conducted
1580 new FTCs equipped with office and training equipment and facilities
1235 existing FTCs equipped with office and training equipment and facilities
Need based (including those of women) crop, livestock, natural resource, Climate Smart Agriculture and
nutrition technologies conducted on 1580 new FTCs
Need based (including those of women) crop, livestock, natural resource, Climate Smart Agriculture and
nutrition demonstration technologies conducted on 1235 existing FTCs
610 motorcycles for Woreda, 2981 motorcycles for FTC, 8098 pedal cycles for DA purchased and
disseminated
One federal, 8 regional, 35 zonal and 157 Woreda offices connected with IT service
Four regional, 15 zonal and 61 Woreda offices provided with necessary office facilities.
450 federal SMS 4DAs per FTC, 20 SMS per Woreda100 farmers per FTC per year, 5 FTC MC per FTC
trained twice in the program period trained
20 federal, 160 regional, 700 zonal and 9420 Woreda level technical supervision conducted. (federal 4 times
per year, regional 4 times per year, zonal 4 times per year, at Woredas level once in a month)
4 modern queen rearing demonstration & training centre established
One fish hatchery unit established
4 dairy herd performance recordings established
5 electronic data management system established
One molecular biology laboratory established and equipped,
One central quality control laboratory strengthened,
One poultry diagnostic laboratory strengthened,
14 regional animal health laboratories strengthened
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61 animal health clinics strengthened
Out put
753 animal health posts strengthened
157 Woredas disease information systems strengthened
7 kits of bulls semen collection kits on reproductive health management purchased
250 people participated on federal level TOT for 4-10 days, 500 people participated on in country short term
training and 45 people participated on short term training and study tours abroad, and 387 people participated
on experience sharing in the country on animal production and animal health
950 people participated on workshop on adopting production to market requirements
6 manuals produced and printed, one documentary film produced
One set of office equipment procured & furnished
10 crop technology assessments that ensures gender, climate and nutrition issues conducted
35 fruit nurseries established and equipped
96 fruit nurseries strengthened
870 SMS and 4710 DAs trained on improved crop production package
157 Woredas supported with crop production field equipment
15 plant quarantine stations strengthened with field and office equipment
One federal plant protection laboratory installed and equipped
12 seed analysis laboratories equipped with filed and laboratory equipment
9 plant health clinics strengthened with office and laboratory facilities
One international standard pesticide laboratory established and equipped
491 people trained on seed inspection and pest management, 30 people participated on experience sharing
visit abroad.
Land use plan for 157 Woredas prepared
Community watersheds in 157 Woredas rehabilitated
110 community nurseries established
One community level (keble level) consultative meeting conducted
Field equipment supplied to 157 Woredas
19 soil testing laboratories strengthened
Soil mapping and implementation supported
Capacity developed on bio-fertilizer & acid-soil
30 training sessions conduced on manual pump manufacturing
50 private sectors training on machinery
Monitoring, Reporting and Evaluation Arrangements
Monthly report, quarterly report, annual report and field monitoring
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Gant Chart: 5.5.1.1 Sub-component 1.1 Institutional Strengthening and Development
Main activities and Implementation Schedule
No Activity Implementation Schedule
Year 1 Year 2 Year
3
Year
4
Year
5 1 2 3 4 1 2 3 4
1.1 Institutional Strengthening and
Development
1.1.1 Reviewing and updating ADPLAC
guide line
Establishing and Strengthening
ADPLACs
Establishing regional, zonal and
Woreda ADPLACs
Conducting ADPLAC planning and
review meetings
Reviewing and updating ADPLAC
guide line
Conducting joint ADPLAC field
supervision
1.1.2 Agricultural Extension Services:
Rehabilitating and equipping new
FTCs
Rehabilitating and equipping existing
FTCs
Demonstration of improved need
based agricultural technologies
TOT for SMS and DAs on extension
service provision and improved
agricultural practices
Training of FTC-MC and farmers on
improved agricultural practices
Conducting Woreda level technical
supervision and monitoring
1.1.3 Animal Production & Animal Health
Services
Conduct feasibility study for fish
hatchery centre and submit to TC / SC
approval
Establishing modern queen rearing
demonstrations and training centres
70
No Activity Implementation Schedule
Year 1 Year 2 Year
3
Year
4
Year
5 1 2 3 4 1 2 3 4
Establishing and equipping fish
hatchery centre
Finalizing Breeding strategy for dairy
sector and submit for approval
Establishing herd performance record
centre
Establishing electronic data
management centre
Purchasing kits of semen producing
health
Establishing and equipping molecular
laboratory
Strengthening central quality control
laboratory
Strengthening and equipping poultry
diagnostic laboratory
Strengthening regional animal health
laboratories
Strengthening animal health clinics
and health posts
Surveillance of trans boundary and
zoonotic diseases
Human resource & physical capacity
development for animal production
and animal health services
1.1.4 Crop production and plant health
services
Conducting crop technology
assessment
Establishing and equipping fruit
nurseries
Strengthening fruit nurseries
Training SMS and DAs on improved
crop production package
Strengthening Plant Health Services
Establishment of plant quarantine
stations
71
No Activity Implementation Schedule
Year 1 Year 2 Year
3
Year
4
Year
5 1 2 3 4 1 2 3 4
Establishing crop loss data-base
Strengthening the Federal Plant
Protection Laboratory
Equipping regional seeds quality
analysis laboratory
Capacity development training &
experience sharing visits
1.1.5 Natural resources and soil fertility
management services
Conducting Community Level
Participatory Land Use Planning:
Support to Productivity Enhancing
Interventions of Community
Watersheds:
Strengthening Soil Testing
Laboratories
Conducting soil mapping and analysis
Capacity Development for Natural
Resource Management and soil
fertility management
1.1.6 Strengthening Promotion of
Agricultural Mechanization
Support the development of standards
for mechanization technologies:
Train manual pump manufacturers
Provide technical support for
agricultural machinery producers,
distributors and service providers:
Organize and support operators and
maintenance service providers:
Provide training for spare part
providers
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5.5.1.2 Sub- Component 1.2: Scaling Up of Best Practices (US$ 55 M)
The objective of this sub component is to ensure the identification and wider use of best practices and
proven technologies to enhance and intensify agricultural production. In consultation with key
stakeholders, the extension service will identify improved technologies and management practices in
a range of thematic areas related to production, post-harvest handling, value addition and marketing.
Best practices are defined in terms of both proven technologies to increase productivity and value
added, and proven gender, nutrition, and climate change sensitive/friendly technologies. A best (or
good) practices according to Ethiopia agriculture portal is defined as superior method or innovative
practice that contributes to the improved performance of an organization under a given context, usually
recognized as ‘best’ by other peer organizations (for the detail see box 2). The project will support the
screening of identified technologies and the preparation of clear and detailed implementation
guidelines for each best practice.
The activities will be implemented in close collaboration and with the support of the aligned
Netherlands supported CASCAPE project which will provide support such as the provision of
evidence based to validate the technologies. In scaling up of best practices focal areas for technical
support include raising agricultural productivity by narrowing the gap between average farm yields
and those achieved by male and female model farmers through improved crop, livestock and natural
resource management practices.
The Agricultural Extension, Training and Advisory Directorate (AETAD) will be responsible for the
successful, timely, effective and coordinated implementation of this sub-component which include:
(i) identification and compilation of best practices; (ii) validation of best practices; and
(iii) implementation of best practices. The Technical Departments of the MoA will have the technical
responsibility of the sub-component.
CASCAPE will also provide support to stakeholders through training in both identification and
implementation of best practices. The CASCAPE along with AETAD, APFRDD and AHD capacitates
stakeholders involved in the implementation program. These institutions will also organize multi
stakeholder platform that will enable linking all the actors involved in scaling up of best practices.
A. Identification and compilation of best practices
This is identification of improved technologies and management practices in a range of thematic areas
related to production, post harvest and value addition. The identification process will consider the
environment in which the pilot program has been operating to make out contextual factors that may
have been essential to the success of the practice.
73
The scaling up guideline of the MOA indicates that any farmland with better crop husbandry with
strong crop stand as well as livestock husbandry that shows better performance than that of the
surrounding farmers can be identified as best practices.
Development agents (DAs) are responsible for identifying best practices within their working areas.
DAs can get the information on the existence of best practice through discussion by arranging
community meeting at FTC, seeking information from community. Besides, best practice
identification will be conducted during CLPP process through FGD, KII and individual observations.
The suggested best practices will be targeted for collection of data required for compilation and
development of guideline for each specific best practice.
B. Validation of best practices
Best practices require validation when they deviate from research recommendations. Validation is
testing of the identified candidate under similar environmental condition. The Netherlands supported
CASCAPE will provide support for the evidence based validation process and the preparation of
detailed validation procedure for the identified best practices.
C. Best practice implementation
Capacity development will be an essential component of implementation support. Capacity
development will focus on constraints that affect sustainability issues like attitude and behavior,
gender equality, skill and leadership commitments. It will focus on building implementation capacity
which is essential for over all transformation of agricultural development. Along this line there is a
need to assess the capacity needs to implement the program. In this regard capacity improvement
Box 2. Good Practice Criteria (FAO) Effective and successful:
A “good practice” has proven its strategic relevance as the most effective way in achieving a specific objective; it
has been successfully adopted and has had a positive impact on individuals and/or communities.
Environmentally, economically and socially sustainable:
A “good practice” meets current needs, in particular the essential needs of the world’s poorest, without
compromising the ability to address future needs.
Gender sensitive:
A description of the practice must show how actors, men and women, involved in the process, were able to improve
their livelihoods.
Technically feasible:
Technical feasibility is the basis of a “good practice”. It is easy to learn and to implement.
Inherently participatory:
Participatory approaches are essential as they support a joint sense of ownership of decisions and actions.
Replicable and adaptable:
A “good practice” should have the potential for replication and should therefore be adaptable to similar objectives in
varying situations.
Reducing disaster/crisis risks, if applicable:
A “good practice” contributes to disaster/crisis risks reduction for resilience.
74
should focus on the capacity improvement of male and female farmers (FHH as well as married
women), Development Agents and medium to high level officials with a particular attention to increase
the participation of women in the program implementation.
Implementation will also assess factors constraining input and output marketing and provide technical
support with major emphasis to creating favorable ground to input availability through strengthening
the capacity of grass root/community level input providers as well as creating multi stake holder
forums.
Summary Table 5.5.1.2: Sub-component 1.2 Scaling Up of Best Practices
Out puts and Institutions Responsible
Component 1 : Agricultural Public Support Services
Sub-component 1.2: Scaling up of best practices
Lead Organization: AED
Main partners: AETAD, APFRDD, Regional Livestock Agencies, RBoA
Supporting implementing bodies: CASCAPE, EIAR, Universities, ATA
Outputs
2010 SMS, 16196 DAs trained on best practice identification method
40 federal level, 320 regional level and 6280 Woreda level best practices identified
8,040 SMS, 64784 DAs trained on best practice implementation
1,012250 best practice demonstrations conducted
Audio visual aid facilities provided to 8 regional and 61 Woredas
15, 075 SMS and officials, 80980 DAs, 1000000 farmers participated on field
oriented knowledge sharing
20 federal, 160 Woreda, 700 zonal and 9420 Woreda level technical backstopping
and supervision conducted
Monitoring, Reporting and Evaluation Arrangements
Monthly report, quarterly report, annual report and field monitoring
Gant Chart 5.5.1.2: Sub-component 1.2 Scaling Up of Best Practices
Main activities and Implementation Schedule
No Activity Implementation Schedule
Year 1 Year 2 Year
3
Year
4
Year
5 1 2 3 4 1 2 3 4
Sub-Component 2: Scaling up of best
practices
1.2.1 Identification and compilation of Best
Practices
Training on identification and
compilation of best practices
Identification and observation
75
No Activity Implementation Schedule
Year 1 Year 2 Year
3
Year
4
Year
5 1 2 3 4 1 2 3 4
1.2.2 Validation of best practices
Training on validation of best
practices
Data collection and analysis
1.2.3 Implementation of Best Practices
Training on implementation of best
practices
Conducting multistakeholder forums
5.5.2 COMPONENT 2: AGRICULTURAL RESEARCH (US$ 51.4 M)
Overview
The aim of this component is to increase the supply of demand-driven agricultural technologies
which directly link to the other components that the project will support. It is expected that this
objective will be achieved through the implementation of four sub-components listed below:
a) Technology adaptation and generation. Adaptation/generation of crop,
livestock, soil and water management and farm implements technologies
through focused investment on ready for release technologies that are in final or
end (test) stage (with duration to release the technology to extension of a
maximum of two years) or on technology that has been released in other regions
and that could be tested and introduced in the project woredas. The intervention
will be comprised of two main groups of activities: (i) support to accelerate
release of selected in pipeline technologies and management practices; and
(ii) support to adaptation and generation of demand-driven technologies;
b) Pre-extension Demonstration and Participatory Research Schemes. To
support pre-extension demonstrations to farmers of newly recommended
agricultural technologies in order to assess their technical, social and economic
viability and enhance wider and rapid diffusion and adoption of the new
technologies and to support the establishment and strengthening of FREGs;
c) Source Technology Production to support the production of breeder and pre-
basic seeds and planting materials and animal breeds for further multiplication
and on-farm technology pre-extension demonstration;
d) Capacity development to enhance technology adaptation, generation,
maintenance and promotion focusing on physical and skill gaps in research
institutions to effectively implement the research program based on a detailed
76
human and physical capacity needs assessment of key commodity research
centers at federal and regional level.
The technology adaptation, generation and pre-extension demonstration activities are envisaged to be
implemented by taking into consideration principles of crosscutting issues such as nutrition, gender
and climate smart agriculture. The agricultural research component of AGP -II (Component 2) is
composed of four sub-components outlined below.
The proposed sub-components will be implemented by concerned directorates of the national and
regional research institutes. At national level, the Ethiopian Institute of Agricultural Research and its
research centers, located in different agro-ecologies, will be responsible whereas at regional level, the
research centers under the beneficiary Regional Agricultural Research Institutes will be the key
implementers. The project implementation process of the research activities is depicted in Figure 7
and details of the implementation mechanisms are elaborated in the sections that follow.
77
Figure 7:- Implementation Process and flow of Activities of the Research Component
Annual
review of
progress
and
planning
meetings
These flow
of activities
of the
research
component
are linked
with the
overall
CLPP
process of
the program
(1) Technolog
y
adaptation/
generation
Accelerated
release of ready-
for-release
technologies
Demand-driven
technology
adaptation/gene
ration
Year 1
Year 5
Year 4
Year 3
Year 2
Preparation of list of potential end stage
verification trials
Develop activity catalogue/protocol
Launch on-farm and on-station trials
Evaluate the candidate technologies
together with other actors
Pre-demonstrate and register the varieties
Regional level
Commodity level
Research Centre
National level
(2) Pre-extension
demonstration
and FREGs
(3) Source
technology
production
(4) Capacity
building
Identification of participant farmers
Input preparation
Technology delivery
Training of participant actors
Evaluation and farmers’ plots
Participatory need assessment
Purification of breeder/pre-basic
seeds Produce the seeds/technologies
Supply seeds
Follow up implementation
Capacity need assessment
Prepare implementation plan
Implement activities
Follow up for effective
implementation
Submission of Research Plans/Protocols to
FPCU
Implement upon approval
Participatory appraisal of production problems
(EIAR/RARIs)
Reporting back workshop on the survey
documents to identify critical research problems
Research protocol developed and review
workshop conducted for approval/scrutiny
78
At both federal and regional levels, linkages will be established among the different stakeholders to
identify priority research agenda linked to the selected commodities of national significance.
Partnering institutions may include the different directorates of the Ministry of Agriculture and
relevant development stakeholders in the other components of AGP 2.
.
5.5.2.1 Sub-Component 2.1: Technology Adaptation/Generation (US$16.3 M)
A. Accelerated Release of Agricultural Technologies from End Stage Verification Trials
Interventions ensuring accelerated release of in-pipeline agricultural technologies (for crop,
livestock/forage, and soil and water management and farm implements) are considered to be one of
the strategies to timely avail appropriate technologies for use. Supporting effective implementation of
such trials will indeed guarantee the timely delivery of improved technologies. The activities under
this sub-component will include the following:
Preparation of list of potential end/verification stage crop, livestock, soil and water
management and farm implement activities from existing research directories being run by the
NARS entities and identify potential activities that are anticipated to result in the development
of appropriate technologies for use by the beneficiaries of AGP –II; and this activities are
required to match with the problems to be identified during production system constraint
analysis;
Based on the quick review activities, develop an activity catalogue (document) with detailed
description of follow-up actions and submit for implementation to Federal Coordination Unit
(FPCU) and this will be undertaken by the national and regional research centers during the
second quarter of the first project year;
Launch on-farm multi-location evaluation of the candidate technologies in the target areas of
AGP 2 with relevant stakeholders such as members of ADPLAC platforms, through FREGs
and target farming communities in the respective AGP 2 districts;
Farmers and development agents (who specialized in crop, livestock, soil and water and home
economics disciplines) in the specific AGP 2 woredas will participate in candidate technology
evaluation in a manner which ensures considerations of cross-cutting issues in technology
selection (gender, nutrition and Climate Smart Agriculture);
The technologies will be finally evaluated and registered by concerned bodies/directorates in
the Federal MoA or recommended for use by the farming communities by research of NARS
depending on the nature of the technology identified;
The technologies released will be finally pre-demonstrated on FTCs and male and female
farmers’ plots in collaboration with implementers of the other components of AGP 2, mainly
79
that of first, third and fourth components to enhance their adoption and farm level economic
impact.
B. Adaptation/Generation of Demand Driven Agricultural Technologies
In view of emerging agricultural production challenges, sustained support to demand driven and
participatory technology adaptation/generation activities is very crucial. The activities under this
subcomponent are:
Develop research proposals according to the process described in the planning process section
;
Undertake on-station and on-farm testing of the potential agricultural technologies across
locations (according to the established on-farm research guideline of NARS) in potential AGP
2 target areas under the supervision of NARS entities;
Candidate technologies performing superior to the local/standard ones in yield, quality and/or
other parameters will be evaluated in a participatory manner through ADPLAC platforms and
FREGs and will be identified and recommended for release;
Source seed/prototype of the recommended technologies will be produced and supplied to
research-extension liaison wings of NARS, relevant ADPLAC members and actors in other
AGP 2 components for wider dissemination.
The activities proposed under sections 5.5.2.1. A and B is implemented by the Crop,, Livestock/forage,
Soil and Water, and Agricultural Implements Research Directorates of the Ethiopian Institute of
Agricultural Research and the same directorates under the Regional Agricultural Research Institutes.
In the implementation of the on-farm technology verification and piloting activities, the woreda
subject matter specialists, development agents and kebele development committee members will be
involved. Feedback of the farming communities (both male and female farmers) on the potential
technologies piloted or recommended for use will also be considered. To screen female friendly
technologies female farmers’ feedback will be solicited through organizing discussion with female
only groups. Technologies released from these activities will be tested further in pre-extension
demonstration sub-component to enhance their adoption rate.
Summary Table 5.5.2.1: Sub-Component 2.1 Technology Adaptation/Generation
Out puts and Institutions Responsible
Sub-component 2.1 Technology Adaptation/Generation:
(2.1.1) Accelerated release of “in-pipeline” Crop, Livestock, Soil and Water, and Farm Implement
Technologies from End Stage Technology Verification Trials; (2.1.2) Adaptation/Generation of
Demand Driven Agricultural Technologies
Responsible Directorates: Crop, livestock, soil and water, agricultural implements; socio-
economic; and research-extension directorates under EIAR and RARIs;
Main Partners:-, MoA, BoA
80
Supporting Implementing Organizations: CASCAPE; selected Universities working with CASCAPE.
Outputs: A total of 280 crop, livestock, soil and water and agricultural implement technologies
are envisaged to be released;
Monitoring, Reporting and Evaluation Arrangements: Smooth and effective implementation
of technology adaptation/generation of field research activities will be monitored by the different
research centres under the national and regional research institutes. The implementing units of the
different research centres will report their performance to their respective centres and the centres
will compile and consolidate centre level activity reports and submit to their respective institutes
on monthly, quarterly, bi-annually and annually. Overall activity performance evaluation will be
also made through field days, activity evaluation field missions and performance evaluation
workshops.
Gant Chart 5.5.2.1: Sub-component 2.1 Technology Adaptation/Generation
Main activities and Implementation Schedule
Activities Implementation Schedule (Y refers to Year)
Y1 Y2 Y3 Y4 Y5
1 2 3 4 1 2 3 4
2.1.1 Intervention: Accelerated Release of Crop, Livestock, Soil and Water Management, and Farm
Implement Technologies from End Stage Technology Verification Trials
Assessment of agricultural production
problems
Preparing list of potential end stage trials
in NARS that are hoped to result in
development of appropriate technologies
in the selected sub-sectors
Develop an activity catalogue with
detailed description of follow-up
activities and submit for implementation
Launch on-farm multi-location testing of
the candidate technologies in the target
woredas of AGP -II
Evaluate and register/recommend the
technologies by concerned bodies in the
Federal MoA
Pre-demonstrate the technologies on
FTCs’ and farmers’ plots in collaboration
with implementers of the other
components of AGP -II
Intervention 2.1.2 Adaptation/Generation of Demand Driven Crop, Livestock/Forage, Soil and
Water and Farm Implement Technologies
Planning Process to denvelop research
proposals according to the process
described in the planning process section
of the PIM
On-station and on-farm testing of the
potential agricultural technologies across
81
Activities Implementation Schedule (Y refers to Year)
Y1 Y2 Y3 Y4 Y5
1 2 3 4 1 2 3 4
locations (per the guideline of NARS) in
potential agro-ecologies of AGP 2 target
areas under the management of NARS
entities
Technologies performing better than the
local/standard ones in yield, quality
and/or other parameters will be evaluated
in participatory schemes through
ADPLAC platforms and FREGs and will
be recommended for release
Source seed/prototype of the
recommended technologies will be
produced and supplied to research-
extension liaison wings of NARS,
relevant ADPLAC members and actors of
the other AGP -II components for wider
dissemination in AGP -II target woredas
5.5.2.2 Sub-Component 2.2: Pre-Extension Demonstration of Technologies and Establishment
of FREGs (US$ 5.5 Million)
In this research sub-component, technologies generated in the first sub-component will be evaluated
on FTC plots and on farmers’ fields. The evaluation criteria will include project’s eligibility and
prioritization criteria (as described in the planning section). It will also consider suitability to the bio-
physical niches and yield performance. In the context of AGP2, pre-extension demonstration of newly
released technologies is defined as the first stage of the extension phase where newly recommended
agricultural technologies are demonstrated to the farmers to enhance rapid diffusion and adoption of
new technologies in wider areas. Pre-extension demonstration is, by and large, carried out in a specific
location for a period of 1 to 2 seasons depending on the uptake and nature of the technology.
The activities under this subcomponent include:
Researchers will identify participating farmers (both male and female) in the target areas
together with woreda and kebele level extension workers;
New technologies with their associated inputs to be demonstrated will be prepared and
delivered to farmers selected to host the on-farm pre-extension demonstrations in the target
areas by the technology generating entities at national and regional levels; the selection of
farmers will be based on willingness, availability of land and other resources to effectively
showcase the technologies, innovativeness and ability to communicate his observations with
other farmers, among others.
The participating farmers will be given the recommended technology; for example, for crop
varieties, the research centers will provide the initial seed while the participating farmers will
82
supply other necessary inputs (land, labour and so on) for effective implementation of the pre-
extension demonstration activities;
Prior to the actual implementation of the pre-extension demonstrations, farmers and other
stakeholders will then be given a brief training on the characteristics and management aspects
of the new technology research staff and other actors from the other components of AGP 2;
To properly showcase the performance of the new technologies, a minimum of a quarter of a
hectare per participating farmer will be allotted and the demonstration will be done based on
group scheme, for example in crop and forage technologies, using FREGs approach;
FREGs used for pre-extension demonstration purpose will be strengthened through continual
training, experience sharing and facilitation of regular meetings, workshops and information
and communications where the research centres’ staff, CASCAPE staff and subject matter
specialists from focal districts will be involved;
These activities will be implemented based on work plan approved by FSC and will be
mainstreamed in the regular EIAR and RARIs activity plans;
The pre-extension demonstration through establishment/facilitation of FREGs will be implemented by
the different research centres under the national and regional research institutes. The implementing
wings in the different research centres (socio-economic and research-extension-farmer linkage wings)
will report their performance to their respective centres and the centres will compile centre level
activity reports to their institutes on monthly, quarterly, six-monthly and annual basis. Overall activity
performance evaluation will be also made through field days, performance evaluation missions and
workshops.
Summary Table 5.5.2.2: Sub-component 2.2 Pre-extension Demonstration
Out puts and Institutions Responsible
Sub-component 2.2 Pre-extension Demonstration and Support to Establishment of
FREGs
Responsible Directorates: mainly socio-economic; and research-extension directorates of
EIAR and RARIs in collaboration with sectoral directorates (Crop, livestock, soil and water,
agricultural implements);
Main Partners: CASCAPE, MoA, BoA and Universities
Outputs: A total of 700 FREGs will be established for on-farm technology pre-extension
demonstration activities;
Monitoring, Reporting and Evaluation Arrangements: The efficiency of technology pre-
extension demonstration and establishment and facilitation of FREGs will be implemented by
the different research centres under the national and regional research institutes. The
implementing wings in the different research centres will report their performance to their
respective centres and the centres will compile centre level activities and report to their
institutes monthly, quarterly, six-monthly and annually. Overall activity performance
evaluation will also be made taking crosscutting issues (gender, climate and nutrition )
responsiveness in to consideration through field days, activity evaluation tours and workshops .
Gant Chart 5.5.2.2: Sub-component 2.2 Pre-extension Demonstration
83
Main activities and Implementation Schedule
Activities Implementation Schedule
Y1 Y2 Y3 Y4 Y5
1 2 3 4 1 2 3 4
INTERVENTION 2.1 Pre-extension demonstration of technologies and establishment of
FREGs
Researchers in collaboration other actors
will identify participating farmers; the
number of participating farmers could vary
depending on the nature of the technology;
Necessary amount of inputs will be prepared
and delivered to collaborating actors (target
areas)
The participating farmers will receive the
technology on a revolving scheme so that
more farmers will further be reached with
the new technology.
Prior to the pre-extension demonstrations,
farmers and other stakeholders will be given
a brief training on the characteristics and
management aspects of the new technology.
To clearly showcase the performance of the
new technologies, a minimum of a quarter of
a hectare per participating farmer will be
allotted and the demonstration will be done
on a clustering basis where 20 to 30 farmers
with adjacent plots, for example in crop and
forage technologies.
The activities will be implemented based on
annual activity proposal prepared by the
research actors based on the local demand
obtained from the Agricultural Development
Partners Linkage Councils.
Continual establishment and strengthening
of FREGs in such a way that the smallholder
farmers actively participate in the
technology development and transfer.
FREGs will be strengthened through
training, experience sharing and facilitation
of regular meetings, workshops and
information and communications.
84
5.5.2.3 Sub-Component 2.3: Support to Source Technology Production for Crop,
Livestock/Forage, Soil and Water and Farm Implements (US$ 6.8 Million)
The objective of this sub-component is to support the production of breeder and pre-basic seeds and
planting materials; source livestock and forage technologies, bio-fertilizer technologies and soil and
water conservation based agro-forestry species and farm implement technologies for further
multiplication and for on-farm technology pre-extension demonstration. Prior to implementation, need
assessment will be conducted for the indicated categories of source technologies. For each type of
source technology, the need assessment will include a demand/supply analysis in order to assess the
production gap.
(a) Production of breeder seed and pre-basic seeds of major crop varieties. The activities to be
implemented for breeder and pre-basic seeds; source livestock and forage technologies; bio-
fertilizer technologies and soil and water conservation based agro-forestry species and farm
implement technologies include:
Conduct participatory demand assessment together with woreda level technical team and other
relevant stakeholders;
Undertake purification (of breeder seeds) and produce pre-basic seeds for the demanded crop
varieties and produce demanded prototypes, animal breeds, forages, soil and water source
technologies by concerned NARS entities; production of source technologies with due care on
quality;
Deliver the produced source technologies to multipliers/users in AGP 2 woredas on payment
bases defined by the producing centres; and in these processes stakeholders in the other
components of AGP 2 will be involved.
(b) Mass multiplication of disease and insect free tissue culture materials The activities for the
production specifically of tissue culture materials include:
Participatory identification of type and quantity of planting material by researchers, woreda
level relevant actors and other AGP 2 component actors;
Multiplication of plantlets/mini tubers in tissue culture (TC) laboratories;
Acclimatization of TC derived materials in screen houses;
Nursery establishment and multiplication of mini-tubers /plantlets under field condition;
Dissemination of the TC materials to research centres, commercial vine/mini-tuber multipliers
and farmers for wider use.
(c) Production of source livestock and forage technologies. The activities to be implemented for
production of source livestock and forage technologies include:
Conduct participatory demand assessment together with woreda level technical team and
other relevant stakeholders;
Produce source livestock and forage source technologies by concerned NARS entities;
production of source technologies with due care on quality;
85
Deliver the produced source livestock and forage technologies to multipliers/users in AGP 2
woredas on payment bases defined by the producing centres; and in these processes
stakeholders in the other components of AGP 2 will be involved.
d) Land and water resources technology multiplication
The activities to be implemented for land and water resources technology multiplication include:
Conduct participatory demand assessment together with woreda level technical team and other
relevant stakeholders;
Produce the demanded land and water resources technology multiplication by concerned
NARS entities; production of source technologies with due care on quality;
Deliver the produced source technologies to multipliers/users in AGP 2 woredas on payment
bases defined by the producing centres; and in these processes stakeholders in the other
components of AGP 2 will be involved.
Implementation of source technology production will be undertaken by the different research centres
under the national and regional research institutes. The source technology multiplication wings in the
different research centres will report their performance to their respective centres and the centres will
compile the centre level technology production activities and report this to their respective institutes
monthly, quarterly, six-monthly and annually. Overall activity performance evaluation will also be
made through field days, activity evaluation missions and performance assessment review meetings.
Summary Table 5.5.2.3: Sub-component 2.3 Source Technology Production
Out puts and Institutions Responsible
Sub-component 2.3 Source technology production
Responsible Directorates: Crop, livestock, soil and water, agricultural implements; socio-
economic; and research-extension directorates under EIAR and RARIs;
Main Partners: EIAR; RARIs;
Supporting Implementing Organizations: Federal MOA; Regional Bureaus of Agriculture;
Ethiopian Seed Enterprise; Regional Seed Enterprises; Seed Producing Farmers’ Cooperatives;
Outputs: A total of 6,290 quintals of breeder and pre-basic seed of food and feed crops will be
produced; In addition, demand based multiplication of animal breeds, implement prototypes
and tissue culture materials will be undertaken and the quantity will be detailed through demand
assessment.
Monitoring, Reporting and Evaluation Arrangements: Source technology production
activities will be implemented by the different research centres under the national and regional
research institutes. The source technology multiplication wings in the different research centres
will report their performance to their respective centres and the centres will compile the centre
level technology production activities and report to their institutes monthly, quarterly, six-
monthly and annually. Overall activity performance evaluation will also be made through field
days, activity evaluation tours and performance assessment review meetings.
Gant Chart 5.5.2.3: Sub-component 2.3 Source Technology Production
86
Main activities and Implementation Schedule
Activities Implementation Schedule
Y1 Y 2 Y3 Y4 Y5
1 2 3 4 1 2 3 4
2.3 Source Technology Production for Crop, Livestock/forage, Soil and Water and Farm
Implements
Participatory assessment of breeder and
pre-basic seed (food and feed crops) and
agricultural implement prototype
demand
Undertake regular purification of breeder
and pre-basic seeds for the identified
varieties
Produce the seeds with due emphasis on
seed quality (viability, germination and
genetic purity)
Supply the produced technologies to
target farming communities in
collaboration with other relevant actors
5.5.2.4 Sub-Component 2.4: Capacity Development (Physical and Human (US$ 22. 7 M)
The sub-component will focus on physical and skill gaps in research institutions to effectively deliver
the research program based on a detailed human and physical needs assessment of key research
institutions at federal and regional level.
Prior to implementation, needs assessment will be conducted for each of the elements in the list (ref.
table 19 below). The needs assessments will focus on bridging physical and skill gaps (including
capacity needs for cross cutting issues ) to allow the research component to increase the supply of
demand-driven agricultural technologies to extension services. Needs assessments will provide
detailed plans for how facilities and equipment would be operated, managed and maintained, clear
staffing plans, and human capacity development. It will take into account exhaustive inventory of the
supports received through GoE or other projects / programs or in pipe line to avoid overlap. In the
process of need assessment, similar elements will be group on the basis of the expertise needed to
conduct the assessment at one go. The assessment reports will be attached to the relevant APW&B.
87
Table 18:- List of Items to be Procured for research component Items to be procured COSTAB
Base Costs
Institutions responsible for need
assessment
Modality of
Implementation
(own, national
consultant,
international
consultant) Field vehicles 4,000,000 EIAR, RARIs, FPCU, RCCU, RRCCU Own team
Agricultural machineries (Tractors ,
planters and combine harvesters)
1,200,000 EIAR and RARIs Own team
Strengthening of plant protection
labs
650,000 Crop research directorates of EIAR and
RARIs
Own team
Strengthening of soil labs 1,250,000 Soil and water research directorates of
EIAR and RARIs
Own team
Biotechnology labs equipment &
supply
1,000,000 Biotechnology research directorates of
EIAR and RARIs
International
consultant
Animal health research lab
equipment & supply
1,000,000 Livestock research directorates of EIAR
and RARIs
Own team
Fishery research lab equipment &
supply
500,000 Fishery research wing of EIAR and
RARIs
Own team
Food science lab equipment &
supply
500,000 Agricultural and Nutritional Research
Directorate of EIAR and RARIs
Own team
Animal nutrition lab equipment &
supply
500,000 Agricultural and Nutritional Research
Directorate of EIAR
Own team
Agronomy and physiology lab
equipment & supply
500,000 Agricultural and Nutritional Research
Directorate of EIAR and RARIs
Own team
Forage seed cleaning and grading
equipment
750,000 Livestock Research Directorate EIAR
and RARIs
Own team
Seed cleaning and grading
equipment
500,000 Crop Research Directorate of EIAR and
RARIs
Own team
Seed lab equipment & supply 600,000 Source Technology Multiplication and
Seed Research Directorate of EIAR
Own team
Mechanization engineering labs 1,500,000 Agricultural Implements Research Wing
of EIAR and RARIs
Own team
Computational facilities for NARS 500,000 ICT department of EIAR Own team
Automated weather station and
remote sensing facilities
450,000 Agro-metrology and GIS Department of
EIAR and RARIs
International
consultant
Poultry house construction 250,000 Livestock Research Directorate of EIAR
and RARIs
Own team
Irrigation facilities 2,746,000 Crop Research Directorate of EIAR and
RARIs
Own team
Cold store 500,000 Crop Research Directorate of EIAR and
RARIs
Own team
Short term trainings (researchers
and technicians)
2,000,000 Human Resource Training Unit of EIAR
and RARIs
Own team
Experience sharing 700,000 EIAR and RARIs Own team
Scientific workshops 650,000 EIAR and RARIs Own team
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The concerned implementing actors of this sub-component will report to their respective supervisors
on monthly, quarterly, six-monthly and annually. Overall activity performance will be also evaluated
through field days, activity evaluation missions and workshops.
Summary Table 5.5.2.4: - Sub-Component 2.4 Capacity Developments
Out puts and Institutions Responsible
Sub-component 2.4 Capacity development (human and physical)
Responsible Directorates: Crop, livestock, soil and water, agricultural implements; socio-
economic; and research-extension directorates under EIAR and RARIs;
Main Partners: MoA (Mainly FPCU), federal and regional research coordination units;
CASCAPE;
Supporting Implementing Organizations: MoA; CASCAPE;
Outputs: Physical facilities for mobility, farm operations and laboratories, and human capacity
of the national and regional research institutes will be upgraded to effectively respond to
emerging technology supply needs.;
Monitoring, Reporting and Evaluation Arrangements: Implementation of physical and
human capacity development activities will start with appraisal of the needs of the different
research centres by the national and regional institutes in collaboration with other stakeholders.
The concerned implementing actors will report to their respective supervisors on monthly,
quarterly, six-monthly and annually. Overall activity performance can be also evaluated
through field days, activity evaluation missions and workshops. Human capacity development
will look at the capacity of the research institutes to integrate gender, climate and nutrition.
Gant Chart 5.5.2.4: Sub-Component 2.4 Capacity development
Main activities and Implementation Schedule
Activities Implementation Schedule
Y1 Y2 Y3 Y4 Y5
1 2 3 4 1 2 3 4
2.4 Capacity development (human and physical)
Needs Assessment to identify the critical
physical and skill gaps
Plan resource requirements for the
identified capacity development
activities gaps (human and physical)
Implement human capacity and facility
enhancement activities according to the
set plan
Follow up effective implementation and
sustainability
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5.5.3 COMPONENT 3: SMALL-SCALE IRRIGATION (US$ 218.6 MILLION)
Overview
The component will promote the development, expansion, improvement, upgrading and/or
rehabilitation of small-scale irrigation (SSI) subprojects8 where technically feasible, economically
viable, socially acceptable and environmentally friendly. It will focus on the development of new and
rehabilitation/improvement of existing smallholder irrigation systems including household irrigation
as well as support to Irrigation Water Users Associations (IWUA) and other farmer
organizations/groups for irrigation development. Priority will be given to the SSI systems, with strong
community demand, serve the highest possible number of women farmers, technically simple to
design and cheap to implement, without major environmental and social barriers.
Therefore, the objective of this component is to increase access to and efficient utilization of irrigation
water by smallholder farmers through (i) increased irrigation infrastructure development and
improvement; and (ii) introduction of improved irrigated agriculture management services. To achieve
this objective, the component has two sub-components:
Small-scale Irrigation Infrastructure Development and Improvement; and
Integrated Crop and Water Management for Irrigated Agriculture;
Box 3A. Definitions of Terms
Definition of terms is crucial for illustrative institutional responsibilities and accountabilities at
each level based on their mandates. Hence, for clear understanding and accountability during
implementation, in this document, the following working definitions shall apply:
Small-scale Irrigation (SSI) Systems: The term “small-scale” refers not so much to the
physical size of the command area of the irrigation system, or farm plot (although these are
generally small), but rather to the fact that the plots and the irrigation schemes (where a
scheme is present) are managed and owned by the farmers themselves. Therefore, the term
small-scale irrigation (SSI) systems refer to a wide range of approaches and techniques for
catching, storing and using rainfall at or near the place where it falls (usually called
rainwater harvesting); diverting flowing water by gravity usually using diversion weirs
(concrete or masonry), or simple diversion structures (stone/earth/brushwood structures),
intake structures, run-of-river or spate irrigation systems, lifting/diverting surface water or
ground water by human or motor power (lift irrigation), conveying water by canal or pipe,
and applying water to land by controlled or uncontrolled flooding (gravity), overhead
sprinklers (pressurized), or low pressure drip irrigation.
8Under the AGP, an "SSI subproject" is an SSIsystems proposed by a group of farmers or an irrigation community (who
will form an irrigation water users association (IWUA), if it hasnot already done so), selected by the Woredaor region,
endorsed by and determined feasible bythe implementing agency.
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New Small-scale Irrigation Systems: It comprises new small-scale irrigation systems (with
command area greater than or equal to 20ha) established to use surface water, groundwater
water and rainwater sources to irrigate existing cultivated land or to convert uncultivated
new land to irrigated land.
Micro-Irrigation Systems: Micro-Irrigation Systems (MIS) comprise command area less
than 20 ha for plots of greater than or equal to ten households.
Household Irrigation Systems: Household Irrigation Systems (HIS) comprise command
area less than 5 ha, for plots of fewer than ten households (individual or group irrigators).
Revitalization: Revitalization is an all-embracing approach, including the development of
both hard ware (physical investment) and software (social investment) aspects that provide
complex systems to use irrigation water. It refers to the re-design and
restoration/reconstruction of existing infrastructure components and also comprises
engagement with the organizational and social dynamics of water allocation and
distribution, the agricultural production system, human capital development and
empowerment, finances, business strategy development and marketing.
Hardware: It refers to physical infrastructures developed/installed in an irrigation system
for the purpose of facilitating availability of irrigation water from a water source for crop
production. In a gravity flow irrigation system these include abstraction structures,
conveyance structures, distribution structures, drainage structures and on-farm service
roads. It also refers to stationary or movable facilities employed for supply of irrigation
water in pressurized irrigation systems.
Software: It refers to the non-tangible aspects of an irrigation system such as
irrigator(s),organisations, institutions, management, by-laws, and Capacity
Development(trainings).
Rehabilitation: Rehabilitation is mainly the restoration of physical structures to original
design and specifications and it then includes engineering- centred re-construction of
dilapidated infrastructure and is focused primarily on securing the water supply by repairing
the irrigation abstraction, conveyance and distribution and application system. It mainly
involves the rebuilding/restoration of non- functional/damaged structures of existing SSI
subprojects to regain the services as per prior design.
Expansion/Extension: It includes expanding the command area through redesigning for
provision of additional structures such as improvement of heads works, extension of canal
networks, night storage, etc. on existing SSI subprojects.
Upgrading: It includes replacing traditional irrigation structures with modern structures to
improve the durability of the structure, improve conveyance efficiency and hence increase
the command area or improve the reliability, equity and adequacy of water delivery.
Improvement: It includes redesigning and reconstructing of structures (with new works
being constructed or design changes made to improve and modernize the irrigation systems
(head works, off-farm and/or on-farm such as canal lining, construction of crossing
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structures, etc.) in order to improve efficiency, operation and management of existing SSI
subprojects through improved water conveyance, distribution and application systems.
Complementarities to other components-These interventions will contribute to the PDO by
promoting investment in the irrigated agriculture through SSI infrastructure development, efficient
water delivery irrigation practices, and improved agronomic practices (crop diversification, crop
management, use of inputs, etc.) which will result in enhanced agriculture productivity and market
access for smallholder farmer. In addition, the SSI Development Component would have
complementarities with other core components. The SSI Development Component would directly
benefit to from the strengthened public advisory services in component-I, which would directly
contribute to the strengthening of the irrigated agriculture extension. Component-II specifically of
adaptation and generation of land and water resources technologies and crop technologies would
directly contribute to strengthening SSI Development Component through generation of irrigation
technologies. While the Component-IV activities would improve access to quality seeds, increase local
wholesalers as well as improve storage facilities and market linkages, which would contribute to the
development of market for irrigated agricultural produce. It also contributes to the program’s cross
cutting issues particularly women empowerment as well as improved HH nutrition.
Box 3B. Component Key Performance Indicators
Objective and key performance indicators are:
(i) Total number of irrigation water users provided with new/improved irrigation and
drainage services (disaggregated by gender- Total, Male and Female) -This indicator
assesses the expansion in access to irrigation and drainage of farmers. Water users refer to
smallholder farmers who are recipient of irrigation and drainage services from the program.
“Irrigation and drainage services” refers to the better delivery of water to, and drain water
from, arable land, including better timing, quantity, quality, and cost-effectiveness for the
water users.
(ii) Percentage of functional Irrigation Water User Associations managing effectively
irrigation and drainage infrastructures -This indicator used to assesses the functionality of
IWUAs and their effective management of irrigation and drainage infrastructures of the
program as a proxy for measuring their efficient use of irrigation water. The efficiency of
water use will also be assessed more in depth through a qualitative study; specifically
through performance assessment of a sample of irrigation water user associations and
irrigation and drainage infrastructures. Pleases note that
a. Functional IWUA refers to an association with (i) registration
by supervising body (to be designated by each regional states); (ii) its own bylaws
(rules for consumption of irrigation water and collect fees); (iii) trained members
(water management, dispute resolution, irrigation farming methods, new irrigation
technologies, maintenance of infrastructure, book keeping, financial management,
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leadership assertiveness, negotiation specifically targeted at female members etc.)
;
(iv) Adequate capacity to collect O&M fees; and (v) 30 per cent women members
(if sufficient women have land use right in the specific SSI scheme) with at least
50 per cent of the women members in leadership position;
b. Managing effectively refers to (i) effective maintenance and operation of the
irrigation and drainage system; (ii) development of specific scheduling of water
delivery; and (iii) delivery of water to farmers plots in the right quantity and at an
appropriate time. (iv) the anticipated additional use of the water (drinking,
washing, cattle trough).
(iii)Area (ha) provided with sustainable irrigation and drainage services disaggregated by new
SSI, improved SSI and MHI systems.
Area (Hectare) provided with new irrigation and drainage services. New irrigation and
drainage services” refers to the provision of irrigation and drainage services in an area that
has not had these services before. The area is not necessarily newly cropped or newly
productive land, but is newly provided with irrigation and drainage services, and may have
been rain fed land before.
Area (Hectare) provided with improved irrigation and drainage services disaggregated by
Rehabilitation of Existing Modern SSI and Upgrading of Existing Traditional SSI Systems).
“Improved irrigation and drainage services” refers to the upgrading, rehabilitation, and/or
modernization of irrigation and drainage services in an area with existing (both traditional
and “modern”) irrigation and drainage services.
Area (Hectare) provided with Micro-and Household Irrigation (MHI) services. “Micro-and
Household Irrigation services” refers to the provision of irrigation services in an area
(command area less than 20 ha for a system) that has not had these services before. The area
is not necessarily newly cropped or newly productive land, but is newly provided with
irrigation and drainage services, and may have been rain fed land before.
Guiding Principles for SSI Component-The main principles underlying component design are:
Irrigation systems shall be developed from the three sources of water (rainwater, ground water,
surface water) depending on the potential and comparative advantage of the intervention to the
target area;
SSI subprojects will be prioritized based on the principle of strategic investment decision
making processes in which beneficiary communities are consulted for the investment, but the
final decision will be made by regions considering technical, social, environmental and
financial feasibility criteria even if demand is high for the investment in that particular
community;
SSI is multi-disciplinary by its nature. Thus, SSI improvement or development is an
intervention in which the integration of social, institutional, policy, engineering, agricultural,
economic and environmental issues is paramount.
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A balanced pragmatic approach including SSI infrastructure investment, irrigation systems
governance improvements, and agricultural extension services improvements. Improving
agricultural productivity, ensuring access to agricultural technologies and practices and
facilitation of market linkages for agricultural producers are as important as improving access
to water.
Ensuring community ownership and involvement in planning, design and construction
supervision is vital for SSI sustainability during operation. These are brought about by building
on existing farmer knowledge and demand. Significant effort will be exerted to meaningfully
engage women in the process. In order to pay more than lip service to farmer participation, there
may also be a need to examine the assumptions and attitudes of professional staff and, where
necessary, re-orient them to design upward from farmer knowledge and practice rather than
downwards from their professional norms.
A participatory and decentralized setting where the local level (Woreda and kebele) experts
and beneficiaries play an active role in the planning, implementing and sustaining project
interventions;
The rehabilitation and new construction works meet technical quality design standards, and
pays adequate attention to environmental and social considerations; and
5.5.3.1 Sub-Component 3.1: SSI Infrastructure Development and Improvement (US$ 211.0 M)
The main objective of this subcomponent is increase availability of irrigated water for smallholder
farmers” through: (i) the rehabilitation, upgrading and/or improvement of existing SSI schemes;
(ii) establishment of new SSI systems integrated with access roads where necessary; (iii) the
development of HHI systems; and (iv) capacity building.. The following are tasks to be performed as
the basis for the success of the subcomponent major interventions:
– Conduct small-scale irrigation potential9 assessment and SSI subprojects identification of
intervention woredas through surface and shallow groundwater water as well as other water
source options;
– Inventory and assessment of revitalization needs of existing SSI systems;
– Undertake needs assessment and action plan preparation for capacity development
interventions;
– Subproject preparation and implementation;
During the initial years of development, priority will be given to the expansion, improvement,
rehabilitation and/or upgrading of existing potential Small Holder Irrigation Systems, with strong
community demand, technically simple to design and cheap to implement, without major
environmental and social impacts.
There are four major interventions to be performed under this sub-component:
9 Surface water availability and land suitability
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Rehabilitation and/or Improvement of Existing SSI Systems
Establishment of Micro- and Household Irrigation Systems
Establishment of New SSI Systems
Capacity Development
During the initial years of development, priority will be given to resource and potential assessment,
subproject preparation, and implementation (expansion, improvement, rehabilitation and/or
upgrading) of existing potential Small Holder Irrigation Systems, with strong community demand,
technically simple to design and cheap to implement, without major environmental and social impacts.
A. Rehabilitation and/or Improvement of Existing SSI Systems
This intervention is to make fully functional to its design capacity and/or beyond through
rehabilitating, improving and/or extension of existing irrigation infrastructure and keeping the
infrastructure functional. Rehabilitating, improving and/or upgrading the physical infrastructure is
include a combination of both “hardware” and “software” solutions. The hardware development
involves improving/rehabilitating existing water structures (off-farm10 and on-farm) to improve
reliability of supply as well as developing groundwater to augment lean season water supply. The
intervention of “software” solutions is critical and requires the development of more efficient
mechanism for delivery and management of irrigation system up to the field level through a clear
delineation of responsibilities between the regional government, in charge of infrastructure
development, and the Irrigation Water Users Associations (IWUAs), in charge of delivering irrigation
services to farmers. This intervention focuses primarily on revitalization of existing (both modern and
traditional) SSI systems.
Box 3C. Guidelines for assessing feasibility of revitalization interventions
The rehabilitation/improvement of existing SSI subprojects shall be feasible for financing if and
only if the following requirements are jointly satisfied:-
Overall operational irrigated area shall be increased by at least 25%or 20 ha (whichever is
applicable) from existing operational/functional command area due to revitalization;
Overall cropping intensity shall be increased by at least 30% from current cropping
intensity;
The subproject shall be re-designed and revitalized to increase in high-value crops, in
particular vegetables, and other high-value crops occupying at least 25% in total of the
command area during the course of the year; and
Subproject unit cost shall be up to Birr 30,000 per ha (unit cost is computed for increased
command area due to revitalization intervention, not for the whole command area).
10 Head work structures and conveyance canals with associated structures
95
Key activities and Implementation Approaches- Key activities and procedures include the
following:
(i) Key Activities:- The following are major activities in revitalization of existing SSI subprojects:
(a) Developing SSI rehabilitation and revitalization guidelines: The rehabilitation and/or
revitalization work should be led by standards and guidelines. The guidelines/procedures are
based on the understanding that an irrigation scheme consists of four mutually interlinked
systems: the physical system, the cropping system, the economic system and the social-
organizational system. It combines both hardware and software rehabilitation processes to lead
to a comprehensive revitalization of an irrigation scheme. Therefore, issues related with
technical, social, environment and economic aspects will be included in the guideline. This
guideline shall be developed by professionals at federal level or recruiting consultants and
validated by relevant stakeholders, and will be shared to all implementing
partners/stakeholders.
(b) Inventory of existing SSI subprojects: Inventory of existing SSI subprojects for
rehabilitation and/or improvement including operation and management will help to identify
existing SSI schemes with problems that are functioning under capacity and don’t serve the
planned beneficiaries as per the design. It shall also include identification existing SSI
subprojects that have potential for improvement, expansion/extension and upgrading. It will
have the objective to develop Woreda Inventory Map of Existing SSI systems, which clearly
shows the location, type and coverage of the existing small-scale irrigation systems in the
Woreda. Also, develop Woreda Existing Small-scale Irrigation Renovation Plan, which shows
the prioritized list of all existing small-scale irrigation systems in the Woreda to be
rehabilitated and improved within the program period.
(c) Conduct diagnosis of the existing schemes and design the rehabilitation/improvement of
schemes: Based on the inventory result and extent of the problems, prioritized implementation
plan will be prepared considering the impact of the rehabilitation and feasibility of
implementation of the rehabilitation. The biophysical and socio-economic conditions of the
existing SSI systems will be thoroughly evaluated, redesigned and planned as per the actual
need. Regional and woreda experts will do this work with strong support from national FPCU
in case of complex rehabilitation work.
(d) Rehabilitating, improving, and expanding existing modern SSI systems: This include the
following:-
reconstruction of damaged/non-functional head works, conveyance systems, and/or on-
farm infrastructures;
repair/maintenance of partially functional leaking headwork, conveyance systems, and/or
on-farm infrastructures;
improvement of canals through lining or changing in to closed canal systems;
96
construction of additional canals/structures for expansion of command areas;
improvement of water distribution structures at the field level such as additional off-takes,
crossing structures, etc.; and
Changing the current water application methods to more efficient one such as surface
irrigation systems into sprinkler and/or drip irrigation systems (water saving
technologies).
(e) Upgrading and/or improvement of existing traditional SS irrigation systems: This would
be done through replacing temporary diversion structures with permanent ones; improving
canal alignment and lining with masonry to improve conveyance efficiency; construction of
on-farm irrigation structures such as off-takes, and crossing structures; etc. Woreda and
regional experts will take the responsibility for the execution of this activity with close support
from the federal.
Key Implementation Procedures and Approaches for Rehabilitation/Improvement. The
following are the key steps and approaches for the revitalization of an existing SSI system:
Steps 1 - Identify stakeholders and conduct extensive stakeholder consultations: Stakeholder
consultations are conducted to enlist vital stakeholder support and input in the implementation of the
revitalization process. The diagnostic analysis workshops shall identify the major constraints to
optimum system performance and, give recommendations on how to alleviate the constraints. The
other important reason for stakeholder consultations is to ensure that there is effective buy-in of the
project by all levels. Project ownership by beneficiary institutions and communities is crucial to its
success. Identification of and consultations with stakeholder should be initiated at the start of the
revitalization intervention.
Step 2 –Carry out site visit: The diagnostic studies shall be conducted by teams of professionals
representing disciplines such as irrigation engineering, sociology, economics, environment and
agronomy. The site visit helps to define what and how the diagnostic work shall be carried out. Based
on the field visit findings, Terms of Reference (TOR) shall be developed. The TOR outlines the details
of the diagnostic work. Such work may require the services of competent consultants. Hence, the
procurement of such services involves preparation of Request for Proposal (RFP) and bidding process
which has to be conducted according to Selection and Employment of Consultants Guidelines of
World Bank. In the RFP, it needs to be stressed that sustainable revitalization can be achieved only
when both the software and hardware components of the scheme are worked on.
Step 3–Carry out diagnostic analysis11 and baseline studies: The baseline diagnostic and analytical
studies provide an objective basis for defining the most favourable social-economic conditions and the
11Diagnostic analysis is an interdisciplinary methodology for defining the existing state of an irrigation system and identifying its strengths and
weaknesses.
97
most appropriate methodology for rehabilitating the schemes in a sustainable and profitable manner.
At this stage, we need to consider the following main study areas:
Conduct Water Resources Assessment: It involves water availability assessment, water
demand analysis and irrigation water utilization analysis.
Conduct Irrigation System Infrastructures Analysis: It involves assessment of the
conditions of the physical infrastructure, the amount of physical damage on the physical
infrastructure and quantify amount and cost of repairing or replacing physical infrastructure
(BOQ),to assess the practicability of irrigation system layout, the compatibility of distribution
system with the community needs, and assess O&M options and models.
Conduct Socio-economic Analysis: Assess historical perspectives of the scheme, assess
governance structures (scheme management/IWUA, institutional and legislative frameworks),
assess gender issues, assess social-economic constraints (including land tenure and water
rights), market linkages, assess needs and options for multiple-use water services (MUS) and
develop appropriate governance/management model for the scheme.
Agricultural Resource Assessment: It involves conducting crop production system analysis,
and assessing value addition opportunities and options including assessment of existing
agricultural and livestock resources, land-use, farming systems and cropping patterns, input
supply and product marketing, other economic activities. It shall also include assessment of
existing Agricultural Development Plan and suggest alternative production methods and
models, crop suitability, cropping alternatives, cropping rotations, and mechanisation.
Note that it is imperative to stress that availability of sufficient water to meet the needs of the
revitalized irrigation scheme as a pre-condition for proceeding with the revitalization intervention.
Step 4 - Define the bidding documents for the restoration of the SSI system: The tendering/bidding
document provides the basis for defining how and what should be revitalized in the scheme.
Revitalization process involves working on the hardware and software components of the scheme. The
bidding document shall be prepared based on World Bank Standard Bidding Documents for small
works.
Step 5 - Carry out software and hardware renovation work: Hardware rehabilitation as part of
revitalization process may involve rebuilding, upgrading, improving or modernizing existing
infrastructure. Such work requires services of competent contractors. Hence, the procurement of such
services involves tendering process which has to be conducted according to small works guidelines
and procedures of World Bank. The software restoration involves implementation of diagnostic
findings such as establishing and/or strengthening scheme governance structures which includes
establishing and operationalizing a viable IWUA to manage the scheme. It also involves overhauling
and strengthening the IWUA based on the diagnostic recommendation. Software revitalization also
involves reviewing and putting in place appropriate integrated crop and water management including
mainstreaming gender issues in scheme operations. It also involves reviewing market linkages and
98
linking the SSI scheme to viable and sustainable markets for its produce as well as inputs. The final
activities in software rehabilitation involve developing scheme operation, management and
maintenance models which will characterize the functions of the rehabilitated irrigation scheme.
Carry out hardware rehabilitation works: Produce bidding and contract documents for contractors,
and advertise physical works, evaluate contract bids, select the best contractor based on selection
criteria, and engage contactor. Establish contract administration mechanisms to support the contractor
who carries out detailed physical rehabilitation works which may involve redesigning, and then
repairing, upgrading or modernising existing infrastructure.
Carry out software rehabilitation works: Develop/strengthen scheme governance structures
including IWUA; develop/strengthen O&M systems; implement agricultural development plan;
mainstream gender in irrigation operations to remove gender inequalities; and integrate MUS of water
into scheme water infrastructure.
Capacity Development: Train extension workers in entrepreneurial skills; train farmers in irrigation
farming as a business; and train farmers in O&M of irrigation and water supply infrastructure.
Step 6 - Develop and put in place a sustainability exit strategy: This step involves developing and
implementing appropriate strategies that will sustain of the expected improved productivity of the
rehabilitated/improved/modernized irrigation scheme. Proposed strategies include:
Putting in place a monitoring and evaluation (M&E) system: To be able to constantly track the
performance of the rehabilitated scheme against predetermined baseline conditions. This is done by
putting in place a monitoring and evaluation (M&E) system.
Capacity Development: To develop the capacity of the farmers so that they will be able to utilize and
benefit socially and economically from the rehabilitated/improved/modernized irrigation scheme. A
very important capacity element is to inculcate entrepreneurial skills into the irrigation farming culture
so that farmers are able to take irrigation farming as a business. The farmers are also trained in all
basic O&M principles and practices. Hence, training of farmers in irrigation farming as a business as
well as in O&M is an essential component of Capacity Development of the farmers which will
contribute to sustainability of the rehabilitated irrigation scheme. Development and implementation of
sustainability strategies are generally on-going processes.
Identify viable and sustainable market linkages: Establish sustainable input and output markets for
the scheme; and establish value addition processes.
Implementation Time Table:- This intervention shall be mainly implemented at Woreda level except
complex rehabilitation works (require critical diagnosis and redesign work, mobilization of
machineries, involves significant volume of RCC concrete, mass concrete and masonry works) and
works contract values above the threshold limit of shopping (national competitive bid is not feasible
at Woreda level) for works, which should be handled at regional level; otherwise the role of the region
is limited to technical support and supervision work. MOA shall support in potential identification and
need assessment (inventory of existing SSI subprojects), but not in design and construction
management.
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The subprojects will be implemented in four batches. At the beginning of the project year, inventory
of existing traditional and modern SSI Schemes will be done. Community request, identification and
detail design will be carried out from project year-1 (PY-1) to project year-3 (PY-3) whereas
procurement and construction management mainly project year-2 (PY-2) to project year-4 (PY-4) as
summarized in the following table.
Table: 19: Existing SSI Subprojects Implementation Timetable
No Activity Batch 1 Batch 2 Batch 3 Batch 4
1 Inventory of existing SSI systems PY-1
2 Selection by and request from beneficiaries PY-1 PY-1 PY-2 PY-3
3 Identification, screening and reconnaissance level
study
PY-1 PY-1 PY-2 PY-3
4 Feasibility studies and detailed design PY-1 PY-2 PY-2 PY-3
5 Subproject design review and approval PY-1 PY-2 PY-2 PY-3
6 Construction Procurement process including bid
document preparation, advertising, bid evaluation
and contract award
PY-2 PY-3 PY-3 PY-4
7 Construction work and contract administration PY-2 PY-3 PY-3 PY-4
B. Micro and Household Irrigation Systems
The development of micro-irrigation and household irrigation systems is principally designed to
provide water for crop production as supplementary or full irrigation. It could also be used for
domestic and/or livestock water supply. Micro12 and Household13 Irrigation Systems (MHIS)
comprise the full set of simple technologies that set up farmers for irrigation at the group or household
level. For the implementation of MHIS, small stream diversions, ponds, hand-dug shallow wells, tube
shallow wells, engine and manual pumps, check dams, development of springs, water harvesting and
micro-irrigation technologies/structures are planned and envisaged in AGP 2. As such, projects are
supposed to be independently managed by a household or smallholder farmer groups. In this case,
public efforts to promote household irrigation will necessarily rely on interventions on a systemic
level to facilitate smallholders’ independent access points to irrigation at the household level.
Key Activities and Implementation Approaches-The implementation of the micro-irrigation and
household irrigation systems will include the following interventions:
(i) Water Resource Identification for MHIS Development: Identification of potential water
resources for MHIS will remove a key obstacle to the adoption of micro and household
irrigation. This intervention focuses on identification of available water resources (surface
12Micro-Irrigation Systems (MIS) comprise command area less than 20 ha for plots of greater than or equal to ten
households.. 13Household Irrigation Systems (HIS) comprise command area less than 5 ha, for plots of fewer than ten households.
100
water, ground water, rainwater) to identify the potential of AGP Woredas and invest on the most
feasible option; and to allow smallholder farmers of all AGP Woredas to have access to
irrigation water at least through MHIS. The potential assessment shall be mainly implement the
respective regional implementing institutions.
(ii) Development of Small Stream Diversions and springs: Streams with minimum flow and with
seasonal behaviours can be used for MHIS development. This is possible using different
techniques like diverting the stream using local and industrial materials or storing for later use.
AGP 2 would assist in availing technical equipment, hand tools, and training of experts. In
addition, springs would be developed to be used for MHIS. The development of springs with
minimum flow and seasonal by their nature would be coupled with storage technologies and
used during the actual irrigation time. Springs with relatively higher flow and perennial in their
nature, they will be diverted using gravity system or pumped to the command area. AGP 2 will
support the investment cost, the development of skill and provision of technical equipment and
hand tools for construction.
(iii)Development of Shallow Groundwater (<30m): The development of ground water includes
shallow hand dug wells and shallow tube wells and will be carried out based on available data.
The implementation of this activity will be led by Woreda with technical support from the regions.
(iv) Promotion of Water Harvesting Technologies: Water-harvesting technologies shall be
promoted to catch and store water from various sources (rainwater, surface and/or ground water).
Storage of harvested water can occur in soils by diverting floodwater to the farmlands, small tanks
if water supply is regular (e.g., groundwater pumping), or large, underwater tanks for longer
periods (as common with rainwater). Plastic sheeting and other lining methods will be used to
line tanks and reduce seepage. This intervention includes the introduction and construction of
different ponds, surface and sub-surface water tanks, and ground water recharge structures
(percolation tanks)… etc.
(v) Promotion of Low Cost Water Lifting Technologies: These include different types of irrigation
pumps such as portable diesel/petrol and electric irrigation pumps, manual pumps, and other water
lifting mechanisms (like pulleys), and can tap into surface water or groundwater made accessible by
a shallow tube and hand dug wells. Since pump standard has been developed during AGP I irrigation
pump manufacturing, and importation shall be guided based on this standard.
(vi) Promotion of Low Cost Drilling Technologies: There are several potentially suitable low-cost and
sustainable drilling solutions for smallholder private irrigation; the choice of the technique depends
on the intended application and on environmental and hydro-geological conditions. Manual auger
and wash-bore drilling techniques are commonly used in areas where the soil is soft, whereas
peRPCUssion and slugging techniques are more suitable for harder soil. The program will also look
for other low cost drilling techniques and promote for their implementation.
(vii) Promotion of Water Saving Technologies: Water-saving technologies to promote in AGP II
include drip, micro sprinkler, bubbler, mulching with plastic sheets and/or micro-jet irrigation
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systems. In addition to reducing water use, these systems can preserve soil conditions, increase
productivity per unit use of land and water and improve product quality.
(viii) Enhance Women Participation: To enhance women participation in this intervention, AGP 2
will empower women by:
– Enhancing their skills in MHIS irrigated farming through providing targeted capacity
development support;
– Targeting specific activities/technologies for women such as hand-dug wells, lift pump
schemes, drip irrigation units (which are found to be friendly);
– Will encourage women to involve in decision making bodies such as IWUAs and
providing specific skill training (leadership, negotiation, etc) to women members ;
– Ensuring the integration of facilities for clean water as part of the subproject in order to
reduce the time and labour women spends collecting water.
– Will involve both married and female headed households
– Invest in capacity building activities of the women to ensure a good use of the
technologies made available to them
(ix) Demonstration of New Technologies: Where appropriate, demonstrations in drilling, storage,
lifting, and water application technologies (through manual flexible hoses, drip, or sprinklers) will
be provided, and the AGP 2 will facilitate the procurement and installation of these irrigation
equipment, as requested by households. While the beneficiaries themselves are expected to make
maximum contributions towards these activities, the AGP 2 will finance demonstration of
technologies, purchases of industrial materials required to build water storage, water lifting units,
conveyance facilities, and irrigation water application equipment, as well as skilled labour, and will
provide start-up spare parts and hand tools that are important for O&M.
Implementation Time Table- The subprojects will be implemented in four batches. At the beginning of
the project year, the focus will be will be on identification of technology options. Community request,
identification and detail design will be carried out from project year-1 (PY-1) to project year-3 (PY-3)
whereas procurement and construction management mainly project year-2 (PY-2) to project year-5 (PY-
5) as summarized in the following table.
Table: 20: MHIS Sub Projects Implementation Timetable
No Activity Batch 1 Batch 2 Batch 3 Batch 4
1 Identification of technology options PY-1 to PY-5
2 Selection by and request from beneficiaries PY-1 PY-1 PY-2 PY-3
3 Identification, screening and reconnaissance level
study
PY-1 PY-1 PY-2 PY-3
4 Feasibility studies and detailed design PY-1 PY-2 PY-2 PY-3
5 Subproject design review and approval PY-1 PY-2 PY-2 PY-3
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No Activity Batch 1 Batch 2 Batch 3 Batch 4
6 Construction Procurement process including bid
document preparation, advertising, bid evaluation
and contract award
PY-2 PY-3 PY-3 PY-4, PY-5
7 Construction work and contract administration PY-2 PY-3 PY-3 PY-4, PY-5
C. Establishment of New Small-scale Irrigation Systems
This intervention seeks to increase irrigated agriculture by establishing new14 smallholder irrigation
systems (with command area greater than or equal to 20ha) from surface and groundwater water sources,
improving, and encouraging the use of agricultural water management practices that improve the return
to irrigation infrastructure investments. Design documents shall be prepared, reviewed, certified and
awarded to various local contractors for construction. The following activities will be performed:
Preparation of design and construction quality assurance and control guidelines;
Conduct surface water availability assessment to identify indicative irrigation development potential
which clearly indicates the SSI potential of each Woreda;
Identification and reconnaissance survey;
Detail design and construction of SSI systems
o Establishment of new gravity diversion SSI systems from surface water sources;
o Establishment of new pump irrigation from surface water sources;
o Establishment of new pump irrigation systems from ground water sources (depth less than or
equal to 100m); and
o Establishment of small dams (dam height less than 15m) of gravity SSI systems;
Access road Construction for SSI systems
Access roads would be built, where needed, for the construction and efficient operation of irrigation
systems. For the rehabilitation/extension of systems, only minor improvement of existing access roads
would be needed, but most new SSI systems and cluster MHIS would require the construction of access
roads, which would be simple tracks for micro systems and roads conforming to the URAP standard/for
the larger SSI systems. Mainly local contractors and unskilled labour would carry out construction of
access roads. In this regard, detail activities include identification of schemes that required access road,
preparation of design and bid document of access road, selection of contractor and construction
management.
Implementation Time Table - The subprojects will be implemented in four batches. At the beginning of
the project year, inventory of existing traditional and modern SSI Schemes will be done. Community
request, identification and detail design will be carried out from project year-1 (PY-1) to project year-2
(PY-2) whereas procurement and construction management mainly project year-2 (PY-2) to project year-
5 (PY-5) as summarized in the following table.
14
Converting unused land and rain fed fields into irrigated ones
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Table: 21: New SSI Subprojects Implementation Timetable
No Activity Batch 1 Batch 2 Batch 3 Batch 4
1 Potential assessment PY-1
2 Selection by and request from beneficiaries PY-1 PY-1 PY-2 PY-3
3 Identification, screening and reconnaissance level
study
PY-1 PY-1 PY-2 PY-3
4 Feasibility studies and detailed design PY-1 PY-2 PY-2 PY-3
5 Subproject design review and approval PY-1 PY-2 PY-2 PY-3
6 Construction Procurement process including bid
document preparation, advertising, bid evaluation
and contract award
PY-2 PY-3 PY-3 PY-4
7 Construction work and contract administration PY-2 PY-3 PY-3 PY-4, PY-5
D. Capacity Development
(i) Physical Capacity Development
The intervention will support for the strengthening of regional, zonal and Woreda offices
(BOWR/IDA/IDSAA/BOA). These include:
Purchase and provide Office facilities and field equipment;
Purchase and provide four wheel vehicles;
Purchase and provide technical books;
Prepare, print and distribute technical training materials on irrigation design and management;
The implementation will follow the following procedures:
Conducting capacity needs assessment
Preparation of physical and financial action plan as per need assessment findings and
recommendations
Procurement planning, implementation and contract administration
Equipping implementing institutions
(ii) Human Resources Capacity Development
Training will be useful at all levels including the smallholder farmers in broadening the irrigation sub-
sector's capabilities in planning, design and construction management, in introducing new ideas from
other countries, in codifying existing procedures and in upgrading the standard of operation and
maintenance for SSI systems. Small-scale irrigation systems are mainly designed and constructed by
local consultants and contractors who lack necessary skills and experience.
Upgrading the attitude, knowledge and skills of local consultants and contractors to assure quality
control shall also be undertaken within the framework of the project, where necessary. In addition, the
program will support review meetings, short-term training programs to raise the knowledge and skill
104
of technicians at all levels specialized in SSI development. It will also include support to short-term
overseas study tours on the planning, design, construction management, and management of irrigation
systems for federal and regional experts.
The program will support technical assistance to improve the implementation capacity of
implementing agencies at all levels specialized in SSI development. The technical assistance
intervention will include engagement of national technical assistants, who will assist implementing
agencies at all levels in the planning, engineering design, procurement, construction management and
technical monitoring of SSI irrigation systems.
In summary, the key activities to be performed will be:
Conducting training need assessment (TNA);
Prepare physical and financial action plan as per need assessment findings and
recommendations;
Procurement planning, implementation and contract administration;
Practical training of public staffs at all levels in Reconnaissance Survey, Feasibility Study and
Detail Design, Construction Management/Contract Administration, etc.;
Training of consultants and contractors mainly on procurement, contract management and
design work;
Organize and conduct experience sharing tours to experts and to male and female farmers;
Provision of technical assistance
Summary Table 5.5.3.1: Sub-component 3.1: Small-Scale Irrigation Infrastructure
Development and Improvement
Out puts and Institutions Responsible
Component 3: Small-scale Irrigation Development
Sub-component 3.1: Small-scale Irrigation Infrastructure Development and Improvement
Responsible Department / Organization:
Small-scale Irrigation Development Directorate/MOA at federal level
BOWR, IDA, BOA and IDSAA at regional level including respective Zonal Offices
WOWR, WOA and WOID at Woreda level
Supporting implementing bodies: ATA, SMISP, EIAR, Universities
Outputs
157 Woredas benefited with SSI infrastructure development;
55,000 ha (20,000 ha new SSI, 10,000 ha Rehabilitation/Upgrading/Improvement of Existing SSI, 25,000
ha MHI systems) of irrigated land equipped with irrigation facilities by PY5;
Office and field facilities purchased and provided;
Enhanced15 participation of farmers to plan and implement small-scale irrigation systems;
15Low level of achievements suggest possible weaknesses in training, mobilization, and advisory services
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Enhanced16regional and Woreda institutional capacity for improved irrigation service delivery to plan,
design and implement smallholder irrigation projects effectively by PY5;
1100 demonstrations (water lifting technologies, low cost drilling technologies and water saving
technologies) established and conducted;
2000 field days organized on HITs demonstration;
No of farmers (sex disaggregated) benefited out of SSI intervention
Monitoring, Reporting and Evaluation Arrangements
Monthly report, quarterly report, annual report and field monitoring
16Low level of achievements suggest possible weaknesses in lack of commitment or capacity
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Gant Chart: 5.5.3.1:- Sub-Component 3.1 Small-scale Irrigation Infrastructure Development and Improvement
Main activities, and Implementation Schedule
Component 3 : Small-scale Irrigation Development
Sub-component 3.1: Small-scale Irrigation Infrastructure Development and Improvement
No Description PY-1 PY-2 PY-3 PY-4 PY-5
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
3.1.1 Schedule for Planning and Implementation of Rehabilitation and Improvement of Existing SSI Projects
1 Preparation of revitalization guideline
2 Inventory of existing SSI systems
3 Selection by and request from beneficiaries
4 Identification, screening and
reconnaissance level study
5 Feasibility studies and detailed design
6 Subproject design review and approval
7 Construction Procurement process
including bid document preparation,
advertising, bid evaluation and contract
award
8 Construction work and contract
administration
3.1.2 Schedule for Planning and Implementation of MHIS Subprojects
1 Potential assessment
2 Selection by and request from beneficiaries
3 Identification and reconnaissance level
study
4 Feasibility studies and detailed design
5 Subproject design review and approval
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Gant Chart: 5.5.3.1:- Sub-Component 3.1 Small-scale Irrigation Infrastructure Development and Improvement
Main activities, and Implementation Schedule
Component 3 : Small-scale Irrigation Development
Sub-component 3.1: Small-scale Irrigation Infrastructure Development and Improvement
No Description PY-1 PY-2 PY-3 PY-4 PY-5
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
6 Construction Procurement process
including bid document preparation,
advertising, bid evaluation and contract
award
7 Construction work and contract
administration
3.1.3 Schedule for Planning and Implementation of New SSI Subprojects
1 Potential assessment
2 Selection by and request from beneficiaries
3 Identification and reconnaissance level
study
4 Feasibility studies and detailed design
5 Subproject design review and approval
6 Construction Procurement process
including bid document preparation,
advertising, bid evaluation and contract
award
7 Construction work and contract
administration
3.1.4 Capacity Development
3.1.4.1 Physical Capacity Development
Capacity needs assessment
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Gant Chart: 5.5.3.1:- Sub-Component 3.1 Small-scale Irrigation Infrastructure Development and Improvement
Main activities, and Implementation Schedule
Component 3 : Small-scale Irrigation Development
Sub-component 3.1: Small-scale Irrigation Infrastructure Development and Improvement
No Description PY-1 PY-2 PY-3 PY-4 PY-5
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Prepare physical and financial action plan as
per need assessment result
Procurement planning and implementation
Implementation of physical capacity
development
3.1.4.2 Training
Capacity needs assessment of experts, DAs
& farmers .(sex disaggregated).
Prepare training plan preparation as per
need assessment result
Procurement planning, implementation and
contract administration
Training of experts at all levels
Training of consultants and contractors
Training of IWUAs committee members
Training of farmers
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5.5.3.2 Sub-Component 3.2: Integrated Crop and Water Management (ICWM) for Irrigated
Agriculture (US$7.6 Million)
The main objective of this subcomponent of the proposed project is to improve irrigated agriculture
productivity and management of SSI systems. Moreover, it aims at enhancing institutional capacity for
integrated irrigation water and crop management through introduction of improved on-farm irrigation
water management, agronomic practices and Capacity Development interventions for smallholder
irrigation systems.
The farmers themselves will be the focal actors and mainly implement integrated crop and water
management. To have the farmers adopt the new technology and to achieve their participation in
operations and maintenance of the irrigation system, an intensive process of training and support need to
be implemented over the period of the project.
The major activities to be implemented under this sub-component include:
Formation of Irrigation Water Users Associations;
Introduction of Improved Irrigated Agriculture Management (Integrated Crop and Water
Management); and
Human Resources Capacity Development;
A. Formation of Irrigation Water Users Associations
Under this intervention, the AGP will focus on the following main activities:
(i) Introduction of the new IWUA proclamation: The AGP 2 will work to introduce the new
proclamation to program regions and Woredas to reorient the IWUAs according to the new
proclamation. Thus, support publicizing, communication and awareness campaigns for the
implementation of the newly enacted legal framework for IWUAs to regional and Woreda level
high-level officials and technical personnel.
(ii) Formation of IWUAs: The primary activity of this intervention is establishment and
strengthening of IWUAs as per the newly enacted IWUAs proclamation.
Establishment of new IWUAs-In establishing IWUAs, the following criteria should be used for
selecting IWUA Committee members:
Must have good general knowledge, understanding and judgments;
Must have local knowledge of irrigation, water supply and water rights in the area;
Must be able and willing to represent the collective interests of farmers in the upstream,
middle or tail-end of the IWUA area (not just motivated by self-interest);
Encourage women to involve in decision-making bodies such as IWUAs. Membership
should be open for women from both male headed and female-headed households.
Must have time to attend meetings and discuss issues with the farmers; and at least 33% of
the committee members should be women (committee membership should be open for
women from both male headed and female-headed households).
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Strengthening of existing IWUAs-Strengthening of IWUAs focuses mainly on supporting:
Help the IWUA to frame rules and regulations in a participatory manner for water allocation
and distribution; developing bye-laws; re-orienting/improving the by-laws
Manage to registration as legal entity by the supervising body
facilitating general assembly and election of executive committee members
financially and technically selected IWUAs to have improved storage, agro-processing and
other market facilities;
re-establishment and re-organizing/restructuring including assisting in legalizing of the
organizations/associations/cooperatives;
training of committee members on leadership, conflict management, record keeping, financial
management, etc.;
training of committee members on irrigation water scheduling (water allocation, water
distribution, application methods);
awareness creation training to committee members about climate and environmental problems
associated with irrigation; and
Training of members on irrigation water and irrigation crop management
In order to improve functioning of the Irrigation Water User Associations Committees, and make the
IWUA committee members specifically women members more confident, it is advisable to include a
general training program on leadership, covering aspects like legal status of the committee, conflict
resolution, team management, running a meeting, elementary bookkeeping, public speaking, etc.
However, training of IWUA committee members alone could not be considered as strengthening of them.
The support should be in all aspects. The SSI systems IWUA managing committee needs to be responsible
for water, infrastructure, agriculture and administration issues pertaining to the scheme. The managerial
and financial responsibilities of SSI systems IWUA Committee are substantial.
Box 3D. Definition of Membership for Irrigation Water Users' Associations (IWUA)
The definition of membership has important implications for equity. AGP encourages for organizational
structures that provide for the representation of tail-enders and women farmers increase equity. It may
also result in an increased efficiency. Mechanisms are needed to ensure that women are included in the
membership, decision-making committees of the IWUAs. Specifically, IWUAs can:
Reserve positions for women farmers in IWUAs to ensure proper representation of the needs of all
farmers;
Encourage and allow men to designate their wives as members and vice versa and establish liberal
membership recruitment procedures;
Set targets for the percentage of women members in IWUAs that correspond to the actual participation of
women in irrigated agriculture;
Ensure that the women members also play a decision-making role in the associations. This may require,
for example, specific training and support to overcome cultural constraints, e.g. women who are not used
to speaking in public or in mixed groups. It may also require separate preparatory meetings in which
111
women prepare their point of view and reach consensus on certain issues, which they can then present in
the mixed meetings; and
Make both women and men equally responsibility for water management, such as the operation of gates,
guarding the water flow or the distribution of water.
B. Introduction of Improved Irrigated Agriculture Advisory/Extension Services
Appropriate irrigated agriculture extension activities will be conducted in each functional SSI project
area based on the needs of the IWUAs and the potential for crop diversification towards higher value
crops. To achieve the on-farm irrigated crop development goals, irrigated agriculture
advisory/extension services have to be strengthened. Thus, the following activities will be
implemented:
(i) Introduction of integrated crop and water management: This intervention focuses on
introducing improved on-farm integrated irrigation crop and water management practices to
diversity the cropping pattern and enhance productivity through demonstrations on use of
modern seeds and inputs, improved agronomic practices, improved storage and marketing
facilities and improved on-farm irrigation water management practices in line with water
availability. The program shall also support the promotion of community or group level
investments in productive infrastructure (including access and water-use related) and equipment
that will serve to enhance efficient water use, crop production/productivity and/or marketability
of the produce, and thus strengthen the income of smallholder farmers.
(ii) Conduct irrigation performance assessment: This intervention would cover monitoring and
Evaluation (M&E) of the SSI subprojects performances and impacts to get continuous feedback
on the projects performance and impact. The M&E activities would cover three set of activities:
o evaluation of structural, hydraulic, managerial and agricultural performance of selected
SSI systems;
o the impact of the irrigation system development and improvements on irrigated land
area; on-farm water use; cropping patterns and yields;
o environment and social impacts assessment;
Box 3E. Demonstrations in irrigated agriculture
1. Technology Demonstrations: This intervention will mainly focus on intensification of the existing
major crops, and promotion of market led cropping systems through demonstration of high yielding
and high value crops, integrated nutrient and pest management, use of fertilizers, improved
agronomic and water management practices and introduction of new crops/varieties depending on
emerging market opportunities. The program considers the best way to build capacities of the SSI
subprojects farmers in terms of orientation on new technologies and adoption of improved
technologies is through demonstration and adoption, i.e. through the principles of ‘learning by doing”
and “seeing is believing”. The approach is designed to have training and other capacity development
112
interventions and demonstrations as integral part of the system. The demonstrations will be conducted
in the fields of selected lead/progressive farmer’s.
2. Establishment of on-farm demonstration plots: Demonstration plots are always an integral part of
any Irrigation Extension program but are not “one size fits all” and there is no formula for the “right”
Irrigation Demonstration Plot. The size, location, and technology composition of plots vary
depending on the extension agent’s reason for creating the plot, reflecting the program’s objective,
priorities and needs. Generally, as a guide for the purpose of AGP 2, a demonstration plot (DP) of
about 0.25 ha shall be considered. The number of demonstration plots depends on the nature and size
of command area and types of technologies to be demonstrated. It is planned to have at least one
demonstration with three replicates for one technology which could be agronomic practices, water
management, integrated soil fertility management, etc. Demonstration plots will be located in the
fields of a lead farmer’s/progressive farmers. Each DP will be provided with inputs from the project
covering seed, fertilizer, IPM and incremental operational costs. Lead farmer’s contribution will be
in providing land, labour and protection of DP. Selection of demonstration plots shall be guided by
the following objective criteria:
The plot owner is either a lead farmer or a progressive farmer and is willing to adopt the complete
package in a timely manner;
Easy accessibility from identified SSI schemes and road side plot; and
Plot soil type and other characteristics are representative of the majority in the SSI scheme command
area.
3. Types of Planned Demonstrations
(a) Integrated crop management (ICM): Integrated crop management demonstrations will be taken up
for major crops under the SSI subprojects in the project. This includes pre planting agronomic
operations, integrated pest management (IPM), integrated nutrient management (INM), post-harvest
practices etc. Integrated nutrient management is one of the intervention areas to solve the soil nutrient
problem and to enrich the soils with organic matter. The project supports the establishment of
compost production units at SSI subproject level to motivate the farmers to follow and establish their
own units. Other activities will include promotion of green manuring and bio-fertilizers. The
establishment of each and every ICM units is linked with one training session on the unit management
and technology. In Integrated Pest Management (IPM), for efficient pest management, farmers have
to learn to use a blend of chemical, biological and cultural methods to control pests. This is nothing
but integrated pest management. By identifying the importance of IPM in the production chain, the
project plans to build the capacities of the IWUA members through demonstrations for different crops
of that area. The project plans to provide support to the IPM demonstration plots in selected SSI
subprojects.
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(b) Vegetable Cultivation: The objective of conducting vegetable demonstration is to improve the
productivity of existing vegetables crops and/or introducing new vegetables to increase its
productivity and the area under vegetables. The demonstration on intensification of existing
vegetables will help the farmers to adopt agronomic practices, nutrient management, and pest control
and value addition. Vegetable nurseries will be promoted. This will be linked to the demonstrations
of vegetable cultivation. The criteria to be used for selection of SSI subprojects for vegetable
promotion are proximity to the urban area and availability of adequate water. About 10% of SSI
subprojects shall be selected for promoting vegetable.
(c) Seed Production: One of the major constraints of the farmers of the program Woredas is the
availability of the right seed in right time at reachable place. To overcome this constraint, the program
plans to introduce seed production in business model. The strategy involves building the capacities
of the smallholder farmers of the SSI systems for seed production in their own scheme. The AGP
shall provide training; start-up seed and other materials to lead/progressive farmers to enable the
farmers sustainably produce seeds of their choices on a plot size of at least 200-1000m2.
(d) Fodder Demonstrations and Multiplication Plots: The program plans to increase fodder area and
create awareness among the smallholder farmers of SSI subprojects on the different varieties of the
fodder crops, cultivation practices and nutritional value of the fodder value. Fodder multiplication
shall be popularized through demand driven demonstrations and the purpose of the fodder
multiplication plots will be to supply the fodder slips/ seedlings to the interested farmers on cost
basis. The multiplication plots will be established in the lead farmers /progressive farmer’s field.
(e) Establishment of Home Garden Development: The AGP encourages the establishment of on-farm
home garden demonstrations which helps the farmers to change the feeding habit and nutritional
value of the family food. The AGP plans to put a major emphasis on the establishment of on-farm
demonstrations on women farmers’ fields to ensure women benefits.
1. Field days
A major constraint in adoption of any new technology is the accessibility of technology. It is proposed to
arrange at least one to three (sowing, growth stage, harvesting) field days for each demonstration at an
appropriate time before and during harvesting to demonstrate the improved situation on demonstration plot
compared to present farming practice. The field will be open for visiting of farmers from the adjacent areas
also. This is expected to encourage the farmers to adopt the demonstrated new practices. The staffs of
WOA/WOID or Kebele experts shall frequently visit and review the adoption plots of lead farmer as well as
the progressive farmers in order to provide the feedback to the farmers of other SSI subprojects. It is planned
that the staffs of WOA/WOID will randomly check the adoption rate of the demonstrated technologies.
2. Implementation Support and Supervision
114
The staffs of WOA/WOID shall be responsible for conducting demonstrations. The regional level staffs of
BOA/IDA will supervise the demonstrations and trainings conducted at SSI subprojects level. At regional
level an irrigation extension or irrigation agronomy officer in the BOA will coordinate the irrigation
agronomy activities in collaboration with the RPCU. Although the exact nature of demonstrations to be
organized will emerge from the agriculture development plan (ADP) prepared for a particular SSI subproject,
the likely DPs will be organized mainly for high yielding and high value crops for that locality. The crops
themes may change as per the needs of the community which will be reflected in the ADP. The WOA/WOID
will assign a resource focal person in the Woreda from existing staffs. Each focal person will be responsible
for conducting the DPs and training of farmers participating in respective DPs and review the adoption in
their fields through periodic field visits. He/she will conduct trainings on different aspects at the
demonstration plot at critical stages of cropping. The project assumes three training sessions in addition to
field day as maximum. The approach proposed for demonstrations and adoption plots in the program
Woredas is different from the present regular demonstration approach being conducted in the regional state
by the BOA as it intends to monitor adoption continuously and conduct trainings in the demonstration
plot/field itself.
3. Implementation arrangements
The program design focuses on improving productivity of the SSI subprojects by fulfilling strategic gaps in
irrigated agriculture extension and increasing outreach. This necessitates an arrangement that facilitates two
way information flows. The program thus starts from the grassroots level. The implementation arrangements
at the SSI subproject level include three different actors. They are lead farmer, the IWUA and the
Woreda/Kebele experts.
• Lead farmer: The lead farmer will be a person selected from the community and trained in the
concerned field. The advantage of this system, which has proved successful in a number of previous
interventions, is that, it helps to create a local cadre with technical knowledge, which remains locally
available beyond the project period. The selection of the lead farmer will be on the following basis:
Should be a practicing farmer, having own land
Member of IWUA
Should be willing to learn from and disseminate new technologies/practices to others
Irrigation Water User Associations: The program aims at promoting a more proactive role of the
IWUAs in improving agricultural productivity of its members. This can help to build more regular
interactions among the members and the Management Committees and can act as a common thread
in binding people together to generate more resources through water charges and other support
service charges. At the same time, collective action will provide more opportunities for improving
productivity and increasing production. The IWUAs will be involved in organizing
community/IWUA level exposure visits, monitoring demonstrations, maintaining community assets,
motivating the members for adoption of improved technology, etc.
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C. Human Resources Capacity Development
Training shall be considered as the main strategy to improve the performance of an SSI scheme
through technical training of farmers and technical staff involved. It will be an integral part of an SSI
subprojects intervention. It may also be that the Training shall focus on improved technical practices
and on-farm water management practices. It is necessary that participation of different socio-economic
groups and women farmers in these specific training sessions is ensured, and that training programs
are flexible. Thus, the program will support short-term training programs to raise the knowledge and
skill of technicians at all levels specialized in SSI development. It would also include support to short-
term overseas study tours on the planning, design, construction management, and operation and
maintenance of irrigation systems and overall irrigated agriculture development for federal and
regional experts.
In summary, this intervention will support:
Conducting training need assessment (TNA);
Development of IWUA committee members training guidelines and farmers training
guidelines will be done as it helps to facilitate the Capacity Development effort.
Provide training of trainers programs will be provided in such topics as input supply, crop
variety and seed selection, soil preparation and fertility management, and on-farm water
management.
Provide other specific training programs may be conducted in crop husbandry (including pest
and disease management), seed production and multiplication, and marketing.
Training to DAs on on-farm irrigation-water management practices and crop husbandry
Training of farmers, DAs, and SMSs at the Woreda, zonal, regional, and federal levels in
improved irrigation water management and agronomic practices;
Training of farmers on improved irrigation water management and agronomic practices;
Practical training and experience sharing tours to experts and farmers;
Woredaand Kebele Government Staffs: The Kebele and Woreda level experts of WOA/WOID
shall be responsible for planning at the time of AGP annual plan preparation, coordination with
resource persons, farmers and line agencies for organizing demonstrations, organizing exposure
visits, conducting field level awareness campaigns, undertaking regular meetings for planning and
implementation, monitoring and reporting of progress on a regular basis. Activities relating to subject
specific interventions viz. irrigated agriculture extension will be implemented through the lead
farmer. The Agricultural Development Plan (ADP) preparation will be one of the important activities
at the SSI subproject level. The WOA/WOID will initiate the process of community level needs
identification and prioritization. The ADP preparation will need specific effort not only to understand
the needs and priorities but also to orient the community members on emerging opportunities and
technical feasibility of interventions for improving livelihoods. It is proposed to provide such support
to each IWUA during ADP preparation. The staffs of the WOA/WOID will be involved in planning
and ADP preparation with technical backup from the WOA/WOID staffs.
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Provide technical assistance intervention would include engagement of national technical
assistants, who would assist implementing agencies at all levels in the planning, engineering
design, procurement, construction management and technical monitoring of SSI irrigation
systems.
Topics for short-duration trainings for farmers and IWUA committee members may include:- (i)
Production and use of organic and chemical fertilizers; (ii) Community-based seed production; (iii)
On-farm water management (irrigation methods, distribution, etc); (iv) improved variety and seed
selection; (v) Planting time and planting arrangements (including intercropping etc.); (vi) Vegetable
nursery establishment and management; (vii) Crop rotations for soil fertility and pest/disease
management; (viii) Record keeping; (ix) Negotiation and bargaining skills; (x) Quality standards and
food safety, grading and packing, safe transport; and (xi) Value adding at community level.
In addition, a two-day training will be delivered to IWUA committee members on topics which include
(i) drafting of the constitution, registration, and record keeping; (ii) internal resource mobilization and
fund raising; and (iii) share system development, and dispute resolution. Generally, preconceived ideas
about the training needs for different groups of farmers need to be avoided. Instead training
requirements and priorities should be assessed through a "training needs assessment". Trainings could
be organized for women and men separately, or they could attend jointly the same training. Ways need
to be found to achieve active participation by both women and men in the training.
Box 3E.Capacity Development
Capacity development of implementing agencies staffs at all levels, IWUA committee members
and beneficiary farmers will be undertaken. Important activities under this are exposure visits,
within and outside the regional state and trainings. Details are as follows:
Trainings of public staffs: It is proposed to organize training programs for agronomists,
DA’s and trainers who are involved in conducting the demonstrations. These trainers
will be trained on participatory technology development approach, participatory
training methods, and principles of hand holding along with the primary trainings on
technological aspects of crop cultivation. In addition, concerned staffs from
implementing entities and trainers will be taken for exposure visits outside the regional
state to expose them on recent advances on agricultural activities.
Exposure on technology adoption and market led production: IWUA members will be
taken for exposure visits both within as well as outside the kebele, Woreda or regional
state. Exposure visits will be planned to orient the farmers on improved production
related technologies practiced within the same agro-climatic regions. The exposure
visits will help farmers to have a first-hand interaction with practicing farmers and help
them to clear their doubts and improve their level of understanding. All this will
stimulate their desire for adoption of new techniques/practices. The project plans to
select 1-3 farmers every year from each SSI subproject for exposure visits within the
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kebele, Woreda or regional state. In the project life, it will also take one farmer from
about 20-25% of total SSI subprojects for out of regional state exposure visit. Each batch
will consist of 20-30 farmers. They will be taken outside the regional state to expose
them to improved agricultural technologies and to replicate them back in their villages.
Vegetable cultivation visits: Farmers will be taken for exposure visits within the
regional state to explain to them the potential of the vegetable cultivation and motivate
them to cultivate vegetable through interaction with practicing fellow vegetable farmers
and sharing of experiences in production and marketing processes. Twenty visits will be
organized during the five years of project implementation. Each batch will consist of 30
farmers.
Site level trainings for farmers: Farmers will be trained at demonstration sites. The
trainings will be spread over the entire demonstration period. Two to threeon-farm
practical training sessions will be linked to each demonstration plot, in addition to the
field days. The WOA/WOID will coordinate the resource persons and facilitate farmers’
mobilization with the help of lead farmer.
Regional level trainings for farmers: It is planned to organize regional level trainings
in each region. Regional trainings will be organized for 25 batches (2-5 batches per
region) of farmers in the entire project period. Each batch will consist of 20-30 farmers.
Training in new technologies and exposure to regional institutions will be the objective
of this training. Progressive and enterprising farmers will be selected for regional level
trainings.
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Summary Table 5.5.3.2: Sub-Component 3.2 : Integrated Crop and Water Management
Out puts and Institutions Responsible
Component 3: Small-scale Irrigation Development
Sub-component 3.2: Integrated Crop and Water Management in Irrigated Agriculture
Responsible Department / Organization:
Main partners:
Small-scale Irrigation Development Directorate, Agriculture Extension Directorate General/MOA
at federal level
BOA, BOWR, IDA, and IDSAA at regional level including Zonal Offices
WOA, WOWR, and WOID at Woreda level
Supporting implementing bodies: ATA, SMISP, EIAR, Universities
Outputs
The newly enacted legal framework for IWUAs implemented17;
400 new Irrigation Water User Organizations (IWUAs) established and legally registered;
Developing training materials for the training of IWUAs committee members and beneficiary farmers;
3500 (1050 female) IWUA committee members trained either in leadership or irrigation water and crop
management for at least 7 days;
SSI systems with command area of 50 ha equipped with non-conventional efficient irrigation water
application technologies (e.g., sprinkler irrigation, drip-irrigation);
20 smallholder irrigation systems equipped with community on-farm storage and processing facilities,
and small market yards for selected SSI systems established;
3000 public sector staffs (experts) trained in irrigation water and crop management;
10,000 (3000 female) farmers trained in improved irrigated agriculture management;
500 on-farm demonstrations on improved agronomic and water management established and
conducted;
500 field days organized on demonstrations and 25,000 (7500 female) farmers participated on the field
days;
50 farm exchange visits/ tours are conducted and 1000 farmers participated experience sharing visits;
Two SSI performance assessments conducted;
Monitoring, Reporting and Evaluation Arrangements
Monthly report, quarterly report, annual report and field monitoring
17 Per cent of IWUA strengthened and established based on the new proclamation and regulation
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Gant Chart 5.5.3.2: Sub-Component 3.2: Integrated Crop and Water Management
Main activities and Implementation Schedule
Component 3: Small-scale Irrigation Development
Sub-component 3.2: Integrated Crop and Water Management (ICWM)in Irrigated Agriculture
No Description PY-1 PY-2 PY-3 PY-4 PY-5
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
3.2.1 Formation of Irrigation Water Users
Associations
Strengthening IWUAs X X X X X X X X X X
Establishment of new IWUAs X X X X X X X X X X
3.2.2 Introduction of Improved Irrigated
Agriculture Management
Conduct Demonstration of technologies in
agronomic practices and water management
X X X X X X X X X X
Conduct performance assessment X X X X X X
3.2.3 Human Resources Capacity Development
Capacity needs assessment X
Prepare training plan preparation as per need
assessment result
X
Procurement planning and implementation X X
Training of experts at all levels X X
Training of IWUAs committee members X X X X
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5.5.3.3 SSI Development Component Planning and Implementation Mechanisms
A. SSI Subprojects Selection and Implementation
(i) Participatory Planning: In this approach both, the government assistance and community
participation at all stages of development are considered and one could not replace the role
of the other. In AGP 2, implementation would be based on the active participation and leading
role of the beneficiaries in the planning, design, construction and monitoring of SSI
subprojects. Lack of community involvement in decision-making processes related to
irrigation development projects will result in poor system design and operation; and has also
pushed farmers away from meaningful participation in IWUA and creates sustainability
problem. Therefore, this is an important approach in ensuring that the community has
understood the project and developed a sense of ownership towards the project.
(ii) Community Level Participatory Planning versus Strategic Approach: The identification
of SSI subprojects would be carried out either by Woreda or regional level experts. SSI
subprojects will be first identified through participatory and demand-driven process by
employing the CLPP (bottom up process) as a tool for participatory local level prioritization
of investments of public and community interest, leading to genuine participation in local
economic and social development. However, since implementation capacity and financial
resource is limited, prioritizing the strategic investments is critical. The Regional
BOWR/IDA/IDSAA will identify strategic investment SSI subprojects that will be shortlisted
and implemented. In cases where subprojects are identified directly (top - down) by the
Federal, Regional, Woreda through potential and needs assessment will be confirmed through
a consultation process with the concerned communities before embarking the feasibility and
detail design work.
(iii) SSI Systems Selection Criteria: Technical options and implementation modalities for the
development of SSI subprojects will draw on the long experience in the country and lessons
learned. Selection of SSI subprojects shall be carried out with particular attention to the
following objective priority setting criteria:
Social Criteria- Community demand and willingness to participate on the subproject
planning, design and implementation is the critical for sustainability. It should be a
priority need of the community, as reflected in eventual community development plans;
and clear community engagement and acceptance before embarking on the investment.
In addition, willingness of beneficiaries to participate in and contribute to the design,
construction, and construction supervision; and willingness of IWUA to ensure proper
operation and management of developed SSI subprojects; Evidence of the presence of
a WUA or an informal committee representing subgroups of the irrigation community;
Commitment of the beneficiary HHs to contribute in labour, cash, or kind according to
the Project's beneficiary cost share arrangements, and to collect an annual contribution
(in addition to regular maintenance) for structural replacement costs.
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Water Resources Criteria- (i) Water Availability -Subprojects to be located in river
or other water sources with sufficient water resources for further irrigation
development, amount of discharge or annual water availability, available for how many
seasons)- perennial or with a stream flow of at least 9-10 months/year for
supplementary irrigation; (ii) Water source- priority shall be given to surface water
(river, spring, lake) than groundwater or rain water;(iii)Water balance-Subprojects
should not affect the water rights of downstream users and downstream eco systems;
subprojects that have the potential to cause disputes about water rights will not be
selected.
Economic criteria- including internal rate of return, benefit-cost ratio, and linkage and
access to markets;
Type of SSI subprojects- irrigation systems which are easy, cheap and simple to
develop, rehabilitate, upgrade and/or improve; for example simple river gravity
diversions than pump diversion or dam or shallow wells than deep wells; electric
motors to diesel motors; and eliminate SSI subprojects which necessitate too
complicated or too costly works;
Size of Command Area-SSI subprojects with bigger command areas shall be the
priority to smaller; and clustered (accumulated within one area) SSI subprojects shall
be the priority to scattered (divided in pockets)SSI subprojects;
Land Suitability (Varying slope of land with agriculture potential) – command
areas with slope less than 5%are ideal for surface irrigation, slope between 5% and
10%are less suitable for surface irrigation, slope between 10% and 20%aremarginally
suitable for surface irrigation and needs slope modification through terracing, slopes
more than 20% are suitable for hillside irrigation including drip irrigation, gravity fed
sprinklers and other methods for orchard development ;
Length of Idle Canal - Construction length as factor of economic investment; and in
this case idle main canal lengths less than 1 km is ideal, idle canal lengths more than 1
km and less than 2 km is appropriate, idle canal lengths more than 2 km and less than
4 km is moderately appropriate, idle canal lengths more than 4 km and less than 5 km
is marginally appropriate, and idle canal lengths more than 5 km is unsuitable for SSI;
Environmental and social safeguard issues - environmental and social safeguard
surveys during the identification, selection and design phases of SSI subprojects; with
minimal or no adverse environmental and social effects of development problems such
as property damage, displacement, land tenure conflicts or other uncertainties;
Proximity to electricity - The availability of electrical power to operate water pumps
and service production centres is significant. Distance threshold values of potential
sites to high voltage power lines shall be set to under 2-5km; and
Proximity to market infrastructure/Accessibility - accessibility (by
vehicle/motorbike or max 3-5 km distance from all-weather road including market
centers or to agriculture service centers.
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Priority shall be given to SSI subprojects with high physical potential, high community demand, low
unit investment cost, high rate of return and minimal or no adverse environmental and social impacts.
(iv) Investment Cost: Based on the priority setting criteria to determine the most feasible and
least cost irrigation designs the following indicative budgetary ceilings (maximum allowable
cost) shall be used as a guideline for planning purpose. Unit cost rates above these ceilings are
not supportable and could be used with justification and endorsement from Regional and
Federal AGP-CUs. All subproject cost ceilings in this document may be revised during project
implementation annually based on review of changes in the prices of outputs and/or inputs.
Area is based on net command area of new schemes and after improvement under AGP for
existing SSI schemes.
Table 22: SSI Systems Establishment Guidelines on Indicative Investment Cost
No Type of technology/intervention Unit Unit cost (Birr)
1 Rehabilitation and/or Improvement of Existing Modern
SSI systems
Per ha 10,000-30,000
2 Upgrading and/or Improvement of Existing Traditional
SSI Systems
Per ha 10,000-30,000
3 Gravity diversion weir Per ha 40,000-80,000
4 Pump diversion Per ha 40,000-60,000
5 Micro-earth dam (small dam) Per ha 150,000-200,000
6 Deep tube bore wells (>= 100m depth) Per meter depth 2000-4000
7 Shallow tube bore wells (depth < 100m,
diameter=150mm), excluding motorized pump
Per meter depth 1000-2000
8 Hand dug wells including linings Per cubic meter
of excavation
30-100
9 Motorized pumps (power =2-5 HP, discharge = 2-15
lit/sec and 1-7 ha irrigation capacity)
Per unit set 4,000-15,000
10 Community ponds Per cubic meter
of excavation
30-100
11 Treadle pump (2500m2) Per unit set 1,500-4,000
B. Subprojects Identification and Selection Process
By complexity of its nature, implementation of SSI projects is process oriented and best done in a
step-by-step process, with some changes taking place immediately and others requiring separate time
for planning, Capacity Development and execution. For the purpose of better understanding,
operational convenience, efficiency and quality of outputs, the development of SSI subprojects
implementation process will consist of four distinct phases a bit different from the normal or
conventional project cycle. These are (i) irrigation potential assessment, (ii)project preparation and
design phase which includes prefeasibility (subproject identification and reconnaissance), feasibility
and detail design, (iii) implementation Phase (construction planning, construction and construction
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management), and (iv) operation and management Phase (agricultural extension, water management
and performance assessment/monitoring and evaluation).
(i) Irrigation Potential Assessment Phase
Irrigation potential18is the physical potential which is merely considered as the proximity of suitable
water resources to suitable and. Therefore, irrigation potential assessment involves the identification
of primarily physical irrigation potential, i.e., suitable water sources and suitable land (topography and
soil) for irrigation. Other equally important issues, such as farmer demand, social, environmental,
agricultural, access to and size of input and output markets, etc. which are crucial for long-term
sustainability shall be considered in succeeding phases. Accordingly, an assessment of the availability
of suitable land including surface water, ground water and rain water resources in terms of quantity,
quality, reliability and accessibility at different sites shall be conducted. This could be done through a
mix of secondary data collection, from topo-maps, mapping of water sources, modelling and key-
informant interviews.
For revitalization of existing SSI systems, this phase includes the inventory of existing SSI systems
with their salient features and need for revitalization. Regional level Inventory Map of existing SSI
Systems which clearly shows the location, type and coverage of existing irrigation systems and
prioritized list of SSI systems in the AGP Woredas shall be prepared.
(ii) Project Preparation and Design Phase
This phase include several steps and important issues as described below
(a) Ensure Beneficiary Involvement: Project development must begin with the community and with
their concerns and needs to obtain the essential trust and support for a sustainable project. The
choice of technology should reflect community preferences and capacity, costs for construction,
operation and maintenance, and considerations of long-term sustainability. The community
should choose the technologies in light of its expressed needs and capacities. Unless the
community believes that it can influence the choice of technology and how it is used, it will not
develop a sense of ownership towards the resulting SSI systems. Implementers at all levels should
assist the community to understand the available technological options and help them to select
the technology best suited for their needs.
18Irrigation Potential means the total area which is technically feasible, economically and financially profitable, socially
viable and environmentally acceptable that has been brought under irrigation, plus that which can be planned for
irrigation on the basis of water availability, land availability and suitability.
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Box 3F. Guidelines for Community Contribution and Their Involvement Selection of Technology
1. Community Contribution
Community contributions in terms of labour and/or local materials are an accepted practice in Ethiopia
for small-scale irrigation development subprojects. Such contributions help develop a sense of
community ownership of the project, enhance local responsibility for long-term operation, maintenance
and sustainability, and reduce overall project costs. Therefore, the design team should ensure that the
community remains fully involved during project planning, feasibility study and design. It should ensure
beneficiary involvement in the choice of technologies. Communities have to be properly consulted on
the (i) modality of community participation including contribution; (ii) location of water abstraction
sites and technologies choices; (iii) layout of irrigation infrastructure including location of off takes;
(iv) location of crossing structures such as footbridges and culverts; and (v) location of social structures
such as drinking water, washing basin, livestock drinking troughs, etc.;
2. Community Involvement in Technology Selection
The type of irrigation technology selected should correspond to the practical situations of both women
and men farmers. During the selection of a certain type of irrigation technology, all handling and
maintenance requirements need to be considered to ensure that the technology matches with the
operational capacity and strength of both male and female users. This can best be done through close
consultation with the users to avoid decision-making based on pre-conceived and possibly mistaken
ideas. Technology selection must take into account the following criteria in order to be appropriate for
both women and men farmers: (i) investment costs, in line with farmers’ financial means, including
availability and access to credit/saving plans to scale up for both women and men; (ii) available
cultivable area for both women and men; (iii) types of crops to be grown by both women and men; (iv)
amount of labour required and available, for both women and men; (vi) operation and maintenance
requirements, expenses and availability of spare parts; (vi) the durability of the technology;(vii)
familiarity convenience of the technology for beneficiaries for operation and maintenance; and (viii)
the physical strength needed for the operation of the technology for both women and men.
(b) Identification/Reconnaissance/Pre-Feasibility Stage: The first and probably most critical step
in SSI subprojects screening process is the resource availability assessment which is a
determination of the need for and suitability of irrigation in a given area. Once the long list of SSI
subprojects has been prepared in the potential assessment level, a reconnaissance will be carried
out by the Project Implementation Support Team (PIST) of BOWR/IDA/IDSAA. SSI subproject
identification investigations consist of reconnaissance level studies to identify the likely viability
of an intervention. The focus of the reconnaissance will be to further screen the proposed
subprojects during potential assessment against the AGP selection criteria. This includes a
confirmation of the availability of the stated water source and land, and willingness of the
community. At this stage in addition to the 'physical irrigation potential', the PIST has to
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thoroughly consider agricultural, environmental, social, institutional and other factors/constraints
in order to guarantee a sustainable use of the available physical resources. This means that in most
cases the possibilities for irrigation development would be less than the physical irrigation
potential, and hence the most viable SSI subprojects shall be shortlisted for further consideration.
There should be objective selection criteria based on strategic objectives and beneficiary needs;
and hence SSI subproject identification should be supported by appropriate technical data. Proper
stakeholder19 identification, analysis and mobilization is also vital. Based on the criteria, list of
SSI subprojects will be prepared for further investigation at feasibility study and detail design
stage. Additionally it will be necessary to assess the presence of an effective and functioning
community organization, formal or informal, that will be responsible for the subproject as an
indicator of sustainability. The absence of any major conflict within the community and any
disputes relating to the water source with other communities will need to be confirmed. The
willingness to contribute to the subproject in accordance with the beneficiary cost share scheme,
and to collect an annual contribution for structural replacement costs, in addition to their regular
maintenance, will also be verified.
Box 3G. SSI Pre-feasibility and Feasibility Study Checklists
The following aspects need to be considered in an integrated way, and with full attention being paid
to engineering, agronomic, economic, social and institutional design issues.
Topography, Soils and Land Capability Assessments – The main focus of attention for new
development is likely to be the assessment of land suitability for the type of irrigation
proposed, and any potential drainage problems associated with this.
Preliminary assessment of water availability and demands, including preliminary
upstream and downstream studies based on the available data - After confirming at a
preliminary level the gross irrigation water requirements per hectare, the volume of water
reliably available on an annual or seasonal basis should be determined from the available
data, so that the various technical options can be conceptualized and compared.
Preliminary Estimates of Irrigation Water Requirements for Possible Crops - For new
irrigation developments, assess the climate database and local estimates of irrigation
requirements for the range of possible crops and planting dates being considered.
Hydrology and Irrigation System Design– Establish design criteria for water availability,
design flood, headwork hydraulic and structural design and design of irrigation systems and
structures to be used in the final design. Based on water supply-demand analysis which
include water supply (Water sources, Hydrology, Agro-meteorological data, Irrigation
efficiency) and water demand (Crop inventory, growing seasons, Evapo-transpiration),carry
out preliminary studies for headwork and canal location, layout, alignments etc. to arrive at
19A stakeholder is anyone who has a direct or indirect interest in, or is affected by, or can affect the output or outcome of
SSI intervention.
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the best possible schemes. In addition, technology options and their implications, ensuring
construction quality, realistic design life shall be considered.
Agriculture -Farming systems, agronomic practices and cropping patterns, livestock
practices, extension requirements, input-output marketing, etc.
Social – population, cultural norms and practices, farmer demand and motivation, previous
experience of SSI, skills and labour availability, conflict and conflict resolution, risk, existing
community structures, Irrigation Water User Associations, health risks such as malaria,
schistosomaisis , etc.
Institutional Aspect- Community and local government institutional capacity, existing and
potential partnerships with government and others, extension services, competition with
other existing and planned SSI interventions, etc.,. In addition, the objectives, structures,
capacities and rules applicable to IWUAs; and the integration of ‘modern’ technologies with
existing social structures.
Economic -Assumed basis for economic analysis, source of finance, capital and maintenance
costs, markets and market access, input and output availability and prices.
Environmental -Water resources (surface, groundwater, rainfall, evapo-transpiration) and
water quality. Land form and topography, geology, soils, erosion and erosion risk, soil
conservation requirements. Water demands in the catchment (for irrigation and other
uses).Current ecosystems and ecosystem services, likely environmental impact, risks of water
logging, salinity, erosion and nutrient mining.
(c) Feasibility Study and Detail Designs Stage: Feasibility Study and detail designs stage is more
concerned on detailed investigations on technical matters including detail designs and economic
analyses, and concluding with a decision as to whether or not to move to the implementation
stage. All subprojects, no matter how simple or complex, require accurate technical data, such as
topographic information, social, institutional, environmental, rainfall, water flows, water
demands (upstream and downstream), geological data, soil characteristics, etc .Projects should
reflect generally accepted engineering feasibility study and design procedures and practices. The
SSI subprojects are generally built in rural areas on the farms of small holders and should be
implemented within the experience and technical skills of their host communities. If they are
designed and constructed beyond the understanding of the users, they are not likely to be properly
operated and maintained and the sustainability of the resulting SSI systems will be in doubt. The
SSI subprojects design team should ensure that appropriate data and information is collected, used
and saved for future reference. The result of the investigation is a project report, which may
contain three volumes: feasibility study and detail design reports, technical specifications and
estimates/BOQs, and album of drawings.
Feasibility. A feasibility assessment shall be conducted to determine the most feasible
(technically, environmentally and socially) SSI subprojects and appropriate least cost irrigation
design within the project's per hectare budgetary ceiling, which is also a threshold of economic
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viability. Preparation of the feasibility and detailed designs will be carried out over a four to
six months period, and will be initiated during the dry season and culminate during the rainy
season. The feasibility study will commence with a joint walk-through survey of the current
and proposed system and consult intensively with the IWUA regarding their proposed
infrastructure development and agricultural enhancement aims. The feasibility study and
design team will collect baseline socio-economic and agricultural secondary and primary data.
At this stage, farmers will prioritize the structures to be constructed or rehabilitated, in
consultation with the design team. Due diligence will be exercised to verify and document that
land required for the subproject is given voluntarily. A feasibility assessment report and
subproject implementation plan will be produced which includes the proposed infrastructure
preliminary design, disaggregated socio-economic data, current and proposed cropping
patterns and proposed agricultural enhancement activities, proposed social empowerment
activities, microfinance activities, and a rough cost estimate. It is important that to ensure that
the subproject will have a wide coverage of irrigation communities, a least-cost design
approach will be adopted. To ensure quality, the feasibility report will undergo quality
assurance by the Senior Irrigation Design Engineers, Safeguard Specialist, Senior Socio-
economic Specialist, and Senior Agronomy Specialist, followed by the critical review of an in-
house/internal expertise. The Project Implementation Support Team (PIST) of
BOWR/IDA/IDSAA will present the report to the Feasibility Study and Detail Design
Approval Committee (RFDAC) for approval; and the RFDAC will approve feasibility
assessment reports.
Formation of Irrigation Water Users Association. An IWUA committee should be
established at the onset of the project to define and manage its operations. SSI activities need
a dedicated committee at the community level to oversee and be responsible for project
planning, implementation as well as system operation and long-term sustainability. The design
Team should introduce participatory methods as a means of ensuring the relevance of
committee inputs in the planning process. The committee should be representative of the
community. If the committee is to carry out its responsibilities on behalf of the entire
community, the members of the committee should be representative of all the main interest
groups, including women. This committee will later be transformed to IWUA as per the
Proclamation.
IWUA Confirmation. An IWUA committee will be established at the beginning of this stage,
if it does not already exist, or be reconstituted to include 33% women members and
proportional representation of social groups, at all sections of the command area. The design
team/consultant will present the findings of the feasibility assessment to the IWUA committee,
and confirm the proposed irrigation preliminary infrastructure design, layout and plan. The
IWUA will verify its commitment to provide its beneficiary contribution according to the
project beneficiary cost share scheme. IWUAs not formally registered will register under the
IWUA proclamation of the regional state.
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Detailed Design. At this stage, the design engineer of the consultant shall carry out detail
analysis on irrigation system layout and design for hydrologic, hydraulic and structural designs
for the headwork, on-farm, cross-drainage and other appurtenant structures (flood protection
structures, retaining walls, intakes, under sluice and other gates) specifically hydraulic design,
to fix the overall dimensions and profiles of the structure, and structural design, where the
various sections are analyzed for stability under different loads and reinforcement or other
structural details are worked out. The design engineer of the consultant will conduct a detailed
irrigation design survey of the approved subproject, and prepare design drawings and the bill
of quantities based on the feasibility study report.
Box 3H. Critical requirements that the SSI design team should consider
The SSI design team should ensure that the SSI detail design:
Needs farmers involvement; and farmers' participation in the design and scheme
establishment/construction is not only possible, but it is a prerequisite for the
sustainability of the SSI scheme. It requires a an evolutionary approach to SSI
systems design involving clearly defined steps;
matches the users demand and aspiration that is the design (technology choice, head
work location, canal route, lay out, off-takes locations, social structures, etc.) needs
to fulfil to farmers’ wishes, because irrigation is a service to farmers, which should
be as convenient and efficient as possible;
final decision on infrastructure layout (head work, canal lay-out, drains, feeder
roads, social structures, etc.) and technology choice should be based on
consultations with all stakeholders and endorsed by farmers;
is institutionally workable or manageable for farmers;
is technically, environmentally and fiscally viable and sustainable;
is unlikely to result in any adverse environmental and social impacts without
adequate compensation; and
proper compensation mechanisms need to be developed and implemented for people
who: (i) will be displaced, because their land or houses will be flooded by a
reservoir, or their land will be needed for construction of embankments, canals and
roads; and (ii) whose livelihoods or occupation will be adversely affected.
Subproject Design Review and Approval Stage: Project Preparation and Design should be
based on standard TOR prepared by the MOA/FAGP-CU during the current AGP. Projects
should reflect generally accepted engineering, agronomic, socio-economic and environmental
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practices. To assure the quality of designs and its constructability20, there will be design
review21based on standard guidelines. Therefore, quality project preparation and availability
of quality designs prior to project tendering for construction is considered a critical step in the
implementation of SSI subprojects. Design reports shall be reviewed and evaluated for social
acceptability, financial and economic feasibility, environmental compliance, technical
adequacy and general compliance with requirements, and the relative merits/weaknesses of
different concepts presented. Assumptions and calculations that led to conclusions shall be
reviewed. The AGP 2 plans to strengthen both internal review and review by a competitive
consultant. For effective in-house review purpose internal and external appropriate subject
matter experts/engineers who are not directly involved in the design but can review and
comment on the design shall be invited in a formal review workshop. In addition, to enhance
design quality through joint responsibility and accountability, a Regional Feasibility Study and
Design Approval Committee (RFDAC) will be established in the BOWR/IDA/IDSAA to
review and approve feasibility studies and detail designs (verify data collection methodologies,
verify drawings, verify BOQ, verify cost of subprojects, and check design quality). RFDACs
will have an overall responsibility for project design quality assurance and control in their
respective regions, including safeguard compliance requirements. The PIST Senior Irrigation
Design Engineers will also conduct quality assurance. If after conducting detailed design
substantial design modification has been required and the cost estimate has been increased, the
subproject would be re-submitted to and approved by the RFDAC. Otherwise, the PIST will
approve the detailed design.
Box 3I. Guidelines for Effective Quality Assurance and Control of SSI Designs
In the implementation of the SSI subprojects, design quality assurance and control mechanisms will be
effected:
To use the standard TOR and reporting format for SSI Subproject Feasibility Study and Detail
Design Subproject Preparation with minimal modification based on specific nature of the
subproject;
To outsource SSIPs Feasibility Study and Detail Design (FSDD) works to competent private
consultants following procurement guidelines with strong contract administration
arrangements;
To strengthen SSI design site adaptation supervision for adequate data collection and
verification exercise with full involvement of Woreda and kebele partners including beneficiary
farmers;
20The extent to which the design of an SSI infrastructure facilitates ease of construction, subject to the overall requirements
for the completed form
21
A formal, documented, comprehensive and systematic examination of an SSI design to evaluate the design requirements
and the capability of the design to meet these requirements and to identify problems and propose solutions
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To establish feasibility study and design approval committee at each respective Regional
Irrigation Institutions;
To organize internal (in-house) SSIPs FSDD reports review forums by mobilizing in-house,
regional and national resource persons (expertise capacity) before endorsing the draft level
report;
To engage professional technical assistance (strengthen the regions with qualified engineers
and other experts as appropriate) for better technical support and supervision;
To review the SSI subprojects FSDD documents by deploying an independent external
consultant and improve the designs according to findings;
IWUA Agreement. After design approval, the PIST in consultation with the Woreda
stakeholders will facilitate agreement with the IWUA committee for the SSI subproject
construction. The PIST shall develop a simple format (in regional state language) to be signed
between the Woreda and the IWUA committee. It will also split the cost estimate and bill of
quantities into works that will be performed by the IWUA (both through voluntary contribution
and payment for services), materials that will be procured or collected by both the IWUA
and/or Woreda, and works to be performed by a private contractor through national
competitive bidding (if any). The PIST in close cooperation with Woreda stakeholders will
procure materials and prepare tender documents and manage the bidding process, where
necessary.
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Box 3J. Multiple use water services
Multiple use water services (MUS) is a participatory, integrated approach to water management that
supports both agricultural production and domestic activities at or near the home and overcomes
traditional barriers between the domestic and productive water sectors. The AGP advocates for
irrigation-plus approach. Under irrigation-plus approach, SSI systems are developed or revitalized in
such a way that non-irrigation uses (both productive and domestic) can be accommodated; service
providers widen their mandates, but maintain the (implicit) priority for irrigation uses on irrigation
fields. The following are other uses of water to be addressed by the program as comprehensive part of
a single SSI subproject:
Drinking water: In cases of groundwater utilisation for irrigation, for example two wells could
be constructed or drilled simultaneously: one for irrigation and one for drinking water, for
hygienic reasons and convenience. Otherwise facilities could be equipped that water can be
drawn from the same well in a hygienic way. Important to guarantee is the reliability of the
drinking water well, especially in the dry season when all irrigation wells are running at full
capacity.
Irrigation of homestead agriculture: Possibilities could be studied to construct extra inlets or
pipe connections to facilitate and optimise homestead production.
Livestock: It can be expected that small animals and livestock are attracted by irrigated areas
because of the abundance of water and weeds growing around irrigation and drainage canals
and irrigated fields. Therefore it may be wise to study and plan some permanent structures for
livestock watering, for example concrete or metal water troughs that are filled automatically.
Additionally access routes may have to be planned to allow livestock to move freely between their
usual grazing grounds and the watering places. In addition fencing might be necessary. It can
also be studied whether there is land/water available to irrigate fodder crops. These measures
might avoid part of the disturbance expected to be created by the animals.
Washing of clothes and utensils and bathing: Possibilities could be studied to construct special
washing sinks, slabs or other constructions to facilitate washing activities, if possible also the
bathing of livestock. In addition, steps could be constructed at few places to make it easier to
reach the water level in the main canals.
Note that AGP 2 shall not support non-irrigation uses (both productive and domestic)such as domestic
water development as stand-alone subproject.
(iii)Implementation Phase
Implementation includes facilitation of social and institutional arrangements and construction or
improvements of physical infrastructure. From an engineering standpoint, implementation normally is
including the mobilization of the group responsible for construction, the procurement and collection
and stockpiling of materials, and actual physical construction of the infrastructure, detailed scheduling
of construction activities and construction quality control are important tasks with in this phase. Land
acquisition, resettlement (if necessary), and development of supporting physical and organizational
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infrastructure should parallel this activity. Construction practices should be readily supported by the
community. SSI subprojects should be built using local materials and practices wherever possible. The
use of local materials and practices, including traditional construction methods and labour practices,
should be encouraged, where appropriate, as communities are familiar with them and can immediately
contribute to them. This is an important element in helping the community to develop a sense of
ownership towards the project.
(i) Modality of Community Contribution in construction: The beneficiary community shall
participate in either in kind (local material and/or labor) or money contribution. The Supervising
Engineer has to identify the type of activities and their quantities to be contributed by beneficiary
communities as per the design document and develop action plan for the involvement of the
beneficiary communities before the start of the construction work. The action plan shall also
include the types of local materials contributed from the community, the quantity of the
contribution (BOQ), labour requirement of each activity, how to implement each activity and
when to implement it. At this stage, the practicability of the plan has to be justified, verified and
agreed at Woreda and kebele level. Then after, the action plan should be notified to the Woreda
administration and to the community to its implementation. Before the onset of the community
work, the Supervising Engineer needs to work out the alignment and pegging. There shall be
adequate community mobilization, technical backstopping and follow up for effective and timely
community contribution. The amount of community contribution shall be 5-7% of the civil
works. But, for MHI systems it could be up to 50-100% of the civil works investment cost.
(ii) Supervision of Civil Works: Supervision of civil works would be carried out by in-house
engineers, to contracting to licensed firms or individual daily supervisors under the direct
guidance of the Regional Projects Implementation Coordination Team (PIST) under
BOWR/IDA/IDSAA. The Regional PIST would retain the role of Project Manager as stated in
the General Conditions of Contract and in this capacity would regularly visit sites during
implementation of construction works and be responsible for checking the quantities and
assuring the quality of implemented works. The PIST and on-site daily supervisors would verify
each completed Bill of Quantities, the cumulative Bill of Quantities, and requests for interim
payment (progress payments), as well as completion certificates prepared by Contractors. The
PIST would also ensure that all engineering design requirements and construction supervision
procedures (testing, material certification, laboratory checking etc.) as per the requirements of
construction norms and standards of Ethiopia are fulfilled by Contractors. In addition to the
PIST, Construction Supervision and Quality Assurance Committee (CSQAC) shall be
established at each region led by the Irrigation/Engineering Core Process Head to ensure
construction quality.
(iii)Construction Quality Assurance and Control: The construction of SSI infrastructure will
involve both the public and private sectors. The public sector will mainly engage on
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construction management22. In addition, the public water works enterprises (design and
supervision enterprises) shall be engaged in the contract administration of SSI Sub projects
construction and Feasibility Study and Detail Design Preparation to help in improving quality
of outputs. The construction quality assurance and control procedures will be prepared and
employed at the first year of the program to ascertain that the works comply with the design
and specifications, and confirm the required standards of work and materials quality are
attained.
(iv) Ensure Woreda and IWUA Involvement in Construction Supervision: Implementers at
regional level should encourage Woreda stakeholders and IWUA members to be involved in the
SSI subproject implementation in their administrative boundary. As a key stakeholder in long-
term project sustainability, the Woreda and kebele administration through its technical offices
should be involved in overall subproject implementation, especially during project preparation
and construction. Regional Bureaus/Authorities should keep the technical offices of Woreda
informed of SSI subproject progress and actively engaged in major decisions and tasks of project
implementation. It should be the responsibility of the PIST to deliver the contract documents
including drawings to Woreda technical offices in order to enable the Woreda to be involved in
the supervision work. In addition, continuous orientation type of trainings at each stage of
construction are required for Woreda technical staffs to qualify and empower them to bridge the
supervision gap created in between Supervising Engineer site visits. It will be an opportunity to
Capacity Development to Woreda engineers for sustainability of the overall development and
reduces workload to regional engineers; and consequently improves quality of work. Regional
and Woreda implementing entities should encourage the community to remain engaged in
decision-making and in the various implementation activities. It also should remain patient with
the level of community interest and involvement and not delay implementation slower than the
rate at which the community is expecting to progress. They should remain sensitive to the
changing needs and preferences of the community. As the subprojects advance, communities
sometimes change their minds about the design, location and operation of the proposed system.
Implementing institutions should recognize the right of a community to request project
modifications. Changes in community preferences should be seen as a reflection of greater
understanding of the project’s potential on the part of the community. It is the joint responsibility
of the regional and Woreda implementing institutions to qualify and empower IWUA members
to be involved in the construction supervision work. Continuous orientation types of practical
trainings are vital specifically for checking material quality, mix ratio, depth of excavation and
the like.
22Construction Management can be defined as the coordination of actions (from procurement planning to construction
close out) required for the performance of site construction activities including procedures and elements of control and
monitoring necessary to assure that all contractual obligations under construction stage are fulfilled by the parties to the
contract.
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(iv) Operation and Management Phase
Duration of support-The operation and maintenance is necessary for the continued functioning and
effective delivery of benefits of SSI investment for the near future. The community should be fully
responsible for the continued operations and management of the SSI systems. Responsibility for the
continuing management and operation of the SSI subproject system will be with the community, most
likely through the IWUA. Implementing agency should ensure that the community understands that,
unless it accepts this responsibility long-term, sustainability of the system is not possible; and hence
should continue to assist the community for an appropriate period of time following completion of the
SSI subproject implementation. Accordingly, the community and its IWUA committee will probably
need technical and advisory assistance for some time following implementation of the project.
Implementing agencies should be prepared to provide minor levels of assistance for perhaps at most
for two to five irrigation seasons, as may be needed, depending on the type of the scheme, the level of
awareness of the community and IWUA committee, accessibility to major towns, etc. For example,
the pump project needs continuous engagement of the government institution for operation and
maintenance of pumps.
Operation and maintenance plan-The beneficiary communities should have a plan to support and
carry out routine maintenance and repairs. A plan outlining routine maintenance and repairs should be
prepared and accepted by the community before handing over.
Monitoring plan for operation and maintenance-The community should also have a plan for the
routine monitoring of system operations and maintenance activities. The IWUA committee should be
responsible for carrying out the operation and maintenance plan. Woreda and kebele technical units
should help the community to prepare this plan and provide minor amounts of assistance in carrying
it out.
Accommodating women needs-At operation level, AGP advocates the implementation of irrigation
water allocation and delivery schedules which accommodate both male and female needs with respect
to quantity, timeliness, timing, equity and quality of water. Specific uses of water by women, like
domestic uses or watering cattle, also need to be included when operating systems.
C. Modality of Implementation
While the federal, regional and Woreda level government institutions are mainly responsible for
oversight and overall implementation of activities under AGP 2, including contract management and
preparation and evaluation of bids, most activities under SSI infrastructure will be outsourced to
consultants and contractors under three separate contracts as follows:
(i) Contracts for Feasibility Study, Design and Preparation of Bidding Documents: This
consultancy will be responsible for preparing detailed designs of SSI subprojects including
preparation of album of drawings, technical specifications, contract documents, BOQ with
detailed engineering cost estimates, and construction schedules for packages approved for
implementation. The design and construction activities of new SSI systems would be fully
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managed at regional level where as rehabilitation and MHI systems would be handled at Woreda
level with strong back up from the region. For rehabilitation and MHI systems, the feasibility
study and detail design activities are to be approved at regional level before outsourcing to
contractors. Besides, complex rehabilitation and MHI systems would be handled at regional
level. Complex rehabilitation works include SSI subprojects with many structures (head work
and on-farm) requiring excavation in soil formations for which excavators and/or other
equipment/ machinery are to be deployed, structures that have major RCC components and
structures that have steel gates with mechanical hoisting devices
(ii) Contracts for Construction Work: Under this contract, construction works will be implemented
as per design in a timely manner. Contract values within the threshold limit of works shopping
shall be mainly handled at Woreda level where as those with in the threshold limit of NCB will
be handled at regional level.
(iii) Contracts for Construction supervisions: This consultancy will monitor and supervise work
to ensure that contracts are executed according to specifications through a reporting and
monitoring system, and it will keep the relevant implementing agency abreast of the progress
made and challenges faced in order to seek timely solutions.
D. SSI component Implementing Institutions and their role
(i) Federal Level
The MOA will be the lead Executing Agency. Federal MOA involved mainly in overall oversight
including technical backstopping, training, quality assurance, potential assessment and other technical
supports. Federal SSI Development Directorate (SSIDD) of the MOA will be responsible mainly for
SSI Infrastructure Development and Improvement (sub-component 3.1) and irrigated agriculture water
management aspects of subcomponent 3.2; whereas the Agricultural Extension Director General will
be responsible for overall oversight of Irrigated Agriculture Integrated Crop Management of
subcomponent 3.2. The FPCUwill be responsible for all these aspects of project management
specifically procurement, finance, safeguards and M&E.
(ii) Regional Level
The Regional Bureau of Agriculture (BOA) and Bureau of Water Resources (BOWR)/Irrigation
Development Authority (IDA)/Irrigation Development and Scheme Administration Agency
(IDSAA)will be the Implementing Agencies for this component at their respective regions within the
scope of their mandate under the technical support and control of the Federal SSI Development
Directorate (SSIDD of the MOA). The RPCUs will be responsible for all these aspects of project
management specifically procurement, finance and safeguards including monitoring and evaluation.
The Regional BOWR/IDSAA shall be responsible for the coordination, planning, execution and
monitoring of SSI Infrastructure Development and Improvement (subcomponent 3.1) and irrigated
water management aspects of subcomponent 3.2. The IDA of Oromiya National Regional State shall
be responsible for all-inclusive activities of the SSI Development Component including the
coordination, planning, and execution aspects.
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For SSI Infrastructure Development and Improvement, project identification, preparation and
construction management will be managed by BOWR/IDA/IDSAA. The BOWR/IDA/IDSAA shall
be responsible for irrigation potential assessment of AGP supported Woredas. Regional
BOWR/IDA/IDSAA staffs will have a critical role in the identification, categorization and
prioritization of potential SSI subprojects to be developed or rehabilitated/improved, and to ensure
that works are properly designed. The zonal and Woreda staffs of BOWR/IDA/IDSAA and BOA in
the program area would be involved in the selection and planning of SSI subprojects according to the
criteria and guidelines developed under the program. New SSI systems shall be the sole responsibility
of and fully implemented at the regional level; of course with full involvement of Woreda and Kebele
staffs and beneficiary farmers during planning, design and construction supervision.
For the rehabilitation and improvement of existing SSI systems and development of new micro and
household irrigation systems, the regional entities role shall be limited to technical support and
supervision including capacity building, design approval and training. However, if the rehabilitation
and improvement of existing SSI systems and development of new micro and household irrigation
systems are too complex to procure and execute for Woreda staffs, it will be handled by the region.
Box 3K. Guidelines/indices for Complex Revitalization Works of Existing SSI Systems and
Establishment of MHI Systems
The rehabilitation and improvement of existing SSI systems and development of new micro and
household irrigation systems are considered complex for Woreda implementation with the
following guidelines:
If the existing SSI system requires full diagnosis, redesign and reconstruction of the
system;
If the reconstruction work needs machinery due to high volume of excavation, RCC
concrete, mass concrete, masonry work, etc.;
Improvement of existing modern SSI systems with new works being constructed or design
changes shall be made to improve and modernize the irrigation systems;
Existing modern SSI systems with structures that have major RCC components, structures
that have steel gates with mechanical hoisting devices;
Head works (weirs and intake structures)and canal excavation requiring excavation in
hard soil formations for which excavators and/or other equipment/ machinery are to be
deployed;
Canal Structures such as division boxes, drops, canal crossing structures/ bridges for
vehicle traffic with RCC are required and slabs to be casted in-situ or rehabilitated;
Aqua ducts and cross-drainage structures with RCC to be casted in-situ or rehabilitated
(but not small prefabricated culverts that can be procured locally);
If the MHI systems are new to the Woreda;
If the MHI systems are to be established in ragged topography that needs experienced
engineer to design.
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BOA is responsible for irrigated agriculture integrated crop management aspect of subcomponent3.2;
irrigation water management excluding Irrigation Water Users Association which shall be taken care
of by BOWR/IDA/IDSAA. Therefore, the BOA oversees planning of irrigated agriculture extension
(irrigated crop and water management) program in subproject areas, monitor implementation, and
facilitate farm-to-market linkages, provide Capacity Development trainings to farmers on irrigated
agriculture management. In some regional states the BOA is also responsible for the planning, design
and construction work of rehabilitation/improvement of existing SSI systems and MHI systems.
(iii)Woreda level
The Woreda implementing institutions and arrangement include Woreda Office of Agriculture
(WOA), Woreda Office of Water Resources (WOWR) and Woreda Office of Irrigation Development
(WOID). The WOA and WOID staffs will have the primary responsibility of planning and
implementation of SSI subprojects irrigated agriculture interventions. Woreda technical offices of
WOA, WOWR and WOID shall also be responsible for the planning, design and construction and
rehabilitation/improvement works of existing SSI subprojects and MHIS in collaboration with the
participating farmers and with close support from regional experts. Woreda staffs may progressively
concentrate on initial social analysis and mobilization, consensus building to reach appropriate land
and related agreements before rehabilitation/new development works start.
The WOWR shall be mainly responsible for the coordination, planning and execution of SSI
Infrastructure Development and Improvement (subcomponent 3.1) and irrigated water management
aspects of subcomponent 3.2 within the scope of its mandate. The WOA shall be responsible for the
coordination, planning, execution and monitoring of irrigated agriculture integrated crop management
aspect of subcomponent 3.2. WOID shall be responsible for the coordination, planning, execution and
monitoring of all-inclusive activities of the SSI Development Component within its scope of mandate.
The WOA, WOWR and WOID staffs will be responsible to prepare Woreda level SSI Development
Component AWPB and detail implementation action plans. These will include joint planning and
implementation, working and collaboration areas with line offices and partner organizations. The
action plans will cover list of activities, major implementation risks, and mitigation measures,
methodology of implementation, and time of implementation and role of each institution involved in
the implementation process.
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Table 23 : Activities and Implementing Agencies for Small-scale Irrigation Development
No Focal Activity At what administrative
level
Who is focal responsible to implement What is the modality of
implementation
3.1 Small Scale Irrigation Infrastructure Development and Improvement
3.1.1 Rehabilitation, Upgrading and/or Improvement of Existing SSI Systems23
Inventory of Existing SSI Systems
Federal/Regions FPCU/SSID at federal level,
BOWR/IDA/IDSAA at region
Consultant/own force
Revitalization Guideline Federal FPCU/SSIDD
Identification/Reconnaissance
survey/Pre-feasibility
Woreda
WOWR/WOID/WOA
Own force
Detail design Consultant
Construction Contractor
Construction contract administration Consultant/Own force
Operation and maintenance Woreda/IWUA
WOWR/WOID/WOA/IWUA Own force/IWUA24
Irrigated agriculture extension WOA/WOID//IWUA Own force/farmer25
3.1.2 Micro- and Household Irrigation Systems26
Potential assessment
Federal/Region FPCU/SSID (federal level),
BOWR/IDA/IDSAA (regional level)
Consultant/Own force
Identification/Reconnaissance
survey/Pre-feasibility
Woreda
WOWR/WOID/WOA
Consultant/Own force
Detail design
Construction Contractor/Own force27
Construction contract administration Own force
Operation and management Woreda/IWUA
WOWR/WOID/WOA/IWUA Own force/IWUA28
Irrigated agriculture extension WOID/WOA/IWUA Own force/farmer29
23This activityis mainly implemented at woreda level except complex rehabilitation works which should be handled at regional level. 24The main actor is the IWUAs; the role of Woreda implementing entity is limited to technical support including training. 25The main actor is the farmer; the role of Woreda implementing entity is limited to technical support specifically in demonstrating new technologies and training. 26Mainly implemented at woreda level except complex systems; otherwise the role of the region is limited to technical support including training. 27Water Harvesting and Household irrigation structures such as individual ponds and shallow wells shall be implemented using own force modality with direct labor 28The main actor is the IWUAs; the role of Woreda implementing entity is limited to technical support including training. 29The main actor is the farmer; the role of Woreda implementing entity is limited to technical support specifically in demonstrating new technologies and training.
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No Focal Activity At what administrative
level
Who is focal responsible to implement What is the modality of
implementation
3.1.3 Establishment of New Small-scale Irrigation Systems30
Potential assessment Federal/Region FPCU/SSID (federal level),
BOWR/IDA/IDSAA (regional level)
Consultant/own force
Quality assurance and control guideline Federal FPCU/SSID
Identification/Reconnaissance
survey/Pre-feasibility
Region
BOWR/IDA/IDSAA
Consultant/own force
Detail design Consultant
Construction Contractor/own force
Construction contract administration Consultant/own force
Operation and management Woreda/IWUA
WOWR/WOID/WOA/IWUA Own force/IWUA31
Irrigated agriculture extension WOID/WOA/IWUA Own force/farmer32
3.1.4 Capacity Development
3.1.4.1 Physical Capacity Development
Capacity need assessment Federal/Region FPCU/SSID (federal level),
BOWR/IDA/IDSAA (regional level)
Consultant/own force
Prepare physical and financial action
plan based on need assessment findings
Own force
Procurement planning, implementation
and contract administration
Equipping implementing institutions Own force/supplier
3.1.4.2 Human Resources Capacity Development
Capacity needs assessment Federal/Region FPCU/SSIDD (Federal) and
BOWR/IDA/IDSAA (Region)
Consultant/own force
Prepare training plan preparation based
on need assessment findings
Federal/Region/Wored
a
FPCU/SSIDD (Federal),
BOWR/IDA/IDSAA (Region) and
WOWR/WOID/WOA (Woreda)
Own force
Procurement planning and
implementation
30Fully implemented at regional level; woredas and beneficiary farmers need be involved mainly in planning, design and construction supervision works. 31The main actor is the IWUAs with close support from the woreda; the role of regional implementing entity is limited to technical support including training. 32The main actors are the farmer, IWUA and woreda; the role of regional implementing entities is limited to technical support specifically in demonstrating new technologies.
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No Focal Activity At what administrative
level
Who is focal responsible to implement What is the modality of
implementation
Training of experts at all levels Consultant/own force
Training of IWUAs committee
members
Woreda
WOWR/WOID/WOA own force
Training of farmers
3.2 Integrated Crop and Water Management for Irrigated Agriculture
3.2.1 Formation of Irrigation Water Users Associations
Promotion of the newly enacted IWUA
Proclamation
Federal/Region FPCU/SSIDD (Federal) and
BOWR/IDA/IDSAA (Region)
Own force
Support establishment and
strengthening of IWUAs
Region/Woreda FPCU/SSIDD (Federal),
BOWR/IDA/IDSAA (Region) and
WOWR/WOID/WOA (Woreda) Legal registration of IWUAs
Preparation of training material for
IWUAs
Federal/Region FPCU/SSIDD (Federal) and
BOWR/IDA/IDSAA (Region)
Consultant
Training of IWUAs committee Woreda WOWR/WOID/WOA (Woreda) own force
3.2.2 Introduction of Improved Irrigated Agriculture Advisory/Extension (Integrated Crop and Water Management) Services
Establishing and conducting technology
demonstrations
Region33/Woreda WOA/WOID Own force
Establishing community infrastructures Region BOWR/IDA/IDSAA Consultant/contractor
Irrigation Performance Assessment Federal FPCU Consultant
3.2.3 Human Resources Capacity Development
Capacity need assessment Federal/Region FPCU/SSIDD (Federal) and
BOA/IDA (Region)
Consultant/Own force
Prepare training plan preparation based
on need assessment findings
Own force
Procurement planning, implementation
and contract administration
Consultant/Own force
Training of experts at all levels Federal/Region/Wored
a
FPCU/AEDG (Federal), BOA/IDA
(Region) and WOA/WOID (Woreda)
Consultant/Own force
Training of IWUAs committee Woreda WOA/WOID Own force
Training of farmers
33Involvement of the region is limited to technical support
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E. Roles and Responsibilities in the Implementation of New SSI Infrastructure
Subprojects
To harness capacity limitation of BOWR/IDA/IDSAA, special implementation arrangements through
technical assistance are supposed necessary to successfully manage implementation. Such units are
often seen as a temporary organizational structure to supplement the implementing agency
(BOWR/IDA/IDSAA) capacities during project implementation. It will include the following bodies:
Project Implementation Support Team (PIST)
Regional Feasibility Study and Detail Design Approval Committee (RFDAC)
Regional Construction Supervision and Quality Assurance Committee (RCSQAC)
(i) Regional BOWR/IDA/IDSAA
The roles and responsibilities of the Regional BOWR/IDA/IDSAA will be
Establish and manage the PIST team and ensure the hiring of suitably qualified staffs to PIST;
Identify key staffs to establish PIST, RFDAC and RCSQAC to accomplish implementation of
SSI subprojects
Monitor, manage, and guide the overall strategic implementation of the SSI component of the
project (planning, procurement, safeguards, contracts administration and supervision, finance
and operations related implementation);
Review project performance, monitor project progress (physical and financial) and evaluate
project benefits to achieve the intended project objective;
Ensure the review and compliance of environmental and social impacts to meet safeguard
requirements;
Liaise with RPCU/BOA, FPCU/MOA, WB and other agencies, as necessary.
(ii) SSI Projects Implementation Support Team (PIST)
SSI Subprojects Implementation Coordination Team will be established under the four regional states
(Oromiya, Amhara, SNNP, Tigray) BOWR/IDA/IDSAA. BOWR/IDA/IDSAA will benefit from
technical assistance to enhance its capacity for the timely execution of the SSI Infrastructure
Development and Improvement Subcomponent. Thus, during project implementation, Technical
Assistants who will support the SSI subprojects planning, design and execution would assist the
BOWRD/IDA/IDSAA. Irrigation Engineers and other experts will be recruited as required for
technical assistance to strengthen the SSI Subprojects Implementation Team. The Project
Implementation Support Team (PIST) is a group of staff members designated officially to work
together full-time, with separate accountability, to coordinate and manage AGP supported SSI
subprojects implementation. The PIST members shall be full-time engaged in AGP SSI subprojects
implementation. The Project Implementation Support Team would be responsible for coordinating
SSI Subprojects preparation and construction management activities mainly programming and
supervising subprojects, evaluation for quality assurance, and implementation as well as overall
administration of budgeting, procurement, record-keeping, and reporting matters related to SSI
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Infrastructure Development and Improvement Subcomponent implementation. Specific Tasks of
PISTs will include, but not limited to, the following:
Support the BOWR/IDA/IDSAA for the execution of AGP supported SSI subprojects;
Prepare annual work plan and budget, and submit to the BOWR/IDA/IDSAA and RPCU
obtaining their endorsement;
Coordinate SSI subprojects implementation (identification, feasibility study and detailed
design and construction work of SSI subprojects); and ensure that all engineering design
requirements and construction supervision procedures (testing, material certification,
laboratory checking etc.) as per the requirements of construction norms and standards of
Ethiopia are fulfilled by Contractors;
Prepare standard bidding packages, RFP, bidding documents and specifications to evaluate,
enter into contracts, and oversee delivery; and coordinate procurement, recruitment,
management and supervision of contracts with consultants, suppliers and contractors; and
ensure its compliance with WB's procurement guideless;
Report on all procurement related matters and seek approval from RPCU/BOA, FPCU and/or
WB, as necessary for procurements of works, goods, and services;
Manage contracts and endorse payments to suppliers/consultants/contractors as per the agreed
conditions and terms of payment;
Monitor budgetary expenditure, and review disbursement requests, prepare payment certificate
and submit to the BOWR/IDA/IDSAA for approval;
Ensure compliance with WB's Environmental and Social Safeguards requirements; and report
on all safeguards related matters and obtain certificate of approval from Regional Expertise
Agency;
Ensure the proper integration of cross cutting issues
Ensure compliance with financial management and accounting requirements of AGP for SSI
subprojects; and report on finance and disbursement related matters;
Make site visits as required to monitor and correct implementation deficiencies of the SSI
subprojects;
Monitor the progress of project performance and project deliverables including progress
reporting (both physical and financial progresses) to the BOWR/IDA/IDSAA and
RPCU/BOA;
Identify and report reasons for any deviations from the work plan and budget to the
BOWR/IDA/IDSAA Management and RPCU for follow up action;
Develop and submit recommendations to the BOWR/IDA/IDSAA Management to resolve
issues which arise in the course of project implementation;
Manage all staffs, contractors and consultants directly working on the SSI subprojects,
including staff grievance procedures and make recommendations to the BOWR/IDA/IDSAA
Management on acquisition of decisions;
143
Implement recommendations of FPCU/MOA, RPCU/BOA, WB staffs and joint review &
implementation support supervision (JRIS) missions and associated aide-memoires, as agreed
by the RPCU/BOA & FPCU/MOA;
Liaise with FPCU/MOA, RPCU/BOA, WB staff and joint implementation support and
supervision missions to ensure successful completion of missions and ongoing project
monitoring;
Share implementation status with and coordinate among regional stakeholders; and liaise with
regional and Woreda government line offices participating in the overall project sustainability
to ensure successful implementation of project activities;
Support Woreda line offices in planning, design, contract administration, procurement and
construction supervision of SSI subprojects;
Plan, organize and manage necessary workshops, study tours, and training events for regional,
zone and Woreda staffs including beneficiaries in subproject areas; and
The PIST will be the main point of contact for working communication between RPCU/BOA
and BOWR/IDA/IDSAA.
The PIST shall be accountable and reporting to BOWR/IDA/IDSAA Head or his delegate. The list of
proposed PIST positions is shown under chapter 3 Institutional arrangement number 3.3.3 (iv).
(iii)SSI Subprojects Feasibility Study and Detail Design Review and Approval Committee
(RFDAC)
Each BOWR/IDA/IDSAA will establish and chair an RFDAC to provide technical review and approve
for SSI subprojects detailed feasibility study and design reports. The BOWR/IDA/IDSAA Irrigation
Process Head/Engineering Head will be the RFDAC chairperson and PIST Team Leader will be
RFDAC Deputy Chairperson and Senior PIST Team member will be secretary. Other members of the
RFDAC include the senior engineers and staffs of BOWR/IDA/IDSAA. A quorum will consist of the
chairperson, Deputy Chairperson, secretary and at least three other staffs. No SSI subproject shall be
transferred to construction phase without the approval of RFDAC.
Overall responsibility for ensuring technical quality of SSI subprojects design in their
respective regions, including safeguard compliance; and multiple use of water structures
Establish SSI subprojects design assurance and control mechanisms;
Ensure that quality assurance and control plan is prepared by consultants;
Lead the review and approval process of feasibility study and detail design reports of SSI
subprojects;
Check design quality of SSI subproject; and make final review and approval of SSI design
reports, and verify quantities and cost of SSI subprojects;
Conduct periodic assessment of SSI subproject feasibility study and detail design quality
assurance and control mechanisms (at identification and detail design preparation stages),
review SSI subprojects preparation procedures and approval mechanisms;
144
Based on assessment, identify gaps, prepare recommendations, get approval from management
and ensure its implementation;
The Committee shall be accountable and reporting to BOWR/IDA/IDSAA Head. The committee shall
conduct its meetings at least once every month or more frequently if required. It will have fixed date
and time to carry out its regular meetings. The minutes of the committee shall be properly documented
for future reference.
(iv) SSI Subprojects Construction Supervision and Quality Assurance Committee (RCSQAC)
Each BOWR/IDA/IDSAA will establish and chair a RCSQAC to provide technical SSI subprojects
construction supervision and follow up implementation. The BOWR/IDA/IDSAA Irrigation Process
Head/Engineering Head or his delegate will be the RCSQAC chairperson and PIST Team Leader will
be RCSQAC Deputy Chairperson and Contract Administration Engineer of PIST Team will be
secretary. Other members of the RCSQAC include the senior engineers and staffs of
BOWR/IDA/IDSAA. A quorum will consist of the chairperson, Deputy Chairperson, secretary and at
least five other staffs directly involved in construction supervision.
Support PIST in overall project implementation including procurement planning and
management, construction planning, contract administration and construction supervision;
Establish SSI subprojects construction quality assurance and control procedures;
Ensure that quality assurance and control plan is prepared by contractors;
Ensure establishment of site specific construction supervision teams (from region/zone,
Woreda, kebele, community) in each SSI subproject and follow up its operation;
Check construction physical progress and quality of SSI subprojects;
Periodic review of existing contract administration procedures to identify bottlenecks & best
practices and then develop hands-on procedures based on contract administration procedures
according to WB small works general conditions of contract guidelines and get approval from
the management;
Periodic review of existing payment procedures and develop hands-on payment procedures
based on WB small works general conditions of contract and get approval from the
management;
Periodic review of construction progress and resolve implementation issues to support PIST in
construction management;
Supervise SSI subprojects at field level to support supervising engineers;
Identify any construction related operational problems and in consultation with PIST raise
them with the BOW/IDA/IDSAA Management for guidance;
Assess the rationale and alternative technical solutions for variation requests, make
recommendation for management decision on contract variation requirements;
Ensure the quality and adequacy of supervision tasks made by BOWR/IDA/IDSAA regular
supervising staffs;
Establish and maintain a high profile with Woreda and kebele administration staffs and
beneficiary communities to ensure awareness of the aims and activities of the SSI subprojects;
145
Ensure adequate involvement of the Woreda respective offices, kebele administration and
beneficiary community in construction supervision;
Through field level supervision, receive feedback from the Woreda stakeholders and
beneficiary community and pass this on to the BOWR/IDA/IDSAA Management discussion
and guidance;
Ensure that the necessary measurements are taken to release payments to contractors;
This committee will also function as a grievance redress committee for beneficiaries and other
affected people including contractors.
The Committee shall be accountable and reporting to BOWR/IDA/IDSAA Head. The committee shall
conduct its meetings bi-weekly. It will have fixed date and time to carry out its regular meetings. The
minutes of the committee shall properly be documented for future reference.
5.5.4 COMPONENT 4: AGRICULTURAL MARKETING AND VALUE CHAINS (US$
120.00 M)
The objective of the component is to increase smallholder farmers’ access to input and output markets.
The value Chain development will leverage on farm productivity improvements through investments
in markets and agribusiness, as well as direct producer level interventions as needed. Specific attention
will be given to ensure FHHs and married women get benefit out of the interventions. The Agriculture
marketing and value chain component has four sub components; namely, (i) supporting agricultural
input supply system, (ii) support to farmers’ organizations (iii) supporting agribusiness development,
and (iv) supporting market infrastructure development and management. Several implementing
institutions at various levels of program implementation implement the component interventions based
on the objectives of the four sub components:-
5.5.4.1 Sub Component 4.1: Supporting Agricultural Input Supply System (US$ 6 M)
The component will support the availability of agricultural inputs and specifically for seed through
support to the scale up of Direct Seed Marketing and establishment and strengthening of community
based crop and forage seed production groups of improved varieties and planting materials in response
to local demand and suitability based on previous experiences. With regard to Animal Input Supply
and distribution, the activities conducted are provision of day old chickens to poultry multiplication
centers and support to artificial insemination centers. Liquid nitrogen production plants will be
established and semen distribution refrigerated trucks will be purchased for efficient provision of AI
service to increasing the number of improved animal breeds. The major activities and their
implementation arrangements are discussed below.
A. Support to Promotion and Distribution of Improved Agricultural Inputs
This sub-sub component aims to strengthen the seed supply through introduction of alternative supply
channels to the existing channels. The AGP 2 will support the implementation of the following
interventions.
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(i) Establishment and Strengthening of Community Based Crop and Forage Seed Production
Groups (CBSPs)
The community Based crop and forage seed production groups will be established at kebele level
based on the interest of small-scale farmers based on the seed multiplication guideline prepared before
implementation. The criteria for the selection of farmers will be described in the guidelines which
includes a) willingness and interest of the farmers b) owning land adjacent to one another b) among
the members 50% should be female farmers (From FHH and women in MHH) among others.
Women only group will be considered if there is preference and they are found to be adjacent
Specific activities are shown on table below.
The responsible implementing institution is the Input Directorate of the MoA and the main partners
will be FCA and other relevant directorates of the MOA at federal level. The RBoA and Regional
cooperative promotion office are implementing institutions at regional level.
Summary Table 5.5.4.1.1 (i) : Sub-sub component 4.1.1 Support to Promotion and Distribution
of Improved Agricultural Inputs i) Establishment and Strengthening of CBSPs
Main activities, out puts and Institutions Responsible
Sub-Component 4.1: Supporting agricultural input supply system
Sub-sub component 4.1.1 Support to Promotion and Distribution of Improved Agricultural
Inputs i) Establishment and Strengthening of Community Based Crop and Forage Seed
Production Groups (CBSPs)
Responsible Organization/Department:
Lead Organization: MOA/Agricultural input marketing Directorate
Main partners :- FCA , Directorates of Extension, Livestock development, RBoA, and
RCP
Supporting implementing bodies:: EIAR, RARI, ESE, Crop Regulatory and
Certification directorate, MoWCYA at all levels
Main Activities:
Develop seed multiplication manual/guideline
Establish 314 new community seed producing group (two per Woreda) (at least 50% of the
group members will be women farmers) and strengthen 1194 CBSPs groups previously
established.
Provide training on relevance and modality of group establishment
Develop seed multiplication manual/guideline
Provide training on improved seed production techniques to regional and zonal SMS to
cascade to Woreda SMS, supervisors and development agents.
Provide training on improved seed production techniques to the CBSPs groups and
cooperatives, involved in seed multiplication and distribution.
Organizing experience sharing visits for experts , CBSP groups and cooperatives
Create strong linkage of the community based seed producers with public and private seed
growers, and cooperatives.
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Provide basic seeds of crops and forages for the newly established CBSP groups
Assist in the certification of the improved seed produced by the groups and cooperatives to
ensure marketing.
Outputs
314 new CBSPs groups (two per Woreda) established and 1194 CBSPs groups
strengthened
Training provided to regional and zonal SMS, Woreda SMS, supervisors and development
agents
Training provided to CBSPs groups and cooperatives involved in seed multiplication and
distribution
experience sharing visits organized for experts , CBSP groups and cooperatives
Linkage of the CBSP groups with public and private seed growers, and cooperatives created.
basic seeds of crops and forages provided for 314 newly established CBSP groups
improved seed produced by CBSP groups and cooperatives certified
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Gant Chart 5.5.4.1.1 (i) : Sub-sub component 4.1.1 Support to Promotion and Distribution of
Improved Agricultural Inputs i) Establishment and Strengthening of CBSPs
Main activities, and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
i) Establishment and Strengthening of Community Based Crop and Forage Seed
Production Groups (CBSPs)
Provide training on relevance and modality of
group establishment
Establishing community seed producing
group
Strengthen CBSPs groups through provision
of training and technical support
Develop seed multiplication manual/guideline
Prepare and Provide training to regional and
zonal SMS on improved seed production
techniques
Preparation and Provide training to Woreda
SMS, supervisors and development agents
148
Preparation and Provide training to CBSPs
groups and cooperatives
Organizing experience sharing visits for
experts , CBSP groups and cooperatives
Create linkage of the CBSPs groups with
public and private seed growers, and
cooperatives
Provide basic seeds of crops and forages for
the newly established CBSP groups
certification of the improved seed
(ii) Support Animal Input Supply and Distribution
There are two major activities:
Provision of new parent stock for poultry multiplication centers in which support will be
rendered through purchase of 30,000 new day old chicks of parent flocks of dual purpose from
the EIAR and deliver to the regional multiplication centers only for one time to replace the old
stock. As an exit strategy, a study will be conducted on the pros and cons of transferring poultry
multiplication center to the private sector (exploit the experiences of Oromiya and Tigray
regions) and implement in the other regions based on the output of the study. The APFDD of
the MoA will be responsible for the overall procurement process and the regional Livestock
Agencies will be responsible for the distribution the day old chicks to the multiplication
centers.
Establishment and strengthening liquid nitrogen production plants -To make this activity
effective a detailed study will be conducted to assess the current capacity of liquid nitrogen
production (supply) in the country especially the newly established semen collection centers
in AGP I, the needs (demand) of liquid nitrogen for artificial insemination and the distribution
capacity. Based on the result of the study the already established semen collection centers will
be supported through purchase new liquid nitrogen machines and rehabilitation of existing
liquid nitrogen machines through purchase of spare parts. Moreover, 5 refrigerated trucks for
semen distribution will be purchased for the NAIC and four regional semen collection centers.
The overall implementation of these interventions will be done by the Regional Livestock Agencies
under the coordination and technical assistance of the NAIC.
Summary Table 5.5.4.1.1 (ii): Main activities, out puts and Institutions Responsible
Sub-Component 4.1: Supporting agricultural input supply system
Sub-sub component 4.1.1 Support to Promotion and Distribution of Improved Agricultural Inputs
ii)Support Animal Input Supply and Distribution
Responsible Organization/Department:
Lead Organization: MOA/ Animal production and feed resources development directorate, NAIC
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Main partners :- RLS agency/BoA , RAIC and poultry multiplication centers
Supporting implementing bodies:: EIAR
Main Activities:
purchase of new day old chicks of parent flocks of dual purpose
conduct study on the transferring poultry multiplication center to the private sector as an exit strategy
conducted study to assess the current capacity of liquid nitrogen production (supply) and demand
purchase of new liquid nitrogen machines and spare parts for rehabilitation old machines
Purchase of refrigerated trucks for semen distribution.
Outputs
3o,ooo day old chicks of dual purpose purchased and distributed to 2 poultry multiplication centers
Study on the transfer of Poultry multiplication center to the private sector conducted.
Current capacity of liquid nitrogen supply and demand studied and document produced
4 new liquid nitrogen machines and spare parts for 17 old liquid nitrogen production plants purchased
5 refrigerated trucks for semen distribution purchased and distributed
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart 5.5.4.1.1 (ii) : Main activities and Implementation Schedule
Activity
Implementation schedule
Y 1 Y2 Y3 Y 4 Y 5
1 2 3 4 1 2 3 4
ii) Support Animal Input Supply and
Distribution
purchase of new day old chicks and distribute
to MC
conduct study on the transferring poultry
multiplication center to the private sector
Conducted study to assess the current capacity
of liquid nitrogen production
Purchase of new liquid nitrogen machines and
spare parts for rehabilitation old machines.
Purchase of refrigerated trucks for semen
distribution.
(iii)Establishing IT Based Input Tracking System
The System will be implemented in the 75 Woredas selected from the four regions (Oromiya, Amhara,
SNNP and Tigray) based on their consumption of inputs (improved seeds and fertilizer). The specific
150
activities associated with the establishment of the ITs based Input Tracking System are shown on table
below.
The lead implementer of this intervention will be the Input Marketing Directorate of the MoA, MoT
and FCA in collaboration with the regional BoA and technically assisted by ATA.
(iv) Support to Direct Seed Marketing (DSM)34
The Support to Direct Seed marketing (DSM) will be implemented in the Woredas selected from the
four regions. Major activities supported under this intervention are shown on table under. The Input
Marketing Directorate of the MoA in collaboration with the RBoA will implement the activities with
technical support provided by ATA.
Summary Table 5.5.4.1.1 (iii, iv): Main activities, out puts and Institutions Responsible
Sub-Component 4.1: Supporting agricultural input supply system
Sub-sub component 4.1.1 Support to Promotion and Distribution of Improved Agricultural Inputs
iii) Establishing IT Based Input Tracking System and iv) Support to Direct Seed Marketing
(DSM)
Responsible Organization/Department:
Lead Organization: MOA/ Agricultural input marketing Directorate (AIMD),MoT, FCA
Main partners :- RBoA, RBoT, RMCPB, RCP
Supporting implementing bodies:: ATA:
Budget Allocated: US$
Main Activities:
Input Tracking
• Conduct regional assessment and stakeholder consultation
• Register new Woredas, institutions, and users.
• Establish system forms and dashboards; Procure and distribute mobile devices;
• Update Input Tracking System training curriculum, conduct trainings for all stakeholders ,
• Provide online/offline support
Direct Seed marketing (DSM)
• Refine design of DSM program and implement in selected AGP Woredas.
• Organize awareness creation workshops at all levels on the basics of DSM program.
• Provide training for experts on technical and business skills, implementation mechanisms of DSM
• Provide training for seed producers on seed business management
• Facilitate identification of competent input marketing agents through outreach campaigns
• Expand DSM to other agricultural inputs beyond seeds
Outputs
Input Tracking
Regional assessment and stakeholder consultation conducted
34 DSM is a market-based seed distribution system that enables all qualified seed producers directly sell seed to farmers through multiple outlets in a competitive manner.
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New Woredas, institutions, and users get registered.
• IT system forms and dashboards established , Mobile devices Procured and distributed
• Input Tracking System training curriculum updated and trainings conducted
• online/offline I T support provided
Direct Seed marketing (DSM)
• Design of DSM program refined and implemented in selected AGP Woredas.
• Awareness creation workshops organized
• Training on technical and business skills, implementation mechanisms of DSM program provided.
• Training on seed business management provided
• competent input marketing agents identified through outreach campaigns
• DSM expanded to other agricultural inputs beyond seeds
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart:5.5.4.1.1 (iii, iv) B Main activities and Implementation Schedule
Activity
Implementation schedule
Y 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Input Tracking
• Conduct regional assessment and stakeholder
consultation
• Register new Woredas, institutions, and users.
• establish system forms and dashboards;
Procure and distribute mobile devices;
• Update Input Tracking System training
curriculum, conduct trainings,
• Provide online/offline support
Direct Seed marketing (DSM)
• Refine design of DSM and implement in
selected AGP Woredas.
• Organize awareness creation workshops at all
levels on the basics of DSM program.
• Provide training for experts on technical and
business skills, implementation mechanisms
of DSM program.
• Provide training for seed producers on seed
business management
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• Facilitate identification of competent input
marketing agents through outreach campaigns
• Expand DSM to other agricultural inputs
beyond seeds
B. Strengthen input /output Regulation and Certification
(i) Studies to update input/output regulation and certification systems
The purpose of this intervention is to develop, review and update the various inputs /output regulations
based on the feasibility/ need assessment to be conducted by the various implementing institutions
mainly the crop and livestock regulatory directorates, agricultural mechanization and agricultural input
marketing directorates. Thus, based on the result of the study the support will be rendered to review
and update input/output regulation and certification systems.
(ii) Development of regulatory guidelines for agricultural mechanization technology imports,
manufacturing and distribution.
The responsible institution for the implementation of the intervention will be the agricultural
mechanization directorate under MoA. Specific activities are shown on table below.
(iii) Preparation of Residue Monitoring Plan (RMP) for honey:- The program supports the
activities shown on table below and the Animal Health Directorate (AHD) of the MoA is responsible
for implementation of this activity in collaboration with the Ethiopian Apiculture Board and/ or the
Ethiopian Honey & Beeswax Exporters Association.
Summary Table 5.5.4.1.2: Main activities, out puts and Institutions Responsible
Sub-component 4.1: Supporting agricultural input supply system
Sub-sub component 4.1.2. Strengthen input /output Regulation and Certification
Responsible Organization/Department:
Lead Organization: Agricultural Input Marketing Directorates, Agricultural Mechanization
Directorate, Animal Production and Feed Resources Development
Directorate ,
Main partners : Other Pertinent MoA Directorates , RBoA,
Supporting implementing bodies: ATA
Main Activities:
(i) Develop, review and update the various inputs /output regulation
Organize sensitization workshop or stakeholder consultative forum
Develop, review and update the various inputs /output regulation
(ii) Develop regulatory guidelines for agricultural mechanization technology
Assess other countries experience with best regulatory guidelines
Identify activities and prepare TOR and bid document for consultant selection
Finalize selection of consultants and Sign contract agreement
Review the documents and validate guidelines produced
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Establish technical team and prepare legislation and proclamation,Submit to
government
(iii) Development of Residue Monitoring Plan
• Prepare TOR for TA on development of Residue Monitoring Plan
• Procure TA based on the TOR prepared
• Produce the Residue Monitoring Plan document ( by TA)
• Collecting honey samples from designated exporter’s collection sites and coding the
samples.
• addressing the samples to an accredited laboratory for analysis and incorporating the test
result template to the RMP
Outputs
Various inputs /output regulation developed, reviewed and updated
Regulatory guidelines for agricultural mechanization technology developed
• Other countries experience with best regulatory guidelines Assessed and activities
identified
• TOR and bid document for consultant selection prepared
• Consultants selected and contract agreement Signed
• The guideline documents produced reviewed and validated
• Technical team establish and legislation and proclamation prepared and submitted to
government
– Development of Residue Monitoring Plan
• TOR for TA on development of Residue Monitoring Plan Prepared
• TA recruited based on the TOR prepared
• Residue Monitoring Plan document ( by TA) Prepared
• Honey samples from designated exporter’s collection sites collected and samples coded.
• Samples analysed and test result template incorporated to the RMP.
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart 5.5.4.1.2 Main activities and Implementation Schedule
Activity
Implementation schedule
Y 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
(i) Develop, review and update the
various inputs /output regulation
Organize sensitization workshop or
stakeholder consultative forum
154
Develop, review and update the various
inputs /output regulation
(ii) Develop regulatory guidelines for
agricultural mechanization
technology imports, manufacturing
and distribution
Assess other countries experience with best
regulatory guidelines
Identify activities and prepare TOR and bid
document for consultant selection
Finalize selection of consultants and Sign
contract agreement
Review the documents and validate
guidelines produced
Establish technical team and prepare
legislation and proclamation and Submit to
government and follow up
(iii)Development of Residue Monitoring
Plan
Prepare TOR for TA on development of
Residue Monitoring Plan
Procure TA based on the TOR prepared
Produce the Residue Monitoring Plan
document ( by TA)
Collecting honey and coding the samples.
Addressing the samples to an accredited
laboratory for analysis and incorporating
the test result template to the RMP.
5.5.4.2 Sub Component 4.2: Support to Farmers’ Organizations (US$ 21.0 M)
The objective of this sub component is to boost collective bargaining power of the small farmers as
well as efficient and sustainable service delivery. The major activities supported under this sub
component are the establishment of farmer common Interest Groups (CIGs) based on the guideline
developed by AGP, and engage them on viable agricultural sector business activities. The activities
conducted will be preparation of viable business plan and also technical support in the execution of
their selected business activity. The other major activities are establishing of primary farmer’s
organization and cooperative federation and strengthening of cooperative unions through Capacity
development activities of giving trainings, conducting of study tours, conducting feasibility studies,
preparation of bylaws and conducting workshops and consultative meetings.
155
A. Establishing and Strengthening of Common Interest Group (CIGs)
i) Establishment of Common Interest Group (CIGs)
Based on the experience of organizing farmer groups and lessons learnt in AGP I, the second phase of
the AGP will establish 3236 CIGs (2 CIGs per new Kebeles) on different agri-business activities based
on the revised CIGs guidelines. Unlike the first phase during the AGP 2 implementation only women
and youth will be supported to form CIGs. The specific activities shown on table below are
implemented for establishing the common interest groups (CIGs).
ii) Strengthening of Common Interest Group (CIGs)
The program will support the strengthening of 4936 formerly established and 3236 newly established
CIGs through implementation of specific activities mentioned on table below.
The key implementing institutions of these interventions will be FCA and MoA pertinent directorates
in collaboration with the regional FCP institutions and RBoA. Woreda/Kebele cooperative promoters
who have taken training on the community mobilization and group formation together with
development agents in respective Woredas will do group formation activities.
Summary Table 5.5.4.2.A Main activities, Outputs and Institutions Responsible
Sub-component 4.2: Support to Farmers’ Organizations
Sub-sub component 4.2.1: Establishing and Strengthening of Common Interest Group (CIGs)
Responsible Organization/Department:
Lead Organization:- FCA & MOA
Main partners: Regional, Zonal and Woreda Cooperative Promotion and Agricultural offices,
WCYA at all level
Supporting implementing organizations:
Main Activities:
For Establishment of common interest group (CIGs)
Finalize revising of CIGs guidelines.
Provide training on the community mobilization and group formation to Woreda/Kebele cooperative
promoters and Development Agents.
Identify business area for each group together with Development Agent (DA),
Conduct feasibility of the business for group together with development agents (DA),
Conduct awareness creation for communities on the concept of CIG
Conduct consultative meeting with all stakeholders on the concept of CIGs
Identify & select women, and youth who have common interest/needs and organize them in to Common
Interest Groups.
Conduct experience sharing visits for CIGs
Provide training to group members on business development skill, financial planning, etc.
Establish code of conduct & by laws for group members
Reorient the support that should go towards these groups who have additional and special needs
Outputs:
156
Training to Woreda/Kebele cooperative promoters and Development Agents provided
Business area identified together with Development Agent (DA).
feasibility of the business Conduct
awareness creation for communities on the concept of CIG provided
Women, and youth who have common interest/needs identified.
3236 Common Interest Groups organized.
Training to group members provided.
code of conduct & by laws for group members established
Main Activities : Strengthening of common interest group (CIGs)
Provide trainings on business and financial management and value addition (processing),
Update business plan of CIGs ,
Follow up and provide technical support on business activities
Provide assistance in linking the group to the market.
Outputs:
Trainings on business and financial management Provided
Business plan of CIGs updated
Technical support on business activities Provided
CIGs linked to market
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Bi-annual review meetings
Gant Chart 5.5.4.2.A: Main activities & Implementation Schedule
Activity
Implementation schedule
Y 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Establishing and Strengthening of Common
Interest Group (CIGs)
Establish common interest group (CIGs)
Provide training on the community
mobilization and group formation
Identify business area for each group together
with Development Agent (DA),
Conduct feasibility of the business for group
together with development agents (DA
Conduct awareness creation for communities
on the concept of CIG,
157
Conduct consultative meeting with all
stakeholders on the concept of CIGs
Identify & select women, and youth and
organize them in to Common Interest Groups.
Conduct experience sharing visits for CIGs
Provide training to group members on
business development skill, financial
planning, etc
Establish code of conduct & by laws for
group members
For Strengthening of CIGs
Provide trainings on business and financial
management and value addition (processing)
Update business plan of CIGs
Follow up and provide technical support on
business activities
Provide assistance in linking the group to the
market
B. Establishing and strengthening of Primary farmers ‘cooperative and Cooperative
Federation
(i) Establishing Farmers’ Primary Agriculture Cooperative
The establishment of primary cooperatives where they have not been established earlier and the
transition of CIGs into primary cooperatives will be implemented on the basis of willingness of
individual farmers’ as well as the feasibility of their business respectively according to the cooperative
establishment guideline . The specific activities listed on below will be supported and implemented
by the program. This activity will be capitalized on the success of AGP 1 regarding improving the
engagement of women.
The implementers of these activities will be regional, zonal and Woreda cooperative promotion
agency/bureaus/offices/desks with the support of FCA.
(ii) Supporting the Establishment of National agricultural Cooperative Federation
National Agricultural Cooperative Federation (NACF) : - will be established by the
cooperative unions and primary cooperatives with similar objectives and functions. The process for
the establishment involves the specific activities shown on table below.
The lead implementer of this intervention is FCA in collaboration, facilitation of regional, zonal, and
Woreda, cooperative promotion agencies/bureaus/offices/desks.
Summary Table: 5.5.4.2.B Main activities, Outputs and Institutions Responsible
Sub-component 4.2: Support to Farmers’ Organizations
Sub-sub component 4.2.2: Establishing of Primary Agricultural Cooperative and
Agricultural Cooperatives Federation
158
Responsible Organization/Department:
Lead Organization:- FCA
Main partners: Regional, Zonal, Woreda CP Agencies/Bureaus/Offices /Desks
Supporting implementing organizations: WCYA at all level
Main Activities: - For Establishment of Primary Agricultural Cooperatives
• Mobilize and conduct awareness creation among farming communities,
• Community submit Reqest to the Woreda coop.office,form establishment committees from
farming communities.
• Conduct feability studies on establishing farmers primary coperatives.
Calling the general meetings of the founding farmers and Kebele to register the established
P.Coops.
Provide support in the preparation of by-laws ,business plans and other requirements and
registered.
Train CIGs on the importance of being organized in to cooperatives, facilitate &support the
group to transform in to primary agricultural cooperative
For Establishment of National Agricultural Cooperatives Federation
• Organize sensitization workshop /meeting on the need and importance for CU and primary
cooperatives leadership and members.
• conduct consecutive consultative meetings
• submit request for the establishment of federation by the coop. unions and P. Coops to FCA,
• Form establishment committees,and Conduct feability study
• Establish National agricultural Cooperative Federation , Prepare by-laws, and business plans
• Call the general meetings and register the national cooperatives federation
Outputs :- For Establishment of Primary Agricultural Cooperatives
• Community mobilization and awareness creation on Primary Agriculture Coops. Provided
• General meetings of the founding farmers organized and election of establishment
committees from the farming communities conducted
• support in the preparation of by-laws , business plans for registration provided
• Feasibility studies on establishing farmers primary coperatives conducted
• 1120 primary agricultural cooperative established
• CIGs trained on importance of being organized in to primary agricultural Coops and
transformed.
Outputs :- For Establishment of National Agricultural Cooperatives Federation
Sensitization workshop /meeting on the need and importance for cooperative unions and
primary cooperatives leadership and members organized.
Consecutive consultative meetings conducted
Request for the establishment of the federation by the coop. unions and primary cooperatives
to FCA submitted and Establishment committee formed
Feasibility study on the establishment of National agricultural Cooperative Federation
conducted
159
National agricultural Cooperative Federation established , By-laws, and business plans
prepared
General meetings conducted and the National Agricultural Cooperative Federation registered
Monitoring, Reporting and Evaluation Arrangements.
• Monthly, quarterly and yearly progress reports; Field verification by project personnel ; Bi-
annual review meetings
Gant Chart: 5.5.4.2.B Main activities and Implementation Schedule
Activity Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Establishment of Primary Agricultural
Cooperatives
• Mobilize and conduct awareness creation among
farming communities,
• Community submit Reqest,Form establishment
committees from farming communities.
• Conduct feability studies on establishing farmers
primary coperatives
Calling the general meetings of the founding farmers
and Kebele to register the established primary
cooperatives.
Provide support in the preparation of by-laws ,
business plans for registration
Train CIGs on the importance of cooperatives &
facilitate &support the group to transform in to
primary agricultural cooperative
For Establishment of Agricultural Cooperatives
Federation
• Organize sensitization workshop /meeting for
cooperative unions and primary cooperatives
leadership and members.
• conduct consecutive consultative meetings
• submit request for the establishment of the
federation by the coop. unions and primary
cooperatives to FCA,
• Form establishment committees, Conduct feability
study
• Establish National Agricultural Cooperative
Federation, Prepare by-laws, and business plans
160
• Call the general meetings and register the national
cooperatives federation
C. Improving access to financial services: -
To address the problem of limited access to finance, the following major activities will be conducted
– Strengthen rural saving and credit cooperatives (RUSACCOS) through Provision of training
and Update the business plan and bylaws
– linking RUSACCOs with micro finance institutions (MFIs),
– linking primary cooperatives to RUSACCOs and MFIs,
– Provide Training to primary cooperatives, RUSACCOs, MFIs and cooperative development
agents on financial management skill.
The lead implementers of these activities will be FCA and MoA in collaboration with the Regional
Cooperative Promotion institutions and RBoA and Association of micro finance institutions of
Ethiopia.
Summary Table 5.5.4.2.C Main activity, Outputs and Institutions Responsible
Sub-component 4.2: Support to Farmers’ Organizations
Sub-sub component 4.2.3: Improving access to financial services
Responsible Organization/Department:
Lead Organization:- FCA
Main partners: Regional, Zonal and Woreda Cooperative Promotion,
Supporting implementing organizations: AEMFIs
Main Activities:
• Strengthen rural saving and credit cooperatives (RUSACCOS) through Provision of
training and update the business plan and bylaws of RUSACCOs
• linking RUSACCOs with micro finance institutions (MFIs), through organizing
consultation forum; and Identifying linkage issues /interventions b/n RUSACCOS and
MFIs
• linking primary cooperatives to RUSACCOs and MFIs through organizing consultation
forum, Identifying linkage issues /interventions and Develop MOU b/n Primary
cooperatives, RUSACCOs and MFIs
• Provide Training to primary cooperatives, RUSACCOs, MFIs and cooperative
development agents on financial management skill.
Outputs
• Training Provided to RUSACCOs and Business plan and bylaws updated
• Consultation forum among RUSACCOs and MFIs organized and conducted, linkage
Mechanisms identified
• Consultation forum between Primary cooperatives, RUSSACCOs and MFIs organized
and conducted and linkage Mechanisms identified
• 4916 agricultural marketing cooperatives linked with RUSSACCOs & MFIs, and MOU
b/n primary cooperatives, RUSSACCOs and MFIs developed
161
• Training on financial management skill provided to primary cooperatives, RUSACCOs,
MFIs and cooperative development agents.
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports
Field verification by project personnel
Bi-annual review meetings
Table 5.5.4.2.C: Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Improving access to financial services
• Strengthen rural saving and credit cooperatives
(RUSACCOS) through ,Provision of training ,
Update the business plan and by laws
• linking RUSACCOs with MFIs through
organizing consultation forum and Identifying
linkage Mechanisms b/n RUSACCOS and
MFIs
• linking primary cooperatives to RUSACCOs
and MFIs, through organizing consultation
forum, Identify linkage mechanisms and
Develop MOU b/n Primary cooperatives,
RUSACCOs and MFIs
• Provide Training to primary cooperatives,
RUSACCOs, MFIs and cooperative
development agents on financial management
skill.
162
D. Capacity Development
a) For cooperative unions
- Trainings
Board of directors and union managers will be provided a systematic, well-designed and periodic
Capacity development trainings and experience sharing. The Capacity development training will be
conducted by undertaking the specific activities shown on Table below. The lead implementers of the
Capacity development training intervention will be Regional cooperative promotion agencies, zonal
and Woreda cooperative promotion offices in targeted regions with support of FCA and regional
cooperative promotion agencies.
– Local Experience Sharing Visits
Inter and intra local experience sharing visits for cooperative board of directors and managers and
employees will be organized. Federal Cooperative Agency (FCA) will coordinate the inter-regional
experience sharing visits with the facilitation of the regional, zonal and Woreda cooperative promotion
agencies/bureaus/desks. The intra-regional experience sharing visits will be coordinated by regional
cooperative promotion agencies with the facilitation of the Woreda cooperative promotion desks.
Major activities for conducting Inter and intra local experience sharing visit are shown on table below.
Summary Table: 5.5.4.2.D (a) Main activities ,Outputs and Institutions Responsible
Sub-component 4.2: Support to Farmers’ Organizations
Sub-sub component: Capacity Development:- I. Human resource capacity development
(a)For cooperative unions
Responsible Organization/Department:
Lead Organization:- FCA
Main partners: Regional, Zonal and Woreda Cooperative Promotion,
Supporting implementing organizations: AEMFIs
Main Activities:
Trainings
conduct training needs assessment,
develop curriculum, prepare training modules, carry out the trainings (by considering
cross cutting issues)
follow-up, assess and report the implementation and the achievement of the training
program
• Exposure Visits
formulate criteria that relate to the existence of an improved/professional management
and governance structure, select well-functioning cooperatives on the basis of criteria and
field observation
Coordinate or lead inter and intra local experience sharing visits, and follow-up, assess
and report the implementation and achievement.
Outputs
124 agricultural cooperative broad of directors, 62 coop. managers & 128 coop.
employees trained
163
144 agricultural coop. broad of directors and managers as well as 128 cooperative
employees participated in exposure visits
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Bi-annual review meetings
Gant Chart 5.5.4.2 (a): Main activities and Implementation Schedule
Activity
Implementation schedule
Y 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
i). Human resource capacity development
(a)For cooperative unions
boards of directors, union managers &
employees training
conduct training needs assessment
develop curriculum, prepare training modules,
carry out the trainings
follow-up, assess and report the
implementation and the achievement of the
training program
Exposure visits for boards of directors,
union managers & employees
formulate criteria that relate to the existence
of improved/professional management and
governance structure ;and select well-
functioning cooperatives
coordinate or lead inter and intra local
experience sharing visits, follow-up, assess and
report the implementation and the achievement
b) For Agricultural Cooperatives Support Services
- Trainings
Capacity development trainings will be provided for concerned federal, regional, zonal and Woreda
level cooperative promotion agencies/bureaus/offices/desks experts on the basis of the results of the
training needs assessment to enhance the achievement of AGP 2 cooperative sub component
interventions. The need assessment will look at the capacity of the institutions to properly address
gender equality issues related to their responsibilities.
The major implementers of this intervention will be FCA, Regional and zonal cooperative promotion
agencies. FCA will be especially responsible for conducting training needs assessment, developing
164
curriculum and training modules and provision of TOTs. The trainings for the Federal Cooperative
Agency trainees will be outsourced to public universities with cooperative and relevant departments.
To implement the CB the activities lasted on table below will be conducted.
– Local Experience Sharing Visits
Local experience sharing visits for regional, zonal and Woreda office heads & experts will be
organized and implemented. The lead implementers of these specific activities will be Federal,
Regional and Zonal cooperative promotion agencies. The specific activities implemented under the
local experience sharing visits are shown on table below.
– Consultative Forums or Platforms
Consultative forums or platforms will be organized and implemented through conducting the
following major activities-:
– develop and approve relevant themes for the consultative forums or platforms,
– prepare papers by resource persons on the themes,
– select and invite relevant stakeholders,
– Conduct the consultative forums or platforms
– Take notes of the discussion, recommendations for further use.
– Distribute the notes and decisions for all stakeholders for implementation.
– Follow up the implementation and compile for continuous functioning of the forum.
– Exchange feedback and review implementation.
The lead implementer of this intervention will be Federal Cooperative Agency in collaboration with
MOA pertinent directorates, regional cooperative promotion agencies and its stakeholders.
– Bi annual monitoring and evaluation review meeting
FCA will organize bi annual monitoring and evaluation review meeting with the regional cooperative
promotion agencies from AGP targeted regions every six months annually during the whole AGP
period. The specific activities are indicated on table below.
Summary Table 5.5.4.2.D (b) Main activity , Outputs and Institutions Responsible
Sub-component 4.2: Support to Farmers’ Organizations
Sub-sub component 4.2.4: Capacity Development:- I. Human resource capacity development,
(b). For Agricultural Cooperatives Support services
Lead Organization: FCA
Main partners: Regional, Zonal, Woreda Cooperative Promotion Offices
Supporting implementing organizations: ATA
Main Activities:
For Trainings
conduct training needs assessment, develop curriculum, training modules, carry out the trainings
follow-up, assess and report the implementation and the achievement of the training program
For Exposure Visits
formulate criteria that relate to effective and efficient service delivery of regional, Zonal and
Woreda offices and their performance,
select regional, Zonal and Woreda offices ‘on the basis of criteria and field observation
165
coordinate local experience sharing visits,
Follow-up, assess and report the implementation and the achievement of the experience sharing
visit program.
For consultative forums/platforms
Develop and approve relevant themes for the consultative forums or platforms,
Prepare papers on the themes, select and invite relevant stakeholders, run the consultative forums
or platforms
Recommend practical solutions to address critical issues & share responsibilities for
implementation of the recommendations and
exchange feedback and review implementation
For bi-annual monitoring and evaluation review meeting
Prepare annual work plan &budget, prepare progress report, conduct field observation, organize
review meeting, exchange feedback and review implementation and
Develop action plan on corrective actions, if any and share responsibilities for its implantation.
Outputs
1236 Woreda, 310 Zonal, 400 regional and 96 federal cooperative promotion
agencies/bureaus/desks cooperative experts Trained
942 Woreda, 384 Zonal& regional cooperative promotion agencies/bureaus/desks cooperative
heads & experts Shared best practices through the experience share visits
15 Consultative Forums/platforms Held
15 Bi annual monitoring and evaluation review meeting
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Bi-annual review meetings
Gant Chart 5.5.4.2.D (b): Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
I. Human resource capacity development
b). For Agricultural Cooperatives Support
Services
Federal, regional, Zonal & Woreda
cooperative experts training
conduct training needs assessment, develop
curriculum, prepare training modules, carry out
the trainings
follow-up, assess and report the
implementation and the achievement of the
training program
166
Exposure visits for regional, Zonal
&Woreda cooperative heads & experts
formulate criteria and select Cooperatives
promotion agencies with improved service
delivery
Coordinate or lead inter and intra local
experience sharing visits, follow-up, assess and
report the implementation and the
achievements.
Organizing and conducting of consultative
forums or platforms
develop and approve relevant themes for the
consultative forums or platforms
prepare papers on the themes, select and invite
relevant stakeholders, run the consultative
forums or platforms, share responsibilities for
implementation
Exchange feedback and review
implementation
Bi annual monitoring and evaluation review
meeting
prepare annual work plan & budget
prepare progress report, conduct field
observation, organize review meeting ,
exchange feedback and review implementation
Develop action plan on corrective actions, if
any and share responsibilities for its
implantation.
5.5.4.3 Sub-Component 4.3: Support Agribusiness Development (US$40.7M)
The main objective of this sub-component is to increase small scale farmer market access, market
efficiency, and value adding products and services along selected VCs. AGP II support to markets
and agribusiness will be largely implemented at the national, regional and business level along the
selected commodity value chains. The activities will target 17 high growth potential commodities
including important staple crops and livestock with potential for new or improved domestic, regional
or international market linkages. The activities are expected to result in an increase in the value and
volume of (domestic or export) sales of the key (selected) value chain commodities targeted by the
project. The activities implemented includes technical assistance to cooperatives and market buyers
(including processors and exporters), linkages between VC participants, including from importing
167
markets (such as participation in trade shows); competitive matching grants etc.The value chain
commodities are selected using similar criteria as that of AGP I listed below:-
– Importance of potential marketable production and nutritional benefits;
– Number of farmers (women, men) involved in producing this commodity;
– Capacity to increase household profitability (increased value addition potential and revenue
growth);
– Potential to increase productivity/production in a sustainable manner (i.e., including
involvement of or potential for private sector) and reduce production risk;
– Potential for labour absorption in the value chain;
– Potential for direct and indirect positive effects in neighbouring Woredas.
– Selection of nutrient dense crops, animals and animal products for local consumption as well
as export
The final selection will also take notice of the following issues:- a balance between commodities (e.g.,
a mix of rain fed and irrigated commodities, crops and livestock, staple and cash commodities, or a
mix of durable and perishable commodities); availability of input supply for the commodity; gender
implications; ownership and commitment of the value chain actors’ (particularly private sector) to
allocate time and resources; fit with AGP Woreda level plans; potential for all AGP regions; and
capacity to respond to the needs and opportunities. Thus, VC commodities selected for AGP 2
intervention are indicated in the following table.
Table 24: Selected Value chain Products
No. Product Category Description of value chain
products
1. Cereals Teff, Wheat, Maize, Barley and
Sorghum
2. Pulses Chickpea, Faba Bean,
3. Oil crops Sesame
4. Stimulants Coffee
5. Vegetables Tomato, Potato and Onion
6. Fruits Banana and Mango,
7. Dairy products Milk
8. Meat/ live animals Poultry, Cattle, Shoats
9. Other products Hides and Skin
Honey
This sub component has several activities implemented by various institutions. The major activities
and their implementation arrangements are indicated as under (to be confirmed through the USAID-
parallel financing design process):
168
A. Support to the Coordination of Value Chain Actors
To implement this activity, VC actors will be identified; common challenges, problems and their
current capacity will be assessed. Thus based on the result of the assessment multiple stakeholders plat
form including women VC actors will be established and strengthened at federal level and regional
level. Activities to be conducted at both level of implementation (federal and regional) would include
the following:
– Identification and selection of MSP actors at federal and regional level
– Collection of basic data about MSP actors identified at federal and regional level
– Preparation of the MSP programming, regulations and plan of work,
– Establishment of national and regional MSP and facilitating committee
– Implementation of the MSP meeting decisions related to contractual, delivery of quality
product and market information issues,
– Follow up on decision of the MSP, and
– Technical and managerial assistance to the committee
The lead implementers of the intervention will be MoT and FCA, and involves other VC actors as
collaborators.
Summary Table: 5.5. 4.3. A: Main activities, out puts and Institutions Responsible
Sub-component 4.3: Support Agribusiness Development
Sub-sub component 4.3.1. Support to the Coordination of Value Chain Actors Inputs
Responsible Organization/Department:
Lead Organization: Ministry of Trade and Federal Cooperative Agency( FCA) , USAID
Main partners :, RBOT, RMCB/RCA, BOA , MoA Directorates
Supporting implementing bodies: ATA , chamber of commerce
Main Activities:
Identification and selection of MSP actors at federal and regional level
Collection of basic data about MSP actors identified at federal and regional level
Preparation of the MSP programming, regulations and plan of work,
Establishment of national and regional MSP and facilitating committee
Implementation of the MSP meeting decisions related to contractual, delivery of quality
product and market information issues,
Follow up on decision of the MSP, and provision of technical and managerial assistance.
Outputs
About 16 MSP actors based on VC (8 at federal and 8 at regional level) identified and
selected.
Basic data of the selected VC actors at federal and regional level collected.
Program, regulations and plan of work for MSP Prepared
MSP facilitating committee of national and regional Established
MSP meeting Implemented once every year at federal and regional level
Technical and managerial assistance provided to the MSP committee
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
169
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart 5.5 .4.3.A Main activities and Implementation Schedule
Activity
Implementation schedule
Y 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Identification and selection of MSP actors at
federal and regional level
Collection of basic data about MSP actors
identified at federal and regional level
Preparation of the MSP programming,
regulations and plan of work,
Establishment and conduct of national and
regional MSP and facilitating committee
Implementation of the MSP meeting
Follow up and provision of technical and
managerial assistance to MSP committee
B. Technical Support to Strengthen Competitive Agribusiness Actors
Agribusiness actors, which are competitive in the commodities identified, are to be supported in
different value addition, market linkage, Capacity development, trade shows & fair trade and other
business management and financial linkage to different macro and micro finance institutions. The
following intervention areas are supported to strengthen the agribusiness actors:-
(i) Facilitate Linkages Among Agribusiness Associations, Farmers, Cooperatives and Small
Business Groups
Agribusiness associations are expected to improve its outreach and service by supporting the
establishment of farmers and cooperatives at lower levels in different parts of the country, providing
training of trainers with proper recognition using a standard manual and curriculum, and providing
coaching and backstopping service to producers. The support will be provision of technical support
through Capacity development on developing viable business ideas and plans; and linking them to
financial institutions. Specific activities include but are not limited to-
– facilitating harmonized sharing of responsibilities and internalization among agribusiness
associations, and
– Facilitate linkages among agribusiness associations, male and female farmers, cooperatives
and small business groups, women entrepreneurs including CIGs
– providing support and follow up with respect to joint planning and implementation for
addressing critical sector issues
170
– Promote and strengthen existing women agribusiness association (women agribusiness
cooperatives, women entrepreneurs etc)
Summary Table 5.5.4.3.B(i): Main activities, out puts and Institutions Responsible
Sub-component 4.3: Support Agribusiness Development
Sub-sub component 4.3.2. Technical Support to Strengthen Competitive Agribusiness Actors
i) Facilitate Linkages Among Agribusiness Associations, Farmers, Cooperatives and Small
Business Groups
Responsible Organization/Department:
Lead Organization: Ministry of Trade (MoT) and Federal Cooperative Agency( FCA) ,
Main partners :RBoT, RBoA, RCPA, MoA Directorates
Supporting implementing organizations :- WCYA at all level
Main Activities:
Facilitate harmonized sharing of responsibilities and internalization among agribusiness associations
through establishing MoU.
Facilitate linkages among agribusiness associations, male and female farmers, cooperatives and
small business groups, women and youth entrepreneurs including CIGs.
Providing support and follow up with respect to joint planning and implementation
Promote and strengthen existing women and youth agribusiness association (women and youth
agribusiness cooperatives, women and youth entrepreneurs etc)
promote contract farming and out grower schemes Subscribe Market information
Outputs
Shared of responsibilities and internalization among agribusiness associations facilitated and
harmonized
Linkages among agribusiness associations, male and female farmers, cooperatives and small
business groups and women entrepreneurs including CIGs Facilitated.
Joint planning and implementation support and follow up Provided
Existing women agribusiness association (women agribusiness cooperatives, women entrepreneurs
etc) Promoted and strengthened.
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart 5.5.4.3.B (i): Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Facilitating harmonized sharing of responsibilities
and internalization among agribusiness associations
171
Facilitate linkages among agribusiness
associations, CIGs, farmers, cooperatives and
small business groups, women and youth
entrepreneurs.
Providing support and follow up with respect to joint
planning and implementation
Promote and strengthen existing women and youth
agribusiness association
Promote contract farming and out grower
schemes
Subscribe Market information
(ii) Support Quality, Traceability and Certification of Crops and Livestock
The support aims at establishment of a certification system that will help small scale farmers receive
premium prices for their products, access local, regional and international markets, protect natural
resources and support local economies. Specific activities are shown on the table under.
Summary Table 5.5.4.3.B (ii): Main activities, out puts and Institutions Responsible
Sub-component 4.3: Support Agribusiness Development
Sub-sub component 4.3.2 Technical Support to Strengthen Competitive Agribusiness Actors
ii) Support Quality, Traceability and Certification of Crops and Livestock
Responsible Organization/Department
Lead Organization: MoT, MoA , FCA
Main partners: RBoT, RBoA, RCA Supporting implementing bodies:
Main Activities:
• Provide technical support to value chain actors on implementing GAP, HACCP, ISO, and other
food safety and quality standards
• Provide technical support for identification of potential national and regional testing and
certification center • Support establishment of national and/or regional centers on certification including premium
certifications, e.g. organic, fair trade
• Provide support for the facilitation of the centers to make them fully operational (equipping with
necessary hard and soft ware, setting of standards, bench marks and operational guidelines).
• Support training for Skill development of the staffs on quality, traceability and certification and
international operational standards.
• Provide support in identifying required certificates, establish standards, procedures and regulations.
• Create Public awareness on economic and social benefits of commodity traceability and
certification both in the local and international markets.
Outputs
• Technical support to value chain actors on implementing GAP, HACCP, ISO, and other food safety
and quality standards provided
• Identification of potential national/regional centers identified.
172
• National and/or Regional centers on certification including premium certifications, e.g. organic, fair
trade established
• Centers equipped with necessary hard and soft ware materials and becomes fully operational
• Training on quality, traceability and certification and international operational standards provided
for the staffs.
• Support provided in identifying required certificates, establishing standards, procedures and
regulations.
• Public awareness on economic and social benefits of commodity traceability and certification (both
in the local and international markets) created.
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart :5.5.4.3.B (ii) Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y
4
Y
5
1 2 3 4 1 2 3 4
Support Quality, Traceability and Certification of
Crops and Livestock
• Provide technical support to value chain actors on
implementing GAP, HACCP, ISO, and other food
safety and quality standards
• Provide technical support for identification of
potential national and regional testing and
certification center.
• Support establishment of national and/or regional
centers on certification including premium
certifications, e.g. organic, fair trade
• Provide support for the facilitation of the centers to
make them fully operational (equipping with necessary
hard and soft ware, setting of standards, bench marks
and operational guidelines).
• Support training for Skill development of the staffs on
quality, traceability and certification and international
operational standards.
• Provide support in identifying required certificates,
establish standards, procedures and regulations.
• Create Public awareness on economic and social
benefits of commodity traceability and certification
both in the local and international markets.
173
(iii)Support through Innovation Competitive Grant and Demonstration Fund
The project will support the implementation of matching grant mechanisms aiming to unleash
innovation and investment. Matching grant mechanisms could include Innovation Competitive Grant
and Demonstration Fund. Specific attention will be given to women owned enterprises benefit from
the innovation grant. This activity will be implemented within the parallel project financed by the
AGP - AVC Project, a manual or guidelines for the implementation and administration of the grants
will be prepared by the AGP-AVC Project and the AGP2 jointly.
Innovation competitive grant: - The focus of the innovation fund is to support enterprises in the
selected value chains based on innovative activities taken by the enterprises. The support will focus
primarily on technology acquisition and transfer, identification of new markets and their segments,
and associated business support and services. Support, primarily will be provided to private sector on
a on a cost-sharing basis and demand-driven basis, on the following broad categories:
– Technology acquisition and transfer, including agricultural, processing, and marketing
equipment, productivity techniques, plant/animal improvements
– Support on identification of new markets and market segments, through improved access to
information, research and studies
– Capacity development through BDS such as business management and development, best
business practices, product promotion, and acquisition of technical and market information
Demonstration Fund: - is to support direct procurement of proven productivity enhancing
technology/ies or prototypes of broad public value, with potential to address gaps in the value chains.
In cases where private entrepreneur is a beneficiary of the Demonstration Fund, they should provide
two forms of contribution: (i) cost sharing; and (ii) written agreement that their premises may be used
under AGP as a demonstration and training venue for the technology. The Fund may finance the
following types of activities:
– Identification of technology
– Demonstration of technology
– Promotion
Summary Table 5.5.4.3 B(iii) : Main activities, out puts and Institutions Responsible
Sub-component 4.3: Support Agribusiness Development
Sub-sub component 4.3.2. Technical Support to Strengthen Competitive Agribusiness Actors
iii) Support through Innovation Competitive Grant and Demonstration Fund
Responsible Organization/Department
Lead Organization: MoT, MoA, FCA ,AGP –AVC (USAID)
Main partners: RBoT, RBoA, RCA Supporting implementing bodies: ATA
Main Activities:
Preparation of manual or guidelines for the implementation and administration of the grant(s);
Implementation of matching according to the guidelines.
174
Technology acquisition and transfer, including agricultural, processing, and marketing equipment,
productivity techniques, plant/animal improvements
Support on identification of new markets and market segments, through improved access to
information, research and studies
Capacity development through BDS such as business management and development, best business
practices, product promotion, and acquisition of technical and market information
Identification , demonstration and promotion of technologies
Outputs
Technology on agricultural production, processing, and marketing equipment, productivity
techniques, and plant/animal improvements attained and transferred.
New markets and market segments identified
Capacity development on business management and development provided through BDS.
New Technologies identified , demonstrated and Promoted
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports
Field verification by project personnel
Joint Review and Implementation Support (JRIS) Mission
Gant Chart 5.5.4.3 B(iii) Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y4 Y 5
1 2 3 4 1 2 3 4
Preparation of guidelines
Technology acquisition and transfer
Support on identification of new markets and
market segments, through improved access to
information, research and studies.
Capacity development through BDS.
Identification, demonstration and promotion of
technologies
(iv) Support Domestic Trade Fairs and Participation in International Trade Fairs and
Promotional Campaigns: - The focus of this activity will be carried out to ensure visibility and
facilitate necessary market linkages for cooperatives with local as well as international buyers. These
activities will include: (a) support to Domestic trade fair, and (b) support to International trade fair and
exhibition.
a. Support to Domestic Trade Show and Exhibition
The FCA and regional cooperative promotion agencies will help organize domestic trade shows and
exhibitions at regional and national level. Seven domestic trade show and exhibition will be arranged
annually at national and regional levels during the program period. To this end the FCA and regional
175
cooperative promotion agencies will be the lead implementers together with zonal and Woreda
cooperative promotion offices/desks to undertake the following specific activities.
Summary Table 5.5.4.3.B (iv a): Main activities, out puts and Institutions Responsible
Sub-component 4.3: Support Agribusiness Development
Sub-sub component 4.3.2: Technical Support to Strengthen Competitive Agribusiness Actor IV. Support Domestic Trade Fairs and Participation in International Trade show and
Promotional Campaign
a) Support to Domestic trade show and exhibition
Responsible Organization/Department
Lead Organization: MoT, MoA, FCA ,USAID
Main partners: RBoT, RBoA, RCA
Supporting implementing bodies: ATA
Main Activities:
organize domestic trade show and exhibition
Specific Activities:
• Identify and select appropriate place/venue where the cooperatives , private agric- business actors and the buyers can easily come together, communicate and create linkage
Select cooperatives with reliable and higher volume of tradable agricultural produce but whose
produce is not well promoted by buyers
Coordinate and facilitate trade show and exhibition
Promote the produces with appropriate promotional methods
Monitor the effectiveness of the domestic trade show and exhibition
Outputs
• 35 Domestic trade fair and exhibition conducted
Monitoring, Reporting and Evaluation Arrangements.
Progress reports
review meetings
Gant Chart 5.5.4.3.B (iv a) Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
IV. Support Domestic and Participation in
International Trade Fairs
a. Support to Domestic trade fair
Identify and select appropriate place/venue where
the cooperatives and the buyers can easily come
together, communicate and create linkage
Select cooperatives with reliable and higher volume
of tradable agricultural produce but whose produce
is not well promoted by buyers
Coordinate and facilitate trade show and exhibition
Promote the produces with appropriate promotional
methods
176
Monitor the effectiveness of the domestic trade
show and exhibition
b. Support to International trade show and exhibition.
Some agricultural cooperatives that can involve in export markets lack exposure and experiences to
penetrate international markets. To address this issue, the program will support the participation of
agricultural cooperatives unions in two international trade shows and exhibitions to be organized each
year. This will provide the opportunity to agricultural cooperatives to promote their produces, get
feedbacks and create market linkages. To this effect, Federal Cooperative Agency in collaboration
with Ministry of Trade and Ministry Foreign Affairs will handle the international trade shows and
exhibitions intervention. The following specific activities will be implemented to accomplish this
intervention.
Identify and select outlet market where the cooperatives and the international buyers or importers
can easily come together, communicate and create linkage
– Develop selection criteria for participating cooperative union and primary agricultural
cooperatives
– Select cooperatives based on the criteria developed
– Coordinate and facilitate participation on the international trade show and exhibition
– Promote the exportable crops with appropriate promotional methods
– Monitor the effectiveness of the international trade show and exhibition
The lead implementer is Federal Cooperative Agency with regional, zonal and Woreda cooperative
promotion organs in collaboration with Ministry of Trade and Ministry of Foreign Affairs.
Table: 5.5.4.3.B (iv b): Main activities, out puts and Institutions Responsible
Sub-component 4.3: Support Agribusiness Development
Sub-sub component 4.3.2: Technical Support to Strengthen Competitive Agribusiness Actors
IV. Support Domestic Trade Fairs and Participation in International Trade Fairs and Promotional
Campaigns b) Support to International trade show and exhibition
Responsible Organization/Department:
Lead Organization; MoT, FCA
Main partners: RBoT, RCP
Supporting implementing organizations: ATA, MoFA
Main Activities:
Identify and select outlet market where the cooperatives and the international buyers or importers
can easily come together, communicate and create linkage
Select cooperatives with reliable and higher volume and quality of exportable agricultural produce
but whose produce is not well promoted by international buyers well
Coordinate and facilitate domestic trade show and exhibition
Promote the exportable crops with appropriate promotional methods
Monitor the effectiveness of the international trade show and exhibition
Outputs
10 International trade fair and exhibition facilitated/organized for participating agricultural
cooperatives
177
Monitoring, Reporting and Evaluation Arrangements.
Progress reports
review meetings
Gant Chart: 5.5.4.3.B (iv b) Main activities and Implementation Schedule
Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
b. Support to International trade fair and
exhibition
Identify and select outlet market where the
cooperatives and the international buyers or
importers can easily come together, communicate
and create linkage
Select cooperatives with reliable and higher
volume and quality of exportable agricultural
produce.
Coordinate and facilitate the trade show and
exhibition
Promote the exportable crops with appropriate
promotional methods
Monitor the effectiveness of the international trade
show and exhibition
5.5.4.4 Sub Component 4.4: Support Market Infrastructure Development and Management
(US$52.3 M)
The objective of the sub component is to improve market access through development of market
infrastructure and management. The major activities conducted under the sub component will be
Constructing and Modernizing Management of Market Centers, Construction of Warehouses
Infrastructure, Development of small bridges and development of Market Information Systems (MIS).
A. Constructing and Modernizing Management of Market Centers
Interventions under this activity include construction of market centers, market shades, collection and
processing centers for animal products as well as provision of technical support to promote effective
use and management of market centers. For the management of the various markets, management
committees will be established through involving the community and the nearby administration as per
the guideline/ for the establishment of Market Center Management Committee (MCMC). For the
utilization of the market shades and collection centers for animal products priority will be given to
women and youth groups organized based on the guideline for CIGs establishment to give the
opportunity of engaging them in the processing of the animal products (milk and Honey) for value
addition and increased income. Business oriented skill training to members will be provided on
processing, packaging, and management of packed products.
178
Though details will be shown on the market development manual the selection criteria for the targeted
market places include, among others: (a) high potential to enhance productivity and value addition;
(b) provide at least one weekly market day; (c) availability of land for construction of market
infrastructure and willingness of the community to undertake construction; (d) adequate supply of
marketable agricultural products ( cereals, vegetables and fruits); and (e) willingness of the
municipality (if any) to contribute in terms of cash, labour and/or local materials. For the
establishment of the various market centers the following specific activities shown on the table below
will be conducted:-
The lead implementer of these interventions will be MoT and main partners are various pertinent
directorates of the MoA, RBoT, RCP, and RBoA. The regional and zonal construction design, control
authorities for the overall management of the construction. The construction works will be carried out
by outsourcing to public enterprises or private contractors.
Summary Table 5.5.4.4.A: Main activities, out puts and Institutions Responsible
Sub-component 4.4: Support Market Infrastructure Development and Management
Sub-sub component: 4.4.1 Support Constructing and Modernizing Management of Market Centers
Responsible Organization/Department:
Lead organization: MoT,
Main partners: Regional, Zonal &Woreda Trade offices
Supporting implementing organizations: Municipality, Regional & zonal design and control offices
Main Activities:
Mobilizing community and conduct awareness creation
Reach consensus on market center construction arrangement with the community (cost sharing)
Selection of market place based on the selection criteria
Establishment of Market Center Management Committee
Training of MCMC on market infrastructure management and marketing
Prepare the design & specification/bill of quantity
Specific Site selection for construction along with MCMC
Notify the bid and award contract
Handover the site to the contractor and undertake the construction
Supervise the construction and make payments
Carry out the 1st and final handover of the constructed market center/ shade/collection center
Official transfer/handover of the constructed market center/ shade/collection Center to the MCMC and
community
Outputs
Awareness creation and mobilization of community conducted
Consensus on market center construction arrangement (cost sharing) reached with the community (cost
sharing)
Market place selected based on the selection criteria
Market Center Management Committee established
179
Training of Market Center Management Committee on market infrastructure management and marketing
Conducted
Design & specification/bill of quantity prepared
Specific Site selection for construction along with MCMC conducted
Announcement for bid, selection of contractor and awarding of contract conducted
The site for construction handed over to the contractor and construction started
Construction supervision conducted and payments made
1st and final handover of the constructed market center/ shade/collection center conducted
Official transfer/handover of the constructed market center/ shade/collection center to the MCMC and
community conducted
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Bi-annual review meetings
Gant Chart: 5.5. 4.4. A: Main activities & Implementation Schedule Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Support Constructing and Modernizing Management of
Market Centers
Mobilizing community and conduct awareness creation
Reach consensus on market center construction
arrangement with the community (cost sharing)
Selection of market place based on the selection criteria
Establishment of Market Center Management Committee
Training of Market Center Management Committee on
market infrastructure management and marketing
Prepare the design & specification/bill of quantity
Specific Site selection for construction along with MCMC
Notify the bid , select contractor and award contract
Handover the site to the contractor and undertake the
construction
Supervise the construction and make payments
Carry out the 1st and final handover of the constructed
market center/ shade/collection center
Official transfer/handover of the constructed market
center/ shade/collection center to the MCMC and
community conducted
180
B. Support Construction of Warehouses Infrastructure
The construction of the warehouses will be implemented in the first two years the program. The
specific activities for the warehouses construction are listed on the table below. The FCA will be the
lead institution to implement these activities in collaboration with MOA & MOUC concerned
directorates, RCP and RBoA, regional and zonal design and construction and control authorities for
the overall management of the construction. The construction works will be carried out by outsourcing
to public enterprises or private contractors.
Summary Table 5.4.4.4.B: Main activities, out puts and Institutions Responsible
Sub-component 4.4: Support Market Infrastructure Development and Management
Sub-sub component: 4.4.2 Support Construction of Warehouses Infrastructure
Responsible Organization/Department:
Lead organization : FCA
Main partners: MoA, Regional and zonal MOUC, Regional, Zonal and Woreda Cooperative
Promotion offices
Supporting implementing organizations: ATA
Main Activities:
Prepare the design & specification/bill of quantity
Prepare selection criteria for site/cooperative
Select the site/cooperatives
Reach consensus on warehouses construction arrangement(cost sharing)
Notify the bid and award contract
Handover the site to the contractor and undertake the construction
Supervise the construction and make payments
Undertake the 1st handover of the constructed warehouses between contractor and FCA
Conduct the final handover of the constructed warehouses between contractor and FCA
Transfer/handover officially the constructed warehouses to the primary cooperative and /or
cooperative union.
Training provided to the cooperatives on warehouse handling and management
Outputs
Design & specification/bill of quantity prepared
Site selection criteria prepared and site selected
consensus reached with cooperative on warehouses construction arrangement(cost sharing)
Bid announcement, selection of contractor and awarding of contract conducted
The site for construction handed over to the contractor and construction started
Supervise the construction supervision conducted and payments made
The 1st and final handover of the constructed warehouse undertaken between contractor and FCA
The constructed warehouses officially transferred/handed over to primary cooperatives and
cooperative unions conducted.
Training provided to the cooperatives on warehouse handling and management
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
181
Bi-annual review meetings
Gant Chart: 5.5.4.4.B:Main activities & Implementation Schedule Activity
Implementation schedule
Year 1 year 2 Y
3
Y 4 Y 5
1 2 3 4 1 2 3 4
Support Construction of Warehouses Infrastructure
prepare the design & specification/bill of quantity
Prepare selection criteria for site/cooperative
Select the site/cooperatives
Reach consensus on warehouses construction
arrangement(cost sharing)
Notify the bid and award contract
Handover the site to the contractor and undertake
the construction
Supervise the construction and make payments
Carry out the 1st handover of the constructed
warehouses between contractor and FCA
Conduct the final handover of the constructed
warehouses between contractor and FCA
Official transfer/handover of the constructed
warehouses to the primary cooperative and /or
cooperative union.
Provided Training to the cooperatives on
warehouse handling and management
C. Development of Small Bridges
Under the AGP 2 support to construction of two standard widths of small bridge is proposed:
1.2 m for pedestrians, bicycles, livestock, pack animals, wheelbarrows, handcarts, and
motorcycles for suspension bridges, and
2.5m to include occasional light motorized vehicles for RCC Bridge.
The MoA will be the lead institution to implement these activities in collaboration with RBoA and
WoA and the construction works will be carried out by outsourcing to public enterprises or private
contractors.
Summary Table: 5.5.4.4.C: Main activities, out puts and Institutions Responsible
Sub-component 4.4: Support Market Infrastructure Development and Management
Sub-sub component: 4.4.3 Development of small bridges
Responsible Organization/Department:
Lead organization: MoA/FPCU
Main partners: Regional, Zonal &Woreda Agricultural Offices
Supporting implementing organizations:
182
Main Activities:
Mobilizing community and conduct awareness creation
Selection of areas for small bridge construction
Reach consensus on Small Bridges construction arrangement with the community (cost sharing)
Establishment of Small Bridge Management Committee (SBMC)
Training of Management Committee on bridge infrastructure management and maintenance
Prepare the design & specification/bill of quantity
Notify the bid and award contract
Handover the site to the contractor and undertake construction
Supervise the construction and make payments
undertake the 1st and final handover of the constructed bridge
Official transfer/handover of the constructed small bridge to the community
Outputs
Awareness creation and mobilization of community conducted
small bridge construction area Selected
Consensus on small bridge construction arrangement (cost sharing) reached with the community (cost
sharing)
Small Bridge Management Committee (SBMC) established
Training of Management Committee on bridge infrastructure management and maintenance
Conducted
Design & specification/bill of quantity prepared
Announcement for bid, selection of contractor and awarding of contract conducted
The site for construction handed over to the contractor and construction started
Construction supervision conducted and payments made
1st and final handover of the constructed bridge conducted
Official transfer/handover of the constructed small bridge to the SBMC and community conducted
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Bi-annual review meetings
Gant Chart: 5.5.4.4.C: Main activities & Implementation Schedule Activity
Implementation schedule
Year 1 Y 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Development of small bridges
Mobilizing community and conduct awareness
creation
Selection of areas for small bridge construction
Reach consensus on Small Bridges construction
arrangement with the community (cost sharing)
183
Establishment of Small Bridge Management
Committee (SBMC)
Training of Management Committee on bridge
infrastructure management and maintenance
Prepare the design & specification/bill of quantity
Notify the bid and award contract
Handover the site to the contractor and undertake
construction
Supervise the construction and make payments
undertake the 1st and final handover of the
constructed bridge
Official transfer/handover of the constructed small
bridge to the community
D. Support the development of Market Information Systems
The market information system will be established to serve the VC activities for all types of crop and
livestock commodities selected in the previous four regions. The program will support the specific
activities listed on the table below.
Summary Table: 5.5.4.4.D: Main activities, out puts and Institutions Responsible
Sub-component 4.4: Support Market Infrastructure Development and Management
Sub-sub component: 4.4.4 :Support the development of Market Information Systems
Responsible Organization/Department:
Lead organization: MoT/FCA
Main partners: Regional, Zonal &Woreda, Trade Bureaus /Offices /Desks , RCP office
Supporting implementing organizations: ATA
Main Activities:
Support diagnostic study of existing market information status, ownership, efficiency and gaps. This
would also include review of capacities and gaps of institutions that are engaged in collection and
dissemination of market information,
Establishing national and local market information systems which includes price forecasting, market
actor information etc,
Providing technical support to design, test and implement market information system that will serve
all market actors particularly SHF.
Promoting awareness on benefits and application of market information system including prices and
trends, market outlets, demand situation, buyers preferences and timing
Strengthen existing regional market information centers
Capacity development for implementing agencies Outputs
Diagnostic study of existing market information status, ownership, efficiency and gaps
conducted
National and local market information systems which includes price forecasting, market actor
information Established
184
Technical support to design, test and implement market information system Provided
Awareness on benefits and application of market information system including prices and trends,
market outlets, demand situation, buyers preferences and timing Promoted
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Field verification by project personnel
Bi-annual review meetings
Gant Chart: 5.5.4.4.D: Main activities & Implementation Schedule Activity
Implementation schedule
Year 1 year 2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Support the development of Market Information
Systems
Supporting diagnostic study of existing market
information status
Establishing national and local market information
systems which includes price forecasting
Providing technical support to design
Promoting awareness on benefits and application of
market information system including prices and trends
Strengthen existing regional market information
centers
Capacity development for implementing agencies
5.5.5 COMPONENT 5 : PROGRAM MANAGEMENT ,M & E AND LEARNING
(US$62.8M)
5.5.5.1 Sub Component 5.1 Program Management and Institutional Arrangements
(US$37.4 Million)
This sub component will deal with the overall program management and coordination through a
decentralized management system and ensuring integrated and coordinated implementation among all
program components and between different stakeholders at the federal, regional, Woreda and
Community levels. The purpose of this component is to properly manage resources and implement the
activities in accordance with the program objectives and procedures.
Key activities includes
overall program planning, over sighting
ensure quality control systems by forming program steering committees at all level
provision of technical assistance, training, office equipment and vehicles
strengthening procurement and financial management capacity at all levels
Coordination of AGP 2 activities will be undertaken through a high level Steering Committee,
Technical Committee and Program Coordination Units that are established/strengthened at, the
185
federal, regional and Woreda levels which has been discussed under Institutional Arrangement topic
above under Article number 3.
Summary Table: 5.5.5.1: Main activities, out puts and Institutions Responsible
Sub-component : 5.1Program coordination /management
Responsible Organization/Department:
Lead Organization:- FPCU,
Main partners :- FSC, Federal Implementing Institutions, Federal TC, RPCU, RTC, W Focal person
, WTC
Supporting implementing organizations: S.N. Major Activities Out put
a Strengthen/establish SC and TC
1 Steering committee meeting
Federal level 10 Federal SC meeting conducted
Region level 80 regional SC meeting conducted
Woreda level 9420 Woreda SC meeting conducted
2 Technical committee meeting
Federal level TC/once in month 60Federal TC meeting conducted
Regional level TC/once in month 480 regional TC meeting conducted
Zonal level TC/once in month 700 Zonal TC meeting conducted
Woreda level TC/twice a month 1800 Woreda TC meeting conducted
b. Planning
Prepare five year program plan through CLPP 1 Five year program plan prepared
Prepare Annual physical and budget plan through
community consultation
5 annual program plan prepared
Major Activities Out put
Prepare annual procurement plan 5 annual procurement plan prepared
c Program sanitization and awareness creation
workshop
Federal 1 federal sanitization workshop conducted
Region 8 regional sanitization workshop conducted
Woreda 157 Woredas
d. Implementation follow up (mobile team)
Federal Mobil team 20 federal supervision conducted
Regional Mobil team 160 regional supervision conducted
Zonal Mobil team
Woreda Mobil team 628 Woreda supervision conducted
e Provision of physical inputs
Vehicles station wagon 10 station wagon vehicles procured
Vehicles double cabin 82 double cabin vehicles procured
186
Sub-component : 5.1Program coordination /management
Responsible Organization/Department:
Lead Organization:- FPCU,
Main partners :- FSC, Federal Implementing Institutions, Federal TC, RPCU, RTC, W Focal person
, WTC
Supporting implementing organizations: S.N. Major Activities Out put
Office furniture (computer, LCD, Photocopy,…..) 77 Program office equipped
f. Staff salary ,PF and Other benefits
Salary and other benefits paid for staffs Staffs paid their monthly pay
g Capacity development and HRD and management
Training on program financial management and
procurement guideline(FPCU,RPCU and Woreda)
1705 staffs trained on FM and Procurement
Training on new finance soft ware 500 staffs trained financial soft war
Training on RBME and program MIS 1023 staffs trained on M and E
Training on ESMF / safeguard (FPCU Woreda) 10476 staffs trained on ESMF
Training on ESMF/Safeguard for kebele 10,000 staffs trained on ESMF
Training Communication and facilitation skill 1426 staffs trained on communication
Experience sharing program/study tour / 12 PC and 28 M &E officers participated
h Update program implementation manuals (CLPP,
Finance, Procurement, M and E, safeguard )
program implementation manuals
updated
i CLPP (refresher and awareness) creation training
Federal 148 federal staffs trained on CLPP
Regional 996 regional staffs trained on CLPP
Woreda
30,000 staffs trained on CLPP
Gant Chart 5.5.5.1. Main activities and Implementation Schedule
Major Activities
Time frame for implementation
Year –one Year-two Year-
three
Year-four Year-five 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
5
.
1
Program coordination
/management
a Strengthen/establish SC and
TC
1
Steering committee meeting
Federal level x x x x x X x x x x
187
Major Activities
Time frame for implementation
Year –one Year-two Year-
three
Year-four Year-five 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Region level . x x x x x X x x x x
Woreda level x x x x x x x x x x x X x x x x x x x x
2
Technical committee meeting
Federal level TC/once in month x x x x x x x x x x x X x x x x x x x x
Regional level TC/once in
month
x x x x x x x x x x x X x x x x x x x x
Zonal level TC/once in month x x x x x x x x x x x X x x x x x x x x
Woreda level TC/twice a month x x x x x x x x x x x X x x x x x x x x
b
.
Planning
Prepare five year program plan
through CLPP
x
Prepare Annual physical and
budget plan through community
consultation
x x x X X
Prepare annual procurement
plan
x x x X x
c Program sanitization and
awareness creation workshop
Federal x x
Region x x
Woreda x x
d
.
Implementation follow up
(mobile team)
Federal Mobil team x x x x x x x x x x x X x x x x x x x x
Regional Mobil team x x x x x x x x x x x X x x x x x x x x
Zonal Mobil team x x x x x x x x x x x X x x x x x x x x
Woreda Mobil team x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
X
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
e Provision of physical inputs
Vehicles station wagon x x x x
Vehicles double cabin x x x x
Office furniture (computer,
LCD,Photocopy,…..)
x x x x
f
.
Staff salary ,PF and Other
benefits
188
Major Activities
Time frame for implementation
Year –one Year-two Year-
three
Year-four Year-five 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Salary and other benefits paid
for staffs
x x x x x x x x x x x X x x x x x x x x
g Capacity development and
HRD and management
Training on program financial
management and procurement
guideline(FPCU,RPCU and
Woreda)
X X X
Training on new finance soft war x x
Training on RBME and program
MIS
X X X
Training on ESMF / safeguard
(FPCUWoreda)
X Training on ESMF/Safegured
(keble level
x Training Communication and
facilitation skill
X X
Experience sharing
program/study tour
x x x x x
h Update program
implementation manuals
X
i CLPP (refresher and
awareness) creation training
Federal x x
Regional x x
Woreda x x
5.5.5.2 Sub Component 5.2 Monitoring and Evaluation (US$11.4Million)
The main objective of the Monitoring Evaluation and Learning System of AGP is to Support
information gathering and analysis for the program management and other stakeholders on the quality
of program implementation to facilitate appropriate and timely program decisions, institutionalize a
learning mechanism and set up social accountability mechanism, assess the outcomes and impact of
the program toward its objectives. Detail description of this sub component is given under article 5.5
and the main activities to be performed during the program period are as shown on the table below.
The lead implementing institutions are the FPCU in collaboration with the various implementing
institution.
Summary Table: 5.5.5.2: Main activities, out puts and Institutions Responsible
Sub-component :- 5.2 Monitoring and Evaluation
189
Lead Organization:- FPCU, Federal IA
Main partners:- FTC,RPCU, RTC, Woreda focal person, WTC, KDC,DAs
Supporting implementing organizations:- FSC,RSC,WSC
Budget Allocated: US$
s.n Major Activities Out put
a Monitoring input output and out comes (monitoring
mission )
Federal level 3320 Program implementation monitoring report
collected (20 federal,160 regional and 3140
Woreda)
Region level
Woreda level
Monitoring ,auditing ESMF 4020 ESMF monitoring report collected
Conduct ESPR federal 5 federal level ESPR collected
Conduct ESPR regional 40 regional level ESPR collected
Program indicator progress monitoring 10 report collected on program indicators
Financial audit
Federal level Internal audit (annual) 5 federal level internal audit report collected
Federal external audit (annual) 5 federal level external audit report collected
Regional level internal (annual) 40 regional level internal audit report collected
Technical support on program MIS and data quality 20 technical support report collected
b Evaluation of outcome and impact
Conduct Program baseline survey 1 program base line report collected (external)
Conduct program Midterm evaluation 1 program midterm report collected (external
Conduct program terminal evaluation 1 program terminal report collected(external)
Conduct evaluation on selected thematic areas
(gender/environment / infrastructure)
11 assessment report collected on program
thematic areas (internal assessment)
Prepare Program Implementation Compilation
Report (PICR)
2 program implementation compilation report
collected (internal )
c Participatory M& E ,social accountability and
internal learning
Training on internal learning ,knowledge
management and dissemination
2046 staffs trained on internal learning
Training on basic M&E tools and
methodologies(abroad)
16 (4 coordinators and 12 M&E ) participated on
M and E training
Organize community learning forum 40,490 report collected on community forum
Conduct success history on program activities to
enhance internal learning (FTC,CIG’s …)
60 success history report produced on selected
areas
190
Gant Chart: 5.5.5.2: Main activities and Implementation Schedule
Major Activities
Time frame for implementation
Year –one Year-two Year-three Year-four Year-five
5.2. Monitoring and Evaluation
a Monitoring input output and out
comes(monitoring mission)
Federal level x x x x x x x x x x x x X x x X x x x x
Region level x x x x x x x x x x x x X x x X x x x x
Woreda level x x x x x x x x x x x x X x x X x x x x
Monitoring ,auditing ESMF X X X X X X X X X X
Conduct ESPR federal X X X X X
Conduct ESPR regional X X X X X
Program indicator progress monitoring x x x x x x x X x x
Financial audit
Federal level Internal audit (annual) X X X X
Federal external audit (annual) X X X X
Regional level internal (annual) X X X X
Technical support on program MIS and data
quality
x x x X x
b Evaluation of outcome and impact
Conduct Program baseline survey x
Conduct program Midterm evaluation x
Conduct program terminal evaluation x
Conduct evaluation on selected thematic areas
(gender/environment / infrastructure)
x x x X x
Prepare Program Implementation Compilation
Report (PICR)
x x
191
Major Activities
Time frame for implementation
Year –one Year-two Year-three Year-four Year-five
c Participatory M& E ,social accountability
and internal learning
Training on internal learning, knowledge
management and dissemination
X X X X
Training on basic M&E tools and
methodologies(abroad)for M & E team
X X
Organize community learning forum (1/keble
annually)
x x x x x
Conduct success history on program activities to
enhance internal learning (FTC,CIG’s …)
x x x x x x x X x x
192
5.5.5.3 Sub Component 5.3 Capacity Development (US$14.0million)
Mainstreaming of gender, nutrition and climate smart practices within agriculture is a critical aspect
in recognition of their substantial contribution to agriculture development. In addition to the various
specific Capacity development activities of cross cutting issues being mainstreamed in all AGP 2
components, this intervention will support implementation of the following activities.
Awareness creation forum and training on gender, nutrition and climate smart agriculture
at all levels to officials of program implementing agencies as well as to decision makers at
federal, regional and Woreda level will be conducted.
Development of printed material: leaflets, posters and documentary films on gender,
nutrition and climate smart agriculture will be developed and distributed.
Human Resource Development: to upgrade the skill of experts at all level ToT training on
gender analysis, gender and youth responsive planning, nutrition, climate smart agriculture,
etc will be given by federal relevant directorates’ experts and cascaded to regional, zonal,
woreda and kebele level.
Training and mainstreaming tools: training tools will be reviewed, revised and developed to
ensure the standards of training on cross cutting issues are adhered to. In addition existing
mainstreaming guidelines (for example the gender mainstreaming) will be revised based on
the findings of the gender analysis (AGPI) to include additional components and issues
included in the project areas.
Mobile support team- will be established to make sure there is constant follow up and support
to established groups of women, focused on monitoring and supporting nutrition related issues.
It will also provide support to TC members, IA in actual implementation if need be.
Revitalize GE taskforce-The gender equality taskforce will be revitalized with proper ToR
and composition which includes the gender expert of all IAs as well as parallel projects to
provide strategic support to the technical committee as well as the PCU
Consultative Meeting: Consultative meeting will be organized and conducted at federal,
regional, zonal and Woreda levels. The respective IAs; i.e., MoA-Women Affairs Directorate (WAD),
Natural Resource Management and Extension Directorate at federal level and their counterpart
institutions at regional, zonal and Woreda level will handle implementation of this activity.
Capacity Development Support Facility (CDSF), which will provide technical support to all
human capacity development, throughout the project in order to (i) improve the quality of capacity
development interventions; and (ii) strengthen the institutional capacity of Implementation Agencies
(IAs). Note that this sub-component would be financed through a parallel financing provided by
Department of Foreign Affairs, Trade and Development of Canada (DFATD)
193
Summary Table 5.5.5.3 Main activities and Outputs
Sub-sub component. Capacity Development
Capacity Development on Cross Cutting Issues
Responsible Organization/Department:
Lead Organization: MOA pertinent Directorate, FCA, WAD
Main partners :- Regional BoA, Zonal and Woreda Office of Agriculture, RCP, RIA, MoH,
RBoH, CASCAPE
Supporting implementing bodies: ATA,
Main Activities:
Awareness creation forum and training on gender, nutrition and climate smart agriculture will
be provided to officials of program implementing agencies as well as to decision makers at all
level.
Development of printed material like leaflets, posters and documentary films on gender,
nutrition and climate smart agriculture
upgrading the skill of experts through ToT training on gender, nutrition and climate smart
agriculture by federal relevant directorate experts will be given to regional experts , and
cascaded to zonal, Woreda and Kebele level
Consultative meeting to assess how cross cutting issues addressed in AGP 2 major and sub
component activities will be organized and conducted at federal, regional, zonal and Woreda
levels.
Training and mainstreaming tools: training tools will be reviewed, revised and developed
to ensure the standards of training on cross cutting issues,
Existing gender mainstreaming guidelines will be revised based on the findings of the gender
analysis (AGPI),
Mobile support team- will be established to make sure there is constant follow up and support
to established groups of women, focused on monitoring and supporting nutrition related issues.
It will also provide support to TC members, IA in actual implementation if need be.
Revitalize GE taskforce-The gender equality taskforce will be revitalized with proper ToR
and composition which includes the gender expert of all IAs as well as parallel projects to
provide strategic support.
Outputs
Awareness creation forum and training on gender, nutrition and climate smart agriculture
provided to officials of program implementing agencies as well as to decision makers at all
level.
Printed material like leaflets, posters and documentary films on gender, nutrition and climate
smart agriculture developed and distributed
ToT training on gender, nutrition and climate smart agriculture provided by federal relevant
directorate experts to regional experts , and cascaded to zonal, Woreda and Kebele level
194
Consultative meeting to assess how cross cutting issues addressed in AGP 2 major and sub
component activities organized and conducted at federal, regional, zonal and Woreda levels
Gender mainstreaming tools reviewed, revised and developed,
Mobile support team established to make sure there is constant follow up and support to
established groups of women, focused on monitoring and supporting nutrition related issues.
GE taskforce revitalized with proper ToR and composition which includes the gender expert
of all IAs as well as parallel projects,
Monitoring, Reporting and Evaluation Arrangements.
Monthly, quarterly and yearly progress reports.
Supportive field supervision reports
Gant Chart: 5.5.5.3:Main activities & Implementation Schedule
Activity
Implementation schedule
Year 1 Y2 Y 3 Y 4 Y 5
1 2 3 4 1 2 3 4
Capacity Development on Cross Cutting Issues
Awareness creation forum and training on
gender, nutrition and climate smart agriculture
will be provided to officials of program
implementing agencies at all level.
Development of printed material like leaflets,
posters and documentary films on gender,
nutrition and climate smart agriculture
Upgrade the skill of experts at all level through
ToT training on gender, nutrition and climate
smart agriculture.
Consultative meeting organized at all levels to
assess how cross cutting issues addressed in AGP
2 major and sub component activities.
Gender mainstreaming tools reviewed,
revised and developed,
Mobile support team established to make sure
there is constant follow up and support to
established groups of women, focused on
monitoring and supporting nutrition related
issues
GE equality taskforce revitalized with proper
ToR and composition which includes the gender
expert of all IAs as well as parallel projects,
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5.6 MONITORING EVALUATION AND LEARNING
A strong M&E system is critical for effective management of the Agricultural Growth program 2. The
AGP 2 M&E system will build on the existing AGPI system and will have the following
characteristics:
It generates continuously information on progress, some processes, and performance through
the project cycle from design to end of project;
The continuous flow of information generated by the M&E system is useful for project
management at all levels of the project (national, region, woreda, kebele) and external partners;
It validates, analyzes and aggregates data generated at various levels to track progress, assess
if specific targets are met and monitor process quality, outputs, outcomes, program impacts,
and sustainability:
It identifies implementation gaps and challenges for proactive corrective actions as well as
documents and incorporates lessons learned into program implementation.
It includes effective channels of communication from the field to the national level and back
to: (i) inform management decisions and ensure that corrective action are taken if necessary;
(ii) disseminates key lessons from evaluations to project implementers, beneficiaries and
external partners; and (iii) provides access to and displays project key information at all levels
to enhance transparency and accountability.
It supports continuous M&E capacity building of implementers and PCU staff.
It pays particular attention to gender, nutrition and CSA.
A system that establishes an effective M&E system and creates a learning environment is an important
element of the AGP design. The AGP’s M&E activities will: (a) generate information on progress,
processes, and performance; (b) analyze and aggregate data generated at various levels (regions,
woredas, kebeles, and sub-kebeles) to track progress and monitor process quality, program impacts,
and sustainability; and (c) document and disseminate key lessons to users and stakeholders. The
system will ensure that: (a) clear responsibilities and procedures for M&E are established; (b) M&E
capacity building is emphasized from the start and throughout implementation; (c) the M&E system
functions in a timely manner; and (d) data are collected and used starting from a baseline and all
through the implementation processes. The main objective of the Monitoring Evaluation and Learning
System of AGP is to Support information gathering and analysis for the program management and
other stakeholders on the quality of program implementation to facilitate appropriate and timely
program decisions. Institutionalize a learning mechanism and set up social accountability mechanism.
Assess the outcomes and impact of the program toward its objectives.
Key Activities include
196
- Monitoring of input, output, selected outcome and process
- Results Framework indicators baseline data collection and target setting
- Safeguards monitoring
- Implementation Progress Reporting
- Gender
- Preparing Program implementation compilation report to the World Bank (including
Results Framework)
- Evaluation of outcomes and impact
- Gender impact evaluation
Internal learning/knowledge sharing and participatory M&E
The activities are implemented are shown under Component 5.5.5 Sub Component 5.5.5.2
5.6.1 Inputs, Outputs and outcomes Progress Monitoring
A. Regular Monitoring of Program Implementation
Monitoring program implementation performance, including tracking of inputs and outputs, process
and outcome will rely on the M&E system for AGP-I with some refinements. The central objective of
monitoring of inputs/activities and outputs is to ensure that they are delivered in a timely fashion and
that the processes through which the stated objectives are to be realized are in place.
To do this the program will focus on keeping the M &E system simple and interactive allowing regular
reporting and learning by stakeholders at all levels. As part of this program, result chain (theory of
change) will be developed (See M&E Guideline). The result chains help to create clear causal linkages
(between inputs, activities, outputs and outcomes) to simplify program monitoring and planning.
Essentially field supervision and communication through report writing is the methodology to be
employed to monitor program implementation.
Program input-output monitoring will focus to the regular assessment and checking of achieved
outputs vs planned activities prior to reporting to the next level using reporting template (includes
progress in physical activity and financial expenditure). The indicators to be tracked in the input-output
monitoring are more of quantitative. Examples of outputs to be assessed are number of ADPLC’s
established/supported, number of FTC equipped /rehabilitated, SMS ,DA and farmers trained, number
of IWUAS established/strengthened, SSI developed , CIG’s established/strengthened..etc. Monitoring
will also include assessment of AGP 2 implementation processes: technical application audit of the
CLPP, physical audit of small scale investments, approach of trainings provided, study of profitability
and rates of return on investments by CIGs, environmental and social safeguard management, etc
Monitoring of program outcomes will focus on the analysis of implementation progress against stated
annual work plans and budgets and, qualitative information (case studies on thematic areas) will be
collected to track progress towards program intermediate outcome indicators. Especially to monitor
progress toward achieving program intermediate outcome indicators (for list of indicators refer ME
197
guideline) case studies will be conducted on selected thematic areas on annual base. This will conduct
by team of expertise represented from FPCU/RPCU based on the subject selected for study and
mobilized by FPCUM & E specialist. Program implementation monitoring will be conducted at all
level (federal, region, Zone, Woreda and Kebele) by implementing agencies and implementation
progress report will be produced. Though it is conducted, at all level PCUs will take responsibility of
monitoring program implementation and checking progress towards stated objective. Workshop will
be organized on bi-annual base at federal level and regional level to share lesson (obtained on
reporting, field supervision, and studies) and give direction to improve performance. Mobilization of
issues for the workshop will generated focusing on program implementation progress and progress
towards reaching anticipated result. Facilitation is the responsibility of program coordination units.
Joint Review and Implementation Support mission (JRIS) is conducted basically to provide support
to the implementation process. It is partly a kind of progress review mission and considered as part
of the AGP-2 M&E system. JRIS is jointly organized and led by the development partners financing
AGP-2 and the MoA. It will be conducted four times (once in quarter) in a year and the objective will
be to assess what extent the implementation of AGP-2 is being carried out in accordance with AGP-
2 agreements and recommend actions that enhance effectiveness. Implementation mission in the first
quarter and third quarter will come back with technical support and write technical comment to
coordination unit, while the bi-annual and annual JRIS team will expect to write report (aid-memoir)
on progress of program implementation on selected and critical issues to the bank and steering
committee.
Result framework :- The Results Framework will be used to monitor progress towards achieving the
PDO (Annex X). The current targets of the RF indicators are not final, they will be updated once a full
fledge baseline is conducted (for the indicators requiring a baseline) the 1st year of the program. The
indicators of the results framework under the PCU responsibility will be reported regularly and
frequency of reporting on the indicators will be defined in the M&E manual. The indicators to track
progress towards PDO won’t be limited to the RF as additional indicators will be developed in the
M&E manual and other evaluations (quantitative, qualitative, and quality of implementation and
processes) will be conducted (see M&E manual for details). In addition, gender, nutrition and CSA
results will be tracked through a consistent disaggregation across relevant indicators and specific
evaluations.
Safeguards monitoring :- The quality implementation of safeguards has been an issue under AGP1. Therefore,
AGP2 will carry out safeguard monitoring throughout the implementation to ensure that the program brings
intended benefits. It will ensure that potential adverse environmental and social impacts are avoided or
minimized. Safeguard monitoring will include environmental and social performance reviews on a regular basis
to assess compliance with safeguard instruments, determine lessons learnt and provide guidance for improving
future performance. Reporting formats will also include indicators on safeguards.
B. Institutional Roles and responsibilities for M &E
198
Program implementation monitoring and evaluation will take place at all levels (federal; regional;
Woreda; Kebele; and sub-Kebele) by program implementing sectors. The M&E system will allow the
review of the implementation of activities to be reviewed against annual work plans and budgets, and
ensure that corrective measures are quickly implemented.
Federal level
The overall M&E activities will be coordinated at the federal level by a Monitoring and Evaluation
specialist of FPCU in collaboration with M&E officers based at the regional project offices. The
coordination of all M&E activities of the program comprises overseeing data collection, analysis, and
reporting on the implementation and progress of each component and subcomponent of the project.
Monitor program implementation progress through mobilizing program implementation mobile team
at least twice in a year. The mobile team is a team of expertise from different discipline that will give
technical support to check quality and quantity of reported outputs and selected outcomes. The federal
M and E specialist support regions, zones and Woredas M&E staff with regard to M&E requirements,
capacity development and IT equipment’s.
The federal M & E specialists will also conduct planned field assessment in selected program regions,
Woreda and Keble to cross check data on outputs reported. Conduct annual based case studies on
selected thematic areas as important to have qualitative information on intermediate outcome
indicators. Manage and coordinate project evaluations and impact evaluations carried out. The AGP-
CU will submit quarterly report for review by the Steering Committee and World Bank. In addition,
the content of the quarterly M&E reports will be summarized in annual reports whose release will be
timed to coincide with the completion of the financial year.
Regional level
At Regional level, a Monitoring and Evaluation Officer will coordinate M&E for the region ensuring
that M&E data are collected regularly in accordance with agreed upon procedures. Conduct annual
based case studies on selected thematic areas as important to have qualitative information on
intermediate outcome indicators. The M&E Officer will compile and cross-check reports submitted
by zones/Woredas. They will also provide M&E technical assistance and training. It will also conduct
once a year a qualitative analysis of participatory M&E data. The RPCU will submit quarterly report
to FPCU. Participating Organizations includes Bureaus of water resources, Regional Rural Roads,
Regional Marketing Agencies, Soil Fertility Laboratories, Bureaus for Cooperative Promotion, and
others will report quarterly on their activities following the required reporting format to RPCU.
At ZoA, the zonal AGP focal person will manage M&E activities for the pro ject. The Zonal Office
of Agriculture will ensure timely delivery, compile and crosscheck reports submitted by Woreda
Office of Agriculture and Rural Development. They will work closely with WoA. The ZoA will submit
monthly report to AGP-Regional-CU.
• Implementation Agencies (IAs).
EIAR, BoWs, Soil Fertility Laboratories, Bureaus for Cooperative Promotion, and others IAs will
report quarterly on their activities following the required formats to the regional M&E Officers.
199
Woreda level
Monitoring program implementation of output at Woreda level is mainly the responsibility of program
implementing sectors, program focal personal, DA and community representatives. At this level,
monitoring and reporting relays on quantitative information focusing to input, output, and qualitative
information on proxy outcome indicators.
The Woreda level program focal person that is accountable to the WoA will; receive report from
implementing sectors ,DAs; and community and along with the Woreda program implementers
verifies the output reported from DA’s and community. Then, the focal person aggregates verified
outputs information, enters them to the reporting template after obtaining approval from the Woreda
Steering Committee, and submit. Further than this is responsible to cross-check information in the
field, provide M&E technical assistance, training and advice on inputs and outputs reported to DAs,
conduct regular field visits to Kebeles and sub-Kebeles to verify that project activities are being
implemented properly, and also participate as team member of Participatory Monitoring Mission
(PMM).
In this regard, program focal personal employed by WoA and focal person employed by WOFED are
responsible to report (on program physical progress, financial information and procurement
information) on monthly base (to Zonal AGP focal person) and consolidated quarterly report to RPCU.
Kebele
Monitoring program implementation output at Kebele level is mainly the responsibility of DA and
community representatives. Development agents are responsible to collect data on project information
from beneficiaries using required reporting format and submit the reports to their respective
supervisors. They also collect participatory M&E data at FTCs, post social accountability information
on FTCs board and facilitate and train beneficiaries in participatory M&E, this will be used as an
internal learning tool for project staff and beneficiaries and submit data collected on program progress
on bi-weekly base to his close supervisor and WoA and WoFED. Community representatives at
Kebele level are also responsible to participate on participatory M&E and social accountability
activities and provide feedback on project activities.
C. Program implementation completion report (ICR)
Parallel to those evaluation reports (MTR and Program End) program level implementation
compilation report will be prepared, in the third year of program implementation (3 EY) and Program
end (5 EY). The responsibility mainly relay on program coordination units and Woreda office of
Agriculture (program focal person).The report will mainly relay on annual reports collected
(secondary data) and survey (qualitative and quantitative studies) as source of information.
D. Reporting
In AGP 2 though is agreed to limit the complexity of the program M&E system. Reporting on the
program implementation performance is mandatory (is must) and is a formal requirement. Reports
collected from stakeholders are also required to meet the standard and reporting deadline so that it can
be timely consolidated at FPCU and timely distributed. At federal level, the FAGP-2 CU will write
200
call up letter to each implementing sector on quarterly base to collect report and federal level AGP 2
quarterly and annual progress reports will be compiled and submitted to MOA, MOFED and World
Bank.
Though each program implementing partners are expected to produce report on program progress by
focal person. Consolidated program progress report (physical activity and financial) will be prepared
by Woreda focal person, regional and federal PCU’s. Each program Woreda focal person will endorse
official quarterly program progress reports to regional program coordination unit five days letter after
end of each quarter. RPCU’s unit will prepare consolidated official program progress report and
endorse to FPCU on quarter base (within twenty-five days after end of each quarter). FPCU will
consolidate and endorse official program implementation performance report to stakeholders within
forty-five days (EFY) after end of each quarter (refer to reporting and information fellow matrix table
below).
The main functions of quarterly progress reports are to inform implementation progress compared to
planned physical activities and budgets. Mainly bi-annual report will expected to include proxy
information on indicators beside progress information on plan VS achieved output. The annual
program progress report is expected to provide information on the overall progress of the program.
This includes progress towards program intermediate outcome indicators (quantitative and qualitative
progresses) as well as physical progress and expenditure. It also identifies problems, remedial actions
taken; analyze strength and weaknesses, opportunities and threats; and provide strategic direction for
the next planning cycle (next budget year).
The project will use automated excel based reporting formats, which can be completed with simple
software (MIS). This will serve as a major source of information for quarterly and annual reports
submitted. The reporting templates (quarterly) will be prepared by AGP 2 and communicated to all
regions within two months after effectiveness. The template will also be included in the program
monitoring and evaluation manual of AGP 2 and training will provided on the formats.
Addition reporting formats will also use depending on specificity of the program component (See
reporting formats in M&E Guideline). Further than this FPCU will use increased triangulation of data
and methods of analysis combined with monitoring. Provide training as necessary to help address
issues related to data quality as identified by the assessment. Using mixed methods of data collection
(Having information from different angle) and triangulation helps CU’s to produce enriched (annual
and bi-annual) program progress report to the next level. Further than this each program regions
finance and M and E officers will came to FPCU with finalized soft and hard copy of quarterly report
on quarter and discussed in presence of FPCU’ line expert.
Reporting matrix
201
Implementing
agency
Responsible
officer
Information (Data )
Source
Report to Reporting
frequency
Keble
community
/keble DA
DA or Head of
Keble office of
Agriculture
Report from community,
direct observation and
keble record of AGP 2
activities
WOA and or
Woreda focal
person
Monthly (10
days before end
of each month)
Woreda Line
Office
Focal person Direct observation and
Woreda record of AGP 2
activities
WOA and
Woreda focal
person
Monthly (10
days before end
of each month)
Woreda office
off Agriculture
Woreda AGP
2 focal person
Report from (community,
& sector focal person)
AGP 2 record & Direct
observation
Zone AGP 2
focal person
and RAGP 2
CU
Quarterly
(within 5 days
after end of each
quarter)
Regional
Program
coordination
unit
Regional
M&E officer/
specialist
Report from : Woreda
focal person, regional
implementing sector
,RPCU specialists & field
supervision and
assessment) and RAGP 2
records
FAGP 2 CU
and regional
Steering
committee
Quarterly(within
25days after end
of each quarter)
Federal Program
coordination
unit
Federal M&E
officer
/specialist
Report from (RAGP 2
M&E officer, federal
implementing sector,
FPCU specialist,
supervision and
assessment ) FAGP 2
records
PPD,
MOFED, WB
Quarterly(within
45 days after end
of each quarter)
RRCCU RARI-Coo Research centres report
and field observation
Regional
PCU and
EIAR
Quarterly(within
20 days after end
of each quarter
RCCU EIAR-Unit
Coo
RC and RARI report, field
observation
FPCU
202
Figure 8 :-Report flow arrangement
E. Program Management Information System (MIS)
After program, MIS is fully functional in all Woredas, the quarterly performance data is communicated
through the system for easy analysis, aggregation and reporting. PMIS is designed to speed up the
planning and reporting process (harmonized format and standardized budgeting figures), automate data
aggregation at all levels, and facilitates instant visibility from all locations with internet infrastructure.
The tool is used for quarterly reporting at Woreda level by the Woreda focal person with little Capacity
development and technical support from regional coordination unit.
The activity and output level performance information are entered to the MIS separately for each
Woreda covered by AGP 2. Thus, the Woreda level information should be first received from the DAs
or Community Facilitator on monthly basis. The Woreda AGP 2 focal person after summarizing the
verified performance by quarter will enter the data in to the MIS. The focal person is also expected to
prepare brief description on the process of implementation, on the challenges faced and
recommendations for improved performance. The reporting template that will be used by DA or
community facilitator should be similar with the one used in the MIS and will be simple for use.
However continues capacity development training will provided to staffs until the MIS adopted well.
MOFED
DPs (WB) MoA- PPD
Federal AGP implementers
Federal CU
Regional CU
RC RCCU
Regional AGP implementers
Zone FP
RRCCU Woreda Implementers
RC WOA-FP
Keble DA
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5.6.2 Outcome and Impact Evaluation
Conducting independent surveys (MTR and End year evaluation) by external consulting firm is
another monitoring and evaluation system for AGP 2. In addition to the baseline, two impact
evaluations will be conducted during program life. These are a mid-term impact evaluation. A
midterm evaluation will be conducted in FY3 (household survey and qualitative surveys) and a final
survey and evaluation in FY5 (household survey and qualitative surveys). Key indicators in the
Results Framework and the number of direct planned project beneficiaries will provide the lead in
designing of evaluation (midterm and end of project) questions, data collection and data analysis
methodology used. List of Key indicators that will be monitored and methodology to be used is
explained in the M & E guideline. The purpose of those evaluations is to assess efficiency,
effectiveness, impact and overall AGP 2 coordination. The evaluation team will draw on results from
the internal monitoring system (secondary data) and on other data sources. The team would also
substantiates the information gained from secondary sources by conducting its own observations and
skill with AGP 2 key stakeholders at all level as well as conducting focus group discussions with
beneficiaries including representatives of the communities. The evaluations are also expected to show
the analysis of the cost and benefit aspect of investments.
Those independent surveys will be conducted in collaboration with central statistical authority and
consulting firm that to be executed through competitive bidding and organized by the federal PCU in
consultation with the development partners (World Bank). The data collections for the mid-term and
final impact evaluation will conduct by the Central Statistical Agency (climate smart agriculture),
where the Agency has a focal person to support AGP 2. The independent consulting firm would
develop the survey instrument building on an existing climate smart agriculture instrument such as
the Agricultural Sample Survey (ASS) and the sampling process, as well as to analyze the data and
write the evaluation reports. Both the Mid-term (third year of implementation) and final evaluations
(program end evaluation) will be initiated by the FPCU in consultation with development partners
(World Bank).
In addition, further qualitative surveys will be conducted as required on selected thematic areas. For
example, studies could include studies on the adoption and impact of agricultural technologies
promoted by the program, nutritional impacts in terms of household dietary consumption, profitability
and rates of return on investments by CIGs, and qualitative studies on changes in service delivery
(extension, animal health, plant health, soil health).
A rigorous impact evaluation of gender innovations under AGP2 and other complementary initiatives
for scale up in the latter years of the project will be carried out. The impact evaluation will help
determine whether pre-identified constraints limiting the project beneficiaries' and in particular
women's ability to realize their agricultural and commercial potential were effectively improved by
the project's activities/innovations. Thematic areas for the study will be determined based on list of
intermediate outcome indicators that need qualitative studies.
204
Those assessments will conduct at the outset of each fiscal year. The finding reports also reported to
steering committee, incorporate to MTR, and end project evaluation report. Those complementing
thematic assessment will be conducted either by team of expertise from FPCU or by outsourcing to
independent firms through competitive bidding. Both approaches are expected to use both primary
(qualitative and quantitative) and secondary information. Though the design and methodology that
will used to conduct those assessments will relay on information needs to track those intermediate
outcome indicators primary information’s will be collected by preparing questioner and taking sample
areas for study for selected issues (this will elaborated on M &E guideline) .
Base Line Data Development
In AGP 2, results will be measured as indicators of the Results Framework (see M & E guideline).
The end of program evaluation of AGP-I will serve as the preliminary baseline. However, a more
comprehensive baseline survey is planned for the first year of AGP 2 to capture new elements of the
program design. The baseline survey will be conducted before launching of AGP 2 or it can be
conducted within the first year of AGP 2 implementation. To conduct the survey sample Woreda will
select in the way that it represent current futures of all program Woredas (157 Woreda).
Data collection for the study is the mandate of central statistical authority but the firm that is
responsible for data analysis will be selected through competitive bidding. Independent consulting
firm would develop survey instrument building on AGP-1 experience, to analyse the data and write
the evaluation reports
The specific objective of the baseline serve is to collect preliminary information on the results
framework indicators (output, intermediate outcome, outcome and proxy) to quantify the baseline,
establish target values for mid-term, and project end-evaluation. Information on indicators in the RFW
includes:
– accessibility of farmers to public agricultural service,
– different types of technologies demonstrated and adoption of improved agricultural
technologies,
– types of technologies under research,
– estimating productivity of land by types of crop category (cereals ,pulse ,oil seed ,vegetables,
fruits and stimulant ) and livestock product,
– proportion of crop and livestock product sold and sources of household incomes, assessing
infrastructures such as water supply,
– micro and small scale irrigation, marketing canters, etc.
Thus, the results of the baseline surveys will expect to provide comprehensive socio-economic and
demographic information of the program area.(refer to M and E guide line)
5.6.3 Participatory M&E and Internal Learning
A. Participatory M &E
Participatory M &E is a monitoring instrument that allows participation of key stakeholders in the
progress assessment process. It is important because the regular output monitoring and reporting via
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the reporting template does not yield adequate information on the quality and use of outputs and may
not adequately involve relevant stakeholders and communities on program progress monitoring. Thus,
the objective is to assess the quantity and quality of reported outputs and selected outcomes and share
lesson. It also ensures that farmer groups/beneficiaries are self-assessing the progress towards their
objective that set for themselves. To do this PM&E mission team will:
– Organize participatory monitoring and evaluation mission team (PM&EM). The team will be
representation of members from Woreda technical committee members, community
representatives (Men, Women and Youth), Kebele leaders (including the DA) and other
development partners working in the Woreda. The team should be established in each program
Woreda. The Woreda level PM&E team members will be led and supported by the zonal
Program focal person or other technical expert assigned from the Zone. National and regional
program monitoring and evaluation specialist will participate in a rotational manner
among Woreda. In PM&E mission, the primary stakeholders (community) are not only the
information sources but also they became joint users of information.
– Train PM&E team members at all levels and familiarized with the PM techniques, methods,
formats and indicators to be measured.
– Expert observation, measurement and focus Group discussions (FGD) will be the basic
methodology used.
Trained PM&E mission team in each Woreda will carry out two PM&E mission annually (in
December and June). During PM&E mission, selected outcome indicators such as ‘increase in per cent
of households adopted and applied new technologies demonstrated in the target Kebele (FTC),
households adopting new technologies after participating in training, AI and/or animal health service,
CIG’s and member of Irrigation water user associations (benefiting from micro irrigation schemes
developed by the program) will monitored. Households (disaggregated by gender) visited will be sex
disaggregated. Questions, tools and methodologies will be tailored to household type, cultural setting,
and level of understanding
– The selection of representative Keble administration to be visited will be done by the PM&E
team in each Woreda. The Keble should be selected based on balanced, representative samples
of well performing, medium performing and poor performing Kebeles. The number of Keble to
be selected should be from 3-7 during each PM mission based on the number of Kebeles in the
Woreda. The Woreda program focal person is expected to advise the team during the Kebele
selection process. The decision to include or exclude Kebele where PM&E mission already took
place is left up to the Woreda PM&E team. The sampling should be done in a way that each Keble
is covered by PM&E mission at least every two years.
This would provide a learning and feedback mechanism to allow adaptation of the project design as
necessary, especially in early stages. Information collected from participatory M&E will be kept at
FTCs and the Regional AGP M&E Officer will compile and submitted to Federal program
coordination unit as part of annual program progress report. The FPCU will compile and document
information/finding from participatory monitoring and evaluation and share across regions for lesson.
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B. Internal learning
AGP2 will promote internal learning by organizing community learning in combination with the
annual CLPP exercise, during which farmers will discuss results achieved, progress on intended
objectives and implementation problems and/or best practices following simple visual formats.
Community learning fora would be organized annually by the Kebeles manager and supported by
trained community facilitators. It will include cross-farmer monitoring (farmers monitor other
farmers’ activities/sub-projects) so as to take advantage of the opportunities that this provides for
learning from each other. Knowledge sharing is necessary for the Program as a whole and to ensure
that beneficiaries learn from other beneficiaries’ experiences and best practices. To do this:--
Identify lesson to learn from (that to be shared) from Program implementation: Stocktaking,
finding of case studies, findings of M&E and other relevant thematic studies undertaken within
the Program will be used as source of information.
Consolidate identified lessons, best practices, success histories…...
Develop communication approach to share lesson to majority /community.
The communication approach that will be selected will focus on its importance to improving
knowledge and understanding (awareness), improving understanding of areas of challenges, good
practice and lessons learned of the AGP1 shared and improve program accountability and transparency
through effective communication of beneficiaries’ rights and responsibilities. Thus in AGP1 as
approach to communicate:
Workshops will organize at national and regional level once a year.
Community learning fora would be organized annually by the Kebeles manager and supported
by trained community facilitators including cross farmers monitoring (post on FTC…).
Pamphlet, brochures, banners and other will be developed through facilitation of program
coordination units.
Those documents will produce on bi-annual base and distributed to program stakeholders. The
responsibility of knowledge sharing is the responsibility of program coordination unit officer and
M&E officers and capacity building officers.
6. SOCIAL AND ENVIRONMENTAL MANAGEMENT ISSUES
The Environmental Category assigned to AGP 2 is Category B, predicated on the fact that
environmental risks and social impacts may be minimal, manageable and, in most cases, reversible.
The proposed operation will largely impact positively on the biophysical environments since it will
support land management (improvement of soil and water as well as watersheds). The Program has
triggered eight World Bank safeguard policies, namely: Environmental Assessment (OP/BP 4.01),
related to possible risks associated with the biophysical attributes of the environment; Pest
Management (OP/BP 4.09), predicated on the possibility of agrochemical application and disposal;
Physical Cultural Resources (OP/BP 4.11), because “chance finds” seem likely; Involuntary
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Resettlement (OP/BP 4.12), predicated on the assumption that the subprograms are likely to result in
land take, loss of income and sources of livelihood; OP/BP 4.10, because potential impacts on
vulnerable and historically underserved people; Safety of Dams (OP/BP 4.37), because although
construction of dams above 15 meters will not be funded, AGP 2 will finance check dams or small
dams or finance activities that may rely on the performance of existing larger dams; and Programs on
International Waterways (OP/BP 7.50); because although impacts are deemed unlikely, in view of the
small amounts of water abstraction for small scale irrigation purposes, AGP 2 has informed riparian
countries in accordance with OP/BP 7.50. Natural Habitats OP/BP 4.04, because some of the program
intervention areas may include natural habitats.
Environment: AGP 2 will finance activities such as ground water development, small-scale irrigation
schemes, construction of footbridges, establishment of product storage facilities and large-scale
adoption of innovative agricultural and livestock productivity-enhancing approaches. Likely
environmental risks may be associated with pre-construction, construction/rehabilitation and operation
of storage facilities, use and disposal of agrochemicals, inappropriate use of groundwater resources
(through over-use, agrochemical seepage, etc.) could result in aquifer depletion and contamination,
affecting water quantity and quality in neighbouring communities and downstream. An ESMF has
been formulated that describes in broad terms how potential program related environmental risks and
impacts associated with all the World Bank safeguard policies would be mitigated and addressed
before and during implementation of program activities. In addition, it describes the institutional
responsibilities, capacities, financial resources and monitoring needs essential to implement mitigation
measures.
Social: The program is anticipated social impacts have triggered OP4.12 and OP4.10 and in line with
the Bank's safeguard policies, this program has to put in place mitigation mechanisms acceptable to
the World Bank to mitigate these impacts. For impact on land use and structure, a RPF, has been
prepared, consulted upon and disclosed to address any potential impacts, which is expected to be site
specific and minor.
The Bank’s OP4.10 is triggered, based on the screening conducted by the World Bank and reinforced
by the constitution of Ethiopia, which indicates that the target population identify themselves as having
the characteristics defined under OP4.10. Therefore, SA was conducted to complement the RPF.
Specially, access to and use of common or natural resources need to be safeguarded in a process of
"free, prior and informed consultation". Consultations have taken place between all those traditionally
inhabiting an area with those external people who made agricultural investments in the area. As was
done in AGP-I, the program will set up at the Kebele level, grievance redressing mechanism and issues
related to the implementation of sub-programs that affect private and community properties will be
incorporated in participatory subprogram planning guidelines and set up screening criteria in the in
the program ESM Guideline (Annex). Substantial numbers of community level sacred and ritual sites
of religious and cultural importance, (sacred trees, springs, rivers, ritual sites, etc.) have been identified
by SA in all target locations, thereby triggering OP4.11 Physical Cultural Resources. Implementation
of AGP 2's sub-components in the area of small irrigation schemes, water reservoir and dam
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excavation and rural roads construction may likely affect physical cultural resources. A set of
procedures for ensuring that these resources are considered in the designing process of AGP 2 sub-
programs is part of the ESMF. Mandatory measures are detailed once a PCR safeguard is triggered
during a sub program screening process.
7. PROGRAM FINANCIAL MANAGEMENT
7.1 Program Costs and Financing Plan
The total cost of the project is estimated at US$581.8 million including beneficiaries’ contribution.
This would be financed through an IDA allocation, joint and parallel co-financing from DPs and
beneficiaries’ contributions. This excludes the contribution from the Government of Ethiopia through
the exemption of taxes and duties on vehicles and equipment, the participation of its staff in program
coordination and implementation, and operating costs of road, market and other infrastructures.
Out of the total US$581.8 million, US$350 million is expected to be provided through a combination
of grants and loans from IDA. The rest will be from joint and parallel co-financing from DPs: Canada
Department of Foreign Affairs, Trade and Development (DFATD), USAID, the Netherlands, the
European Commission (EC), Spanish Agency for International Development (AECID); and Italy
International Development Cooperation.
7.2 Allocation of AGP 2 Resource
The resources for the activities that would be implemented by regional and Woreda-level would be
allocated based on recent projected population census by Central Statistics Agency (Climate Smart
Agriculture). Specifically, the allocation to each of the seven AGP national regional states and one
city administration would be proportional to the share of their population. Subsequently, the notional
allocation by Woreda within a region would be proportional to its population share among all AGP
Woredas within the region. The financial allocation to EIAR and RARI will be based on the research
projects related to national agricultural development priority agenda and activity volume as well as
activities on the selected value chain commodities.
Thematically, the program fund is allocated for the various components based on the priority given
and extent of activities within the intervention areas. Based on this the highest percentage is
allocated for component III (Small-Scale Irrigation Development and Management)followed by
component I (Increasing Agricultural production and productivity) which is 34.56 % and 21.10%
respectively. Detail allocation of program cost by Component and Sub Component is shown on
Table 25 below.
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Table 25:AGP 2 Program cost by component and sub component
Component Component and sub components US $
1 PUBLIC AGRICULTURAL SUPPORT SERVICES 129.0
1.1 Institutional Strengthening and Development 74.0
1.2 Scaling up of best practices
55.0
2 AGRICULTURAL RESEARCH
51.4
2.1 Support to Agricultural Technology Adaptation and Generation 16.3
2.2 Support to Pre-extension Demonstration and Participatory Research
Schemes
5.5
2.3 Support to Source Technology Production 6.8
2.4 Support to capacity development to enhance technology adaptation,
generation, maintenance and promotion 22.7
3 SMALLHOLDER IRRIGATIONDEVELOPMENT
218.6
3.1 Small-scale Irrigation Infrastructure Development and Improvement 211.0
3.2 Integrated Crop and Water Management (ICWM) 7.6
4 AGRICULTURAL MARKETING AND VALUE CHAINs
DEVELOPMENT
120.0
4.1 Support Agricultural Input Supply System 6.0
4.2 Support to Farmers’ Organizations
21.0
4.3 Support Agribusiness Development 40.7
4.4 Support Market Infrastructure Development and Management 52.3
5 PROGRAM MANAGEMENT, MONITORING, EVALUATION AND
LEARNING 62.8
5.1 Program management and institutional arrangements 37.4
5.2 Monitoring and Evaluation (M&E) 11.4
5.3 Capacity Development 14.0 Total project cost 581.8
7.3 Financial Management (FM)
AGP will have its own financial management manual which dePISTs the budgeting, accounting, and
internal control, fund flow, financial reporting etc of the program.
7.3.1 Budget preparation
The program will follow the government’s budget system35, recorded in the government’s budget
manual. The budget preparation process of the project both in the regional and Woreda levels will be
clearly defined and participatory that enhances commitment of the various stakeholders. The budget
35The Ethiopian budget system is complex, reflecting the fiscal decentralization structure. Budget is processed at federal, regional, zonal
(in some regions), Woreda and municipality levels. The budget preparation procedure and steps are recorded in the government’s
budget manual. The budgets are reviewed at first by MoFED then by the Council of Ministers. The final recommended draft budget is
sent to parliament around early June and expected to be cleared at the latest by the end of the fiscal year.
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preparation process generally follows the physical plan and budget processes indicated above under
chapter 4 sections 4.3 of the PIM. Budget preparation will continue to start from the Woreda level.
The Kebele plan will be prepared and submitted the Woreda Technical Committee. The Woreda
Technical Committee reviews the plan submitted by each Kebele for consistency and prioritization.
Plans reviewed by the Technical Committee of the Woreda will then be submitted to the WSC for
approval. Once approved by the WSC, it is submitted to region for review, approval and consolidation.
Each regional BoA reviews the budgets submitted by the Woredas, BoW and other IAs for consistency
with the program objectives and components and prepare a consolidated annual work plan and budget
of the region by incorporating its own plan and having it approved by the RSC for submission to MoA.
RCCU at EIAR will be responsible for reviewing and consolidating of the annual work plan and budget
for the research component from all EIAR and RARI centres and get it agreed between EIAR and
RARIs and submit to FPCU for final consolidation. FPCU consolidates the budget it received form
regions, incorporates its own plan as well as that of the research component received from RCCU and
prepares one final annual budget and work plan for the project. FPCU has a responsibility to ensure
that the budget prepared are realistic and in line with the development objectives of the project. The
AWP&B will be prepared as per the physical plan stated. The detailed financial manual is prepared
for implementation as a separate stand alone document.
7.3.2 Fund flow arrangements
The FM arrangements for AGP -II, follow the government’s Channel 2 fund flow mechanism whereby
funds from donors flow directly to the sector ministry, in this case MoA, and are overseen by the same
Ministry. Funds flow into the project and within the project among various institutions is depicted in
the Figure below. IDA funds and other DPs funds will be deposited in to a separate designated account
to be opened at the National Bank of Ethiopia (NBE). The authorized ceiling of the Designated
Account would be two quarters forecasted expenditure based on the approved annual work plan and
budget. Funds from the various separate accounts will be further transferred in to pooled Birr account
to be held by MoA. From the pooled local-currency account, MoA will transfer funds to separate local-
currency accounts to be opened by EIAR and the regions. EIAR will transfer the funds to the RARI.
One cash forecast for the program will be used which will be consolidated at MoA after getting the
relevant input from EIAR and the other implementers.
Each of the BoAs existing Woreda finance offices and regional implementing institutions will open
separate bank accounts for the program to ensure that expenditures of the new phase are reported in
their appropriate period. BoAs will transfer funds to Woredas and regional implementers. All the new
Woredas under the program will open separate local-currency accounts to receive funds from their
respective regions. The fund flow to each implementing entity will be made according to its respective
annual work plan and budget. Any implementing entity that does not report in a timely manner on how
the advance is expended will not receive additional funds until the initial advance is reasonably settled.
The FM manual will indicate in detail the fund flow to each tier of implementing entity. MoU will be
signed with other service deliver entities such as Central Statistics Agency and ATA on a need basis.
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7.3.3 Accounting system
MoA, BoAs and Woredas use the government’s accounting system IBEX for recording and reporting
on government fund whereas EIAR uses the in house developed FM system. A standalone IBEX
system will be developed for the project and rolled out to regions and Woredas as well as other IAs.
Intensive training will be provided for all implementers on IBEX. However, until the system is up and
running, the project will continue to use Peachtree accounting software.
7.3.4 Internal control
Given the significant resource that the project will have, based on the risk assessments to be conducted
by the internal audit units, the internal audit department of MoA, EIAR, RARIs and BoAs will include
in their work plans activities of the AGP -II to ensure that internal control aspects of the project are
strengthened. MoA will increase the staff complement of internal audit department within one year of
the projects effectiveness. Reports of project activities produced by internal audit will be shared with
senior officials of the ministry for their action.
7.3.5 Financial reporting
The project will prepare quarterly consolidated unaudited Interim Financial Report (IFR). These will
be submitted to the World Bank (DPs) within 60 days of the end of the quarter. A common single IFR
will be used for all the finances of the program by all DPs. In the quarterly IFR, MoA will ensure that
advances received as well as documentation of expenditure for each financier are separately identified
and reflected. At a minimum, the report will include (i) a statement of sources and uses of funds and
opening and closing balances for the quarter and cumulative;(ii) a statement of uses of fund that shows
actual expenditures, appropriately classified by main project activities (categories, components, and
sub-components), actual versus budget comparisons for the quarter and cumulative will also be
included;(iii) a statement on movements (inflows and outflows) of the project Designated Account,
including opening and closing balances, expenditure forecast for the next two quarters together with
the cash requirement and notes and explanations, other supporting schedules and documents.
7.3.6 Action Plan to Mitigate Financial Management Risk
In order to mitigate the risks associated with high turnover and a shortage of qualified accountants and
auditors, delays in reporting, limited focus of internal audit, and delay in submission of quarterly
reports and Statement of Expenditures (SoEs), the federal and regional PCUs will be staffed with
competent FM specialists, who will furthermore be trained by the project. Similarly, the Woreda will
be staffed with accountants who will be responsible for overseeing the financial transactions and
related reporting requirements of the project. In general mitigating measures are shown on the FM
manual under action plan to reduce the risk of the project once implemented and applied during project
implementation.
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Figure 9: Fund flow arrangement
IDA
Separate US$ Designated Account at
NBE
Pooled Birr account at MoA
BoAs (RPCU)
DPs
prepares
WoFEDs
RCPAs, BoWR and LSA
Other DPs
RARI
FUND FLOW REPORTING
ZoFED
Separate Foreign currency Account at NBE
EIAR FCA
WoA
ZoA
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8 PROCUREMENT PROCEDURES AND MANAGEMENT
Overview
Implementation of projects means the process of turning a project into real outputs. This needs the
procurement of works, goods and services. A procurement manual shall be prepared and intended to
provide guidelines with which to administer the procurement of works, goods, services and trainings.
The manual shall also provide guidelines, which recipients use in handling procurement. As the AGP
program is designed, the procurement activities are decentralized. As a result, many procuring entities
will be involved. The AGP-CU procurement staffs will be handling procurement of larger value items
whose nature would also require technical expertise. Larger value procurements are one that is to be
procured through International Competitive Bid (ICB).
There are three main stages in project procurement management:
(i) Procurement Planning: The purpose of procurement planning is for the Procuring Entity to
schedule its procurement activities in advance. It should be consistent with its approved budget
and its target date of implementation including list of procurement of works, goods, and
services to be procured under the program yearly with estimated cost and method of
procurement shall be detailed in appropriate formats for each budget year.
(ii) Procurement Implementation: Procurement means preparation of bids, advertising,
evaluation and selecting a contractor, a service provider or a supplier, and making a clear
agreement about what the contractor, service provider or supplier will do, when they will do
it, what the price will be, and what other conditions apply. The result of the procurement
process will be a contract document signed by the procuring entity, and the contractor or
service provider or supplier.
(iii)Contract Management: After the procurement process is complete, the contractor or service
provider must implement the contract. The Procuring Entity will be responsible to monitor
implementation of the contract, to solve any problems that occur during implementation and
to approve payments to the contractor. These activities continue until the end of the
maintenance period, for a works contract, or until the services have been provided and all
payments made, for a service.
Procurement Policy: The aim of procurement is to obtain right quality of works, goods and services
at reasonable and competitive prices, giving equal opportunities to all individuals, companies, firms,
manufacturers, contractors, who are capable of delivering the goods, works and non-consulting and
consultancy services to the laid down specifications, standards and provisions of bid documents. The
AGP 2 Procurement Policy is also intended to provide incentive and encouragement for development
of national manufacturers, contractors, institutions and consultancy firms, etc. The procurement policy
is based on the following principles:
Economy and efficiency in the implementation of program
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Economy and efficiency in the procurement of goods, works and services involved
Equal opportunity to all eligible bidders in providing goods works and services by providing
timely and adequate notification of bid documents
To encourage development of domestic contracting and manufacture industries and consulting
firms
Importance of transparency in the procurement process
8.1 Purpose of Procurement Guidelines
The Purpose of this “Procurement Guideline” is to provide a comprehensive guidance of and
introduce applicable Bank procurement procedures for works, goods and services by explaining the
policies and procedures of World Bank as given in the Guidelines, Legal Agreement and Standard
Bidding Documents (SBDs). The Bank Guideline gives the various steps involved in the procurement
process, the documentation required, and guidelines for preparation of the bidding document, bid
evaluation report and other documents along with model formats, formats for submitting various
reports to be compiled, maintained, and submitted in compliance of the legal agreement provisions.
Details of review procedures and risk mitigation measures including checks and controls required to
maintain transparency in the process of procurement of goods, works and services will have been
adequately covered in the Procurement Manual. It will ensure that the procurement process,
documentation, is uniform, systematic and will help avoid Procurement delays.
8.2 Procurement Environment
For Federal budgetary bodies, the Public Procurement and Property Administration Proclamation No.
649/2009 regulate public procurement. The Proclamation establishes the Federal Public Procurement
and Property Administration Agency, which is responsible for regulation and monitoring of Federal
public procurement activities. The nine Regional States and two City Administrations do have their
own procurement proclamations and directives that are drafted using the Federal procurement
proclamation as prototype.
The Ethiopia 2010 Country Procurement Assessment Review (CPAR) identified weaknesses in the
country’s procurement system and recommended actions to address these areas. The government has
implemented many of the CPAR recommendations, but challenges remain in the areas of:
coordination of procurement reforms, shortage of qualified procurement staff, high level of staff
turnover, lack of proper institutional structures for procurement management, weak institutional
capacity, absence of systematic procurement performance M&E, and lack of organized effort in
Capacity development in the area of procurement. All such weaknesses identified in the 2010 CPAR
are prevalent in the FPCUof MOA, the focal organization for the implementation of AGP 2, as well
as the sub-national IAs including the regional bureaus of agriculture, water, livestock agencies,
cooperatives development agencies, zones and Woredas, as well as federal agencies such as the
Ethiopian Institute of Agricultural Research.
8.3 Scope and Applicable Procurement Guidelines
Procurement for AGP 2 will be carried out in accordance with the World Bank’s "Guidelines:
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Procurement under IBRD Loans and IDA Credits" dated January 2011 (Revised July 2014)
Selection and Employment of Consultants by World Bank Borrowers, dated January 2011
(Revised July 2014)
Preventing and Combating Fraud and Corruption in Programs Financed by IBRD Loans and
IDA Credits and Grants, (the Anti-Corruption Guidelines), dated October 15, 2006 and revised
in January 2011 and the provisions stipulated in the Legal Agreement
For each contract to be financed, the different procurement methods or consultant selection methods,
the need for prequalification, estimated costs, prior review requirements, and period are agreed
between the Government and the Bank in the Procurement Plan. The Procurement Plan will be updated
at least annually or as required to reflect the actual program implementation needs and improvements
in institutional capacity.
Bank’s Standard Bidding Documents (SBDs) will be used for procurement of works, and goods under
International Competitive Bidding (ICB); and the Standard Request for Proposals will be used for
consultants’ contracts. In addition, the implementing agency will use Standard Bid Evaluation Form
for procurement of goods and works for ICB contracts, and Sample Form of Evaluation Report for
Selection of Consultants.
The Bank has reviewed the SBDs issued by the Federal Public Procurement and Property
Administration Agency (FPPA) and has found them acceptable with some modifications. National
SBDs FPPA could be used for procurement of goods, works and non-consulting services under
National Competitive Bidding (NCB) procedures subject to the exceptions indicated below.
Alternatively, the Bank’s SBDs would be used for NCB with appropriate modifications.
Generally, NCB shall follow the Open and Competitive Bidding procedure set forth in the Ethiopian
Federal Government and Procurement and Property Administration Proclamation No. 649/2009 and
Federal Public Procurement Directive issued by the MoFED dated June 10, 2010, provided that such
procedure shall be subject to the provisions of Section I and Paragraphs 3.3 and 3.4 of the “Guidelines
for Procurement of Goods, Works, and Non-Consulting Services under IBRD Loans and IDA Credits
& Grants by World Bank Borrowers” (January 2011) (the “Procurement Guidelines”) and with due
attention to the following additional provisions:
a) The Recipient’s SBDs for procurement of goods and works acceptable to the Association shall
be used. At the request of the Recipient, the introduction of requirements for bidders to sign
an Anti-Bribery pledge and/or statement of undertaking to observe Ethiopian Law against
fraud and corruption and other forms that ought to be completed and signed by him/her may
be included in bidding documents if the arrangements governing such undertakings are
acceptable to the Association.
b) If pre-qualification is used, the Association’s standard prequalification document shall be used.
c) No margin of preference shall be granted in bid evaluation on the basis of bidder’s nationality,
origin of goods or services, and/or preferential programs such as but not limited to small and
medium enterprises.
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d) Mandatory registration in a supplier list shall not be used to assess bidders’ qualifications. A
foreign bidder shall not be required to register as a condition for submitting its bid and if
recommended for contract award shall be given a reasonable opportunity to register with the
reasonable cooperation of the Recipient, prior to contract signing. Invitations to bids shall be
advertised in at least one newspaper of national ciRPCUlation or the official gazette or on a
widely used website or electronic portal with free national and international access.
e) Bidders shall be given a minimum of thirty (30) days to submit bids from the date of
availability of the bidding documents.
f) All bidding for goods and works shall be carried out through a one-envelope procedure.
g) Evaluation of bids shall be made in strict adherence to the evaluation criteria specified in the
bidding documents. Evaluation criteria other than price shall be quantified in monetary terms.
Merit points shall not be used, and no minimum point or percentage value shall be assigned to
the significance of price, in bid evaluation.
h) The results of evaluation and award of contract shall be made public. All bids shall not be
rejected and the procurement process shall not be cancelled, a failure of bidding declared, or
new bids shall not be solicited, without the Bank’s prior written concurrence. No bids shall be
rejected based on comparison with the cost estimates without the Bank's prior written
concurrence.
i) In accordance with para.1.16(e) of the Procurement Guidelines, each bidding document and
contract financed out of the proceeds of the Financing shall provide that: (a) the bidders ,
suppliers, contractors and subcontractors, agents, personnel, consultants, service providers, or
suppliers shall permit the Association, at its request, to inspect all accounts, records and
documents relating to the bid submission and performance of the contract, and to have them
audited by auditors appointed by the Association; and (b) Acts intended to materially impede
the exercise of the Association’s audit and inspection rights constitutes an obstructive practice
as defined in paragraph 1.16 a (v) of the Procurement Guidelines.
In case of any ambiguity or discrepancy between the provisions of the procurement procedures of
government and the relevant Bank Guidelines; namely, (i) Procurement of Goods, Works and Non-
Consulting Services under IBRD Loans and IDA Credits and Grants (January 2011, revised July 2014)
by World Bank Borrowers; and (ii) Selection and Employment of Consultants under IBRD Loans and
IDA Credits and Grants (January 2011, revised 2014) by World Bank Borrowers, the provisions of
the Bank Guidelines shall prevail for all procurements under the Program.
As agreed between the GOE and the Bank, Section III of the Financing Agreement details the
following procurement procedures to be followed for the Program. These are as follows:
i. Goods, works and non-consulting services shall be procured in accordance with the
requirements set forth or referred to in Section I to III of the “Guidelines for Procurement of
Goods, Works and Non-Consultant Services under IBRD Loans and IDA Credits and
Grants by World Bank Borrowers” published by the World Bank in January 2011 (The
Guidelines) and the provisions of Section III of FA;
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ii. All consultants’ services shall be procured in accordance with the requirements set forth or
referred to in Section I to V of “Selection and Employment of Consultants under IBRD
Loans and IDA Credits and Grants by World Bank Borrowers” published by the World
Bank in January 2011 (The Consultant Guidelines) and the provisions contained in Section
III of FA.
The implementation of the AGP 2 program entails procurement of goods, works and services of
various types but it generally comprises: (a) Goods including vehicles and motor cycles, office
furniture and equipment, IT equipment (i.e., computers, computer software, servers, and scanners),
improved breeds, hormones, and other agricultural inputs; (b) Consulting Services (technical
assistance (TA), feasibility studies and designs, program audits including financial and procurement,
baseline surveys and impact assessment, impact evaluations and etc.); (c) works including upgrading
and construction of small scale irrigation systems, pump stations, water harvesting schemes, market
centres, stores, access roads for SSI development and small bridges, etc; and (d) Training and
Workshops.
8.4 The Applicable Procurement Methods for AGP 2
8.4.1 Procurement of Works, Goods and Non-consultancy Services
The mode of procurement emanates from the strategy adopted and will be on the basis of the
procurement threshold as agreed between the Bank and the government for the program and this will
be reflected in the procurement plan. The following are the usual methods of procurement of works,
goods and non-consultancy services to be adopted in the Program:
a. International Competitive Bidding (ICB) for works and goods;
b. Limited International Bidding (LIB)for goods
c. National Competitive Bidding (NCB) for works and goods;
d. Shopping for works, goods and non-consulting services;
e. Framework Agreements for goods and non-consulting services;
f. Direct Contracting for works, goods and non-consulting services;
g. Force Account for works and non-consulting services;
h. Procurement from UN Agencies and (i) Community Participation in Procurement usually
for works.
8.4.1.1 Procurement of works and goods
The procurement of works and goods will be done using the Bank’s SBD for all ICB contracts and
National SBD agreed with or satisfactory to the Bank for NCB contracts. Contract packages for works
estimated to cost US$7 million equivalent per contract and above and contract packages for goods
estimated to cost US$1 million equivalent per contract and above will be procured through ICB
procedures. Works contracts estimated to cost less than US$7 million equivalent per contract and
goods contracts estimated to cost less than US$1 million equivalent per contract would be procured
through NCB procedures. Small works contracts estimated to cost less than US$200,000 equivalent
per contract and goods contracts estimated to cost less than US$100,000 equivalent per contract may
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be procured through Shopping procedures by comparing quotations received from at least three (3)
reliable contractors or suppliers. In such cases, request for quotations shall be made in writing and
shall indicate the description, scope of the works, the time required for completion of the works and
the payment terms. All quotations received shall be opened at the same time. As a general rule, a
qualified supplier who offers goods or materials that meet the specifications at the lowest price shall
be recommended for award of the contract. Limited International Bidding (LIB) for goods may
exceptionally be used when there are only a limited number of known suppliers worldwide. Direct
contracting and single source selectioncan be used when it is considered beneficial to the Borrower.
Under AGP 2 there might be ciRPCUmstances which justify direct contracting by IAs, where there is
only a single supplier, labor contractor or service provider for the provision of small value goods,
works and services. For such contracts that fall below an estimated cost of US$5,000 the IAs can
undertake direct contracting but have to provide detailed justifications underlying the selection of such
a procurement method and have to obtain approval from the head of the IAs as per the procedures
provided in the Procurement Directives of the Federal Government and the respective Regions.
Documentations of the justifications provided and the approval by the head of agencies shall be
maintained for review by Bank staff or consultants during post procurement reviews and independent
procurement audits. Direct contracting below US$5,000 will require internal government review;
between US$5,000 and US$100,000 will require Task Team Leader review and above US$100,000
will require full Bank review.
8.4.1.2 Procurement of Agricultural Inputs
Market studies carried out as part of the procurement capacity assessment for AGP 2 as well as other
programs indicate that the market for agricultural inputs in Ethiopia is highly regulated. According to
the findings of the assessment the market outlets for agricultural inputs, which include improved seeds
and fertilizers, are government owned enterprises and farmers’ unions and farmers’ service
cooperatives. It should be acknowledged, however, that attempts are being made to arrange for sales
of improved seeds through a competitive process. However, such an attempt is currently at pilot stage
in limited Woredas only. Thus, in general, in Ethiopia the procurement of improved seeds and
fertilizers through a competitive process is not feasible at the local level where it is needed under the
program. According to data from AGP-I, the total amount expended on these inputs is insignificant
and such inputs are required in a decentralized manner for demonstration purposes at FTCs and the
consolidation of the procurement of these inputs would not be efficient. Hence, the procurement of
improved seeds and fertilizers under AGP 2 shall be carried out through direct contracting from
farmers’ unions or farmers’ cooperatives (with due diligence) or through shopping procedure
whenever possible. Moreover, basic seeds which are of proprietary nature and available only in Federal
and Regional research centres shall be procured on a direct contracting basis from the research centres
as per the procedures outlined above regarding direct contracting.
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8.4.1.3 Procurement of non-consulting services
Depending on the nature of the services, procurement of non-consulting services, such as transport,
will follow procurement procedures similar to those stipulated for the procurement of goods. NCB
procedures acceptable to the Bank would be used for contracts above an estimated monetary amount
of US$100,000. Contracts valued at less than US$100,000 equivalent shall use Shopping procedures
in accordance with the provisions of paragraph 3.5 of the Bank’s Procurement Guidelines. The
procurement of non-consulting services shall follow the existing Bank’s SBD for ICB, or national
SBDs for NCB, with appropriate modifications.
8.4.2 Procurement of Airtime
IAs of AGP 2 may require broadcasting radio and television programs to disseminate information on
the objectives and achievements of the program, use of new technologies, etc. In Ethiopia, radio and
television programs with a wider coverage are limited to Ethiopian Broadcasting Corporation and
some regional radio and television stations, which are state owned enterprises. A study of the media
outlet in the country clearly indicates that there are no private sector alternatives in the provision of
air time services with wider coverage to reach the clientele of the program. In view of this program
IAs may procure air time for broadcasting services from EBC and National Regional States
Televisions on a Direct Contracting Basis as per the procedures above regarding direct contracting.
Works, goods and non-consultancy services (Paragraph 2.1-2.68 & 3.1-3.20 of Guidelines)
The following are the essential steps for the selection of works, goods and non-consultancy services
under NCB method:
a) Preparation of Standard Bidding Documents;
b) Notification and advertising;
c) Issue/sale of the bidding document to the prospective bidders;
d) Submission of bids by prospective bidders;
e) Opening and examination of Bids;
f) Evaluation and Comparison of Bids;
g) Selection of lowest evaluated responsive bid based on post-qualification;
h) Contract award and signing of the agreement with the selected Contractor/Supplier;
Margin of preference for goods and works
In accordance with paragraphs 2.55 and 2.56 of the Procurement Guidelines, the Borrower may grant
a margin of preference of 15 percent in the evaluation of bids under ICB procedures to bids offering
certain goods produced in the Country of the Borrower, when compared to bids offering such goods
produced elsewhere. Similarly, the Borrower may grant a margin of preference of 7.5 percent in the
evaluation of bids under ICB procedures to local contractors when compared to foreign contractors.
8.4.3 Selection of consultants
Depending on the nature of the services the program will use the following consultant selection
methods: Quality and Cost Based Selection (QCBS), Quality-Based Selection (QBS), Least Cost
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Selection method (LCS), Selection under a Fixed Budget (FBS), Selection Based on the Consultants’
Qualifications (CQS), Single Source Selection (SSS) and Individual Consultants (IC)procurement of
non-consulting services The program will make use of consultant services for technical assistance,
capacity-building activities, studies, design and supervision of small scale irrigation systems and
roads, and annual financial, and procurement audits of program activities. Contracts above
US$200,000 will be awarded through the use of the Quality and Cost-Based Selection method
described under Sections 2 of the Consultant Guidelines. Consulting Services for audit and other
contracts of a standard or routine nature may be procured under the Least Cost Selection method (LCS)
described under Section 3.6 of World Bank Consultants Guidelines. Consulting services of small
assignments may be procured through the Selection Based on the Consultants’ Qualifications (CQS)
method. Shortlists of consultants for services estimated to cost less than US$300,000 equivalent per
contract may be composed entirely of national consultants in accordance with the provisions of
paragraph 2.7 of the Consultant Guidelines. Individual Consultants (IC) will be selected on the basis
of their qualifications by comparison of CVs of at least three candidates from those expressing interest
in the assignment or those approached directly by the Implementing Agency in accordance with the
provision of Section V of the Consultants Guidelines.
Selection of Consultants
The selection process for consultancy services shall include the following steps under QCBS method:
a) preparation of the TOR;
b) preparation of cost estimate and the budget, and short-listing criteria;
c) advertising;
d) preparation of the short list of consultants;
e) preparation and issuance of the RFP (which should include: the Letter of Invitation (LOI),
Instructions to Consultants (ITC), the TOR, and the proposed draft contract);
f) receipt of proposals;
g) evaluation of technical proposals: consideration of quality;
h) public opening of financial proposals;
i) evaluation of financial proposal;
j) final evaluation of quality and cost; and
k) Negotiations, award of the contract to and signing of the agreement with the selected firm.
8.4.4 Training and Workshops
The program will fund training activities including Capacity development . The training plan of the
program shall be approved by the Bank. The training plans would include details on: (i) type of training
to be provided; (ii) number of beneficiaries to be trained, duration of training, and estimated cost; (iii)
institutions selected based on their expertise; and (iv) expected learning outcomes. Workshops shall
be prior reviewed as part of the annual work-plans of the program.
8.4.5 Operating Costs
Incremental operating costs include expenditures for maintaining equipment and vehicles; fuel; office
supplies; utilities; consumables; workshop venues and materials; and per diems, travel costs, and
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accommodation for staff when travelling on duty during implementation of this program, but
excluding salaries of civil/public servants. These will be procured using the Government's
administrative procedures, acceptable to the Bank. Operating expenditures are neither subject to the
Procurement and Consultant Guidelines nor prior or post reviews. Operating expenditures are verified
by Task Team Leaders (TTLs) and Financial Management Specialists (FMSs).
8.4.6 Procurement Review
Procurement review refers to auditing of files and documents relating to the procurement of Goods,
works and consultancy services. Procurement review is basically carried out to ascertain whether the
procurement procedures were correctly and completely followed, both in letter and spirit. It brings out
omissions/commissions and lapses, whether on account of poor or inadequate understanding of the
procedures or wilful negligence including likely fraud/corruption evidence during the review. The
report and observation of procurement review therefore, also serve as a guide for taking remedial
measures to streamline and improve the procurement system. The procurement review covers the
following aspects:-
Whether the procurement plan was prepared?
Whether the procurement was made as per the procurement plan?
Whether the method adopted for procurement was as per the threshold limits given in the
procurement manual?
Whether the overall procurement was done within a reasonable time?
Whether there was any avoidable delay at any stage/ stages of the procurement process?
Whether the necessary approval was taken from appropriate authority wherever required?
Whether proper and adequate documents relating to procurement were maintained?
Whether the technical and financial evaluation was done properly and in a fair manner?
Whether the contracted firm, supplied the goods or executed the work as per the quality,
quantity and price agreed upon?
Whether the goods were supplied or works executed in time and properly recorded in stock
books/works registers after inspection?
Whether the payment was made to the supplier/ contractor in time? If not, reasons for delay.
All the contracts should be awarded strictly as per procedures outlined in the Guidelines and the Legal
Agreements. In the case of prior review contracts, the procurement is reviewed by the Bank at every
stage and “no-objections” are issued by the Bank. The Bank issues the no-objection on the basis of the
information provided by the IA. In order to avoid complications at a later stage, the IAs should provide
all information and also ensure that they are factually correct.
8.4.6.1 Prior review areas by the Bank
All ICBs;
All procurement values above the threshold limit;
All works executed on Force Account irrespective of contract value;
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Short lists of consultants for services estimated to cost more than US$300,000 equivalent per
contract composed entirely of national consultants in accordance with the provisions of
Consultant Guidelines.
Single source selection of consultants (firms);
Direct contracting;
Rebidding of contracts;
Contracts estimated to cost above US$1,000,000 for Goods and non-consulting services will
be subject to prior review by the Bank;
Consultancy services estimated to cost above US$300,000 for design and supervision;
Contract administration of works, and contracts to cost above US$200,000 per contract for
other consultancy assignments;
All consultancy services for the selection and employment of procurement and legal
consultants, regardless of the contract amount, shall be subject to Bank’s prior review;
TORs for all contracts shall be cleared by the Bank;
The prior review thresholds are stipulated in the legal agreements and procurement plan. For all such
packages, prior review of the Bank will be required at the stages mentioned in the prior review
paragraphs. Prior Review of Goods and works consists review of:
Procurement plan;
Bidding documents including invitation for bids;
Minutes of pre-bid conference (if any);
Bid evaluation report; and
Final contract(s) with checklists and Contract Amendments (if any);
The Bank at following stages during the process of procurement shall carry out prior review for
Procurement of Consultancy Services:
Procurement Plan;
Terms of Reference (technical review);
Short list of Consultant;
RFP document containing Letter of Invitation, Information to Consultants, Formats for
submission of Information, Conditions of Contract and cost estimate;
Minutes of pre-proposal conference (if any);
Amendments to RFP (if any);
Evaluation report of the technical proposals;
Report after financial/combined evaluation report and recommendation of the winning firm
(for information only);
Minutes of Negotiation and Negotiated draft contract with all appendices; and
Final contract and amendments (if any)
Once Bank staff have reviewed the documents relating to each stage of the selection process and found
them to be satisfactory, or suggested amendments have been effected, the Bank issues its “no
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objection.” The task team leader and the procurement specialists assigned to the program carry out the
reviews. If the Bank refuses to issue a “no objection” to a proposed contract award, but the Borrower
decides to go ahead with the award, the Bank will declare mis procurement, and its policy will be to
cancel that portion of the loan allocated to the services in question.
For all agreements requiring prior review as well as for those which would increase the value of
contract to the prior review threshold and above, before agreeing to any material modification or
waiving of the terms and conditions, or granting a material extensions of the stipulated time for
performance of such contract, or issuing any change order under a contract, which would in aggregate
increase the original amount of work by more than 15% of the contract price, Banks clearance shall
have to be obtained.
Regarding Prior Review Cases, the communication with the Bank for prior review contracts and the
approval of procurement plans shall normally be the responsibility of the FPCU. However, based on
experience under AGP-I, RPCUs can also submit prior review cases and approval of procurement
plans directly to the Bank with copies made to the FPCU.
8.4.6.2 Post Review
In the case of the Post-review contracts, the responsibility of the government is much more. Even
though the cases are not sent to the Bank for review, they have to be prepared with utmost care and
decided as though they are to be sent to the Bank. Detailed evaluation reports in the prescribed formats
are to be prepared and kept in file. The files should be maintained properly. The CUs and IAs shall
retain all documentation about each contract, including the signed contract original, the evaluation
report, and the recommendation for award, for review by the Bank or its consultants. Post review
would include review of the final concluded contract (s) and supporting documents for all other cases.
Copies of agreements of the contracts subject to post review are not be forwarded to the Bank.
However, the relevant information and documentation shall be compiled at all levels (federal, regional,
zone and Woreda) by the AGP 2-CUs and implementing agencies. Bank will seek this information
when ever required for post review as per the Guidelines. These may be reviewed selectively by
visiting Bank’s Supervision Mission or by Auditors appointed by the Bank or government.
Post Review of Works and Goods
Post Review by Bank of contracts other than prior review cases will consist of review of final
concluded Contract(s) with checklist and supporting documents. For all other cases, Federal and
regional CUs shall carry prior reviews. CUs and IAs at all levels shall maintain complete files of all
documents to be available for periodic reviews by the Bank.
Post Review of Consultancy Services
All cases of procurement that do not come under the ambit of Prior Review shall be post reviewed by
the Bank. Post review covers the final contract along with appendices and copy of evaluation
note/award recommendations, which should be submitted along with the Checklist. However, Terms
of Reference and Consultants contracts for assignments of critical nature, as decided by the Bank at
the time of reviewing the procurement plans and signing the loan agreement, will be reviewed by the
Bank in all cases, regardless of value.
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Bank’s Review Thresholds :-The Borrower shall seek World Bank prior review in accordance with
Appendix 1 of both Procurement and Consultant Guidelines for contracts above the thresholds as
agreed in the Procurement Plan. For purposes of the initial Procurement Plan, the Borrower shall seek
Bank prior review for:- (i) works contracts estimated to cost US$5 million equivalent per contract and
above; (ii) goods contracts estimated to cost US$1,000,000 equivalent per contract and above; (iii) all
consultancy contracts for services to be provided by consulting firms of US$200,000 equivalent per
contract and above; (iv) for ICs contracts estimated to cost US$100,000 equivalent per contract and
above; (v) direct contracting of goods and non-consulting services as stipulated as above, and single
source selection contracts; and (vi) annual training plan. In addition, a specified number of contracts
to be identified in the procurement plan for the procurement of goods and works below the ICB
threshold may also be subject to prior review. These prior review thresholds may be re-visited annually
and any revisions based on the assessment of the IAs capacity will be agreed with the Bank and
included in an updated Procurement Plan.
For Prior review by the Bank, FPCUwill carry out quality check on all procurement documents to be
prepared by the IAs and then forward the same with its recommendations to the Bank for prior review.
FPCUshall be responsible for prior review of all procurement cases up to the threshold in the table
below for which the IA shall forward the complete procurement documents to FPCU. Prior review is
generally necessary in the following conditions but each activity will be dealt with as per provisions
in the Procurement Plan and Legal Agreement.
Change from Post Review to Prior Review: A contract whose cost estimate was below the Bank’s
prior review threshold indicated in the Procurement Plan shall fall under prior review if the price of
the lowest evaluated bidder exceeds such threshold. All related procurement documentation already
processed, including the evaluation report and recommendation for award, shall be submitted to the
Bank for its prior review and no objection before the award of contract. When, to the contrary, the
price of the selected bidder falls below the prior review threshold, the prior review process shall
continue. Under certain ciRPCUmstances, the Bank may require the Borrower to follow a prior review
process for a contract below the Bank’s prior review threshold in the case of a complaint it has
determined to be of a serious nature. Also, when the procurement method requires change due to
higher or lower cost estimates than previously assessed, for example from NCB to ICB or inversely,
the Procurement Plan shall be modified by the Borrower and submitted to the Bank for review and no
objection.
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Table 26: Procurement Methods and Prior Review Thresholds
Procurement Method Authorized Per
Contract Value
(Threshold in
US$)
Prior Review
(Threshold per
contract Value
in US$)
National36
Shortlist
Maximum per
contract Value
(US$)
Review procedures
Works, Goods and Non-consultancy Services
ICB (Works)
≥ 7,000,000 ≥ 7,000,000 NA All ICB (works) contracts subject to prior review
NCB (Works)
≥ 200,000
< 7000,000
≥ 5,000,000 NA As indicated in the Procurement Plan selected
contracts will be prior reviewed. All other
contracts subject to post review
Shopping (Works)
< 200,000
NA NA By comparing quotations received from at least
three (3) reliable contractors. All contracts will be
subject to post review. A register of works
shopping shall be prepared and kept for audit.
ICB (Goods) ≥ 1,000,000 ≥1,000,000 NA All contracts will be subject to prior review
NCB (Goods)
As per paragraphs 3.3
and 3.4 of Guidelines
≥ 100,000 and
< 1,000,000
NA NA As indicated in the Procurement Plan selected
contracts will be prior reviewed. All other
contracts subject to post review
Shopping (Goods)
As per paragraph 3.5
of Guidelines
< 100,000 NA NA By comparing quotations received from at least
three (3) reliable suppliers. All contracts will be
subject to post review by the Bank.
Shopping (Non-
consultancy services) As
per paragraph 3.5 of
Guidelines
< 100,000 NA NA By comparing quotations received from at least
three (3) reliable service providers. All contracts
will be subject to post review by the Bank.
36A threshold for which a shortlist may comprise only national consultants and the Borrower does not publish in UNDB online.
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Procurement Method Authorized Per
Contract Value
(Threshold in
US$)
Prior Review
(Threshold per
contract Value
in US$)
National36
Shortlist
Maximum per
contract Value
(US$)
Review procedures
Force Account as per
paragraph 3.9 of
Guidelines
Works that
meet the
requirement of
Guidelines
All contract
values
NA All contracts will be procured with Bank prior
clearance irrespective of value. All Force Account
procurement shall be approved on a case by case
basis subject to satisfactory justification
Direct Contracting
(Goods, works and non-
consultancy services) as
per paragraph 3.7 and
3.8 of Guidelines
< $5,000
equivalent
≥ 5,000
equivalent.
.
NA All other contract values subject to post review. A
register of such petty purchases shall be
maintained by CUs and IAs. Documentations of
the justifications provided and the approval by the
head of agencies shall be maintained for review
by Bank staff.
Contract values less than $ 5,000 shall be
reviewed at FPCUand RPCUs levels. Between $
5,000 and 100,000 by WB Task Team Leader and
above $ 100,000 requires full WB Prior Review
Consultancy Services
Consultants (Firms) as
per paragraph 2.1 to 2.35
and 3.1 to 3.15
of Guidelines
NA ≥200,000 ≥ 300,000
Consultants (Engineering
and works supervision)
NA ≥ 300,000 ≥ 300,000
Direct Contracting
(Single source selection
method for consultants) as
< $5,000
equivalent
≥ 5,000
equivalent.
NA All other contract values subject to post review. A
Register of such petty purchases shall be
maintained by CUs and IAs. Documentations of
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Procurement Method Authorized Per
Contract Value
(Threshold in
US$)
Prior Review
(Threshold per
contract Value
in US$)
National36
Shortlist
Maximum per
contract Value
(US$)
Review procedures
per paragraph 3.8
of Guidelines
the justifications provided and the approval by the
head of agencies shall be maintained for review
by Bank staff.
Contract values less than $ 5,000 shall be
reviewed at FPCUand RPCUs levels. Between $
5,000 and 100,000 by WB Task Team Leader and
above $ 100,000 requires full WB Prior Review
Annual Training Plan of the
program
NA All training
plans as part
ofAWPB.
Na All Training Plans will be implemented with
Bank prior clearance of the plans. The training
plans would include details on: (i) type of training
to be provided; (ii) number of beneficiaries to be
trained, duration of training, and estimated cost;
(iii) institutions selected based on their expertise;
and (iv) expected learning outcomes.
Workshops NA All workshop
plans as part of
AWPB.
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8.4.6.3 Frequency of Procurement Supervision
In addition to the prior review supervision to be carried out from Bank office, as per the capacity
assessment findings it has been recommended semi-annual supervision missions to conduct field
visits, of which at least one mission will involve post review of procurement actions. The dedicated
procurement staffs at the CUs will undertake periodical (at least quarterly) review of the procurements
done by IAs and lower government functionaries on a sample basis and take corrective measures as
may be necessary. The report and observations of procurement review therefore shall be used as a
guide for taking corrective measures to streamline and improve the procurement system.
Besides, government shall select and appoint a procurement auditor, acceptable to IDA, to carry out
annual independent procurement audits of AGP 2 and shall submit the report to IDA annually six
months after the end of the fiscal year for its consideration. The TOR of the auditor shall be approved
by the bank before appointing the auditing firm. The procurement review shall be done at all levels.
The Bank shall also undertake both Prior and Post Reviews for procurement process at all stages to
ensure that Guidelines of the Bank are being strictly complied with and those proper procedures are
being followed at each stage of the contracts by CUs and its implementers at all levels (Federal,
Regional, Zonal and Woreda). The bank staff shall conduct post award review during supervision
missions.
Procurement Process Flow Arrangements
The FPCUat MOA, which is the focal organization for the implementation of AGP 2, shall coordinate
all procurement activities of the program. It shall also be responsible for procurement of strategic
goods and equipment, which shall be procured through ICB centrally. Regional IAs shall be mainly
responsible for the procurement of goods and works, which are procured through NCB and shopping
procedures. It is only when goods and services unavailable at the regions or when categorizing and
aggregating alike purchases of all regions into one big purchase is found economical to gain from
discount that the federal AGP-CU will handle for them by delegation or request. Regional IAs shall
also carry out ICB contracts as well as selection of consultants as deemed necessary. Procurement at
Woreda level shall be limited to procurement of goods and works through shopping procedures.
Mis -procurement
The Bank does not finance expenditures for goods, works, and services, which have not been procured/
contracted in accordance with the agreed provisions of the financing agreement and as further
elaborated in Procurement Plan agreed with the Bank. In such cases, the Bank will declare mis
procurement, and it is the policy of the Bank to cancel that portion of credit/loan allocated to the goods,
works, and consultancy services that have been mis- procured. The Bank may, in addition, exercise
other remedies provided for under the Financing Agreement. Even when the contract is awarded after
obtaining “no objection” from the Bank, the Bank may still declare mis- procurement, if it concludes
that the “no objection” was issued on the basis of incomplete, inaccurate, or misleading information
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furnished by the IA or the terms and conditions of the contract had been modified without Bank’s prior
approval.
Procurement Implementation
A procurement capacity assessment of the IAs of the proposed program was carried out in December
2014 and January 2015. The procurement capacity assessment was carried out at the FPCU, and in the
Bureaus of Agriculture, Water and Irrigation Development Bureaus, and Livestock Development,
Cooperative Development, and Market Development Agencies in Amhara, Oromiya, Tigray and
SNNP Regions. The capacity assessment was carried out using the P-RAMS questionnaires. The
findings of the capacity assessment and the recommended actions are posted in the P-RAMS of the
program portal. The assessment reviewed the organizational structure for implementing the proposed
AGP 2 program, the staff responsible for procurement in the IAs including the FPCU, the Regions,
Woredas and other Federal level IAs. The assessment also looked into the legal aspects and
procurement practices, procurement cycle management, organization and functions, record keeping,
planning and the procurement environment.
Although all the IAs reviewed have been implementing the AGP-I, the procurement capacity
assessment has revealed a number of challenges in the overall procurement capacity of the IAs which
were included in the procurement capacity assessment. Lack of qualified and procurement proficient
procurement staff remains a major challenge in all the IAs visited. Most of the procurement staff in all
IAs visited are not proficient in the procurement procedures of the Bank. This lack of qualified
procurement staff appears to be compounded with the challenge of high level of staff turnover which
is prevalent in all sub-national IAs. Although efforts are made by the Regional procurement
coordinators to provide procurement clinics to regional and Woreda procurement staff, this effort is
undermined by the high level of staff turnover in these IAs. The organization and staffing for
procurement under the IAs of the program does not appear to be harmonized. In some IAs there are
dedicated staffs responsible for procurement under the program whereas in others procurement is
streamlined. This clearly indicates the need for harmonization of the organization and staffing which
is critical for the procurement process.
Other key issues and risks for implementation of procurement under the proposed program include
lack of adequate capacity and lack of space for procurement record keeping; inadequate staffing of the
procurement units at the regional IAs and Woredas; lack of skill development schemes for
procurement personnel; the level of pay scale for procurement personnel, which is too low to attract
qualified procurement personnel; lack of systematic procurement planning and follow-up in
procurement, lack of experience in contract administration and management, and the inadequacy of
the procurement environment for implementation of programs. Moreover, the fact that new Regions
and Woredas – including Benishangul, Harari, Dire Dawa and Gambella, are included under AGP 2,
with lack of experience in procurement under Bank financed programs, increases the risk of
procurement under the program.
230
The overall risk for procurement under AGP 2 is rated ‘high’. Thresholds for prior review and ICB,
including the maximum contract value for which the shortlist may comprise exclusively Ethiopian
firms in the selection of consultants, are presented in Table 2. The procurement capacity of the AGP
2 IAs will be reviewed annually and the thresholds shall be revised according to the improvements in
procurement capacity.
To strengthen the Procurement capacity in the Program and mitigate fiduciary risks it is proposed to
recruit procurement specialists at all levels as required. The staffs will provide procurement assistance
(in areas of procurement planning, Bid/RFP document preparation, bid/proposal evaluation and
contract management and supervision, documentation, reporting, etc) to federal, regional and Woreda
level CUs and implementation Offices. The Procurement Specialist will handle and/or coordinate all
procurement under the Program. This Specialist may be supported by a part time Procurement
Consultant who has experience in handling Bank funded procurements. The government will facilitate
procurement training for procurement staffs on Bank Procurement Guidelines. The Procurement
Specialist will be responsible to:
ensure that consistent and correct methods of procurement as specified in the Procurement Plan
as per procedures outlined in Banks Guidelines are followed by all the procurement entities of
the Program;
develop and maintain Procurement filling and documentation of all procurement done in the
Program;
maintain records of all complaints received and their disposal;
collect, collate all procurement related information as may be required by the Bank and its
auditors;
ensure that all procurement related records and documents required by the Bank Guidelines are
properly maintained, kept by the various procurement entities;
8.4.6.4 Procurement Performance Indicators and Risk Mitigation Action Plan
An analysis of the performance indicators would lead to identify the risks involved and enable action
to be taken to mitigate them. The following actions would be taken by government to mitigate the
procurement risks identified during capacity assessment.
a) Ensure Use of Comprehensive Procurement Manual:To develop a comprehensive procurement
manual and ensure that the Procurement Manual containing formats for preparation of bid
documents/RFP, evaluation reports, pre-bid minutes, bid opening minutes, contract information,
checklists etc to remove lack of clarity on public procurement process is used regularly to ensure
consistency. The procurement manual of AGP-I which provides detailed step by step procedures
for the implementation of the procurement activities of the program shall be revised to reflect
changes in procurement procedures and the current revisions in thresholds and to include
procurement code of ethics in the procurement manual; and shall be disseminated the to all IAs of
the program at all levels.
231
b) Conduct Regular Procurement Trainings: Arrange a series of procurement training programs for
procurement specialists/experts to cover all the personnel involved in the implementing agencies.
The basic procurement training shall be offered at EMI in the procurement of goods and
equipment, works and consultancy services to procurement staff of Federal and Regional IAs as
appropriate. Staff involved in the implementation of procurement activities such as Bid Evaluation
Committee members and TAC members shall be provided procurement clinics on procurement
procedures under Bank financed programs.
c) Recruit Procurement Specialists: Recruit procurement specialists who will periodically inspect
the offices of the implementing agencies and guide them on the proper procurement planning,
implementation, maintenance of the documents and records as well as procurement procedures to
be followed. S/he will also support the procurement unit at the agency level, who will maintain the
procurement documentation and train the personnel involved in the procurement at implementing
agencies and lower levels on a continuous basis. S/he will provide guidance to all implementing
agencies officers to ensure that all records regarding procurement activities under the program are
kept in an indexed and safe manner and shall be readily available for auditing and Bank review.
d) Strengthen Contract Management Capacity: A Contract Management system shall be established
in the major IAs including FPCU and RPCUs. For this to happen, a Contract Management Staff
shall be recruited at the FPCU and RPCUs including BOWR/IDA to manage the contract
administration activities of the program. Training to staffs in contract administration shall be
provided at EMI.
e) Strengthen Procurement Planning Capacity: Thorough training of procurement staffs in the
preparation and updating and monitoring of procurement plans at all levels; and make procurement
planning a requirement as part of the annual work plan and budget. A simplified procurement
planning format and procedure mandatory for use in the Woredas shall be prepared.
f) Strengthen Record-Keeping Systems: Procurement clinic on procurement records keeping shall
be provided to procurement staff of the AGP 2. A rigorous procurement data management and
reporting system shall be established to ensure that all contract information and its related details
shall be developed and made available from all regions and Woredas. The FPCUof the AGP 2 as
well as all IAs of the program, at regional, Woreda and federal level shall be responsible for record
keeping and filing of procurement records for easy retrieval of procurement information. Adequate
facility, including office space, shelves and lockers, for safekeeping and storage of procurement
records shall be provided. Each contract shall have its own file and should contain all documents
on the procurement process in accordance with the requirements of the Bank and as described in
the national procurement Law.
g) Strengthen Procurement Monitoring and Reporting Systems: M&E of procurement performance
will be carried out through Bank supervision and post procurement review missions. In addition,
the procurement officers and finance officers of the program IAs at Federal, Regional and Woreda
level shall prepare and submit procurement implementation status reports regularly and during
such missions. Besides, to strengthen the oversight, MOA shall select and appoint an independent
232
consultant, acceptable to IDA, to carry out the Independent Procurement Audit of the program
annually. The Procurement Specialists shall analyze the reports to see the trends, issues,
procurement performance indicators etc and take proactive corrective steps as and when required.
h) Strengthen Disclosure Policy and Complaint Redressed Mechanism: The implementation of the
public disclosure policy as required under the Bank Guidelines shall be ensured for enhance
transparency. In order to deal with the complaints from bidders, contractors, suppliers, consultants
and general public at large a complaint handling mechanism shall be in place at all levels. The
Complaint handling mechanism shall be announced in MOA website. Immediate action shall be
initiated on receipt of complaints to redress the grievances. If any complaints have been received,
the details of the complaints and the findings of the procuring entity should be fully brought out in
the evaluation report submitted to the Bank. All complaints shall be registered and handled at a
level higher than that of the level at which the procurement process is being undertaken and the
allegations made in the complaints shall be thoroughly enquired into and if found correct
appropriate remedial/corrective measures shall be taken by the appropriate authorities. A register
of complaints redressed shall be prepared and maintained.
The register shall contain the following information.
o Serial number of the complaint;
o Date on which the complaint was made/received;
o Name of the complainant;
o Particulars of the person making the complaint;
o Brief details of the complaint;
o Complaint against whom if against a person;
o Details of actions taken and subsequent follow ups specifying on which action was taken;
o Whether the complainant has been satisfied, if not why;
o Action taken against the guilty, if warranted;
233
Table 27 : Summary of Procurement Risks /Findings and Actions (Risk Mitigation Matrix)
N
o Major findings/issues Actions proposed Responsibility Targeted date
1 Inadequate procurement
capacity in the Regional
and Woreda. IAs
particularly in the new
Regions and Woredas to
be included under AGP 2
o Employment of qualified and
procurement proficient staff
acceptable to the Association in
the Regional IAs (additional
staff), and all AGP 2 Woredas;
o Provide basic procurement
training offered at EMI in the
procurement of goods and
equipment, works and
consultancy services to
procurement staff of Federal and
Regional IAs as appropriate;
o Staff involved in the
implementation of procurement
activities such as tender
committee members and TAC
members should be provided
procurement clinics on
procurement procedures under
Bank financed programs;
o Provide procurement staff at the
FPCU, RPCUs and Woredas with
the necessary facilities to create
conducive working environment
including mobility to enable them
support procurement activities in
the Regions and Woredas.
MoA/FPCU,
Regions and
Woredas
At least before
two months
after program
effectiveness
234
N
o Major findings/issues Actions proposed Responsibility Targeted date
2
.
Inadequate procurement
planning and monitoring
and follow-up of
procurement activities
o Make procurement planning a
requirement as part of the annual
work plan and budget;
o Train procurement staff in the
preparation and updating and
monitoring of procurement plans
at all levels;
o Make the use of simplified
procurement plans mandatory for
use in the Woredas.
MoA/FPCU,
RPCUs, Woredas,
and other Federal
IAs
During
program
implementatio
n
3
.
Written procedural
manuals/systems in place
including code of ethics
o Revise the procurement manual
of AGP-I which provides
detailed step by step procedures
for the implementation of the
procurement activities of the
program to reflect changes in
procurement procedures and the
current revisions in thresholds;
o Include procurement code of
ethics in the procurement
manual;
o Disseminate the procurement
manual to all IAs of the
program.
MoA/FPCU During
program
implementatio
n
235
N
o Major findings/issues Actions proposed Responsibility Targeted date
4
.
Lack of capacity in
procurement data
management and
maintenance of
procurement audit trail
Inadequate facility for
storage of procurement
records
o Procurement clinic on
procurement records keeping to
be provided to procurement
staff of the AGP 2;
o Establish satisfactory
procurement data management
system;
o Provide adequate facility,
including office space, shelves
and lockers, for safe keeping
and storage of procurement
records.
MoA/FPCU,
RPCUs/Regional
IAs/Woredas/othe
r Federal IAs
During
program
implementatio
n
5
.
High level of staff
turnover
o Make employment in all IAs of
AGP 2 attractive to procurement
staff by providing the necessary
incentives.
MoA/FPCU During
program
implementatio
n
6
.
Lack of experience in
contract administration
and management in the
focal organization and
RPCUs
o Establish a CM system in the
major IAs including FPCUand
RPCUs;
o Recruit and employ contract
management staff at the
FPCUand RPCUs to manage the
contract administration
activities of the program;
o Provide training to staff in
contract administration at EMI.
MoA/FPCU During
program
implementatio
n
7
.
Lack of oversight bodies
in the Regions and
Woredas to monitor and
audit procurement
activities
o Government shall select and
appoint an independent
consultant, acceptable to IDA, to
carry out the Independent
Procurement Audit of the
program annually
MoA/FPCU Annually at
the end of each
fiscal year
236
8.4.6.5 Procurement Plan
The preparation of a realistic Procurement Plan for a program is critical for its successful monitoring
and implementation. As part of the program preparation, the Borrower shall prepare a preliminary
Procurement Plan, however tentative, for the entire scope of the program. At a minimum, the Borrower
shall prepare a detailed and comprehensive Procurement Plan including all contracts for which the
selection of firms and individuals is to take place in the first 18 (eighteen) months of program
implementation. An agreement with the Bank shall be reached at the latest during loan negotiations.
The Borrower shall update Procurement Plans throughout the duration of the program at least annually
by including contracts previously awarded and to be procured in the next 12 (twelve) months. All
Procurement Plans and their updates or modifications shall be subject to the Bank’s prior review27
and no objection before implementation. After loan negotiations, the Bank shall arrange the
publication on its external website of the agreed initial Procurement Plan and all subsequent updates
once it has provided a no objection.
Under Procurement Plan, works, goods and services (non-consultant and consultant services) to be
procured are identified year-wise over the implementation period. List of procurement of works,
goods, equipment, vehicles, furniture, etc., to be procured under the program, year-wise with estimated
cost and method of procurement shall be detailed in appropriate formats for each budget year. In
addition, the details of consultancy services to be hired in terms of estimation of estimated cost, and
method of selection of consultant, year-wise over the program period shall be Programd in appropriate
format. The Procurement Plan, including their updates, shall set forth at a minimum (i) a brief
description of goods, works, and/or services (non-consulting and consulting services) required for the
program for which procurement action is to take place during the period in question; (ii) the proposed
methods of procurement as permitted under the Loan Agreement; (iii) any provision for the application
of domestic preference in accordance with paragraph 2.55 for works and goods; (iv) the Bank review
requirement and thresholds; and (v) the time schedule for key procurement activities, and any other
information that the Bank may reasonably require. Large numbers of small and similar contracts may
be clubbed.
A Procurement Plan (tentative for the first 18 months of program period) has been prepared and
approved (Annex). The Procurement Plan provides the basis for methods of procurement and
categories of goods and works to which they apply are specified. This plan will be available at the
program implementation unit at FPCUof MOA. The Bank discloses the Procurement Plan to the public
after the related program has been approved including disclosing of additional updates after the Bank
has approved them. It will also be available in the Program’s database and in the Bank’s external
website. The Procurement Plan will be updated in agreement with the Bank annually or as required to
reflect the actual program implementation needs and improvements in institutional capacity. All
updated/revised procurement plans shall require Bank clearance. All procurement activities shall be
carried out in accordance with the agreed and cleared procurement plan.
237
8.4.6.6 Procurement Planning and AWPB Linkage
All procurement shall be within the approved budget of the AWPB of the procuring entity and should
be meticulously and judiciously planned by the procuring entity. Consistent with government fiscal
discipline measures, only those considered crucial to the efficient discharge of governmental functions
shall be included in the Annual Procurement Plan (APP). The APP shall be formulated and revised
only in accordance with the following guidelines:
a) At the start of every budget period, the procuring entity shall prepare its proposed budget for the
succeeding calendar year, taking into consideration the budget framework for that year in order to
reflect its priorities and objectives for the budget period.
b) The end-user units of the procuring entity shall prepare their respective APP for their different
programs and activities. The APP shall include:
o information on whether subprograms/activities will be contracted out, implemented by
administration in accordance with the guidelines issued by the Bank;
o the type and objective of contract to be employed;
o the extent/size of contract scopes/packages;
o the procurement methods to be adopted, and indicating if the procurement tasks are to be
outsourced;
o the time schedule for each procurement activity and for the contract implementation; and
o the estimated budget for the general components of the contract;
c) The APP shall require the approval of the Bank and must be consistent with its duly approved
yearly Annual Work Plan and Budget (AWPB).
d) The APP shall then be submitted to the CUs and then Bank for approval. The CUs shall evaluate
each IA’s submitted APP and include it in the budget proposal for approval by the PSC and Bank.
e) After the budget proposal has been approved by the PSC and/or other oversight bodies, the CUs
shall furnish a copy of the procuring entity’s APPs with the corresponding AWPB for
implementation.
f) No procurement shall be undertaken unless it is in accordance with the approved AWPB and APP
of the procuring entity.
Terms and Methods of Payment (Paragraph 2.34, 2.35 & 2.36 for works)
Payment terms shall be in accordance with the international commercial practices applicable to the
specific goods, works, and services.
Advance Payment
Advance payment as stipulated in the condition of contract may be paid to the contractor up on
submission of the employer of a bank guarantee or if acceptable, insurance guarantee. These funds
assist the contractor in the initial stage of implementation of the work such as payment of wages for
the first month and mobilization plant and materials. The supervising consultant should ensure that
the advance is repaid in accordance with the provisions of the contract.
238
a) Contracts for supply of goods shall provide for full payment on the delivery and inspection, if so
required, of the contracted goods except for contracts involving installation and commissioning,
in which case a portion of the payment may be made after the Supplier has complied with all its
obligations under the contract. The Employer will open the use of letters of credit so as to assure
prompt payment to the Supplier. In major contracts for equipment and plant, provisions shall be
made for suitable advances and, in contracts of long duration, for progress payments during the
period of manufacture or assembly.
b) Contracts for works shall provide, in appropriate cases for mobilization advances, advances on
Contractor’s equipment and materials, regular progress payments, and reasonable retention
amounts to be released upon compliance with the Contractor’s obligations under contract. Any
advance payment for mobilization and similar expenses, made upon signature of a contract for
goods, works, and non-consulting services, shall be related to the estimated amount of these
expenses and be specified in the bidding documents. Amounts and timing of other advances to be
made, such as for materials delivered to the site for incorporation in the works, shall also be
specified.
The bidding documents shall specify the arrangements for any security required for advance payments.
Bidding documents shall also specify the payment method and terms offered, whether alternative
payment methods and terms will be allowed, and, if so, how the terms will affect bid evaluation.
Generally, the Advance Payment shall be limited to 20-30% (twenty to thirty per cent) of the Contract
Price.
Validity of the Bids (Paragraph 2.13 of Guidelines): The usual period of validity to be stipulated in
the bidding document is 90 days. However it could be increased to 120 days in respect of complex
contracts, where the process of evaluation is likely to take more time and the decision for award of
contract is likely to take more time. Stipulating a longer period of validity will make the bid out of
date when the rates are fixed and not subject to price adjustment.
Bid Security (Paragraph 2.14 of Guidelines): Bidders are required to deposit (called as Bid Security)
an amount specified in the bidding document, along with their bid. Bid securityshall be about 2%
(should be specified amount of money not percent)of the estimated cost of works/goods, and a specific
amount of money be indicated. The bid security shall be in the form of Demand Draft/Bankers Cheque/
Bank Guarantee from a Scheduled/Nationalized Bank, which should be valid for 45 days beyond
validity period of bid in favor of the officer who has invited the bids or any other specified officer.
The bid security of unsuccessful bidders shall be returned within 45 days of the end of bid validity
period. The bid security shall be forfeited in the event of withdrawal of bid within original validity or
if the bidder does not accept the corrections to the Bid Price in pursuant of corrections as per provisions
of Bid Document, and in the case of successful bidder if the bidder fails to sign the agreement within
specified period or furnish the required performance security within specified time limit.
Performance Security and Retention Money (Paragraph 2.39 and 2.40 of Guidelines): In the case
of works, the Performance Security shall be ten percent (10%) of the Accepted Contract Amount in
239
US$ in the form of Unconditional Bank Guarantee acceptable to the Employer. In the case of goods
the initial performance security shall also be 10% of contract price. The performance security may be
in the form of unconditional bank guarantee from a Scheduled/Nationalized bank acceptable to the
Employer, valid up to 28 days after date of expiry of defect liability period/warranty period. Failure
of the successful bidder to furnish performance security shall constitute a breach of contract, cause of
annulment of the award, forfeiture of the bid security, and any other remedy the Purchaser may take
under the contract, and the Employer/Purchaser may resort to awarding the contract to next ranked
bidder. Contracts for works may provide for a percentage of each periodic payment to be held as
retention money until final acceptance. Retention Money for Works shall be 10% of contract price;
50% to be retained till completion of the whole of the works and 50% to be retained till the end of
defects liability period. Bank guarantees submitted by bidders/contractors/suppliers should be
unconditional and be in the specified formats. Bid and performance securities of Joint Ventures should
be in the name of all partners in the Joint Venture submitting the bid.
Liquidated damages (Paragraph 2.41 of Guidelines): Both for Works and Goods, liquidated damage
is specified as a fixed sum per day of delay. It is at 0.10% (percent) per calendar day or at 0.7% per
week of the value of works, goods and services delayed subject to a maximum of 10 (ten) percent of
final contract price. The liquidated damage is specified as a percentage only.
Property Management under AGP
Management of Government Property is the process of decision-making and implementation relating
to the acquisition, use, and disposition of real property. In the Government Property Guideline No
6/1991EC, Government Property is defined as Fixed Assets and Stock owned by the government
excluding money and land.
The fixed asset management starts when fixed asset is issued from store. In case of buildings and
similar constructions, the building becomes part of fixed asset when temporary acceptance is made.
Fixed assets in store are just stock. Similarly fixed asset management ends when the asset is returned,
for any reason, to used-stock store. Fixed asset could be damaged and no more be useful, the user of
the fixed assets might leave the PB and might have returned the asset to store, a project office might
be closed, and the asset might be no more useful. Such assets are received in to the store. From that
point on, the fixed asset becomes stock. At time of disposal, the asset is issued from store through a
store issue voucher (currently Model 22) to the buyer of the disposed asset.
Property identification number
Assigning property identification number and marking of fixed assets in use is necessary to monitor
and control properties of the project. Property identification number (PIN) as the name implies is used
to uniquely identify assets. It is not practicable to identify assets in words like “this chair is owned by
government, currently being used in MoFED Finance Department in Addis Ababa”. A logical and
systematic number is assigned to assets for ease of reference and for summarizing and analyzing
information on fixed assets. In Property Identification number (PIN) development, alphabets, numbers
and other characters are used; the name “number” should not be misunderstood.
Fixed assets in store
240
Fixed assets in store are not yet put to use or are returned after being used. These fixed assets are part
of stock and hence are managed by the stock management system.
Fixed assets under construction
Fixed assets under construction are not yet fixed assets, as they are not yet put to use. However, they
are not like those fixed assets in store. They are not covered by the stock management system. Hence
special procedure is needed to deal with them. The following tasks should be done. Identify all
construction works in progress. If Implementing Agency is not responsible for follow up of
construction in progress or it does not have full information on such assets, a ciRPCUlar letter to all
concerned departments of the PB has to be ciRPCUlarized requesting them to give details of
construction works in progress.
The necessary details are:
i. The type of asset (building, plant, road, etc)
ii. Location
iii. Ownership
iv. Date construction started
v. Percentage completed
vi. Expected date of completion
vii. Accumulated value of the construction, if not available estimated value
viii. If contracted out, the contract value and payments made so far
ix. All documents to support the above details.
Marking of Fixed Assets
Control over the custody of assets is only complete if PIN is marked on the assets. Marking of PIN
could serve the following purposes:
a) Fixed Assets without PIN could indicate that the fixed asset is not included in the FAR.
Annual Physical Count is completed with the help of PIN.
b) Employees of the PB can identify the asset issued in their name and they do not attempt to
put any other kind of mark on the assets.
Several techniques are available to physically mark fixed assets including:
a) Painting the property identification number
b) Pre-numbered plastic stickers
c) Marker pens
d) Pre-numbered metal plates riveted into the fixed asset
e) Bar codes
The PIN should be written on the body of the asset where the PIN can be checked without difficulty
at the time of annual physical count or at any time before that. Writing PIN at a place where it cannot
be seen without overturning or without disturbing the position of the asset should as much as possible
be avoided. If the PIN is written in such a difficult part of the body of the asset, physical count of the
asset becomes cumbersome and time taking.
Disposal of Fixed Assets
241
Council of Ministers Financial Regulation No 17/1997 states that disposal of public property shall be
done in accordance with directives of the Ministry of Finance. It also demands deletion of public
property where the property is considered to be of no use in the public body or elsewhere. Currently
Government owned fixed assets are disposed in accordance with the provisions in the Government
Property Guideline No 6/1998.
Assets for disposal should not contain material that is not intended for disposal. Examples of material
that should be cleared from assets before disposal are:
stationery—particularly printed stationery, which could be misused, or used for fraudulent
purposes;
software, the unauthorized movement of which could breach license agreements;
classified information contained in hard or floppy disks;
Records, files, papers or whiteboards containing information which, if disclosed, could breach
privacy legislation, and/or cause embarrassment or problems for the public body; and
Hazardous assets the transfer of which could create legal liabilities.
Ownership of assets
One of the difficulties that may be faced in the process of counting, valuing and recording fixed asset
is ascertaining ownership. All goods and materials purchased by AGP fund are the assets of the
program and hence it should be received, recorded and identified on the name of the project.
Insurance
According to the Council of Ministers Finance Regulations No 17/1997, Article No 62 provides that
“the Heads and employees of public bodies are responsible for the protection and preservation of
public property.”In the previous sections, how fixed assets can be recorded and controlled is explained.
One of the protection methods for fixed assets is purchasing appropriate insurance policy against
unforeseen calamities.
The Heads of PBs and the FAMU should assess for which of the assets the PB should buy insurance
cover and timely. Once purchased, the policy should be renewed every year in advance of its expiry
date.
Computerization of the fixed assets management
In addition to the procedures and formats for managing fixed assets manually, in the future, however,
the management system might evolve to computerized system. This manual could serve as a basis for
computerization of the system. Using fixed asset management software enables quick and accurate
inventory of fixed assets. It is possible to keep track of the current location of the assets and whom
they are currently assigned to. Software enables scanning and printing barcodes; maintain supplier
information, asset disposals, employee data, and maintenance records. Using the software it is possible
to manage large number of locations and assets.
ANNEXES
ANNEX 1 RESULT FRAMEWORK
A. PDO indicators
Development objective Program Development Indicators Use of outcome information
Increasing agricultural
productivity and
commercialization of small
holder farmers targeted by
the project
Percentage increase in yield for selected crops
in targeted households benefiting directly
from the project (Percentage)
This indicator enables to assess agricultural productivity by a
proxy with yield for selected key crops and livestock in targeted
households (MHH and FHH). Two indexes will develop based
on the selected crops (i) cereals and pulses and (ii)
vegetables/fruits and another one index for livestock on the
selected livestock products.
More specifically monitoring and evaluation of this indicator
tests the efficiency, effectiveness, impact of the program’s
activities at increasing agricultural productivity. It will further
capture the impact on women.
Percentage increase in yield for selected
animal products in targeted households
benefiting directly from the project
(Percentage) (liters day/cow)
Proportion production sold by targeted
beneficiaries for selected crops (Percentage)
Assess the level of commercialization of the crop and livestock
production by targeted beneficiaries for selected key crop and
livestock products.
More specifically this indicator assesses the effectiveness of the
AGP’s activities at increasing commercialization and value-
addition of agricultural and livestock products at the household
level. It will further capture the impact on women by a specific
analysis of women’s activities.
Proportion of animal production sold by
targeted beneficiaries for selected products
(Percentage)
Direct project beneficiaries
(Number) - (Core)
Number of direct project beneficiaries,
including women which should compose
minimum 40% of the beneficiaries”.
Program development objective Intermediate out comes Out put
243
Household dietary diversity Percentage increase in crop diversity in
targeted households benefiting directly from
the project
Production diversification (especially combined with increase
production of nutrient-dense crops and small-scale livestock)
plays an important role for nutrition. Qualitative studies will
also conduct to get information on those key issues including
quality of services accessed.
244
B. Intermediate outcome indicators
Intermediate outcome Outcome indicator Use of outcome information
Component one: Strengthening public agricultural service
Increased access to
public agricultural
service
Percentage increase in number of farmers using
public agricultural services (male farmers and
female farmers)
This is to measure the functional attractiveness of public
agricultural services and assess project contribution to
The expansion of service delivery, increase in number of
farmers using the service (male & female farmers )
No of farmers adopted different agricultural technologies
promoted by the project (disaggregated by gender). change in
practices compared to currently used practices or technologies
Production diversification (especially combined with increase
production of nutrient-dense crops and small-scale livestock)
plays an important role for nutrition. Qualitative studies will
also conduct to get information on those key issues including
quality of services accessed.
Number of gender sensitive technologies
demonstrated in the project area (Number)
Percentage increase in crop diversity in targeted
households benefiting directly from the project
Clients who have adopted an improved
agricultural technology promoted by the project
(Number) - (Core)
Clients who adopted an improved agricultural
technology promoted by project – female
(Number - Sub-Type: Breakdown) - (Core)
Public agricultural
extension service
provided with
improved
technologies
Number of technologies promoted to public
extension services (total and disaggregated by
gender sensitive, nutrition and climate smart)
(Number)
Information on technologies reached the stage of being promoted
to public extension services and candidate technologies to be
promoted in year 1 are technologies at verification trial stage; the
other years it will include technologies at verification stage and
based on demand (farmers, extension services
Number of demand-driven improved agricultural
technologies under research (total and
disaggregated by gender sensitive, nutrition and
climate smart technologies) (Number)
Information on the quality of the processes that led to the selection
of technologies under research. The terms demand driven and
improved refers to the quality of the processes to have the
technology under research
Collaborative research sub-projects under
implementation/completed (Number) - (Core)
To have information about the FREGs under implementation and
growth in formal collaboration between the public research,
extension services and farmers. To avoid the risk of double
counting, once FREGs have been completed, they should be
reflected as completed and not under implementation.
Collaborative research sub-projects - under
implementation
(Number - Sub-Type: Breakdown) - (Core)
Collaborative research sub-projects - completed
(number)
245
Intermediate outcome Outcome indicator Use of outcome information
(Number - Sub-Type: Breakdown) - (Core)
Volume of breeder seeds and pre-basic seeds for
crops produced by research centres
(quintals/cumulative)
Check the capacity of research centres to provide breeder seeds
and pre-basic seeds. The supply of breeder seeds and pre-basic
seeds is critical to ensure the production of seeds (under
component 4) by farmers, cooperatives and private agents.
Small holder
farmers accessed
and efficiently used
irrigation water
Water users provided with new/improved
irrigation and drainage services (number)
(Number) - (Core)
Assesses about the expansion in access to irrigation and drainage
of farmers: farmers who are using irrigation and drainage services
from the project. Quality of services” including better timing,
quantity, quality, and cost-effectiveness for the water users. “From
New irrigation, improved and other irrigation water sources
developed by the project. The area is not necessarily newly but is
newly provided with irrigation and drainage services, and may
have been rain fed land before. Percent of IWUA managing
effectively managing irrigation schemes
Water users provided with irrigation and drainage
services - female (number)(Number - Sub-Type:
Breakdown) - (Core)
Percentage of functional water user associations
managing effectively irrigation and drainage
infrastructures(Percentage)
Area provided with irrigation and drainage
services (ha) (Hectare(Ha)) - (Core)
Information about irrigation and drainage services (new and
improved). Schemes may not be necessary new but also improved
irrigation and drainage services” refers to the upgrading,
rehabilitation, and/or modernization of irrigation and drainage
services in an area with existing irrigation and drainage services.
The data are disaggregated by gender small-scale irrigation and
household irrigation, as women farmers are mostly beneficiary
from household irrigation.
Area provided with irrigation and drainage
services - New (ha) (Hectare(Ha) - Sub-Type:
Breakdown) - (Core)
Area provided with irrigation and drainage
services - Improved (ha) (Hectare(Ha) - Sub-
Type: Breakdown) - (Core)
Commercialization
of small holder
farmers supported
Percentage increase in volume of seeds supplied
through diversified channels (disaggregated per
supplier) (Metric ton)
Information on the volume of grain seeds produced per value
chains per type of channels (private agents; farmers groups; and
cooperatives).
Number of commercial partnerships or market
contracts signed between producer groups or
cooperatives (supported by the project) and
domestic/international agribusiness actors
Information about effectiveness of program at improving market
access and establishing commercial linkages between farmer
groups or cooperatives and domestic, regional and international
246
Intermediate outcome Outcome indicator Use of outcome information
(processors, wholesalers, retailers, exporters,
etc.) for selected value chains (Number)
agribusiness actors such as processors, wholesalers, retailers,
exporters, etc.
Percentage of CIGs undertaking a viable business
activity (disaggregated youth and female)
(Percentage)
Information about the sustainability of the business for the CIGs:
(i) the members of CIG’s that make profit with the activity they
undertake as an individual in CIG; (ii) the CIG itself makes profit;
(v) Reserves of the group are increased until they are sufficient to
cover costs of a full business
Arrangement for result Monitoring
Results Framework
Project Development Objective: Increase agricultural productivity and commercialization of small holder farmers targeted by the project
PDO Statement, These results are at Project Level
Project Development Objective Indicators
Cumulative Target Values
Indicator Name Baseline YR-1 YR-2 YR-3 YR-4 YR- 5
1. Percentage increase in yield for selected
crops in targeted households benefiting
directly from the project
(Percentage)
Cereals/pulses (quintals / hectare):
- THH: 15.3
- FHH: 13.7
Vegetables/Fruits: (quintals / hectare)
-THH: 67.42
-FHH: 55.79
-- --
11.1%
11.9%
14.3%
16.1%
--
21.8%
22.9%
28.6%
30.6%
2. Percentage increase in yield for selected
animal products in targeted households
benefiting directly from the project
(Percentage) (liters day/cow)
-THH: 0.70
-FHH: 0.71 -- --
11.1%
11.9% --
21.8%
22.9%
3. Proportion production sold by targeted Cereals/pulses: -- -- --
247
beneficiaries for selected crops
(Percentage)
- THH: 17.08 %/
- FHH: 15.29 %
Vegetables/Fruits:
-THH: 37.19%
-FHH: 30.77
22.36%
21.11%
41.29%
36.21%
26.55%
25.49%
44.49%
39.97%
4. Proportion of animal production sold by
targeted beneficiaries for selected
products (Percentage)
-THH: 26.97%
- Female: 27.36% -- --
31.27%
31.89% --
34.67%
35.30%
Direct project beneficiaries (Number) -
(Core) NA 1597730
Female beneficiaries (% - Sub-Type:
Supplemental) - (Core) NA 40%
Intermediate Results Indicators
Cumulative Target Values
Indicator Name Baseline YR-1 YR-2 YR-3 YR-4 YR-5
1. Percentage increase in number of farmers using public
agricultural services (male farmers and female farmers)
- Male: 26.9%
- Female: 20.1% -- --
39.45%
31.35% --
50.56%
40.56%
2. Number of gender sensitive technologies demonstrated in the
project area (per FTC ) (Number) 0 7 20 60 90 101
3. Percentage increase in crop diversity in targeted households
benefiting directly from the project (%)
26.5% HH cultivating
3 crops or more -- -- 36% -- 39.75%
4. Clients who have adopted an improved agricultural technology
promoted by the project (Number) - (Core) 0 -- -- 700,000 1,400,000 1,530,000
Clients who adopted an improved agricultural technology promoted
by project – female (No : Breakdown) - (Core) 0 -- -- 300,000 500,000 608,000
248
5. Number of technologies promoted to public extension services
(total and disaggregated by gender sensitive, nutrition and
climate smart) (Number)
Total:
Gender sensitive: 0
Nutrition: 0
Climate smart: 0
20
7
7
4
50
20
15
10
120
60
50
14
240
90
80
16
280
101
80
20
Indicator Name Baseline
Cumulative Target Values
YR-1 YR-2 YR-3 YR-4 YR-5
6. Number of demand-driven improved agricultural technologies
under research (total and disaggregated by gender sensitive,
nutrition and climate smart technologies) (Number)
Total: 0
Gender sensitive: 0
Nutrition: 0
Climate smart: 0
--
--
--
--
20
3
3
3
60
10
10
10
110
30
30
30
140
40
40
40
7. Collaborative research sub-projects under
implementation/completed(Number) - (Core)
Total FREGs: 0
Women FREGs: 0
200
100
450
200
600
240
700
280
700
280
Collaborative research sub-projects - under implementation
(Number - Sub-Type: Breakdown) - (Core)
Total FREGs: 0
Women FREGs: 0
150
75
250
100
150
40
100
40
0
0
Collaborative research sub-projects - completed (number)
(Number - Sub-Type: Breakdown) - (Core)
Total FREGs: 0
Women FREGs: 0
50
25
200
100
450
200
600
240
700
280
8. Volume of breeder seeds and pre-basic seeds for crops produced
by research centres (quintals/cumulative) 0 1,258 2,516 3,774 5,032 6,290
9. Water users provided with new/improved irrigation and drainage
services (number) (Number) - (Core) 0 20,000 86000 172,000 190,000 190,000
Water users provided with irrigation and drainage services - female
(number) (No - Sub-Type: Breakdown) - (Core) 0 8,000 36,400 71,000 78,000 78,000
10. Percentage of functional water user associations managing
effectively irrigation and drainage infrastructures (%) NA -- 40% 50% 60% 70%
11. Area provided with irrigation and drainage services (ha) 0 5,000 21,500 43,000 55,000 55,000
249
(Hectare(Ha)) - (Core)
Area provided with irrigation and drainage services - New (ha)
(Hectare- Sub-Type: Breakdown) - (Core) 0
5,000 20,215 41,715 45,000 45,000
Area provided with irrigation and drainage services - Improved (ha)
(Hectare - Sub-Type: Breakdown) - (Core) 0 3,715 4,000 8,000 10,000 10,000
12. Percentage increase in volume of seeds supplied through
diversified channels (disaggregated per supplier) (Metric ton)
Total:193212
Private agents: 107189
Farmers groups: 37661
Cooperatives: 48362
9%
9%
9%
9%
12%
12%
12%
12%
13%
13%
13%
13%
15%
15%
15%
15%
15%
15%
15%
15%
13. No of commercial partnerships or market contracts signed
between producer groups or cooperatives (supported by the
project) and domestic/international agribusiness actors
(processors, wholesalers, retailers, exporters, etc.) for selected
value chains (Number)
Number: TBD
--
TBD
TBD
TBD
TBD
14. Percentage of CIGs undertaking a viable business activity
(disaggregated youth and female) (Percentage) NA
--
--
--
--
35%
35%
45%
40%
65%
50%
15. Percentage of trainings delivered using AGP agreed capacity
development approach (Percentage) NA -- 70% 80% 85% 90%
16. Annual progress reports meets World Bank quality and timely
delivery requirements (Yes/No) NA Yes Yes Yes Yes Yes
The sources for the rapid baseline are from: AGP1 project data, IFPRI MTR report and CSA data. The missing rapid baseline data will be
collected at appraisal. The rapid baseline data will be updated through household survey and other studies/evaluation (full fledge baseline) as
needed after Board and indicators targets will be updated based on the new baseline value.
Indicator 1: Rapid baseline source IFPRI AGP MTR./GTP-1
Indicator 2: Rapid baseline value index only based on milk. Source IFPRI AGP MTR.
Indicator 3 and 4: Source CSA Agricultural sample survey 2013/2014 (2006 e.c.)(September – January 2013/2014) report on crop and livestock
product utilization (private peasant holdings, meher season). Data for Amhara, Oromiya and SNNPR.
Indicator 5: Rapid baseline only based on farmers visit by extension agents. Source IFPRI AGP MTR.
250
Indicator 7: For the rapid baseline crop diversity is defined as farmers cropping 3 or more crop types. A more developed index looking at the
different food groups will be developed for full fledge baseline data collection. Data source is IFPRI MTR AGP report.
Indicator 11: The current targets will be updated (potentially lowered) based on a rapid assessment of research capacity to support the
establishment of FREGs.
Indicator 14: A review of currently established WUA will be conducted to establish the baseline.
NA: not applicable.
MONITERING MATRIX
What to
monitor
Methodol
ogy of
monitorin
g
Woreda Zone Region federal
Bi-
weakly
Month
ly
Quarterl
y
Month
ly
Quarter
ly
Bi-
monthl
y
Quarter
ly
Bi-
quarterl
y
Bi-
monthly
Quarte
rly
BA
Input out Supervisi
on
xx Xx xx xx
Report Xx xx xx xx xx
process Supervisi
on
xx Xx xx xx
Report Xx xx xx xx xx
Outcome Supervisi
on
xx Xx xx xx
Report xx xx Xx xx
251
ANNEX 2: LIST OF PROGRAM TARGET WOREDAS
Regionn/Zone
Previous New Total
Total Woreda
No of
Kebel Woreda
No of
Keble
Wore
da
No of
keble
1. Oromiya
1.1 Arsi
L. Bililo 25 Tiyo 18 Munesa 32 Hetosa 23 Shirka 33 Digalu and Tijo 23
Tota
l 4 113 2 41 6 154
1.2 W/Arsi
Adaba 22 GedebAsasa 25 Dodola 23 Kofele 39
Tota
l 3 84 1 4 109
1.3 Bale
Agarfa 20 Ginir 28 Gasera 21 Sinana 20
Tota
l 3 61 1 28 4 89
1.4 E/Shewa
Ada'a 27 Dugda 36 Gimbichu 33 L.Chukala 18 Lume 35
Tota
l 4 113 1 36 5 149
1.5 N/Shewa
G. Jarso 17 Dera 33 Y.Gulale 17 Were Jarso 25 H. Abote 20
Tota
l 3 54 2 58 5 112
1.6 W/Shewa
Ambo 34 Ejere 27 Dendi 48 T.Kutaye 31 BakoTibe 28
Tota
l 4 141 1 27 5 168
1.7 S/W/Shewa
Becho 19 KersaMalima 31 Woliso 37
252
Regionn/Zone
Previous New Total
Total Woreda
No of
Kebel Woreda
No of
Keble
Wore
da
No of
keble
Wenchi 23
Tota
l 3 79 1 31
4 110
1.7 Special Zone of
Finine Surround. Welmera 24 0 0 1 24
Tota
l
1 24 1 24
1.8 I/Abba-Bora
Bedele 41 AlgeSachi 19 Dedesa 26 Gechi 32 Chora 32
Tota
l 4 131 1 19 5 150
1.9 Jimma
Gera 29 Omo Nada 39 Goma 36 Dedo 53 L. Seka 38
Tota
l 3 103 2 92 5 195
1.10 Horro-
Guduru W
Guduru 31 Jima Rare 18 Horo 22 JerdegaJarte 21 J. Genete 12
Tota
l 3 65 2 39 5 104
1.11 E/Wallaga
Diga 21 GidaAyana 22 G. Gida 21 W.Tuka 10 BoneyaBoshe 10
Tota
l 4 62 1 22 5 84
1.12 New Zone
KelemWellega
- Anfilo 23
Gidami 28
Jima Horo 21
Seyo 26
Total 4 98 4 98
1.13 New Zone
West
Wellega
Lalo Asabi 27
Genji 18
Haru 25
NoleKaba 24
253
Regionn/Zone
Previous New Total
Total Woreda
No of
Kebel Woreda
No of
Keble
Wore
da
No of
keble
Tota
l 0 4 94 4 94
TOTAL 39 1030 23 610 62 1640
2. Amhara
2.1 North Gonder
Alefa 28 Dembia 45 Takusa 25 GonderZurea 37 Metema 23 Wogera 41 Quara 21 Chilga 45
Tota
l 5 142 3 123 8 265
2.2 South Gonder
Dera
29
Farta 36 Andabet 22 Estie 37
Tota
l 1
29 3 95 4 124
2.3 East Gojam
Debre Elias 20 BasoLiben 23 Enemay 26 DebayTelatgin 21 Dejen 22 EnarjEnawga 27 Awabel 30
Tota
l 4 98 3 71 7 169
2.4 West Gojam
Wemberma 21 Dembecha 29 South Achefer 19 YilmanaDensa 34 Bure 24 JbiTihinan 39 North Achefer 27 Bahir Dar ketema 11
Tota
l 6 141 2 63 8 204
2.5 North Shewa
EfrataGidim 20 MinjarShenkora 29 AntsokiaGemza 17 MoretnaJiru 17 Kewot 23 SiyaDebrnaWayu 13 TarmaBer 21 BasoWorana 33
254
Regionn/Zone
Previous New Total
Total Woreda
No of
Kebel Woreda
No of
Keble
Wore
da
No of
keble
Tota
l 5 114 3 59 8 173
2.6 Awi
AnkeshaGuagusa 34 GuagusaShikudad 14 Zigem 15 Dangla 29 Guangua 18 Jawi 21
Tota
l 5 117 1 14 6 131
TOTAL 26 641 15 425 41 1066
3. SNNPR
3.1 Sidama
Wondo Genet 14 Arbegona 38 Melega 23 Bursa 28 Gorche 21
Tota
l 3 58 2 66 5 124
3.2 Gedio
Bule 30 Gedeb 16
Tota
l 2 46 0 0 2 46
3.3 Silite
MirabAzerenet 19 MisrakAzerenet 17 Alichowuriro 24
Tota
l 3 60 0 0 3 60
3.4 Dewaro Essera 29 Tocha 36
Total 1 29 1 36 2 65
3.5 DebubOmo
Debub Ari 49 Benetsemaye 30 Semen Ari 33
Tota
l 2 82 1 30 3 112
3.6 Kefa
Decha 58 Gimbo 31 Chena 43 Gawata 30
Dita 24
Tota
l 2 101 3 85 5 186
255
Regionn/Zone
Previous New Total
Total Woreda
No of
Kebel Woreda
No of
Keble
Wore
da
No of
keble
3.7 Gurage
EnemorEner 64 Gumer 18 Endegagn 17 Geto 16 Cheha 39
Tota
l 3 120 2 34 5 154
3.8 B/maji
Debub Bench 25 Semen Bench 31 Shey Bench 21 MehinitGoldia 29
Tota
l 2 46 2 60 4 106
Sheka Yeki 22 Andaracha 16
Tota
l 1 22 1 16 2 38
3.9 Special
Woreda
Konta (s/Woreda) 43 Basketo
(s/Woreda) 30 Yem (s/Woreda) 31
Tota
l 3 104 0 0 3 104
3.10 Gemugofa
Melkoza 37 37
Tota
l 1 37 1 37
TOTAL 22 668 13 356 35 1032
4. Tigray
4.1 West
Tsegede 23
Welqait 25
KaftaHumera 21
Tota
l 3 69 3 69
4.2 N.West
TahtayAdiabo 11 LaelayAdiabo 22
AsgedeTsimbla 12 Tselemti 22
TahtayKoraro 13
MedebayZana 18
Tota
l 2 23 4 75 6 98
4.3 South Tigray Endamokoni 10
256
Regionn/Zone
Previous New Total
Total Woreda
No of
Kebel Woreda
No of
Keble
Wore
da
No of
keble
Ofla 10
Raya Alamata 9
Raya Azebo 9
Tota
l 4 0 0 4 38
TOTAL
9 130 4 75 13 205
5. Benshangul–Gumuz
none 0 0 Madora
20 none 0 0 Wembera 33
TOTAL 2 53 2 53
6.Gambella
none 0
Etaniga/ Liyu
Woreda 23 none 0 Gambela 12
TOTAL 0 2 35 2 35
7. Harari
TOTAL None 0 0 1 17 1 17
8. Dire Dawa
Admi. Council none 0 0 1 21 1 21
TOTAL 0 0 1 21 1 21
GRAND TOTAL 96 2469 61 1631 157 4069
257
ANNEX 3: LIST OF STAND ALONE MANUAL AND GUIDELINES
1. Capacity building and Training Manual 2. Guideline on Agricultural Development Partners Linkage Advisory Council (ADPLAC) 3. Guideline on Physical Market Centres Development 4. Community Level Participatory Planning (CLPP)
5. Participatory Agricultural Extension system 6. Farmers’ Training Center (FTC) Operational Manual /Guideline 7. Scaling Up Best Practices Guideline 8. Small Scale Irrigation Planning and Implementation guidelines
9. Program Coordination and Administration Guidelines
10. Financial management manual
11. Procurement manual
12. Monitoring, Evaluation and Learning Manual
13. Environmental and Safeguard Guideline 14. Farmers’ common Interest Group (CIG) establishment Guideline
15. Warehouse establishment and management Guideline
16. Component Activity Based Gender Mainstreaming Guideline
17. Manual for establishment and facilitation of FREGs.
18. Manual for on-farm participatory technology verification
19. Capacity building and Training Manual
258
ANNEX 4:- LIST OF INVESTMENTS THAT REQUIRES NEED ASSESSMENT AND FEASIBILITY STUDY
Key Implementing
Agencies
Specificities on Needs Assessment (FA) and
Feasibility Study (FS)
(For details on NA and FS, refer to definition
provided in the PIM in section "Overview of the
Implementation Cycle"
Component 1. Public Agricultural Services
1. Institutional Strengthening and Development
1. Support to agricultural extension services
IT centers at all level
1,527,600
AETAD
Needs Assessment for capacity development of
extension services: NA (physical and human) and
detailed implementation plan for capacity
development of extension services: Capacitating of
Woreda Implementing Agents to be assessed
Capacitating of Woreda Implementing Agents
1,050,000
2.Animal Production &
Animal Health services
AHD / NAHDIC /
Reg. Labs / RLA or
BoA / Reg. Vet
Services
The study will identify critical gaps in human and
physical capacity as well as gaps in essential
equipment to be addressed by the Program. The
studies will take into account the other animal health
support received through GoE or other projects/
programs. It will prepare a implementation and
management plan for physical and human capacity
development. It will prepare detailed plans for how
each supported facilities and equipment would be
operated, managed and maintained.
Establishing and Equipping molecular biology
laboratory tse tse
50000
Building and Equipping Central Quality Control
Laboratory
150000
Strengthening of a poultry diagnostic capacity 190000
Strengthening regional animal health laboratories 700000
Surveillance of major trans boundary diseases (TADs)
and zoonotic diseases
1142800
Human and physical capacity development
733160
Establishing young stock mortality reduction system
380000
259
Key Implementing
Agencies
Specificities on Needs Assessment (FA) and
Feasibility Study (FS)
(For details on NA and FS, refer to definition
provided in the PIM in section "Overview of the
Implementation Cycle
Establishing of four modern queen rearing
demonstration and training centers
68000
APFRDD / RLA or
BoA
Implementation and management plan for the
establishment of four small-scale modern bees queen
rearing demonstration and training centers will be
prepared. The IP would focus in providing a
description of the facilities and operation, a
description of the required steps, activities and
resources needed a time line for achievement. It will
describe how facilities and equipment would be
operated, managed and maintained and provide a
staffing and human capacity development plan needs.
Establishing of a fish hatchery center 850,000 Feasibility Study on Establishment of a fish hatchery
center will be conducted. The study will consider
social and environmental impacts. The study will
provide a detailed implementation and management
plan for how facilities and equipment would be
installed, operated, managed and maintained, a clear
staffing plans, and a plan for human capacity
development.
Dairy herd performance record registration 719488
NAIC / RLA or
BoA
A breeding strategy for dairy sector together with an
action plan which would include, among others, the
development and the establishment of a dairy herd
performance recording system and an electronic data
management at semen production centers will be
prepared.
Electronic data management at semen production
centers
339000
260
Key Implementing
Agencies
Specificities on Needs Assessment (FA) and
Feasibility Study (FS)
(For details on NA and FS, refer to definition
provided in the PIM in section "Overview of the
Implementation Cycle
3. Crop production and Plant Health Services
Training DAs & SMS on crop package 483,750 AETAD/CED / BoA
Prior to implementation, a detailed needs’ assessment
will be conducted in order to clearly identify the
physical and human capacity gaps to be addressed by
the program through financing goods and staff
training. It will provide detail plans on how facilities,
equipment and training will be implemented,
operated, managed and maintained and staffing plans.
Support field equipment to crop production process
Strengthening plant quarantine station
196250
281250
Installing and equipping Federal plant protection
laboratory
750000
Equipping seed analysis laboratories 1389996
Strengthening plant health clinics 302130
Establishing and equipping international standard
pesticide laboratory
4721735
Capacity building seed & pest management 419805
Experience sharing abroad 60000
5. Soil Fertility Management services
Strengthening soil testing laboratories 190000
NSTC / RSTL
Activities will be based on a detailed needs’
assessment providing evidence of the gaps that the
project could address. The NA will provide a detailed
plan for how facilities and equipment would be
operated, managed and maintained and, in relation to
this, a clear staffing plan and if necessary a plan for
human capacity development..
Promotion of biofertilizer production 400000
Support to soil mapping and implementation 999000
Component 2. Agricultural Research
3. Support to Source Technology Production
A. Source technology multiplication of crops
Production pre-basic crop seeds 1487200
EIAR / RARIs
Prior to implementation, need assessment will be
conducted for the indicated categories of source
technologies. For e ach type of source technology, the
need assessment will include a demand/supply
analysis in order to assess the production gap.
Production of basic cuttings 269500
Production of basic of seedlings 405000
Multiplication of Tissue Culture (TC) materials
552500
261
Key Implementing
Agencies
Specificities on Needs Assessment (FA) and
Feasibility Study (FS)
(For details on NA and FS, refer to definition
provided in the PIM in section "Overview of the
Implementation Cycle
B. Production of source livestock and forage
technologies
Production of basic forage seed 83000
EIAR / RARIs
Prior to implementation, need assessment will be
conducted for the indicated categories of source
technologies. For e ach type of source technology, the
need assessment will include a demand/supply
analysis in order to assess the production gap.
Production of basic forage cuttings 837000
Production of selected poultry parent breeds 180000
Production of dairy heifers for on farm demonstration 360000
Production of fingerlings to support aquaculture
development
360000
Multiplication of improved small ruminants (sheep
and goats)
180000
C. Multiplication of land and water resource
technologies
Multiply bio-fertilizers 300000
EIAR / RARIs
The Na will asses the demand / supply gap of bio-
fertilizers technologies and agro-forestry species for
soil conservation in order to identify gaps to be filled
by the Program.
Multiply multipurpose tree species 600000
4. Capacity Development
Field vehicles 4000000 EIAR, RARIs,
FPCU, RCCU,
RRCCU
Prior to implementation, needs assessment will be
conducted for each of the elements. The needs
assessments will focus on bridging physical and skill
gaps (including capacity needs for cross cutting issues
) to allow the research component to increase the
supply of demand-driven agricultural technologies to
extension services. Needs assessments will provide
detailed plans for how facilities and equipment would
be operated, managed and maintained, clear staffing
plans, and human capacity development. It will take
into account exhaustive inventory of the supports
received through GoE or other projects / programs or
in pipe line to avoid overlap.
Agricultural machineries (Tractors , planters and
combine harvesters)
1200000 EIAR and RARIs
Strenghening of plant protection labs 650000
EIAR / RARIs
Strenghening of soil labs 1250000
Biotechnology labs equipment & supply 1000000
Animal health research lab equipment & supply 1000000
Fishery research lab equipment & supply 500000
Food science lab equipment & supply 500000
Animal nutrition lab equipment & supply 500000 EIAR
Agronomy and physiology lab equipment & supply 500000 EIAR / RARIs
262
Forage seed cleaning and grading equipment 750000
Seed cleaning and grading equipment 500000
Seed lab equipment & supply 600000 EIAR
Mechanization engineering labs 1,500,000
EIAR / RARIs Computational facilities for NARS 500,000 Prior to implementation, needs assessment will be
conducted for each of the elements. The needs
assessments will focus on bridging physical and skill
gaps (including capacity needs for cross cutting issues
) to allow the research component to increase the
supply of demand-driven agricultural technologies to
extension services. Needs assessments will provide
detailed plans for how facilities and equipment would
be operated, managed and maintained, clear staffing
plans, and human capacity development. It will take
into account exhaustive inventory of the supports
received through GoE or other projects / programs or
in pipe line to avoid overlap.
Automated weather station and remote sensing
facilities
450,000
EIAR / RARIs
Poultry house construction 250,000
Irrigation facilities 2,746,000
Cold store 500,000
Short term trainings (researchers and technicians) 2,000,000
Experience sharing 700,000
Scientific workshops 650,000
Component 3. Smallholder Irrigation Development
1. Small Scale Irrigation Infrastructure Development
and Improvement
RBOA +
BOWR/IDA
The NA will focus at identify critical physical and skill
gaps and gaps in small essential equipment of the
BoW/Irrigation Development Authority at regional,
zonal and woreda offices (physical and human). It
will prepare capacity development plan and a detailed
implementation plan for the duration of the Program
including (i) critical equipment such as office
equipment and facilities, field equipment, vehicles,
technical books, (ii) preparation, multiplication and
diffusion of technical training materials; (iii) training,
E. Capacity Development
Physical Capacity Development 2425000
Human Resources Capacity Development
Annual review meetings 18,750
Training of experts 3,807,300
Training of farmers on micro-and house hold
irrigation technologies
1,600,000
Study tour public staffs (abroad) 300,000
Training of consultants and contractors staffs
(procurement)
72,000
263
Technical Assistance and consultants
10,000,000 knowledge and skill development at all levels
including technicians and smallholder farmers; (iv)
experience sharing tours; and (v) short-term study
tours.
2. Integrated Crop and Water Management
C. Human Resources and Physical Capacity
Development
RBOA &
BOWR/IDA WOA
+ WOWR & WOI
The NA will focus at identify critical physical and
skill gaps and gaps in small essential Operation and
Maintenance(O&M) equipment of for smallholder
farmers, WUA, DAs and SMS to improve irrigation
water management and agronomic practices. It will
aim at identify priority gaps and prepare a human
capacity development plan for the duration of the
Program as well as an implementation plan for the
activities mentioned.
Physical capacity development 600000
Human resource capacity development
Training of experts in irrigation water and crop
management
3,220,100
Training of farmers on improved irrigated agriculture
management
1,500,000
Study tours abroad 300,000
Training of consultants and contractors staffs 72,000
Component 4. Agriculture Marketing and Value
Chains
1. Support Agriculture Input Supply System
Establishing new liquid nitrogen production plants 3,400,000
NAIC / RLA or
BoA
The NA will assess the current capacity of liquid
nitrogen production (supply) in the country, the
potential demand of liquid nitrogen for artificial
insemination and the distribution capacity. the NA
will assess the needs for additional capacity in (i)
liquid nitrogen machines, (ii) rehabilitation of
existing liquid nitrogen machines, and (iii) the needs
in trucks for semen distribution. The NA will also
provide an action plan for the implementation of
these activities.
Provision of refrigerated truck for semen
distribution 750,000
Strengthening of liquid nitrogen production plants 425,000
264
Key Implementing
Agencies
Specificities on Needs Assessment (FA) and
Feasibility Study (FS)
(For details on NA and FS, refer to definition
provided in the PIM in section "Overview of the
Implementation Cycle"
C. Human resource capacity building
Training on seed production
76,670
A detailed study will be conducted to assess the
current human resources capacity and skill gaps on
seed multiplication of advisory services providers
(SMS, DAs), Community Based Seed Production
groups and farmer’s organization involved in seed
production and distribution
2. Establishing and Strengthening Farmer
Organizations
A. Establishing and Strengthening of farmers
organizations
Establishing of primary cooperatives 112000
FCA / RCA
Feasibility study will be conducted on establishing
farmer’s primary coperatives in Kebeles where they
have not been established earlier and also the gaps of
the already established farmer’s primary coperatives
for strengthening. Similarly feasibility study will be
done on need for the establishment of a National
cooperative Federation (NACF).
Study on establishing national cooperative federation
53818
D. Human resource capacity development
Cooperative unions The NA will be conducted to identify critical skill gaps
in FCA and RCA as well as zonal, woreda and kebele
cooperatives promotion bureaus/offices, and that of
cooperative unions. Human capacity development
plan which includes training and Inter and intra local
experience sharing visits will also be prepare for the
Training (Directors, Managers) 126,480
FCA and RCA
Training employees 12,800
Exposure Visits for Cooperative Employees 28,800
Sharing experience for directors and Managers 32,400
Agricultural Cooperatives Support Services
Training Coop. experts (woreda, zonal, reg., fed.) 572,426
265
Sharing experience (Woreda, zonal, regional office
heads & experts)
609,636 duration of the Program for both the Agricultural
Cooperatives Support Services providers at all level
and cooperative unions
Consultative Forums/platforms 375,000
Bi anual monitoring and evaluation review meeting 20,000
3. Support Agribusiness Development
A. Support to the coordination of V.C actors
AGP–AVC
(USAID)
Prior to implementation, feasibility study and/or need
assessment will be conducted for each of the elements
based on the nature of the activities. The needs
assessments will focus on bridging physical and skill
gaps. VC actors will be identified; common
challenges, problems and their current capacity will be
assessed.
Federal and Regional Multiple Stakeholders Platform 9000000
B. Technical support to strengthen competitive
agribusiness actors
Facilitation of linkage 500,000
Establishment of centers for quality traceability and
certification
1,000,000
Innovation competitive grant for agribusiness 9,760,380
Demonstration for farmers groups 9,080,000 ≫
Domestic and international trade fair and exhibition 10,000,000 ≫
4. Support Market Infrastructure Development and
Management
A. Construction and modernizing of markets
Crop and horticulture primary markets 9,500,000
MoT ,FCU and
relevant technical
directorates and
RBoA, RBoT,
WoA
A feasibility study will be conducted for each
infrastructure to be implemented. FS will focus in
analyzing the market situation, the production
capacity of the areas selected. The FS will also
consider social and environmental impacts, and
provide evidence to recommend the implementation.
The study will provide a detailed implementation and
management plan for how facilities and equipment
will be installed, operated, managed and maintained,
a clear staffing plans, and a plan for human capacity
development.
Animal primary markets 6,800,000
Milk collection and processing centers 6,400,000
Honey collection and processing centers
600,000
266
Key Implementing
Agencies
Specificities on Needs Assessment (FA) and
Feasibility Study (FS)
(For details on NA and FS, refer to definition
provided in the PIM in section "Overview of the
Implementation Cycle"
B. Support the construction of warehouses, storage
and grading facilities
Construction of store for primary cooperatives 7,500,000
FCA , RCP/WoA
A feasibility study will be conducted for each
infrastructure to be implemented. FS will focus in
analyzing the market situation, and prepare a business
plan. The FS will also consider social and
environmental impacts, and provide evidence to
recommend the implementation. The study will
provide a detailed implementation and management
plan for how facilities and equipment will be installed,
operated, managed and maintained, a clear staffing
plans, and a plan for human capacity development.
Construction of warehouse for cooperative unions 14,000,000