Transcript African Developments and Initiatives Relevant to Food

CAADP
Implementation
Martin Bwalya ([email protected])
Pretoria, South Africa
26th November 2010
Presentation outline
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The NEPAD Agenda & the NEPAD Agency
The AU-NEPAD CAADP Agenda
Rationale
Implementation arrangements
Progress and achievements
Future Outlook and focus
NEPAD Agenda
& the
NEPAD Agency
NEPAD – Africa’s new vision and
strategy for development
… Strategy to identify and support
opportunities for “wealth creation and
socio-economic growth” based on viable
growth options, enabling policy
environment and quality implementation
arrangements
2001 AU Decision …
NEPAD core priority areas
Access
to markets
Health
Science and
Technology
Agriculture
The NEPAD Core
Action Areas
Environment
Tourism
Peace
and Security
Infrastructure
Political and
Economic
governance
APRM
NEPAD Agency and the NEPAD
Agenda
• Integration of NEPAD into the AU structures
and processes finalised with the resolution
to establish the NPCA as technical body of
the AU
• Confirmed the continued leadership of
NEPAD by the Heads of State
• Established the appropriate linkages with
AU organs and the AUC
NPCA THEMATIC PRIORITIES
Agriculture
and Food
Security
Climate Change &
Natural Resources
Management
Regional
Integration
and
Infrastructure
Human
Development
Economic and
Corporate
Governance
Crosscutting
Issues:
Gender, CD &
ICT
COMPELLING AGENDA
AU Member states drive
continental development
processes
Private sector, Civil Society
and other non-state actors
are engaged & empowered
Member states and RECs
implement quality
investment programmes
and projects
The AU-NEPAD
CAADP Agenda
- Rationale
- Implementation
arrangements
CAADP Context
• CAADP is a continental framework adopted by the Heads of
State and Government as one of Africa’s priority programmes
• CAADP’s Key Objectives are to:
– Ensure agriculture led growth (to reach MDG1) by target
6% annual growth rate in agriculture productivity
– Increase public investment to 10% of public share
– Designed 4 main pillars to guide growth, development
and investment
– Ensure the inclusivity of the process by involving farmers,
private sector, non-governmental organisations and
stakeholders
– Forster a culture of efficiency, evidence based learning
and accountability
Triggers behind CAADP …
… at the close of the 20th Century:
• Low economic growth rates in Africa
• Escalating poverty levels
• Low attention to, and investment in, agriculture
sector
• A need to achieve the MDGs / Food insecurity
• High food import bills in Africa
• Low agric. production and productivity
• Impact of natural and human induced disasters
• Inadequate regional trade policies and access to
markets
Socio-economic growth and
improved standard of living
and clean environment
Food Security and Income
Generation (Poverty
Alleviation)
Wealth creation and
support to
industrialization
High and sustainable
Agriculture Performance
Organizational
development and
Institutional
reforms
Target goal of 6% annual
growth rate in agriculture
productivity
Partnerships and
coalitions and
collective
responsibility
Knowledge;
analysis and
evidence based
planning
Policy reforms
and policy review
structures
Capacity
development and
alignment/harness
ing
CAADP Principles and targets
Primary target issues …
• Achieve at least 6% sustained annual
sector growth in AU member states
• Encourage 10% mutually agreed and
targeted public investment in the
agricultural sector
NEPAD Implementation – Core Players
NEPAD
Growth
AUC
National
Governments
Partner
Organisations
Incl. private, CSO,
DPartners
RECs
CAADP implementation
Main Point of “departure” is that …
… the CAADP agenda will be achieved
when African Governments, Institutions,
development partnerships and policies
are strengthen ….
…. to stimulate and sustain quality and
effective design and implementation of
investment programmes for higher
performance of African Agriculture
CAADP Implementation
The Country CAADP
process …… as the main
instrument for CAADP
implementation
(embracing a new business model)
Post-compact guide
1
Compact Signing
Post Compact Roadmap
Detailed Investment plan formulation
Technical Review/Evaluation undertaking
(due diligence process)
2
3
Business Meeting to validate and finance
investment plans
Financing
4
Non-financed programs
Further work on resource
mobilization
Implementation
Programs with finance
committed
Government–led negotiations on financing and
financing plan, and implementation arrangements
The AU-NEPAD
CAADP Agenda
- Progress and Achievements
- Future Outlook and Focus
CAADP implementation status
Progress in Implementing CAADP
• 22 countries have signed CAADP compacts
with additional 12 countries expected to
conclude their compact signing process by
April 2011
• Of the 22 countries, 18 have developed
investment plans and conducted the
Technical reviews and Business Meetings
• Financing, Implementation(e.g. Rwanda,
Togo, Sierra Leone, Uganda, Kenya)
Overview of the share of budget of the
priority investment areas
5%
15%
30%
30%
20%
Food Security and Nutrition and management of natural disaster
Sustainable land and water management
Value Chain Promotion and Market Linkage
Science and technology applied in food and agriculture
Enhanced institutional capacities and coordination
System/Mechanism for supporting
CAADP Implementation
Country
CAADP
Teams
Country
Development
Systems
Country
CAADP
Teams
Investment
programmes
Impact of CAADP – The Case of Rwanda (1)
• 2007 - Rwanda signed the CAADP Compact
• What has been the Impact ?
 Improved planning, M&E /MAF
 CAADP team integrated in the ASWG
 Harmonised action with DPs – from project to
programme approach through the SWAp
 Improved allocation of resources – both human
and financial resources
 Improved inter- ministerial collaboration
 Business meeting (11/2009) – have since mobilised
75-80% of the required funds
Impact of CAADP – The Case of Rwanda (2)
• Leveraging private investments - moving towards
public – Private – Sector Partnerships e.g. horticulture,
aquaculture, whole sale markets
• Policy reforms, strengthened decentralisation– Land
Consolidation, crop prioritization and zoning, input
supply – achieved food security for the first time in
2009 & annual sector growth of 15%
… making a difference …
 Investment Plans/Programmes and Financing
 transparency, accountability
 Inclusiveness – opportunity for “new” form
of partnerships
 Acknowledging / providing for evidencebased analysis
 Programmatic approach / comprehensive
and integrated planning-programmes
 Inter-Ministerial Collaboration
Outlook and focus
 Local Ownership
 Financing;
- Private sector financing
- Budgeting/Costing
- Regional Integration (regional/transboundary Programmes)
 Capacity development (CAADP Team; RECs:
Knowledge-Info Expert support system;
CSO)
 M&E; Mutual Accountability Framework
I Thank You
Progress in Implementing CAADP
• In the last decade:
– 18 countries have maintained an average
economic growth of 5.5%
– 10 countries met the 6% CAADP
agricultural growth rate in 2008
– The decline in the average malnutrition
rate is encouraging, but is still high at 29%
– About 13 countries are making sufficient
progress towards the hunger/poverty MDG
targets
– 10 countries have reached or exceeded
Maputo 10% commitment
Independent review purpose
• Review
– The purpose of the technical review is to enhance the quality of
agricultural development and increase effectiveness of domestic and
foreign development assistance for agricultural growth, food security and
reduction of hunger and poverty. I
– Help ensure that every possible action is being taken to achieve the
objectives and targets laid out in the plan and defined in the CAADP
agenda will be met.
– Lay the groundwork for successful implementation of the strategy
approved at the compact roundtable and reflected in the compact and
NAIP
• Team consists of international experts (predominantly African)
• Serving for Financing negotiations
Review Components
Component 1 ……..
• Does the strategy and plan align with the
CAADP principles and values?
Component 2 ……..
• Is the strategy and plan able to deliver the level
and type of growth required to achieve economic
growth and reduction in poverty and hunger?
• Can it achieve the growth and poverty targets?
• Is this growth realistic vs historic trends?
• Is the growth efficient?
• How well distributed is the growth?
Component 3 …….. best practices applied?
• Is the plan comprehensive?
• Is it efficient and sustainable?
Component 4 …….. implementation
• Are the institutional, structural, M&E,
coordination clear and do the help create an
environment for this to succeed?
Component 5
• Does the plan provide the cost, justification and
realistic implementation for portfolio
management?