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AFRICAN DEVELOPMENT BANK GROUP

AFRICAN DEVELOPMENT BANK GROUP. Agriculture Sector Strategy 2010 - 2014 (Major Highlights). By Dr. Chiji OJUKWU Manager Agriculture and Agro-Industry Department AFRICAN DEVELOPMENT BANK GROUP. Context. Global Financial Crises

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AFRICAN DEVELOPMENT BANK GROUP

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  1. AFRICAN DEVELOPMENT BANK GROUP Agriculture Sector Strategy 2010 - 2014 (Major Highlights) By Dr. Chiji OJUKWU Manager Agriculture and Agro-Industry Department AFRICAN DEVELOPMENT BANK GROUP

  2. Context • Global Financial Crises • At a time when Africa was building foundation for higher growth and poverty reduction • 2008 World Development Report (WB) • Agriculture remains the main source of growth for the agriculture-based countries and can reduce poverty and improve the environment • Global Food Crisis • Africa’s recent gains in economic growth and macroeconomic and political stability risk being jeopardized by the 2008 food price increase - Response • Climate Change • Undesirable effect of climate change on agriculture sector • AfDB/IFAD Joint Evaluation • Concludes AfDB should remain engaged in the Sector, but should be more focused, selective and innovative

  3. Strategic Framework for the Bank AgSS • Millennium Development Goals • Goal of eradicating poverty (by 2015) and hunger and ensuring environmentally sustainability • NEPAD-CAADP: • Framework for accelerating agricultural growth in the Africa: at least 6% annual rate of growth • Platform for collaboration, partnership and alliance building. • CAADP compacts guides country policy and investment response - allocation 10% of Budget to Agriculture • ADB Medium Term Strategy, 2008 – 2012 • Vision: To be recognized as preferred partner in Africa, providing high-impact, well-focused development assistance and solutions • Priority Areas: Infrastructure, Governance, Private Sector, Higher Education • Investment Support: Poverty Reduction, Agriculture, Regional Integration, Human Development

  4. Bank Group Approvals, 1967-08 (% Distribution by Sector)

  5. Bank Group Approvals, 2008: Distribution by Sector • The 2008 figures include private sector investments which is skewed against agriculture

  6. Trend of Bank Group Agricultural Portfolio Performance, 2006 2009 • Improving trends due to: more supervision, delegation of authority to Field Offices, and better staff skill mix

  7. Lessons and Best Practices • Strategic Financing of the Sector: ADB to remain engage in the sector, but in a more focused, selective and innovative manner • Adequate Policy & Political Framework necessary for agricultural development: Bank to support increased capacity of RMCs for analytical work in the area of policy development • Purposeful Partnership based on comparative advantage adds value to agricultural interventions in RMCs; to engage more with the private sector • Agricultural Water Development contributes to growth and Poverty Reduction • Capacity buildingsustainability of ARD initiatives needs Support RMCs capacity needs assessment and institutional building

  8. Guiding Principles for Implementation of the AgSS

  9. AgSS – Bank Focus

  10. AgSS Pillars and Areas of Intervention – Pillars 1 & 2 of the four CAADP Pillars

  11. AgSS Value Chain – Objectives, Purpose and Strategic Goal

  12. Indicative Pipeline of Projects / Programs for Financing, 2010 - 14 Pillar I Pillar II Cross-cutting

  13. Key Agricultural Sector Performance Indicators by 2014 **Prepared and secured necessary investments by 2014 for operations to develop 500,000 ha under improved water management and increase water storage capacity by at least 8.5 billion cubic meters.

  14. Risks and Mitigation Measures

  15. Implementation Arrangements • Action Plan for Implementationfor period 2010 – 2014: accompanying the AgSS • Mid-Term Review of the AgSS: By 2012 • Program of Operations: Lending pipeline envisaged 75 projects / programs for a total of UA 1.71 billionover the period, using Bank’s financial instruments • Internal and Institutional Arrangements: Implementation of AgSS will draw from the human and institutional capacities available in various Departments of the Bank – with clear division of responsibilities, & properly restructured approach for organizational effectiveness • Financing Instruments: Those already in use by the Bank (public/ private sector loans/grants, Budget Support, SWAPs, LoCs, Private Equity • Results Monitoring and Evaluation – in line with Paris Declaration principles and country/Bank result monitoring, measurement framework

  16. Enhance Strategic Partnership with IFAD, FAO, IsDB, OPEC Fund, WFP, BOAD, & WB and other MDBs and bi-laterals. Cooperate with other IFIs through the CAADP process at the country, regional, continental levels Engaging the Private Sector in the Agriculture Sector Strategy Align to the Country System and Development Programs Partnerships

  17. Thank you

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