Overview of the ATA

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Overview of the ATA
Summary Presentation
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The creation of the ATA is the result of a
process that has lasted nearly two years
Seven Diagnostics and integrated report submitted
to Prime Minister.
Prime Minster Meles meets with Melinda Gates and
requests review of Ethiopias agriculture
extension systems.
Jan 09
Sep 09
Aug 10
Oct 10
Dec 10
Aug 11
Government decision to create an independent
organization modeled after Taiwan and Korean
acceleration units
Recommendation of extension diagnostic endorsed
by PM. PM requests support for additional
diagnostics in seeds, soils, irrigation,
agricultural finance and key value chains
First Board meeting with Prime Minister and
Transformation Council .
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High level Objectives and Approach
Method of engagement
Key approaches to achieve objectives
High level organizational objective

• Leading problem solving efforts to facilitate
  identification of solutions to systemic
  bottlenecks
• Supporting implementation by providing project
  management, capability building, technical
  assistance and knowledge sharing, and
• Enhancing linkages and coordination among
  agricultural stakeholders in high priority areas
  to reach agreed upon milestones and objectives
  that transform the agriculture sector

• Clear, inclusive and widely consultative
  stakeholder engagement throughout the problem
  solving analysis and implementation support
  efforts
• Rigorous, objective, prioritized recommendations
  that are fact based and build on the diagnostics
  and other existing research
• Diverse staff bringing the best local and
  international analytical and technical expertise
  to bear on problem solving, implementation
  support and capability building

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ATA fits within a set of complex partners
ATAs principles
ATAs partners

• Strengthen the Ministry of Agriculture as the
  ATAs primary partner
• Identify and strengthen the institutional
  capacity of partner organizations
• Align objectives with national targets for
  poverty reduction, food security and growth
• Ensure a strong and equitable regional focus in
  strategies and implementation support
• Act as a high performance change agent defined by
  strong analytics and stakeholder engagement
• Seek scalable solutions with tangible improvement
  in productivity and livelihoods of smallholder
  farmers
• Ensure an integrated approach to gender and the
  environment across all work areas

• Public sector
• Federal partners
• Regional partners

• Devt Partners
• RED-FS
• Multi / bilaterals, foundations

• Private sector
• Inputs,
• outputs and
• service
• providers

Ministry of Agriculture

• Civil society
• Local / intl. NGOs
• Local/intl. Research academia

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How does the ATA function?
1. Independent federal organization
Reports to a Transformation Council chaired
by the Prime Minister and including Minister of
Agriculture (Deputy), Minister of Finance,
Minister of Water Energy, DG of EIAR and Bureau
heads of four largest regions
2. National organization but need to prioritize
As a new organization, the ATA will need to
focus on priority set of systems, value-chains,
and geographies (regions and woredas)
3. Specified time frame
While the ATA will aim for annual and
five-year targets aligned with national plans,
successful experiences from other countries
suggests a 15-20 year time frame for change
4. Hybrid staffing model in initial years
The long-term view is for the ATA to be fully
staffed by Ethiopian civil service, however, for
at least the initial five-years a hybrid model of
international staff, locally hired
analysts/functional staff, and seconded fellows
from the public sector will be needed
5. Long term success will depend on the ability
to do four things well
a) Capacity building of public sector and
mindset modeling b) Analytic rigor
underlying recommendations c) Wide and deep
stakeholder ownership of initiatives driven by
ATA d) Flexibility to adapt to changing
circumstances
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Two core areas of work
Support immediate implementation opportunities
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Integrated Approach to the Work
Summary Points

• Focus on systems change but must be grounded and
  benefit specific crops that are important to
  Ethiopias farmers
• Integrated approach will facilitate integration
  and coordination to achieve sectoral
  transformation
• Prioritized focus areas to ensure long term
  effectiveness and achieve sustainable results
• Key issues such as Gender and Technology Access
  Adoption must inform, influence and catalyze all
  program activities

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ATA Monitoring, Learning Evaluation Framework
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Risks and Mitigation Approach
Risk level
Comments/Mitigation Approach

• Recruitment of seconded staff has prioritized
  Ethiopian Diaspora or (if necessary)
  international experts with local experience and a
  proven track record of executing difficult
  projects in a consultative manner.
• Building on the strong partnership developed
  with MoA during diagnostic study. Need to
  illustrate to other partners our truly
  collaborative effort to transform the sector
• Driven by sense of urgency to meet GTP
  targets. However, must bring along key
  stakeholders to ensure ownership and
  implementation rests in partners.
• Prepared to tackle critical issues at the
  request of MoA and Transformation Council but
  need understanding and support from policy makers
  to remain focused on core program priorities and
  Operating Guidelines to meet GTP targets.
• Internal capacity building will be a core
  objective in order to transition from
  international leadership to local leadership
  within five years. Could sacrifice some capacity
  building of stakeholders in early years to meet
  GTP targets.

• Organizational Development
• Hybrid Organization Getting the right mix of
  local and international content and management
  expertise and integrating research and hypothesis
  driven problem solving
• Partnership with MoA Clarity in supporting and
  strengthening the Ministry of Agriculture as a
  way of achieving mission and ceasing to exist in
  the long term
• Programs
• Distinctive effort Balancing between a approach
  that is both transformative and consultative
• Results orientation Striking the right balance
  between flexibility and focus to be responsive
  to arising opportunities while staying focused on
  the areas where the ATA can make the greatest
  contribution for the long term
• Sustainability Balancing the drive to quickly
  achieve program goals while developing capacity
  of key stakeholders as a way to strengthen the
  system for long term sustainable transformation

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