WORKING DRAFTLast Modified 3/4/2013 3:08 PM E. Africa Standard TimePrinted 2/26/2013 6:22 PM E. Africa Standard Time
Republic of South Sudan
The National Effort for Agricultural Transformation (NEAT)
DRAFT Investment Plans—For Development Partners’ Feedback
Juba, South Sudan
March 1, 2013
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The National Effort for Agricultural Transformation (NEAT) will drive South Sudan towards its 2040 Agricultural Vision
NEAT has two integrated components: the Zonal Effort for Agricultural Transformation (ZEAT) and the Comprehensive Agricultural Master Plan (CAMP)
1) ZEAT is a highly prioritized zonal approach ready for rapid implementation by the rainy seasons of 2013 and 2014
2) IN PROGRESS: CAMP is a complete strategy covering agriculture and related sectors for all states and communities, to guide the country to full national and household food security; implementation should begin by 2015
The National Effort for Agricultural Transformation (NEAT) will achieve this vision
Improved production so the country is food secure and self-sufficient in the region
Improved health and nutrition across the country
Agriculture as an alternative economic engine complementing oil and gas
Increased incomes for >80% of the population
South Sudan has a vision for a transformed agricultural sector
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Achieving this vision requires a comprehensive and coordinated response from all stakeholders
MAF, State governments, Private sector entrepreneurs, donors, implementing partners, and farmers will follow Paris declaration principles:
NEAT is an RSS-led effort with clear roles for all stakeholders:
Ultimately we will achieve the new vision of agriculture in South Sudan
Ownership: Partner countries exercise effective leadership over development strategies and co-ordinate actions
Alignment: Donors base overall support on partner countries' national strategies, institutions and procedures
Harmonization: Donors' actions are more harmonized, transparent and collectively effective
Managing for Results: Managing resources and improving decision-making for results
Mutual Accountability: Donors and partners are accountable for development results
1 Mobilize the private sector to unleash agriculture as the core driver of future growth and stability
2 Employ market-based solutions to activate public and private investments
3 Empower farmers and entrepreneurs to reach their full potential
4 Integrate interventions to achieve momentum and scale
Collaborate with diverse stakeholders to build on strengths and distribute risk
5
Fundamental Operating Principles:
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There are four types of agricultural programs that are part of this vision
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Investments targeted at high potential market-ready farmers to increase national food production and make it accessible through aggregation and marketing
Investments that promote a strong enabling environment for agriculture via research, trade, land, and private sector development programs and policies
Investments that promote the recruiting, staffing, training, and ongoing administrative needs of the NEAT implementation organization
Programs that support households to grow enough food and meet basic needs throughout the country
All four types of programs are essential for agricultural developmentA shared vision for each type of program will help align all stakeholders
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Preparing a shared investment framework for the NEAT
▪ This plan will serve as a framework to align all stakeholders around a common approach towards agricultural investments in South Sudan, including zonal transformations and coordinating investments
▪ This framework allows stakeholders to share information about their ongoing programs and proposed new investments in four sections: Direct support to ZEAT activities Programs supporting cross-cutting enablers Support to the NEAT Implementation Unit Additional aligned activities (outside of ZEAT)
▪ An Excel file with detailed instructions will be distributed for all Development Partners to easily list programs. Then the NEAT technical working team will compile all programs in this plan
▪ The compiled program summary from these worksheets will be shared across all stakeholders to provide a common information base and allow the Ministry of Agriculture to balance resources against programs
▪ In order to ensure a quick path to implementation, please return the completed investment plan worksheets to the NEAT team by 6 March
Documenting all programs in South Sudan
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Guiding principles to help complete investment matrices
PRINCIPLE
State ministries must contribute resources to activities, not just depend on donor commitments
State Ministry of Agriculture trains high-performing extension agents and deploys them to priority counties
EXAMPLE
Investment commitments should take advantage of the unique strengths of the implementer
Implementer A specializes in warehouse management, while Implementer B utilizes teams already on-the-ground in some counties
Donor/Development Partner commitments should be for multiple years to build local knowledge
Development Partner A funds the training of 30 entrepreneurs in year 1, and builds on successes to scale to 100 by year 3
Donors/Development Partners should ideally commit to most of the activities for a geography to reduce handoffs
A single donor should support farmers in production and marketing rather than dividing and risking a failure to link
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Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
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The ZEAT planning process is being rolled out across the country in 2013; state workshops are being conducted to develop strategies in 3 phases
3
Phase 3:▪ Eastern Flood Plains
- South▪ Nile Sobat
1
Phase 1 (ongoing):▪ Greenbelt▪ Hills and Mountains▪ Eastern Flood Plains
- North
2 3
1
2
Phase 2:▪ Western Flood Plains▪ Ironstone Plateau▪ Arid
To date, the ZEAT team has completed the Greenbelt investment plan
Over the next 12 months, MAF intends to develop complete plans for all remaining zones led by state ministries in partnership with other line ministries and development partners
For now, please review the Greenbelt plans and identify areas where you can support immediate investment needs
For all other zones, please catalog your support in the “other plans” section
When ZEAT planning is complete in other zones, we will work together to realign programs to overall strategy following a similar process as completed in the Greenbelt
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Greenbelt Transformation will aggregate smallholder maize and connect to markets
Develop community block farms in Eastern Equatoria
Foster agro-entrepreneurs in Central Equatoria
Build large associations in Western Equatoria
▪ Organize smallholders onto 90 cleared farms
▪ Subsidize land clearance, inputs, and plowing
▪ Provide intensive production training
▪ Rehabilitate roads and develop marketing system
▪ Develop 100 agro-entrepreneurs providing storage, mechanization, improved seeds, and value addition
▪ Provide intensive technical and business training
▪ Rehabilitate roads to Juba market
▪ Develop 4 existing and 4 new large farmer associations
▪ Link association output to large traders
▪ Develop market information system and rehabilitate trunk and feeder roads
The integrated Greenbelt transformation will tailor interventions to local contexts
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In Western Equatoria, prioritize supporting cooperative associations and commercial farmers to buy and sell at scale
▪ Support 3 existing associations and develop 4 new associations– Build on existing successes (e.g.,
YAFA in Yambio with 2500 members)– Construct or rehabilitate warehouses
and ensure proper fumigation – Link associations to large traders and
develop processing opportunities– Provide quality extension and input
subsidies
Our interventions will be:
Engage 15,000 farmers over 3 years
Our projected results and costs:
Critical requirements for success: Funding for roads mobilized quickly so increased
production does not spoil Farmer associations are sustainable and private-
sector oriented—not dependent on relief
▪ Support 15,000 farmers over 3 years with 40 M SSP of public funds and 45 M SSP of farmer/ association funding:– Average cultivated land from
2.5 to 3.5 feddans– Yield from 1 to 2 MT/feddan– Post-harvest loss reduces from
40% to 15%
▪ Rehabilitate 1,260 km of road at SSP 605 M cost
▪ Agriculture cost: SSP 88 M ▪ Infrastructure cost: SSP 605 M
▪ Total cost: SSP 693 M
▪ Boost commercial farmers to expand land or develop outgrowers through loans and input subsidies
▪ Rehabilitate trunk roads to Juba and Wau and area feeder roads
WESTERN EQUATORIA
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What will it take?
Identify leaders of small farmer groups to form the foundation of each cooperative, through intensive recruitment and training
Provide training to create a small, professional management group for each cooperative to represents the interests of its members
Facilitate access to finance for each association to ensure sustained success beyond government/development partner support
What will be created?
Co-operative associations that are profit-oriented businesses that independently organize and support farmers
Connect associations to institutional buyers and private traders to purchase harvest
üü
ü
ü
WESTERN EQUATORIA
Key success factors for strong, independent associations in Western Equatoria
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Summary: Western Equatoria Investment Plan3-year costs, SSP, ‘000
Major activities (over 3 years)Component
1,040 - 1,040▪ Organizers to form 4 new co-ops and strengthen 3existing co-ops
Co-op organization
SOURCE: Ministry of Agriculture, implementation partner, field interviews
1,180 75 1,255▪ 500 MT warehouses for 4 new co-ops▪ Grants for equipment/fumigation for 7 co-ops for 1 yearWarehousing
PRELIMINARY
5,670 39,480 45,150▪ Grants for 7 co-ops to purchase 10 kg seeds, 500 mL crop protection per feddan for 1 yearInput supply
22,000 - 22,000▪ Grants for 7 co-ops to to expand land under cultivation by 1 feddan/farmer
Land clearance
285 65 350▪ 2 MT/day maize mills for 7 co-ops▪ Grants for fuel/maintenance for 1 yearProcessing
Marketing13,745 3,700 17,445▪ Trucks for 3 existing co-ops
▪ Grants for truck hire for 4 new co-ops▪ Radio advertising of produce for 7 co-ops
Training/Extension
945 0 945▪ Extension agents for farmers in 20 focus payams
Market infor-mation system
165 0 165▪ Build market information team at the state level to track and communicate prices (3 analysts)
Infrastructure 604,450 0 604,450▪ Trunk and feeder roads connecting Greater Yambio, Mundri
and Maridi to Juba, Wau and Rumbek
WESTERN EQUATORIA
Private/Farmer
Public/Donor
Total
649,480 43,320Total 692,800
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Coope-rative associ-ations
Strong Co-ops
Organization
Input supply
Land clearance
Warehousing
Processing
Marketing
Exten-sion
M.I.S.
Western Equatoria Year 1: Public/Donor investments (1/2)
Salaries
Support
Salaries
Support
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
1 50% take-up expected
WESTERN EQUATORIA
▪ 25MT trucks▪ Business skills/marketing
training
▪ Strengthen co-op (2,500 each)
▪ Management training
▪ Start-up grants for to clear 2,500 feddans
▪ Warehouse equipment▪ Fumigation▪ Warehouse management
training▪ 2 MT/day maize mills▪ Fuel/maintenance
▪ 20 agents (1 per payam); 2 managers
▪ Start-up grants for 425 MT seed
▪ Start-up grants for 10,625 L insecticide
PRELIMINARY
▪ 25MT trucks▪ Business skills/marketing
training
▪ Strengthen co-op (2,500 each)
▪ Management training
▪ Start-up grants for to clear 2,500 feddans
▪ Warehouse equipment▪ Fumigation▪ Warehouse management
training▪ 2 MT/day maize mills▪ Fuel/maintenance
▪ Start-up grants for 425 MT seed
▪ Start-up grants for 10,625 L insecticide
▪ 25MT trucks▪ Business skills/marketing
training
▪ Strengthen co-op (2,500 each)
▪ Management training
▪ Start-up grants for to clear 2,500 feddans
▪ Warehouse equipment▪ Fumigation▪ Warehouse management
training▪ 2 MT/day maize mills▪ Fuel/maintenance
▪ Start-up grants for 425 MT seed
▪ Start-up grants for 10,625 L insecticide
Ezo Nzara Yambio
RSS commitments
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Coope-rative associ-ations
Emerging Co-ops
Organization
Input supply
Land clearance
Warehousing
Processing
Marketing
Exten-sion
M.I.S.
Western Equatoria Year 1: Public/Donor investments (2/2)
Salaries
Support
Salaries
Support
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
1 50% take-up expected
WESTERN EQUATORIA
▪ 20 agents (1 per payam); 2 managers
PRELIMINARY
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (250 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Mundri West
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (250 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Mundri East
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (250 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Maridi
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (250 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Ibba
RSS commitments
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Coope-rative associ-ations
Strong Co-ops
Organization
Input supply
Land clearance
Warehousing
Processing
Marketing
Exten-sion
M.I.S.
Western Equatoria Years 1-3: Public/Donor investments (1/2)
Salaries
Support
Salaries
Support
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
1 50% take-up expected
WESTERN EQUATORIA
▪ 25MT trucks▪ Business skills/marketing
training
▪ Strengthen co-op (3,000 each)
▪ Management training
▪ Start-up grants for to clear 8,000 feddans
▪ Warehouse equipment▪ Fumigation▪ Warehouse management
training▪ 2 MT/day maize mills▪ Fuel/maintenance
▪ 20 agents (1 per payam); 2 managers
▪ Start-up grants for 425 MT seed
▪ Start-up grants for 10,625 L insecticide
PRELIMINARY
▪ 25MT trucks▪ Business skills/marketing
training
▪ Strengthen co-op (3,000 each)
▪ Management training
▪ Start-up grants for to clear 8,000 feddans
▪ Warehouse equipment▪ Fumigation▪ Warehouse management
training▪ 2 MT/day maize mills▪ Fuel/maintenance
▪ Start-up grants for 425 MT seed
▪ Start-up grants for 10,625 L insecticide
▪ 25MT trucks▪ Business skills/marketing
training
▪ Strengthen co-op (3,000 each)
▪ Management training
▪ Start-up grants for to clear 8,000 feddans
▪ Warehouse equipment▪ Fumigation▪ Warehouse management
training▪ 2 MT/day maize mills▪ Fuel/maintenance
▪ Start-up grants for 425 MT seed
▪ Start-up grants for 10,625 L insecticide
Ezo Nzara Yambio
RSS commitments
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Coope-rative associ-ations
Emerging Co-ops
Organization
Input supply
Land clearance
Warehousing
Processing
Marketing
Exten-sion
M.I.S.
Western Equatoria Years 1-3: Public/Donor investments (2/2)
Salaries
Support
Salaries
Support
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
1 50% take-up expected
WESTERN EQUATORIA
▪ 20 agents (1 per payam); 2 managers
PRELIMINARY
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (1,500 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Mundri West
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (1,500 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Mundri East
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (1,500 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Maridi
▪ Truck hire grant▪ Business skills/
marketing training
▪ Form co-op (1,500 each)
▪ Mgmt training
▪ 500 MT warehouse and equipment
▪ Fumigation▪ Mgmt training
▪ Maize mills▪ Fuel/maintenance
▪ Start-up grants for 50 MT seed
▪ Start-up grants for 2,500L insecticide
Ibba
▪ Start-up grants for to 6,000 feddans
▪ Start-up grants for to 6,000 feddans
▪ Start-up grants for to 6,000 feddans
▪ Start-up grants for to 6,000 feddans
RSS commitments
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Western Equatoria Years 1-3: Road investments
Roads
185 kilometers – 89 million SSP
250 kilometers - 110 million SSP
435 kilometers - 274 million SSP
130 kilometers – 62 million SSP
PRELIMINARY
WESTERN EQUATORIA
Mundri-Bangolo
Mundri-Amadi
Yambio-Maridi
Mundri-Juba
Yambio-Wau
Mundri-Rumbek
Maridi-Mvolo
Nzara-Sakure
155 kilometers – 37 million SSP
37 kilometers – 15 million SSP
27 kilometers – 11 million SSP
20 kilometers – 6 million SSP
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▪ Spur 100 entrepreneurs to fill gaps in the value-chain for farmers and groups– Mechanization service (tractor and
bulldozer) expands land clearance– Input dealers sell quality seeds and
plant protection– Warehouses and processing improve
market opportunities▪ RSS provides extension training and
subsidies
Our interventions will be:
Engage 15,000 farmers over 3 years
Our projected results and costs:
Critical requirements for success:▪ Solid talent-pool and financial resources to mobilize
entrepreneurs▪ Quick improvement of roads connecting farmers and
markets
▪ Support 12,000 farmers over 3 years with 20M SSP of public funds and 100M SSP of ongoing entrepreneur operating costs
– Land cultivated increases from 2 to 3 feddans
– Yield increases from 0.8 to 1.6 MT/feddan
– Post-harvest loss reduces from 30% to 15%
▪ Rehabiliate 545 kms of road at 455M SSP
Agriculture cost: SSP 120M Infrastructure cost: SSP 455 M
Total cost: SSP 575M
▪ Support 4 private associations with outgrowers to through organizing, warehouse and transport support
▪ Rehabilitate Juba-Yei and Juba-Kajokeji roads, and construct new feeder roads
In Central Equatoria, prioritize supporting agro-entrepreneurs and farmer associations to provide smallholder value-chain services
CENTRAL EQUATORIA
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What will it take?
What will be created?
Private sector entrepreneurs that are able to connect with smallholder farmers and FBOs and create sustainable linkages along the value chain
CENTRAL EQUATORIA
Establish clear expectations and contracts with entrepreneurs detailing support, performance targets, and consequences for management failureüProvide ongoing training to each entrepreneur on business and technical management (e.g. accounting, marketing, warehouse cleaning)ü
ü Connect entrepreneurs with service support (e.g. mechanics for tractors & mills, warehouse suppliers)
Connect entrepreneurs to smallholder farmer groups to help groups to grow and ensure businesses have a market for their servicesü
Key success factors for private sector agro-entrepreneurs in Central Equatoria
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Summary: Central Equatoria Investment Plan
Component
Warehouse operator
Tractor/Bulldozer hire
Processors
Seed dealers
Extension
Infra-structure
Private association
3-year costsSSP, ‘000
Major activities (over 3 years)
8,240 77,550 85,790
4,560 3,140 7,700
2,170 14,230 16,400
2,800 3,750 6,550
710 0 710
453,600 0 453,600
2,950 1,580 4,530
475,030 100,250Total 575,280
Establish/train 35 warehouse operators to purchase locally▪ Construct 40 500MT warehouses and equipment▪ Start-up capital for seasonal offtake purchases
Establish/train 24 mechanization providers across CES▪ Purchase 20 75hp 4-wheel tractors and 4-bulldozers▪ Ongoing fuel and maintenance
Establish/train 20 processing operations focused on maize▪ Purchase 20 2MT/day maize mill▪ Construct 20 150MT stores near mills
Establish/train 20 seed and input dealerships▪ Support 20 stores to start-up▪ Subsidize initial stock of improved seed
Organize/train 4 private associations to aggregate supply▪ Construct 4 1000MT warehouse▪ Purchase 4 20MT-capacity lorry
20 public extension agents reactivated to cover all payams▪ Agent salary▪ Motorcycle
430 kilometers of trunk and feeder roads connected to Yei/Kajokeji
PRELIMINARYCENTRAL EQUATORIA
Private/Farmer
Public/Donor
TotalPRELIMINARY
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Central Equatoria Year 1: Public/Donor investments
Organizing
Infra-structure
Association with outgrowers
Extension service
Salary
Support
Entre-preneur support
▪ 1000MT store▪ Lorry
Mechaniz-ation hire
Seed dealer
Warehouse operator
▪ 1 tractor▪ Operation
training
Morobo KajokejiLainya Yei
▪ 1 dealer▪ Seed training▪ Startup grant
▪ 2 500MT warehouses
▪ Mgmt training
Processor▪ 1 mill▪ 1 150MT store▪ Mill training
▪ 2 mills▪ 2 150MT
stores▪ Mill training
▪ 1 mill▪ 1 150MT store▪ Mill training
▪ 2 mills▪ 2 150MT
stores▪ Mill training
CENTRAL EQUATORIA
▪ 1 tractor▪ Operation
training
▪ 2 tractors▪ Operation
training
▪ 2 tractors▪ Operation
training
▪ 2 dealers▪ Seed training▪ Startup grant
▪ 1 dealer▪ Seed training▪ Startup grant
▪ 2 dealers▪ Seed training▪ Startup grant
▪ Organizing 1 large coop
▪ 4 motorcycles and supplies
▪ 4 extension agents (1 agent per county) ▪ Agronomy training
▪ 2 500MT warehouses
▪ Mgmt training
▪ 4 500MT warehouses
▪ Mgmt training
▪ 4 500MT warehouses
▪ Mgmt training
PRELIMINARY
RSS commitments
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Central Equatoria Years 1-3: Public/Donor Investments
▪ 4 tractors▪ 1 bulldozer▪ Oper. training
▪ 6 tractors▪ 1 bulldozer▪ Oper. training
Mechaniz-ation hire
Seed dealer
Processor
Warehouse operator
Organizing
Infra-structure
Salary
Support
▪ 4 tractors▪ 1 bulldozer▪ Oper. training
▪ 6 tractors▪ 1 bulldozer▪ Oper. training
▪ 4 dealers▪ Seed training▪ Startup grant
▪ 6 dealers▪ Seed training▪ Startup grant
▪ 4 dealers▪ Seed training▪ Startup grant
▪ 6 dealers▪ Seed training▪ Startup grant
▪ 4 mills▪ 4 150MT
stores▪ Mill training
▪ 8 500MT warehouse
▪ Mgmt training
▪ 12 500MT warehouse
▪ Mgmt training
▪ 8 500MT warehouse
▪ Mgmt training
▪ 12 500MT warehouse
▪ Mgmt training
▪ Organizing 1 large coop
▪ Organizing 1 large coop
▪ Organizing 1 large coop
▪ 1000MT store▪ Lorry
▪ 1000MT store▪ Lorry
▪ 1000MT store▪ Lorry
▪ 1000MT store▪ Lorry
▪ 20 agent motorcycles and supplies
Morobo KajokejiLainya Yei
▪ 20 extension agents (1 agent per payam) ▪ Agronomy training
Entre-preneur support
Association with outgrowers
Extension service
▪ 6 mills▪ 6 150MT
stores▪ Mill training
▪ 4 mills▪ 4 150MT
stores▪ Mill training
▪ 6 mills▪ 6 150MT
stores▪ Mill training
CENTRAL EQUATORIA
▪ Organizing 1 large coop
PRELIMINARY
RSS commitments
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Central Equatoria Years 1-3: Road investments
Roads
Juba-Kaya
Morobo-Kajokeji
Yei-New Lasu 45 kilometers - 18 million SSP
185 kilometers - 304 million SSP
Juba-Kajokeji 75 kilometers - 36 million SSP
125 kilometers - 50 million SSP
PRELIMINARY
CENTRAL EQUATORIA
Limbe-Kajokeji 115 kilometers - 46 million SSP
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In Eastern Equatoria, prioritize establishing community block farms that clear new land and aggregate production
▪ Support 90 community block farms over a 3 year period– Each farm has 100 smallholders
with 2 feddans (18,000 total)– Subsidize land clearance– Provide intensive training through
extension and subsidize seeds, crop protection and plowing
– Construct warehouses to aggregate output on each farm
Our interventions will be:
Engage 15,000 farmers over 3 years
Our projected results and costs:
Critical requirements for success:▪ Funding and labor mobilized quickly to clear huge
amounts of land (possible army or DDR program)▪ Market focused training and connection to output
markets
▪ Support 9,000 farmers over 3 years with 186 million SSP of public funds and 37 million SSP of farmer/ association funding:– Cultivated land from 2 to 4
feddans (2 at home; 2 on block)– Yield from 0.4 to 1.2 MT/feddan – Post-harvest loss reduces from
30% to 15%– Participating farmers also improve
home plot production– Farmers go to market with surplus
▪ Rehabiliate 326 kms of road at 130 million SSP
Agriculture cost: SSP 84 millionInfrastructure cost: SSP 130 millionTotal cost: SSP 214 Million
▪ Rehabilitate feeder roads around Magwi, Torit and Ikotos
EASTERN EQUATORIA
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Key success factors for self-sustaining block farms in Eastern Equatoria
What will it take?
ü
ü
ü
Identify and develop capable farm managers for block farm operations—ensuring managers are incentivized based on farm success
Facilitate access to finance and training for each block farm to ensure success after development partners leave
Connect block farms to institutional buyers and private traders to purchase harvest
EASTERN EQUATORIA
What will be created?
Self-sustaining block farms that are business-minded and do not need ongoing subsidies or support
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Private/Farmer
Public/Donor
Total
Summary: Eastern Equatoria Investment Plan3-year costs, SSP, ‘000
Major activities (over 3 years)
EASTERN EQUATORIA
Component3,300 … 3,300▪ Identify 90 farm groups interested in block farming
▪ Develop and agree by-laws▪ Build capacity for group to work as an institution▪ Select and hire farm managers
Group formation
16,600 … 16,600▪ Secure 90 separate 200-feddan tracts of land▪ Clear land while reserving necessary trees▪ Hire surveyor to demarcate farm into 2 feddan plots
Land clearance
32,900 25,200 58,100▪ Conduct on-farm agronomic training course (extension)▪ Seed purchase (25% subsidy each year)▪ Plowing and harrowing (100% subsidized in the first year)▪ Crop protection (50% subsidy each year)
5,100 300 5,400▪ Construct 100 MT warehouses ▪ Train co-op manager on systems and fumigation▪ Annual fumigation costs (100% subsidy in first year)
Farming
150 390 540▪ Build market information team at the state level to track and communicate prices (3 analysts)
▪ Market-oriented training on how to link to buyers▪ Radio advertisements of output
Infra-structure
130,000 … 130,000▪ 5 priority feeder roads to connect output and markets within Eastern Equatoria
SOURCE: Ministry of Agriculture, implementation partner, field interviews,
Marketing
Aggrega-tion
PRELIMINARY
188,050 25,890Total 213,940
PRELIMINARY
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Eastern Equatoria Year 1: Public/Donor investmentsEASTERN EQUATORIA
Torit-Ikotos: 10 FarmsMagwi: 5 Farms
Block Farms
Extension
Market Info System
▪ 5 constructed and fumigated▪ Management training
▪ 250 farmers organized▪ 5 farm managers hired and
trained
▪ 500 farmers organized▪ 10 farm managers hired and
trained
▪ 500 feddans cleared and demarcated
▪ 15 dedicated extension worker salaries
▪ Support package (motorcycle, fuel, office supplies)
▪ 3 dedicated analyst salaries
▪ Analytical/database training for price monitoring▪ Support package (cell phone, airtime, motorcycle)
Group Formation
Land Clearance
Farming Support
Warehouses
Salary and training
Support
Salary
Support and training
▪ Seed and crop protection subsidies
▪ Plowing subsidies
▪ Seed and crop protection subsidies
▪ Plowing subsidies
▪ 1,000 feddans cleared and demarcated
▪ 10 constructed and fumigated▪ Management training
PRELIMINARY
RSS commitments
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Eastern Equatoria Years 1-3: Public/Donor investments
Block Farms
Extension
Market Info System
Group Formation
Land Clearance
Farming Support
Warehouses
Salary and training
Support
Salary
Support and training
Torit-Ikotos: 60 FarmsMagwi: 30 Farms
▪ 30 constructed and fumigated▪ Management training
▪ 3,000 farmers organized▪ 30 farm managers hired and
trained
▪ 6,000 farmers organized▪ 60 farm managers hired and
trained
▪ 6,000 feddans cleared and demarcated
▪ 90 dedicated extension worker salaries
▪ Support package (motorcycle, fuel, office supplies)
▪ 3 dedicated analyst salaries
▪ Analytical/database training for price monitoring▪ Support package (cell phone, airtime, motorcycle)
▪ Seed and crop protection subsidies (3 years)
▪ Plowing subsidies (1 year)
▪ Seed and crop protection subsidies (3 years)
▪ Plowing subsidies (1 year)
EASTERN EQUATORIA
▪ 12,000 feddans cleared and demarcated
▪ 60 constructed and fumigated▪ Management training
PRELIMINARY
RSS commitments
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Eastern Equatoria Years 1-3Road Investments
Roads
Torit - Ikotos
Pajok-Pageri
Lafon-Torit
Magwi-Torit 54 kilometers - 22 million SSP
71 kilometers - 28 million SSP
Magwi-Labone 70 kilometers - 28 million SSP
81 kilometers - 32 million SSP
50 kilometers - 20 million SSP
Committed construction by World Bank
PRELIMINARY
EASTERN EQUATORIA
Republic of South Sudan | 30
Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
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Documenting financial institution contributions to ZEAT strategy
Cooperative lending
Loan guarantees
Asset-backed lending
Commercial farm lending
Financial offering
PRELIMINARY
Institution
Lender A
Geographic focus (States)
▪ W. Equatoria▪ E. Equatoria
Average loan size
SSP 40,000
Total ag. lending outstanding
SSP 8,000,000
No. loans extended
200
Loans to registered coops/ FBOs
Sharing risk with lenders
Allowing farmers to use farming assets as collateral
Agriculture-focused commercial loan products
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Documenting other cross-cutting enablers for ZEAT strategy
Institution Enabling environment programs
Establish-Ing land security
Surveying and titling farmer landholdings in 2 counties
(add contributing activities)
▪ USAID
▪ (add actor here)
Creatinggrowth-friendlytrade policy
Duty-free agricultural inputs, Customs policy (e.g. border clearance)
(add contributing activities)
▪ Ministry of Commerce
▪ (add actor here)
Support-ing stronglocal research
Established seed research centers for breeding and testing varieties (e.g. Palotaka)
(add contributing activities)
▪ AGRA
▪ (add actor here)
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Documenting private sector investment in ZEAT strategy
SOURCE: Source
InvestorGeographic focus for investment Value chain focus
Tractor dealer A
▪ Central Equatoria▪ Western Equatoria
Production (mechanization)
Nature of investment
Discounted leasing of tractors/bulldozers to 5 private associations
(Add investment details here)
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Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Republic of South Sudan | 35
The success of the transformation will depend on a creating a dedicated implementation unit
… Implementation units help overcome many of these challenges
National transformations are deeply complex …
Size and complexity of the challenge: NEAT encompasses 7 different zonal strategies across 10 states
Follow a single, coordinated action and investment plan
Number of stakeholders: Transforming agriculture requires multi-sector cooperation as well as support from many development partners and the private sector
Bring together a team of high performing leadership
Speed required: RSS has established a very near-term food self-sufficiency goal
Minimize bureaucracy with a fast-acting unit
Large financial commitments: Public sector and donor funding requirements are large and interdependent
Develop joint donor/ government monitoring to track progress
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The unit will be responsible for the execution and management of the ZEAT agenda in each zone
The implementation unit will drive three consecutive processes :
Design the quick-win strategic opportunity for each zone (focus on incomplete zones)
Translate strategic plans into clear, detailed action and investment plans for implementation
Coordinate implementation
in priority zones—including regular progress reviews to course-correct
Strategic design Implementation planning Delivery coordination
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In Year 1, the Implementation Unit would support the first 3 zones with ~30 field staff--mostly seconded from existing Ministry employees
Ezo
Nzara
MundriWest
Maridi
Ibba
YambioMundriEast
ToritIkotos
Magwi
Yei Lainya
Morobo
Renk
Eastern Flood Plains – North (Renk)▪ 1 Zonal Director▪ 2 Data/M&E Collection Agents▪ 1 County Implementation leaders
Greenbelt Zone▪ 1 Zonal Director▪ 6 Data/M&E Collection Agents▪ 12 County Implementation Leaders
First phase implementation:
1 Only includes new costs (i.e. salaries for staff who are already in the ministry are not counted)
Hills and Mountains▪ 1 Zonal Director▪ 5 County Implementation Leaders▪ Data collection shared with Greenbelt
Kajo-Keji
A State Effort for Agricultural Transformation (SEAT) team will provide policy and implementation guidance in each state
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Summary: Implementation Unit
Component
3-year costsSSP, ‘000
Major activities (over 3 years)
Total 4,650
2,640▪ Car, Driver, Fuel and Maintenance for
salaried positions▪ Motorcycle for State Data Collectors and
County Implementers
140▪ Laptop and Modem for CEO, M&E Director, Zone Directors, State Data Collectors, and Office Manager
▪ Cell phone and Airtime for National positions and staff, State Data Collectors, and County Implementers
PRELIMINARY
Total
1,870▪ CEO (SSP 400,000/yr)▪ Director of M&E (SSP 50,000/yr)▪ 2 Zonal Directors (SSP 50,000/yr)▪ 1 office manager (SSP 9,600/yr)▪ 1 administrative assistant (SSP 7,200/yr)
Salary
Transport
Communication
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Implementation Unit Year 1: Public/Donor InvestmentsPRELIMINARY
Salary
Car
Driver
Maintenance
Motorcycle
Fuel
Laptop/ modem
Cell phone/ Airtime
▪ CEO ▪ M&E Director▪ Zone Directors▪ Office mgr & asst
▪ CEO▪ M&E Director▪ Zone Directors
▪ State Data Collectors
CountyNational State
Salary
Transport
Communication
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors▪ Office mgr
▪ State Data Collectors
▪ County implementers
▪ State Data Collectors
▪ State Data Collectors
▪ County implementers
▪ County implementers
▪ CEO▪ M&E Director▪ Zone Directors▪ Office mgr/asst
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Implementation Unit Years 1-3: Public/Donor Investments
PRELIMINARY
Salary
Car
Driver
Maintenance
Motorcycle
Fuel
Laptop/ modem
Cell phone/ Airtime
▪ CEO ▪ M&E Director▪ Zone Directors▪ Office mgr & asst
▪ CEO▪ M&E Director▪ Zone Directors
▪ State Data Collectors
CountyNational State
Salary
Transport
Communication
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors
▪ CEO▪ M&E Director▪ Zone Directors▪ Office mgr
▪ State Data Collectors
▪ County implementers
▪ State Data Collectors
▪ State Data Collectors
▪ County implementers
▪ County implementers
▪ CEO▪ M&E Director▪ Zone Directors▪ Office mgr/asst
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Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Republic of South Sudan | 42
Ongoing successful programs outside the ZEAT will continue to receive support to promote household self-sufficiency
National food security Eliminate the country’s food deficit by aggregating and marketing smallholder production and supporting commercial farming
Household self-sufficiencySupport households to grow enough food to meet basic needs and ultimately see farming as a business
Immediate goal of the ZEATTake advantage of zones with a high number of market-ready farmers to quickly achieve increased production
Ongoing support for successful programs
Coordinate support from government and development partners to provide basic training and inputs to households and farmer groups
MAF promotes food security through two complementary and necessary approaches
MAF should catalog all ongoing government and development partner agriculture programs to balance resources against them
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Documenting additional agricultural programs outside direct ZEAT strategyName of donor/development partner:
Target population (Market-driven or household food security)
Target zone and specific state(s) (e.g., W. Flood Plains / NBEGS)
Value-chain focus (e.g., inputs, post-harvest, marketing)
# small-holders reached
Total increased production (MT)Program
Commodity focus (e.g., maize, livestock)
Both market-driven and household food security
Greenbelt / WES, CES, EES
Example: On-Farm Demonstration Trials
Maize Production (improved inputs and agronomic techniques)
300 households
660 MT (Yield from 800-3000 kg/ HH )
1)
2)
3)
4)
Government and development partners should describe programs outside of ZEAT on the worksheet below
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Appendix: Further Greenbelt Zone details available upon request
▪ Line-by-line costs for Years 1-3
▪ Monthly action plans for Year 1