INCEPTION REPORT (FINAL) - EU Sri Lanka Rural Development ... · Authors of report: Dr. Christof Batzlen, Team Leader, Key Expert 1 Dr Stephen Atkins, Key Expert 2 Han Van De Meerendonk,

Government of the Democratic Socialist Republic of Sri Lanka

T e c h n i c a l As s i s t a n c e t o t h e M o d e r n i s a t i o n o f Ag r i c u l t u r a l P r o g r a m m e i n S r i L a n k a

( T AM AP )

INCEPTION REPORT (FINAL) Covering the period 8 January – 8 April 2018

June 2018

This project is supported by the European Union

Technical Assistance to the Modernisation of Agriculture Programme in Sri Lanka

Inception Report

Project title: Technical Assistance to the Modernisation of Agriculture Programme in Sri Lanka

Project number: ACA/2017/389-911

Country: Sri Lanka

Address: Ecorys Nederland B.V Watermanweg 44 3067 GG Rotterdam The Netherlands

Tel. number: T: +31 10 453 86 76

Fax number: F : +31 10 453 87 55

Contact person: Eleanor Harvie [email protected]

Date of report: June 2018

Reporting period: 08 January – 8 April 2018

Authors of report: Dr. Christof Batzlen, Team Leader, Key Expert 1 Dr Stephen Atkins, Key Expert 2 Han Van De Meerendonk, Key Expert 3

This project is implemented by a Consortium led by Ecorys Nederland , B.V

Disclaimer. This report has been prepared with the financial assistance of the European Union. The views expressed herein are those of the contractor, and therefore, in no way reflect the official opinion of the European Union.

Technical Assistance to the Modernisation of Agriculture

Programme in Sri Lanka

PROJECT SYNOPSIS

Project Title:


Project Details:

Project Ref. No:

EuropeAid/138-539/DH/SER/LK

Programme Manager

Dr Olaf Heidelbach

Date of project start:

8 January 2018 Contracting Authority

Delegation of the European Union to Sri Lanka and the Maldives 389 Bauddhaloka Mawatha, Colombo 7, Sri Lanka

Contract Duration:

36 months Name of contact person (Contractor):

Project Manager: Eleanor Harvie Project Director: Nick Smart

Contract No:

ACA/2017/389-911

Contractor’s name, address, telephone numbers and e-mail address:

Ecorys Nederland B.V Watermanweg 44 3067 GG Rotterdam The Netherlands T +31 (0)10 453 88 00 [email protected] [email protected]

Total contracted amount:

EUR 4, 167, 000 Team Leader

Dr. Christof Batzlen [email protected] Postal Address: Ministry of National Policies and Economic Affairs, Treasury Building, Lotus Road,

Colombo 01, Sri Lanka.

mailto:[email protected]

Technical Assistance to the Modernisation of Agriculture

Programme in Sri Lanka


TAMAP Final Inception Report June 2018 Page i

TAMAP INCEPTION REPORT

1 EXECUTIVE SUMMARY ..................................................................................... 1

2 INTRODUCTION .................................................................................................. 7

2.1 Problem Analysis ................................................................................................. 7

2.2 Objective of the TA contract ................................................................................. 8

2.3 Results to be accomplished by TAMAP ................................................................ 8

2.4 TAMAP understanding how to implement the project ........................................... 8

3 COMMENTS ON TERMS OF REFERENCE ...................................................... 11

4 ROLE OF THE TAMAP TEAM ......................................................................... 15

4.1 Institutional set up of the TAMAP ....................................................................... 15

4.2 Role of the TAMAP team .................................................................................... 15 4.2.1 Issues ................................................................................................................ 15

5 FINDINGS OF INCEPTION PHASE AND IMPLICATIONS ................................ 17

5.1 Activities undertaken so far ................................................................................ 17

5.2 Outcome of the subsector analysis ..................................................................... 17 5.2.1 The tea sector in Sri Lanka ................................................................................ 17 5.2.2 The coconut sector in Sri Lanka ......................................................................... 19 5.2.3 The rubber sector in Sri Lanka ........................................................................... 20 5.2.4 The export crop sector in Sri Lanka .................................................................... 21 5.2.5 The paddy rice sector in Sri Lanka ..................................................................... 23 5.2.6 Other field crops sector in Sri Lanka ................................................................... 24 5.2.7 The vegetable sector in Sri Lanka ...................................................................... 25 5.2.8 The livestock sector in Sri Lanka ........................................................................ 26 5.2.9 The floriculture sector in Sri Lanka ..................................................................... 27 5.2.10 The fish farming and aqua culture sector in Sri Lanka ........................................ 28 5.2.11 The fruits sector in Sri Lanka .............................................................................. 30 5.2.12 The agro-forestry sector in Sri Lanka ................................................................. 31

5.3 Stakeholder analysis .......................................................................................... 32

5.4 Organisation of TAMAP Inception Workshop ..................................................... 46 5.4.1 WG 1: Elaboration of a coordinating body for the overarching Agriculture

Policy ................................................................................................................. 47 5.4.2 WG 2: Elaboration of composition of TAMAP Programme Steering

Committee (PSC) and key points of its ToR ....................................................... 48 5.4.3 WG 3: Decentralisation and agriculture development in Sri Lanka ..................... 48 5.4.4 WG 4: Fragmentation of the agriculture sector and its impact on agricultural

development ...................................................................................................... 49

6 RESULTS TO BE ACCOMPLISHED ................................................................. 51

6.1 Underlying principles in accomplishing R 1 to R 4 .............................................. 51

6.2 R 1: An overarching Agriculture Policy in line with the Government Development Goals is developed ....................................................................... 52

6.2.1 A 1.1: Support for the preparation of an overarching Agriculture Policy .............. 52 6.2.2 A 1.2: Support the design of a strategy, action plan and roadmap to


TAMAP Final Inception Report June 2018 Page ii

implement the policy .......................................................................................... 53 6.2.3 A 1.3: Share all relevant budget processes and analyses .................................. 54 6.2.4 A 1.4: Acquisition of international best practices in agricultural development ..... 54 6.2.5 A1.5: Support development of future sector reform contract in agriculture .......... 55 6.2.6 A1.6: Support the development of a communication strategy to promote

TAMAP .............................................................................................................. 56 6.2.7 A1.7: Support the Government to coordinate the sectors, including

development partners......................................................................................... 56 6.2.8 Indicative assignments related to Result 1 ......................................................... 56

6.3 R 2: An enabling environment is created, reforms and policies for the modernisation and diversification of agriculture implemented and exports promoted ............................................................................................................ 60

6.3.1 A 2.1: Improve market intelligence& restructuring of production ......................... 60 6.3.2 A 2.2: Strengthening value chain development & promotion of new

technologies ....................................................................................................... 61 6.3.3 A 2.3: Promoting sustainable green production practices ................................... 62 6.3.4 A 2.4: Website development for voluntary registration ........................................ 62 6.3.5 A 2.5: Support to farmers and farmer organisations ........................................... 63 6.3.6 A 2.6: Establishment of surveillance systems certification .................................. 64 6.3.7 A 2.7: Support the formation of PPPs ................................................................. 65 6.3.8 Indicative assignments related to Result 2 ......................................................... 66

6.4 R 3: Existing systems used by central and provincial Ministries involved in Agriculture for planning, budgeting/resource allocation, implementation are improved ............................................................................................................ 67

6.4.1 A3.1: Review the Government’s planning, budgeting, resource allocation, implementation and coordination system............................................................ 67

6.4.2 A3.2: Develop capacity building programme for planning, budgeting, resource allocation and its implementation ......................................................... 68

6.4.3 A3.3: Capacity building of Government staff for private sector development and farming as a business ................................................................................. 68

6.4.4 A3.4: Facilitate exchange of practices and information with other countries ....... 69 6.4.5 Indicative assignments related to Result 3 ......................................................... 69

6.5 R 4: The impact of implementing Government's overall Agriculture Policy through an improved statistical and data analysis system is monitored and assessed ............................................................................................................ 70

6.5.1 A4.1: Development of M&E framework ............................................................... 70 6.5.2 A4.2: Training and sensitization of stakeholders on M&E framework .................. 72 6.5.3 A4.3: Capacity building of stakeholders in applying M&E framework .................. 73 6.5.4 A4.4: Capacity building of stakeholders conducting sample surveys .................. 74 6.5.5 A4.5: Review the statistical system in agriculture ............................................... 75 6.5.6 Indicative assignments related to Result 4 ......................................................... 75

7 VISIBILITY & COMMUNICATION STRATEGY ................................................. 77

8 WORK PLAN WITH MILESTONES ................................................................... 89

9 INCIDENTAL BUDGET ACTION PLAN ............................................................ 91

10 EXIT STRATEGY ............................................................................................... 93


TAMAP Final Inception Report June 2018 Page iii

List of Annexes

Annex Name

Annex 1 Terms of Reference for TAMAP

Annex 2 TAMAP Logical Framework

Annex 3 Terms of Reference for TAMAP PSC

Annex 4 Terms of Reference for TAMAP Working groups

Annex 5 Detailed stakeholder analysis

Annex 6 List of people met with detailed contacts

Annex 7 List of documents consulted

Annex 8 Communication & Visibility Strategy

Annex 9 Detailed Work Plan for TAMAP

List of Tables

Table 1: Budget Analysis of Ministries Associated with Support to Agriculture in 2018 ................................................................................................................... 36

Table 2: Proportion of Government’s Direct Budgetary Provision Allocated to Ministries Directly Related to Agriculture 2018 ................................................... 36

Table 3: Proposed communication and visibility actions for TAMAP................................. 78

Table 4: Indicative work plan / milestones for TAMAP from Jan 2018 – Feb 2021 ........... 89

Table 5: Incidental budget action plan in € ....................................................................... 91

List of Figures

Figure 1: Schema of Division Level Provincial Agriculture (Crops) Services in Sri Lanka ................................................................................................................. 39


TAMAP Final Inception Report June 2018 Page iv

ACRONYMS

€ Euro

AEO Agricultural Extension Officers

ASC Agricultural Service Centre

AsDB Asian Development Bank

CARP Council for Agricultural Research Policy

CBC Ceylon Business Council

CBO Community Based Organisation

CFA Core functional analysis

CRI Coconut Research Institute

CRIDF Climate Resilience

CSA Climate Smart Agriculture

CSEF Civil Society Environmental Fund

CSO Civil Society Organisation

DEA Department of Export Agriculture

DoA Department of Agriculture

EC European Commission

EDB Export Development Board

EDF/BUDGET European Development Fund

EEP Economic Empowerment of Poorest

EU European Union

EUD European Delegation

FAO Food and Agriculture Organisation

FDI Foreign Direct Investment

FIRST Food and Nutrition Security Impact, Resilience, Sustainability and Transformation

FO Farmer Organisation

GAP Good Agriculture Manufacturing Practices

GAP Good Agricultural Practices

GDP Gross Domestic Product

GMPs Good Manufacturing Practices

GoSL Government of Sri Lanka

ha Hectare (10,000 m2)

HKARTI Hector Kobbekaduwa Agrarian Research and Training Institute

HR Human Resources


TAMAP Final Inception Report June 2018 Page v

HRM Human Resource Management

ICRISAT International Crops for Research in Semi Arid Tropics

ICT Information Communication Technology

IFPRI International Food Policy Research Institute

ILRAD International Livestock Research Institute

IPARD Institute for Participatory Agricultural Research Inst

ITMIS Information Technology Management Information System

JICA Japanese International Cooperation Agency

JPAs Job Performance Aids

KE Key Expert

KPI Key Performance Indicator

M&E Monitoring & Evaluation

MEDA Microenterprise Development Association

MEDC More Economically Developed Countries

MOA Ministry of Agriculture

MOF Ministry of Finance and Mass Media

MONPEA Ministry of National Policies and Economic Affairs

MoPI Ministry of Primary Industries

MTEF Medium Term Expenditure Framework

NAO National Authorising Officer

NAP National Agriculture Policy

NAP New Agriculture Policy

NFPP National Food Production Programme

NGO Non-Government Organisation

NKE Non Key Expert

NLDB National Livestock Development Board

NPD National Planning Department

NRM Natural Resource Management

NSS National Statistics Service

OECD Overseas Economic Council for Development

OFCs Other field crops

PAF Performance Assessment Framework

PEP Performance Enhancement Programme

PET Public Expenditure Tracking

PFM Public Finance Management


TAMAP Final Inception Report June 2018 Page vi

PIP Public Investment Programme

PMU Project Management Units

PPP Public Private Partnerships

PSC Project Steering Committee

R&D Research & Development

RDD Rubber Research Department

RMS Resource Management System

RWASH Rural Water Sanitation and Hygiene

SACCOs Savings And Credit Cooperative Organisations

SRC Sector Reform Contract

SDDP Support to District Development Programme

SL Sri Lanka

SLBDC Sri Lanka Business Development Centre

SLCARP Sri Lanka Council for Agricultural Research Policy

SMART Specific, Measurable, Accurate, Realistic, Timebound

SWOT Strengths, Weaknesses, Opportunities, Threats

T&V Training and Visit

TAT Technical Assistance Team

TACIS Technical Assistance to the Commonwealth of Independent States

TAIEX Technical Assistance and Information Exchange of the EU

TAMAP Technical Assistance to the Modernisation of Agriculture Programme in Sri Lanka

TNA Training Needs Analysis

ToRs Terms of Reference

TOT Training of Trainers

TRI Tea Research Institute

USAID United States Agency for International Development

WB World Bank

WUAs Water Users Associations


TAMAP Final Inception Report June 2018 Page 1

1 E X E C U T I V E S U M M A R Y

The purpose of this inception report is to brief the TAMAP stakeholders about the activities to be planned and already performed by the TAMAP and to get a consensus on the way forward. This Inception Report covers the activities undertaken by the Technical Assistance Team (TAT) up until the four month of execution of the service contract. It clarifies and complements several matters, which require clarification in the ToR. Furthermore, it opens up a discussion on a number of matters identified, which have to be clarified and agreed upon, before the first major activities commence. The report also offers some solutions for a number of issues and constraints identified in the Inception Phase. To this end, it also highlights several challenges which might jeopardise the success of the project and provides potential mitigation measures.

Background

The agriculture sector in Sri Lanka is characterised by several challenges. Importantly, the sector is highly fragmented with up to 19 ministries having jurisdiction over agriculture sector budgets. This makes coordination very difficult and farmers do not really know who to contact to address their numerous problems. Due to this fragmentation there is an apparent lack of efficiency and effectiveness, which results in duplication and neglect of some key agricultural services. Also, as a consequence of this fragmentation, the sector is artificially inflated with many seemingly redundant and unnecessary staff establishment. In parallel, there are services such as some provided by the National Fertiliser Secretariat which are not necessarily relevant for a modern agriculture sector. The restructuring of the agriculture sector is a necessity identified by not only the Government of Sri Lanka but also by some of the development partners. The European Union (EU) funded Technical Assistance to the Modernisation of Agriculture Programme in Sri Lanka (TAMAP) will be implemented to overcome some of these challenges. In a competitive tender launched mid-2017, a consortium led by Ecorys BV was awarded this service contract with a team of three key experts and provision of a large number of non-key experts. The service contract started on 8 January 2018 for a total of 36 months.

Objectives and results

The objective of the service contract is to contribute to a more productive, sustainable, diversified, climate-resilient, market-oriented and inclusive agriculture in Sri Lanka. The following four (4) results have to be accomplished within this service contract. They are:

Result 1: An overall (overarching) Agricultural Policy in line with the Government Development Goals is developed.

Result 2: An enabling environment is created and relevant policies for the modernisation and diversification of agricultural production, as well as the promotion of agricultural exports, are implemented.

Result 3: Existing systems and practices used by central and provincial agricultural ministries for planning, budgeting and policy implementation are improved.

Result 4: The statistical and analysis systems to monitor and assess the impact of implementing the overall agricultural policy are improved.

According to the TAMAP team the project can be summarized as follows:



1. Based on sector needs assessment, help identify and assess issues and challenges facing the process of modernising the agriculture sector. The identification of champions is critical and central to this process.

2. Development of an overarching Agriculture Policy with a view to enhance agricultural productivity, efficiency and sustainability.

3. Development of a coherent Implementation Strategy for the Agricultural Policy. 4. Assist develop an action plan along with resource and financial budgets to provide a

MTEF, along with a robust and pertinent M&E system. 5. Help develop an agriculture sector reform contract to accommodate EU budget

support.

The threads running through these five critical elements are the coordination, facilitation, training, mentoring and mainstreaming of cross-cutting issues such as climate change, gender, youth and smart nutrition.

The TA team will work as a catalyst to facilitate and bring about the necessary changes to the structure and operations of the industry following in-depth analyses of the current situations impacting the sector to form the basis for informed scientific decision making. The TA team will help facilitate the establishment of multi-stakeholder working groups for the corresponding results to be achieved by the project (policy, strategy, action plan with resource allocation through a Mid Term Expenditure Framework (MTEF)). The working groups will elaborate concepts which will then be tabled to the TAMAP Programme Steering Committee for endorsement. This approach will have a strong participatory character whereby each participating agency will appoint representatives as active members for the WGs which will meet regularly.

Comments on the Terms of Reference and issues

In our opinion to have the three Key Experts (KEs) in three different ministries is ideal. The project is a very complex one and requires a lot of brainstorming between KEs and Non-key experts (NKEs) which is not possible in the current setting. To this end, the catastrophic traffic situation in Colombo in conjunction with little available office space in the Ministry of National Planning and Economic Affairs (MoNPEA) and the Ministry of Agriculture (MoA) does not favour frequent team meetings.

The political environment in Sri Lanka is very complex and also extremely dynamic which is not adequately captured in the ToR. With each election new ministries mushroom or the tasks of ministries change. This structural inefficiency is exacerbated by the fact that many decisions related to agriculture do not appear to be based on a joint government vision based on evidence, but more on politics. In consequence politics are mainstreamed in all decisions and matters. Therefore, the question arises whether there is sufficient political will to change the situation which would start with developing an overarching agricultural policy followed by an implementation strategy and a detailed action plan.

With regard to the anticipated budget support and sector reform contract, the interest and commitment towards budget support still needs to be teased out. Nonetheless, it should be noted that with the time the processes take to gain traction and to bring about structural changes and buy in, the time allocated appears to be too short.

TAMAP should be seen as a response to the inefficient and ineffective agriculture sector that is not responding to the nation’s needs in an ever-changing global landscape. An entire restructuring of the agriculture sector is required to make the sector efficient, effective and competitive. This is entirely acknowledged by the TAMAP stakeholders who are failing to grapple with the complex political environment. To bring about the necessary change, one or



more champions need to be identified to force and foster change. This could be a prominent public personality with sufficient credibility and personality to catalyse change. This champion(s) has still to be identified.

In order to avoid continuous confusion among stakeholders between the tasks to be carried out by TAMAP and the FAO FIRST project, it is necessary that the two projects work closely together to be seen as being complementary to each other and not as competitors or duplicating efforts.

Findings and achievements in the inception phase

Given the complexity of the various sectors and subsectors in conjunction with limited time, the organisation “Verité Research” was contracted to conduct the (sub) sector assessment as a desk study. Its’ findings were complemented by the TAMAP team’s stakeholder analysis. A detailed draft report was prepared by Verité and submitted a few days prior to inception report submission. Section 5.2 of this report gives a comprehensive summary of the sector and subsector analysis. As an example, traditional sectors such as coconut and tea do still have potential to be internationally competitive. At the same time, relatively new sectors in Sri Lanka such as floriculture or livestock offer significant potential for exports and the latter particularly to satisfy the large domestic demand.

TAMAP carried out a very detailed stakeholder analysis using SWOT analysis for major ministries and entities involved in agriculture. A comprehensive summary is outlined in Section 5.3 complemented by Annex 5 which gives a detailed picture of the major stakeholders.

On Tuesday 3 April 2018 the TAMAP Inception Workshop was organised as an extended half day event at the Shangri-La Hotel in Colombo. The purpose of this workshop was to:

• Inform stakeholders about the project

• Identify champions facilitating the accomplishment of the results

• Agree on modes of collaboration and coordination and reporting processes (working groups which elaborate technical and institutional directions)

• Agree on a mode of decision making (PSC and its composition)

• Obtain a common understanding how to make the decentralisation process work

The workshop was well attended with at least 83 participants from more than 45 organisations. Highlight was the organisation of four workings groups in which the participants showed strong commitment and dedication to elaborate first ideas on subjects such as proposing an overall coordinating body for the overarching agriculture policy, making the agriculture sector more efficient given the heritage of the decentralisation process, and to propose solutions how to overcome structural fragmentation in the sector.

Underlying principles for achieving the four results

The Ecorys technical proposal highlights the overall approach the technical assistance team envisages on how the project should be implemented. Therefore, we abstain here from giving details on that. Our underlying principles in accomplishing the four results can be summarised as follows:

Mainstreaming / integration of gender, youth, climate change and smart nutrition in all policies, implementation strategies and action plans. In this context it has to be emphasised that mainstreaming should not be understood as a trying to incorporate these aspects as crosscutting issues which may often receive less attention. On the contrary, given the



importance of these four aspects, all activities need to be assessed and made compliant with them.

Change management using the 8 step approach with regard to developing an overarching agricultural policy aiming to make the agriculture sector efficient and effective.

Stakeholder liaison: inspite of the fact that the three key experts are housed in 3 ministries, stakeholder liaison with all stakeholders, and particularly ministries and associated department as well as private sector organisations dealing with agriculture. The team will act as coordinator, facilitator, capacity builder and mentor. The organisation of working groups will be an important means and forum in performing these tasks.

TAMAP approach for the 4 results

Section 6.2 to 6.5 maps all major activities to the corresponding results, identifies possible challenges, proposes solutions how to overcome these challenges, suggests the required means for each result, and suggests potential assignments to be carried out by NKEs with indicative number of work days for each result. The idea is that with the approval of this inception report we have a common understanding on the assignments which will give us the mandate to develop fully fledged ToR for each assignment.

Visibility and communication strategy

Section 7 of this report illustrates a summary of the proposed visibility and communication strategy for the project. The strategy addresses two aspects: 1) EU requirements for visibility of EU funded projects, but more importantly 2) to derive the right messages on the programme to engage with the various stakeholders so as to gain their interest and also to get their ownership and commitment to actively participate in the programme.

Work plan and incidental budget action plan

Chapter 8 depicts an output related work plan with concrete milestones as agreed upon in the logical framework (Annex 9 presents a detailed work plan). This chapter also presents an indicative incidental budget action plan where the available 750,000 € will be entirely consumed within three years. Major cost items are expected to be several study tours and a comprehensive capacity building programme on budgeting, resource allocation, understanding of farming as a business for GoSL staff members, and information exchange visits.

Sustainability strategy

At this juncture, it is premature to develop a sustainability strategy for the project. Sustainability (or exit) strategies, particularly for Technical Assistance implemented programmes are meant to ensure sustainability so that after the departure of the technical assistance team and the entire consumption of project related funds, activities still continue to accomplish what has been initiated. Therefore, most of the projects have a strong capacity building component whereby national counterparts and particularly ministerial staff members are trained and capacitated allowing them to continue the activities previously carried out or facilitated by the technical assistance team.

Our future sustainability strategy which will start to be developed after the half way stage of the programme will be based on:



• Availability of all important documents in the common languages spoken in Sri Lanka;

• Capacity building of ministerial staff members at central and provincial level through direct training but also training of trainers;

• Proposals for cost savings in the agriculture sector by streamlining services and ministries so that funds can be used for post project activities; and

• Follow-up technical assistance team accompanying and mentoring the process of implementation of the Sector Reform Contract.

In our opinion, both Ministry of National Policies and Economic Affairs and the Ministry of Agriculture should be the main drivers for the implementation of the sustainability strategy.





2 I N T R O D U C T I O N

2 . 1 P r o b l e m A n a l y s i s

Over the past 15 years, Sri Lanka has shifted its economic structure from agriculture to industry and services. The contribution of the agriculture sector to GDP remains at 11%, but still about one-third of the population is engaged in, and dependent on, agricultural employment. Agriculture has been the key to reducing the level of poverty, accounting for about one third of the overall decline in poverty over the past decade. Conversely, characteristics of the poor reveal that 49% of the poor are still from the agriculture sector compared to 24% and 27% in the industry and services sectors, respectively. Small-holders account for a significant portion of the rural poor, and are mainly engaged in subsistence farming which revolves around traditional knowledge and practices with weak market linkages.

In paddy rice which is the main staple food in Sri Lanka and which is mainly grown by smallholder farmers, Sri Lanka has become self-sufficient and yields of paddy rice are relatively high with an average of about 4.5 tons per ha. In view of that, the large majority of Sri Lankan farm householders are not affected by food insecurity, however the strong emphasis on rice with the majority of the rural communities having three rice meals per day, has led to a strong nutrition insecurity and there is a significant lack of valuable nutrients in the Sri Lankan diet.

Furthermore, subsistence and also semi commercial farms have little understanding on the principles of farming as a business and as such, farm households generate much less revenue and benefits compared to their potential.

In parallel, the commercial crop sector, predominantly under plantations such as rubber, coconut and tea, as well as spices such as pepper and cinnamon, have been principally characterised by a good quality but lack of productivity attributed to labour shortages, lacking reinvestments on plantations for planting material and also equipment as a consequence of a frequently changing government policy environment, less motivated labour, low mechanisation endowment, old plantations where most of the trees have exceeded the economic life span and probably also the large number of public holidays.

Over and above all, the agricultural extension services, in traditionally managed smallholder as well as commercially run enterprises, have been performing poorly, partly due to lack of qualified extension workers and also to the fragmentation of the organisations which are dealing with agriculture’s sub-sectors. This has led to poorly coordinated extension services in conjunction with duplication and also omission of services. Currently, 19 ministries and numerous departments and parastatals oversee agriculture so that in the end farmers do not know who to approach to resolve their numerous problems.

This situation has been exacerbated in recent years where climate change effects have had detrimental impacts on Sri Lanka agriculture due to erratic rainfall leading to floods and extended dry spells.

The Government of Sri Lanka, supported by several development partners, have become aware of these structural problems and have started embarking on the modernisation of the agriculture sector to overcome these challenges. Modernisation means amongst others, mainstreaming farming as a business, modernising agriculture by the replacement of old trees by new, more climate resilient varieties, reinvestment in plantation processing plant and equipment, promotion of mixed diversified farming systems among smallholder farmers to reduce the risks of loss of harvests, promotion of climate smart agriculture, to revamp and



restructure the agricultural extension service and, if possible, to reduce the fragmentation at the institutional level.

In particular, the last aspect is expected to be a major challenge since the required change will not only generate increases in effectiveness and efficiency, but it may also lead to losses of responsibilities and control of some of the entities currently involved. In order to bring about this change in a consultative and mitigative manner, the EU has been funding the implementation of the Technical Assistance to the Modernisation of Agriculture Programme.

In a competitive tender launched mid of 2017, a consortium led by Ecorys BV was awarded this service contract with a team of three key experts and provision of a large number of non key experts. The service contract started on 8 January 2018.

2 . 2 O b j e c t i v e o f t h e T A c o n t r a c t

The objective of the service contract is to contribute to a more productive, sustainable, diversified, climate-resilient, market-oriented and inclusive agriculture in Sri Lanka.

2 . 3 R e s u l t s t o b e a c c o m p l i s h e d b y T A M A P

Four results have to be accomplished within this service contract. They are:

Result 1: An overall (overarching) Agricultural Policy in line with the Government Development Goals is developed.

Result 2: An enabling environment is created and relevant policies for the modernisation and diversification of agricultural production, as well as the promotion of agricultural exports, are implemented.

Result 3: Existing systems and practices used by central and provincial agricultural ministries for planning, budgeting and policy implementation are improved.

Result 4: The statistical and analysis systems to monitor and assess the impact of implementing the overall agricultural policy are improved.

2 . 4 T A M A P u n d e r s t a n d i n g h o w t o i m p l e m e n t t h e p r o j e c t

According to the TAMAP team the project can be summarized as follows:

1. Based on a sector needs assessment, help identify and assess issues and challenges facing the process of modernising the agriculture sector. The identification of champions is critical and central to this process.

2. Development of an overarching Agriculture Policy with a view to enhance agricultural productivity, efficiency and sustainability.

3. Development of a coherent Implementation Strategy for the Agricultural Policy. 4. Assist develop an action plan along with resource and financial budgets to provide a

MTEF, along with a robust and pertinent M&E system. 5. Help develop an agriculture sector reform contract to accommodate EU budget

support.



The threads running through these five critical elements are the coordination, facilitation, training, mentoring and mainstreaming of cross-cutting issues such as climate change, gender, youth and smart nutrition.

The TA team will work as a catalyst to facilitate and bring about the necessary change on the one hand, but will generate sufficient evidence on concrete concepts and activities fostering this change management process by conducting studies which are expected to form the basis for informed decision making.

The TA team will facilitate the establishment of multi-stakeholder working groups for the corresponding results to be achieved by the project (policy, strategy, action plan with resource allocation, and a Medium Term Expenditure Framework (MTEF)). The working groups will elaborate concepts which will then be tabled to the TAMAP Programme Steering Committee for endorsement. This approach will have a strong participative character whereby each participating agency will appoint active representatives to the various WGs which will meet regularly.





3 C O M M E N T S O N T E R M S O F R E F E R E N C E

This section of the report presents observations on the Terms of Reference (ToR) informed by experiences from the inception phase.

Location of the work place of the three key experts

According to the ToR, the three key experts are based in different ministries and hence, in three different locations. Whereas KE 1 is based in the Ministry of National Policies and Economic Affairs, KE 2 is housed in the Ministry of Agriculture and KE 3 is located in the Ministry of Primary Industries. Given the complexity of the programme in conjunction with extreme unfavourable traffic conditions (high congestions throughout the day) in Colombo, we strongly recommend that this situation should change and all three experts should share one office at a central point from where the daily activities can be performed. This can be either a ministry or an external office rented using funds from the incidental budget. This would significantly help the TA team to have more brainstorming on complex issues. We believe that the main reason to accommodate the three key experts in different locations was the capacity building aspect for three major ministries and to assist coordination of the programme in these key ministries. We acknowledge this argument but in our opinion, capacity building will play a more prominent role at a later stage of the programme. Furthermore, there are other ministries and also provincial councils which will also require capacity building. Therefore, it is of less importance where the team is located and the prospects of more in-depth team discussions facilitated by a central base will offset potential shortcomings in capacity building.

Over and above all, the offices the three key experts have been accommodated are very small (KE1 is sharing an office with the FIRST policy officer) and there is no space where non-key experts can be accommodated. This will be another challenge since the work by non-key experts cannot be adequately supervised nor can the necessary brainstorming and exchange of ideas be carried out in the absence of sufficient space.

ToR underestimate the political environment in Sri Lanka

The ToR assume that there is sufficient willingness to change into a modern, effective, efficient and sustainable agriculture sector. The stakeholder analysis and also the specific working group which was initiated at the Inception Workshop held on the 3rd April 2018, confirms that there is a common understanding that the prevailing system has to change and the fragmentation significantly reduced. The political environment in Sri Lanka is very complex and also extremely dynamic which is not adequately captured in the ToR. With each election new ministries mushroom or the tasks of ministries change. This structural inefficiency is exacerbated by the fact that many decisions related to agriculture to not appear to be based on a logical technical understanding but more on politics. In consequence politics are mainstreamed in all decisions and matters. Therefore, the question arises whether there is sufficient political will to change the situation which would start with developing an overarching agricultural policy followed by an implementation strategy and a detailed action plan which would among others propose to streamline and restructure ministries. This appears to be a crucial aspect since the establishment and composition of ministries is based less on logical understanding but more to accommodate political companions in institutions. It is not unlikely that after the next elections in 2020, new ministries will be established or existing ministries changed. There is very little consistency which makes coordination difficult.



It can be ascertained that central to this assignment is the need to gain political endorsement for the whole programme of work very early on. In order to accomplish this it is understood that one or more champions have to be identified who can drive the process and to foster the change. This or these champions have still to be identified.

In the likely event of insufficient willingness to change, the TAMAP has to develop a very flexible agricultural policy with a strong focus on the coordination of tasks and activities of the various ministries and departments. In this case, we will have to devote more efforts on a second best solution and not on the optimum.

In this context the ToR do not highlight the political economy in Sri Lanka and the up-coming 2020 national presidential elections. – It is a high risk issue that we will not get a NAP approved nor the associated strategy and change management plan accepted before the existing Government is re-elected or a new regime is installed.

Sector Reform Contract date too optimistic given the environment and political situation

The ToR and also the associated logframe presume that prior to the end of the service contract, the foundation (required conditions) will be laid making the agriculture sector in Sri Lanka eligible for budget support. The complex political environment coupled with the fact that Sri Lanka can maintain an excessive bureaucratic system with responsibility for the agriculture sector makes it difficult to believe that budget support will give enough incentive to facilitate the establishment of the overall requirements for budget support. Even when there is a common technical, logical and partial political willingness to fulfil the sector budget support criteria, it might be unlikely that they are in place prior to project end. Therefore the TAMAP has to focus on the exit strategy so that after the team’s departure mechanisms are in place to hand over the finalisation of budget support contractual processes and arrangements.

Geographical area of the project

The ToR do not specify the geographical coverage. During the Tender Evaluation interview, the TAT asked what this was likely to be but a concise answer is still pending. According to our interpretation of the ToR in conjunction with the experiences from the inception phase, the TAT assumes that the project is targeting the country as a whole. In this case we anticipate major challenges in terms of time and resources since each province has to be thoroughly consulted and considered in the work programme.

It is expected that within the first six month of the project, after a thorough stakeholder consultation and the first Programme Steering Committee a decision will be made which areas should be covered by the project. Nonetheless, it should be noted that this project should work in areas which are characterised by a relatively high contribution of agriculture to the provincial Gross Domestic Product (GDP). These are (using 2015 figures) Uva, Northern, North Central, Southern and North West Provinces.1 This would partially coincide with the intervention areas of the EU funded “Support to District Development Programme (SDDP)”, namely the Northern Province.

1 Department of Census and Statistics 2018 and Central Bank of Sri Lanka 2018.



ToR omit decentralisation

The decentralisation or devolution process in Sri Lanka and the impact of the 13th Amendment to the Constitution has had on agricultural support services has not been very prominently captured in the ToR. This is in fact a central aspect of why agriculture has not evolved since the 1990s and responded to changing market forces. The TAMAP or the programme will not be in the position to change the legislation on this topic, so we will work closely with Government to establish how best we can accommodate structural changes within the existing legislation. This is likely to be a lengthy process.

Content of the inception report

On pages 23 and 24 of the ToR it is specified that it has to be indicated what resources (human and financial) and services are expected from Government for the successful implementation of the project. In our opinion we cannot cater for that in the inception report. We are not familiar enough with GoSL procedures and budgeting processes. The most important condition and contribution of GoSL is to show a strong (political) willingness supporting the implementation of the project. Furthermore, each key expert should have one or two counterparts for daily liaison and discussions. This is very important, particularly for the KEs to understand the political and cultural environment. Moreover, it is understood that for contractual events such as PSCs, transport costs and overnight allowances costs will be borne by the beneficiaries.





4 R O L E O F T H E T A M A P T E A M

4 . 1 I n s t i t u t i o n a l s e t u p o f t h e T A M A P

The TAMAP is housed in several ministries and is performing its daily work from these ministries, however with relatively limited liaison or involvement with the ministerial staff members. Major consultation and discussions related to the programme so far has been between TAMAP and the EU Delegation, which is the contracting authority. It is expected that after establishing a better understanding of the project, and particularly what can and what cannot be done in the next three years, TAMAP will help facilitate the brainstorming part of the programme. This will include stakeholder participation around subject matter composed working groups which will elaborate implementation concepts and plans on how the four results can be accomplished. The composition of the working groups will differ depending on the nature of the results. As such, for accomplishing R 2, we propose that the private sector will be strongly represented whereas for R 3 and R 4, private sector representation might be less prominent. Work plans and recommendations elaborated by the WGs will be submitted to the PSC for endorsement (approval). The EUD as contracting authority is assumed to follow and concur with the decisions made by the PSC. See Annexes 3 and 4 for the ToR of the PSC and WGs respectively.

4 . 2 R o l e o f t h e T A M A P t e a m

The role of the TAMAP can be summarised in two ways:

First, TAMAP will generate an adequate basis of information through studies and assignments to assist the Government of Sri Lanka in making informed decisions on the necessary change management process focusing on the improvement of the efficiency and effectiveness of the agriculture sector. The means to accomplish this will be the substantial use of non-key experts and the incidental budget.

Second, in order to bring about sustainable change, the TAMAP will act as facilitators, coordinators, trainers, mentors and change management agents for the stakeholders and decision makers. In order to achieve this, the key experts will lead supported by a number of experts (non-key experts) who are familiar with the political economy of Sri Lanka and the agriculture sector in particular. Stakeholder (GoSL, development partners, civil society organisations) liaison will be a continuous task of the TAMAP key experts.

4 . 2 . 1 I s s u e s

4.2.1.1 Identification & participation of champions crucial (high level)

TAMAP should be seen as a response to the inefficiencies and ineffectiveness in agriculture sector and that GoSL is spending significantly more funds on the agriculture sector than would be necessary with an efficient system with one or two ministries in charge and only one coherent agricultural extension service. As pointed out earlier, the structure of the agriculture sector is not based on logical understanding but on politics. This makes it particularly difficult to bring about change to entirely restructure an inadequate and expensive system. First impressions from the inception phase suggest that there is little political appetite to change the agriculture sector with a complex range of entities currently involved.



Many ministries and entities compete and overlap in the agriculture sector and only a powerful dedicated champion (or champions) could foster and accelerate the change management process. This could be a prominent public personality with sufficient credibility and personality to catalyse change. This champion has still to be identified. The TAMAP team will try to identify potential champions during the thorough stakeholder consultation process and the first field missions. The corresponding working group during the inception report proposed to have a central body consisting of secretaries of key ministries supported by a panel of experts and members of the civil society. In the post inception phase TAMAP will facilitate the establishment of a working group on this particular subject with a view to develop a concise structure by the end of 2018. First brainstorming exercises resulted in the proposal of a National Agriculture Policy Implementation & Monitoring panel consisting of sector specialists and well respected opinion leaders attached to the National Department of Planning.

4.2.1.2 Successful marketing of the project, generation of ownership and commitment (buy in) to the change management processes

Having a champion will increase the probability to initiate changing the current setting and structure of the agricultural sector. In our opinion this is a necessary but not a sufficient condition. For the sake of sustainability, stakeholders and affected people and organisations need to buy into the change management processes and have their own restructuring process. Therefore, it is of utmost importance to successfully market the project and to tailor a communication strategy at all levels supporting and accompanying the processes. At this juncture, there is limited ownership of the project and this is reflected in the fact that most of the ministries and associated agencies who have developed sector policies, or are in the process of finalising their sector policies, have not shared those with TAMAP which is a prerequisite for developing an overarching agricultural policy that does not contradict or conflict with other sector policies.

4.2.1.3 FAO assignment might lead to duplication or confusion

The EU funded and FAO implemented FIRST project has been assigned among others with supporting the development of an agricultural policy for the MoA and a policy for the MoPI. After some initial challenges and hiccups the project has been quite successful in developing two draft policies and stakeholders expressed the wish that FAO continues in developing policies. We acknowledge and appreciate the success of the FAO project but in a way it makes the work of TAMAP more difficult since a) stakeholders have problems in understanding the presence of TAMAP since it is believed that TAMAP is doing the same or similar to what FAO has been doing and b) even when some of the stakeholders understand that TAMAP and FIRST have different tasks some stakeholders might question why TAMAP as a new structure is taking over the policy development part when the FAO has finally proved to be on the right path or in a nutshell, why change the brooms when the old one is still in very good shape?

In order to reduce the confusion about FIRST and TAMAP, the two entities need to work closely together and illustrate to the stakeholders that TAMAP is complementary to FIRST and vice versa and not duplicating FAO’s efforts and accomplishments. During the inception phase areas for collaboration have been identified such as a thorough assessment of the agricultural extension system prevailing in Sri Lanka.



5 F I N D I N G S O F I N C E P T I O N P H A S E A N D I M P L I C A T I O N S

5 . 1 A c t i v i t i e s u n d e r t a k e n s o f a r

A considerable amount of time in the inception phase was devoted to:

• Sector and subsector assessment

• Stakeholder analysis

• Organisation of inception workshop

These are detailed in the following sections.

5 . 2 O u t c o m e o f t h e s u b s e c t o r a n a l y s i s

Given the complexity of the various sectors and subsectors in conjunction with limited time, the organisation “Verité Research” was contracted to conduct the (sub) sector assessment as a desk study. Its findings were complemented by the TAMAP team’s investigations at the time of the stakeholder analysis. The following section summarises the main findings of the assessment of sectors which are most important in Sri Lanka with a view to the historical development but also with a view to prospects for future enhancement. It has to be noted that section 5.2 illustrated in this report does not reflect the full analysis undertaken by Verité. The sugar and palm oil sectors will be finalised after submission of the inception report.

5 . 2 . 1 T h e t e a s e c t o r i n S r i L a n k a

History The tea industry was introduced to Sri Lanka by the British in 1867,2 and was firmly established in the country by 1900.3 Today, the tea industry plays a significant role in Sri Lanka’s economy, accounting

for approximately 2% of the country’s GDP4 and 12% of total exports. The industry is the second largest contributor to the country’s export basket after textiles and garments.5 Due to the labour-intensive nature of production techniques, it is also a key industry in terms of employment creation.6

Challenges Estates face the problem of high labour shortage, high labour costs and low land productivity while smallholder farmers do not have enough know-how due to lack of training and limited access to extension services. The sub-sector also faces problems of lack of water due to drought and outdated technologies (old planting material

2 Kelegama, ‘The Case for Libealization of Tea Imports for Increasing Value Addition and Enhancing Tea Exports of Sri Lanka’.

3 Perera, ‘Tea Smallholders in Sri Lanka: Issues and Challenges in Remote Areas’.

4 Wekumbura et al., ‘Prospects and Issues Related to Tea Cultivation in Mid Country Homegarden Based Tea Smallholdings in a Selected Village in Sri Lanka’.

5 ‘Annual Report - 2016’.

6 Perera, ‘Tea Smallholders in Sri Lanka: Issues and Challenges in Remote Areas’.



and tea processing facilities). In addition, cost of compliance with international standards are high and competition from Kenya and India for high quality tea and Indonesia and Vietnam for low quality tea has increased. This, while main markets for SL tea in the Middle East and Russia experienced declining demand due to low oil prices.

Options for the subsector

Value addition is the main option. Due to changing consumer preferences in a majority of the major markets in the global tea industry, value-added tea has a higher demand than pure tea.7 In fact, pure teas such as pure Ceylon tea are considered to be a niche market comprising only 10% of the total consumer base.8 Another option is blending imported tea with locally produced tea has enabled Kenya to export more than it produces.9 The 2016 budget proposed to transform the country into a tea hub and liberalise tea imports within regulatory framework, to encourage value addition through blending.

Needs Assessment (what is required to make the sector effective, efficient and competitive?)

As a part of its corporate plan for 2013-2017, the Tea Research

Institute (TRI)10

of Sri Lanka is involved in various research projects related to crop improvement, increasing land productivity, climate change mitigating strategies, mechanisation of field practices, nursery management and improving tea processing technologies. In addition, the TRI has engaged in various research projects related to enhancing the value addition in the sector. These projects include developing a high-quality instant tea mixture for vending machines, using tea leaves for various cosmetic applications and improving the process of instant black tea production.11 If these research projects prove to be successful, they will open up numerous opportunities for the tea industry of Sri Lanka in the future.

Recommendations & way forward (concrete actions)

Make sure that the knowledge of smallholder farmers increases through training and information dissemination programs with a broad outreach. Support the reward structure for workers on estates, in terms of wage structure and improved health care facilities, to increase their productivity. Adjust the trade policy to allow for tea imports for blending while enforcing a minimum local content in exported tea. Finally, promote investment in tea processing to modernize the processing facilities and stimulate the brand of pure Ceylon tea as high-quality tea deserving a premium price.

7 Hilal and Mubarak, ‘International Tea Marketing and Need for Reviving Sri Lankan Tea Industry’.

8 Kelegama, ‘The Case for Libealization of Tea Imports for Increasing Value Addition and Enhancing Tea Exports of Sri Lanka’.

9 Hilal, ‘Export Trend in Global Tea Trade: A Cross Countries Analysis With Reference to Sri Lankan and Indian Tea Industry’.

10 The TRI is the only national institute involved in research on tea in Sri Lanka. See http://www.tri.lk/ for more information

11 Abeysinghe, ‘Corporate Plan - The Tea Research Institute - 2013-2017’.

http://www.tri.lk/



5 . 2 . 2 T h e c o c o n u t s e c t o r i n S r i L a n k a

History Following the land reforms of the 1970s, coconut, like other plantation crops shifted from being predominantly a plantation crop to a predominantly smallholder crop. At present, approximately 82% of coconut lands in the country belong to smallholders, and there are more than 2,175,000 holdings under coconut cultivation, the highest among all food crops. Among the limited number of large plantations in the industry, two state corporations - Chilaw Plantation Ltd and Kurunegala Plantation Ltd - play a significant role, contributing to approximately 81% (33,611,000 nuts) of the total nut production in the estate sector (41,488,000 nuts) in 2012.12

Challenges Land fragmentation is a major problem with increasingly smaller plots in the sub-sector due to high labour shortage and increasing production costs among other to control pests and diseases. The processors seem to have a constant shortage of raw material (nuts). It was observed that the sub sector needs careful trade policies as for example the ban on exports in the period 2010 to 2011 led to a severe loss of export markets. Like other agricultural sub sectors, the coconut sub sector suffers from extreme weather conditions (droughts and floods).


Stimulation of the production of nuts. Identification of the North-Central province as a new coconut-triangle, and replanting and new planting of coconut saplings in 80,000 acres across the province, is one such initiative.13 Apart from searching for new market opportunities for value-added products, looking for possibilities to further improve existing coconuts exports would help increase foreign exchange earnings. For example, promoting cold-pressed and extra-virgin coconut oil as improved versions of virgin coconut oil would appeal to health-conscious consumers in countries like Sweden.14

Needs Assessment

The recent decision by the government to loosen regulations on coconut kernel imports for the purpose of re-exportation presents a great opportunity for coconut exporters. The importation of frozen kernels would facilitate the growth of processed coconut exports and bring in much-needed export revenue.15 New high-yielding hybrid coconut varieties such as kapruwana and brown dwarf have been introduced to cultivators.16 If these programmes prove to be successful, they will open up numerous opportunities for both cultivators and processors in the future At the same time, improving the packaging and labelling of the products to meet international

12 Statistical Information on Plantation Crops - 2012. 13 Sirimane, ‘Project to Grow Coconut in 80,000 Acres in NE’.

14 Embassy of Sri Lanka in Stockholm, Sweden, ‘Opportunities for Sri Lankan Coconuts in the Swedish Market’.

15 ‘Coconut Kernel Shipment Arrives from Philippines’.

16 Dissanayaka et al., ‘Development of New Coconut Hybrids for Yield Improvement Utilizing Novel Local Dwarf Coconut Variety: Sri Lanka Brown Dwarf’.



standards will assist in expanding the market presence of Sri Lankan

coconut products.17

Recommendations & way forward

Coconut is one of the more profitable agricultural products in SL over the last decennium so it’s urgent to further promote the sub sector. This can be achieved with extreme weather risk mitigation technologies (such as drought tolerant varieties and drip irrigation systems). Also support research on wide spread pest attacks in coconut as these are a serious constraint on higher production and productivity.

5 . 2 . 3 T h e r u b b e r s e c t o r i n S r i L a n k a

History The rubber industry was introduced to Sri Lanka by the British in 1876 and was firmly established in the country by early 1900s. Today, the rubber industry plays a significant role in the country’s economy accounting for around 1.5% of the GDP and 8% of total export earnings.18 The rubber industry has created direct and indirect employment opportunities for nearly 300,000 Sri Lankans19 and has a

strong impact on the socio-economic conditions of these people.20

Challenges Scarcity of land in the traditional rubber areas is a significant constraint, The sub sector also observes land shortage and low productivity and a decline in natural rubber prices. Like other agricultural sub-sectors extreme weather is limiting production but production is also limited through lack of knowledge on production technologies among smallholder farmers. Even in the processing and manufacturing sector technologies are outdated. The sub sector didn’t manage to upgrade quality standards and suffers from high costs of support services. The Sri Lankan machine building and engineering sector can’t supply the services required to make innovative rubber products so most of such services have to be imported.


The primary competitive advantage that the Sri Lankan rubber products have over those of competing countries is that the majority of Sri Lankan rubber products are based on locally produced natural

rubber which is perennially available.21

Compared to other plantation exports of Sri Lanka, rubber exports have a very high level of value-addition. However, Sri Lanka’s global share in the value-added rubber product sector is a mere 0.25%. There are ample opportunities to move further up in the value chain to capture a higher portion of this thriving global industry. When combined with natural

17 Embassy of Sri Lanka in Stockholm, Sweden.

18 Sri Lanka Rubber Secretariat, ‘Sri Lanka Rubber Industry Master Plan: 2017 – 2026’.

19 Premaratha, ‘Industry Capability Report-Sri Lankan Rubber Products Sector’.


21 ibid.



rubber, synthetic rubber provides various opportunities to manufacturers to produce innovative products. Moreover, synthetic rubber helps to achieve higher performance standards especially when it comes to products such as engineering and automotive components.

Needs Assessment

The efforts to expand rubber cultivation to non-traditional areas in the

dry zone22

in recent years is expected to address the shortages in rubber production and ensure the supply of domestically produced natural rubber for the expanding rubber product industry of the country in the future.23 Recent government policies on the rubber industry have recognised the benefits of mixtures of natural and synthetic rubber and therefore increased utilisation of synthetic rubber can be expected in the rubber manufacturing sector of Sri

Lanka in the future.24


Broad introduction of latest technologies related to production and processing is a priority need. Furthermore, stimulating product and process innovation in the sub sector (for example higher quality rubber gloves for very specific jobs etc) and work on branding the products of the processors and manufacturers is required. Developing the timber industry as a value-added sector of the rubber sub sector and implementing the recommendations of the Rubber Master Plan (2017 to 2026).

5 . 2 . 4 T h e e x p o r t c r o p s e c t o r i n S r i L a n k a

History Sri Lanka has been a centre of the spice trade since time immemorial. Export agricultural crops (EACs) in Sri Lanka can be divided into four main sub sectors: spices (cinnamon, pepper, cloves, nutmeg, cardamom), beverages (coffee, cocoa, vanilla), stimulants (betel, areca nut) and essential oil-bearing crops (citronella, lemon

grass).25

The EACs account for about 0.5% of GDP.26

Challenges Like other agricultural sectors, the sub sector suffers from low productivity and shortage of labour. Cultivated land is lost to other activities such as residential areas etc. The quality of products is low among other issues due to pest and diseases. The structure of the

22 Rodrigo et al., ‘Rubber in East Assures the Perceived Benefits; a Case Study Showing Increased Rubber Production, Amelioration of the Climate and Improved Rural Livelihood’.


24 ibid

25 Disna., A.P.P.. Director Department of Agriculture, “Export potential for Export Agriculture Crops (EAC): Challenges and the Way Forward”, 19 – 21 September 2017, Available at: http://www.ips.lk/wp-content/uploads/2017/09/Disna_IPS-Export-promotion.pdf [last accessed 12 March 2018]

26 Central Bank, “Annual Report 2013”, Available at: http://www.cbsl.gov.lk/pics_n_docs/10_pub/_docs/efr/annual_report/AR2013/English/content.htm [last accessed 12 March 2018] - After this year, as a result of revision to GDP calculations, the export crops are not categorised as a separate sector

http://www.ips.lk/wp-content/uploads/2017/09/Disna_IPS-Export-promotion.pdf

http://www.ips.lk/wp-content/uploads/2017/09/Disna_IPS-Export-promotion.pdf

http://www.cbsl.gov.lk/pics_n_docs/10_pub/_docs/efr/annual_report/AR2013/English/content.htm



marketing chain is highly informal and the farmers lack access to finance to improve their business. Linkage between the private sector and research barely exists. The sub sector also faces increasing international competition and trade barriers while promotion of export markets for SL products is highly inadequate.


There are opportunities to expand cultivation into non-traditional areas. For example, some studies identify the potential to expand pepper cultivation into the dry zone. Multispecies cropping under coconut palms, particularly during the early growth stage (less than five years) and after the age of 25 years, ensures maximum resource utilisation and higher additional income per unit area of soil, water and light. There is a high potential for value addition with crops such as cinnamon. Organic production is another option. Currently, only a few producers are certified as organic producers in Sri Lanka.

Needs Assessment

The non-recognition of the skilled capabilities of the workforce can be overcome by providing recognised standard training and certificates to existing and new workers. The training programs should encourage and support investments in Good Manufacturing Practices and Good Agricultural Practices. The extension services need to also be made available to small scale growers, who are often unable to

gain access to such services.27

The standardisation of quality can be achieved through interventions that are located at various stages of the supply chain, from establishing quality assurance systems for production facilities, to improving collecting, processing and storage

facilities, and introducing a system of licenses to spice dealers.28

Other measures include investing in advanced testing equipment, and increasing the availability and the affordability of testing. Small scale farmers have low bargaining power, which affects both their incomes and the quality of their produce. Farmers in Sri Lanka have only recently come together to form village-level organisations to facilitate marketing. The Spice Council/ DEA have developed a model to encourage farmers to organise at a village level, and utilise

collective bargaining to achieve better prices for their produce.29


The sub sector should receive support to expand to non-traditional areas of production and intercropping with plantation crops should be further promoted. Farmers should be trained in GAP for the sub sector production and extension services should be made more widely available. As the position of farmers in the sub sector is weak in the dealings with buyers, it is necessary that business-oriented

27 Institute of Policy Studies of Sri Lanka (IPS),”Pepper VC in Sri Lanka: Opportunities and Constraints”, 20 March 2017, Available at: http://www.ips.lk/images/News/2017/20_03_2017_Cinnamon_ips/Pepper%20VC%2020-03-17update3.pdf [last accessed 12 March 2018]

28 United Nations Industrial Development Organization (UNIDO) and The Spice Council Sri Lanka, “Study and Master Plan for the Ceylon Cinnamon Value Chain in Sri Lanka”, 21 March 2016, Available at:http://www.standardsfacility.org/sites/default/files/PG_343_Study_Master_Plan_Final.pdf [last accessed 12 March 2018]

29 Antony Motha, “Adding ‘spice’ to an already profitable journey”, 10 June 2007, Available at: http://www.sundaytimes.lk/070610/FinancialTimes/ft323.html [last accessed 12 March 2018]

http://www.ips.lk/images/News/2017/20_03_2017_Cinnamon_ips/Pepper%20VC%2020-03-17update3.pdf

http://www.standardsfacility.org/sites/default/files/PG_343_Study_Master_Plan_Final.pdf

http://www.sundaytimes.lk/070610/FinancialTimes/ft323.html



farmer organisations are supported. It is important that food standards and consumer preference quality standards for the sub sector are introduced and compliance is encouraged by premium prices for products in higher quality market segments. The processing industry should be encouraged to develop new products and processes such as in confectionaries, bakery products, drinks with spice additions, spice based medicines etc. As the demand for organic products is a strong sustainable trend in export markets, SL should further facilitate the certification of organic products.

5 . 2 . 5 T h e p a d d y r i c e s e c t o r i n S r i L a n k a

History Rice is the major crop for most farmers and Sri Lanka’s main agricultural product. Paddy cultivation contributed around 0.8% to GDP during the period 2011-2016.30 Rice is the staple diet of the people in Sri Lanka and is the single most important crop.31 About 1.8 million farm families are engaged in paddy cultivation island-wide.32 Since rice is the staple diet and its cultivation is the main occupation of millions of small scale producers the prices of both paddy and rice significantly affects the welfare of the people in the country.

Challenges The sub sector faces a strong cost-price squeeze with a sharp growth in costs. Free market prices for paddy are frequently substantially lower than the Paddy Marketing Board minimum price, especially during harvest time. The sub sector is a high consumer of the scarce factor water and faces constraints due to extreme weather conditions such as droughts and floods. Farmers complain that millers and wholesalers obtain a large share of the value created in the chain due to oligopolistic structures. Farmers would like to use drought resistant varieties but indicate that these are expensive as most farmers use seeds from the previous harvest that comes basically freely available. In addition, drought resistant varieties are not so widely available and such new technologies only guarantee good results if the farm practice is adjusted to their use. Farmers seem not to be aware of this. Finally, if SL wants to export rice or produce rice for local upmarket consumers such as tourists it will have to work on meeting international standards for such rice. SL has food related standards for rice but not consumer quality standards for rice.


Diversify into other higher value types of rice and process rice into higher value-added products. Empower farmers to get organised and attract a larger share of the value created in the chain. Stimulate reduced use of water and technologies that save water.

30 Department of Census and Statistics. (2017). National Accounts Estimates of Sri Lanka – Provisional Estimates for the year 2016.

31 Senanayake, S. M. P., & Premaratne, S. P. (2016). An analysis of the paddy/rice value chains in Sri Lanka. Australia South Asia Research Centre working paper, 4.

32 Senanayake & Premaratne.



Needs Assessment

Stimulate market conformity of the sub sector. Stimulate innovation and the use of quality seeds and drought resistant varieties. Improve agricultural practise with timely cultivation and increased cropping density and improved crop management.


Reform the subsidies and train farmers in GAP that is aligned with improved agro inputs. Invest in research and dissemination of information to farmers using ICT and mobile technologies to increase transparency in knowledge and markets. Support the production of higher qualities of rice by making it profitable for farmers to grow and market chains to handle them. Also Important are adequate quality standards based on food standards and consumer preferences to achieve a business-oriented market segmentation in the rice market. Finally, incorporate water saving and other extreme weather risk mitigating technologies in the recommendations, training and advisory services to farmers.

5 . 2 . 6 O t h e r f i e l d c r o p s s e c t o r i n S r i L a n k a

History In Sri Lanka, other field crops (OFCs) is one of the categories that constitutes crop agriculture. OFCs include maize, potatoes, onions, ground nuts, chillies, gingelly, green gram, cow pea, black gram, finger millet and soya beans. OFCs are perennial crops and production can take place in one or both of the seasons, Yala and Maha, where Yala extends from April to September and Maha starts from September and goes on till March. In 2016, OFC contributed to

about 0.2% of Gross Domestic Product (GDP)33

. OFCs is an important sector in the economy in terms of the number of rural livelihoods that are dependent on OFCs cultivation. For example,

approximately 25,000 farmers,34

particularly in the upcountry farming system, depend on potato cultivation and 9,000 farmers are in big onion cultivation for their livelihood.35

Challenges The sub sector has a stable low productivity over the last decade with low technical knowledge of farmers. Research and extension are basically lacking as is the availability of quality seeds and inputs. The sub sector also experiences drought and flooding as a main constraint as well as the inadequate rural infrastructure. Farmers in this sub sector miss out on a commercial orientation and are largely off the radar of support institutions.

Options for the Knowledge constraint of farmers is a factor that consistently surfaces

33 Central Bank of Sri Lanka, Annual Report 2016, available at: http://www.cbsl.gov.lk/pics_n_docs/10_pub/_docs/efr/annual_report/AR2016/English/content.htm

34 Department of Census and Statistics, Agriculture and Environment Statistics Division, Sri Lanka, available at: http://www.statistics.gov.lk/agriculture/seasonalcrops/bigonionnationalsubnational.html

35 Department of Census and Statistics, Agriculture and Environment Statistics Division, Sri Lanka, available at: http://www.statistics.gov.lk/agriculture/seasonalcrops/bigonionnationalsubnational.html

http://www.statistics.gov.lk/agriculture/seasonalcrops/bigonionnationalsubnational.html



subsector in literature. While there are existing programmes to educate farmers on farming techniques and trading methods of maize, the need for far-reaching and intensive training programmes are felt. Most farmers hesitate to purchase local varieties of seed fearing lower yield. Improving the quality of local varieties, including the enhancement of growth factors of seed and improving the supply of seed to farmers is recommended. Finally, improving storage facilities at farm level is a pressing concern in the OFC sector.

Needs Assessment

Encouraging more farmers to engage in contract farming is a possible step to improve the livelihood of farmers while also increasing yield. The need for a well-functioning crop insurance scheme is strongly felt in order to protect farmers from adverse conditions affecting cultivation. Encourage value addition such as done by the Field Crop Research and Development Institute.


The focus in this sub sector should be on improvement of extension and training for farmers and establish more organised and formal business such as through contract growing. In addition, local seed production should be stimulated and farmers should be encouraged to participate in crop insurance systems. Also foster improvement of storage at farm level and promote processing into higher value added products such as cornflakes, corn flour, popcorn etc from maize.

5 . 2 . 7 T h e v e g e t a b l e s e c t o r i n S r i L a n k a

History In Sri Lanka, around 80 different varieties of vegetables and fruits are grown in different climatic zones.36 Sri Lanka’s geographical location and varied agro-climatic zones have been a huge advantage for the vegetable cultivation industry.

Vegetable production is the fourth most important sector in Sri Lanka’s agricultural industry, contributing 8.6% to agricultural Gross Domestic Production (GDP) in 2016.37 The contribution of vegetable production to Sri Lanka’s GDP in 2016 was 0.74%.

Challenges The sub sector uses lots of water and suffers from extreme weather (droughts or floods) even more than other sub sectors. Typical for the sub sector is the huge post-harvest loss. Vegetables are perishables and some 16% to 40% of produce is lost due to poor storage, handling and transport. Quality and food safety standards in the sub sector are too low and the sub sector can’t adjust rapidly enough to new market trends due to restrictions and delays in import of inputs especially seeds.

Options for the There is significant untapped potential for Sri Lankan vegetables to reach new markets as its export penetration in East Asia (e.g. Japan,

36 Sri Lanka Export Development Board. 2016. Industry Capability Report- Fresh Fruits and Vegetable Sector. Available at: http://www.srilankabusiness.com/pdf/industry_capability_reports/fruit_and_veg.pdf

37 Department of Census and Statistics. 2017. National Accounts Estimates – Provisional Estimates for the Year 2016. Available at: http://www.statistics.gov.lk/national_accounts/dcsna_r2/reports/summary_tables_2016_english.pdf



subsector Korea) and the West (e.g. European Union) is low. This is mainly due to difficulties in meeting the stringent safety and quality requirements

of importing countries.38 Certain private sector companies have been

able to successfully venture into the export market.39 The processed

food industry in Sri Lanka also presents a strong opportunity for the value addition of vegetables. It consists of dehydrated fruits and vegetables, processed gherkins and cucumbers, sauces and tomato

ketchup, and prepared foods.40

Needs Assessment

Considerable development has been achieved in improving the safety and quality of vegetables during the last decade.41 However, Sri Lanka has faced a number of issues in relation to the quality of vegetables and fruits for export production but also for domestic

consumption in the recent past.42 A good example for excessive wastage of fruits and vegetables is the wholesale market in Dambulla. Investment in post-harvest technologies is urgently required.


Farmers should be trained in post-harvest practises and the storage, handling and transport system should be encouraged to implement practises and technologies that reduce the losses. In the field of production, the sub sector should be encouraged to use more water saving technologies and technologies to control quality of produce (greenhouses, tunnels, soil sterilization etc).

5 . 2 . 8 T h e l i v e s t o c k s e c t o r i n S r i L a n k a

History The livestock sector in Sri Lanka consists mainly of the dairy and poultry sub-sectors, with the goat and swine subsectors playing a smaller role. Livestock rearing is mainly a rural livelihood activity which utilises idling labour, underutilized agricultural by-products, marginal lands which in turn support agriculture and improves the

nutritional status of the rural population.43 Sri Lanka is largely self-sufficient in most animal products apart from dairy.

Challenges The dairy sector suffers from low quality and low farm gate prices for milk. Low productivity of cows and a lack of milk collection centers. Ingredients for animal feed are mainly imported and costly and the

38 International Trade Centre. Improving Safety and Quality of the Sri Lankan Fruits and Vegetables. Available at: http://spssrilanka.lk/images/publications/ITCFactSheetSriLanka.pdf

39 United States Agency for International Development (USAID). 2009. Assessment of Horticulture in Eastern, Uva, and North Central Provinces of Sri Lanka.Available at: http://pdf.usaid.gov/pdf_docs/Pnadt118.pdf

40 Sri Lanka Export Development Board. 2016. Industry Capability Report – Food and Beverage Sector. Available at: http://www.srilankabusiness.com/pdf/industry_capability_reports/food_and_beverages.pdf

41 Munasinghe, J. et al. 2014. Food safety in Sri Lanka: problems and solutions. Available at: http://www.wageningenacademic.com/doi/abs/10.3920/QAS2014.x007

42 European Commission. 2015. Final Report of an Audit Cassied Out in Sri Lanka from 03 February 2015 to 13 February 2015 in Order to Evalaute the System of Official Controls for The Export of Plants and Plant Products To The European Union. Available at: ec.europa.eu/food/fvo/act_getPDF.cfm?PDF_ID=11764

43 Department of Animal Production and Health. Livestock Statistical Bulletin 2015.



large farms of NLDB are used for coconut not for the dairy sector. SL has only limited land available for growing of animal fodder and also a suitable breeding stock for livestock improvement is lacking. The latter is partly related to sound breeding policies for livestock. Overall knowledge of farmers related to Good Farm Practice is scarce leading to high prevalence of diseases and pests. The ”cultural ban” (or silent ban)” on beef production reduces the profitability of livestock business.


Goat rearing can be made popular among the rural farmers, because the investment on resources is relatively low. Production of animal feed and fodder in Sri Lanka should be encouraged to decrease the costs of production in the sub sector. Unproductive government land and plantations can be used for fodder production and local production of ingredients (such as maize etc) should be encouraged.

Needs Assessment

Research and Development activities in breeding and breed

improvement, animal feed and pest and diseases are required.

Private investment in large scale dairy should be encouraged and

small-scale producers of milk should be linked to processing

companies. Industry should speed up works to develop industry-wide

quality standards for milk that is commercially collected and

establishes an industry promotion programme for the consumption of

liquid milk. Value addition at village level should be encouraged.


Implement the strategy of Sri Lanka Council for Agricultural Research

Policy (SLCARP)’s National Research Priorities on Livestock and

Poultry 2017 – 2021 which was prepared with the participation of

public and private stakeholders. Develop a sustainable solution to the

pricing of imported milk Powder; Government needs to complete a

major overhaul of all the government agencies involved in the dairy

sector - the Ministry of Livestock, Department of Livestock, Milco, and

NLDB. Strengthen veterinary services, artificial insemination and

extension services for the sub sector.

5 . 2 . 9 T h e f l o r i c u l t u r e s e c t o r i n S r i L a n k a

History Floriculture industry is considered a high income generating agribusiness and a lucrative source of income. In recent years. The decline in export markets was compensated by growth of the domestic demand.44 Sri Lanka has also become an attractive tourist destination. Hotel decorations and flowers for weddings driving growth in domestic demand.

Challenges This is predominantly a women’s business in SL but the women lack knowledge and training to improve their farms. Especially the knowledge related to pesticides limits production and is a health risk. Rapid adjustment to trends in markets is extremely important for the

44 Padmini, S. M. P. C and Kodagoda, T. D. 2017. "Present status and future scope of floriculture industry in Sri Lanka and its potential in women empowerment." Sri Lanka Journal of Social Sciences 40 (1): 31-40.



sub sector and the long and complicated procedures to import planting materials and seeds are a major bottleneck. The sub sector supplies too few varieties and production of planting material is not in line with market trends. The use of plant production equipment (greenhouses with proper irrigation systems) is still limited and most crops are grown in open field reducing the quality of the products. Packaging and handling as well as logistics are also a major constraint with insufficient direct air cargo flight available to high value markets such as Europe or USA.


Floriculture is a highly market driven sub sector. Trends in the market change frequently and the sub sector must be able to respond quickly. In addition, cropping calendars of products should be linked with the calendars of major festivals where products are used.

Needs Assessment

Improve supply of varieties, products: Introduce and establish new varieties for export market; Collect new varieties from natural sites and indigenous varieties; Develop value-added products; and Improve quality of finished products for the local and international market. Introduce innovative techniques to increase the product range: Introduce new methods such as flower preservation and Bonsai. Techniques such as drying aromatic flowers and advanced preservation techniques have already been imitated and should be expanded. Improve market access: Organise flower auctions/trade exhibitions with both local and international participants annually or bi-annually. Provide opportunities to market products for small growers, hold a weekly fair or flower market in selected areas/selected districts, establish permanent flower centres with public-private partnership. Participate in international floriculture events.


New technologies are urgently needed for this sub sector such as fertilizer application machines and soil sterilisation preferably steam etc. The producers in the sub sector need both quality standards and quality management and technical know-how and training and the knowledge data base of the sub sector should be improved with better data management. Develop a platform for industry stakeholders to more easily access information (technical, regulatory and procedural). Identify methods for technology transfer e.g. through EDB, workshops with foreign collaborators and other stakeholders.

5 . 2 . 1 0 T h e f i s h f a r m i n g a n d a q u a c u l t u r e s e c t o r i n S r i L a n k a

History The country’s aquaculture sector is small and consists of shrimp culture, mollusc culture, commercial growing of Indo-Pacific swamp crab, aquatic plant culture, ornamental fish culture.45 The country did not start

aquaculture enterprises till the 1980s.46

45 K.H.D.T Kasagala, ‘Aquaculture for Rural Development and Poverty Reduction in Sri Lanka: An Assessment of Potentials and Constraints’, 2008, available at: http://dl.nsf.ac.lk/ohs/harti/22235.pdf, [accessed on: April 2018].

http://dl.nsf.ac.lk/ohs/harti/22235.pdf



Challenges For culture-based fisheries major challenges are shortage of fingerlings, limited pond space and cultural taboos associated with commercial fishing in reservoirs.

For aquaculture major challenges are cost and availability of feed, low productivity of crab collection and fattening, lack of capacity to access, manage and prevent diseases and weak dissemination of knowledge as well as unsustainable aquaculture practices.


Large untapped potential: Over 8,500 ha in Sri Lanka can be developed into aquaculture. At present only 25% of these areas are used for aquaculture. Further, the opening up of Northern and Eastern Provinces in the country after the cessation of 30 years of civil conflict in 2009, generates new opportunities by enabling access to many virgin areas

well suited for aquaculture of brackish as well as marine species.47

In addition, there is potential to develop culture based inland fish production in perennial and seasonal tanks, significant number of which

remain underutilized at present.48

Needs Assessment

Integrate paddy rice farming and fish farming. Make use of fish farming by-products such as ingredients for animal feed. Develop aquatic plant culture and fish cage farming. There is also a trend of captive breeding of endemic fish species for export trade. Sri Lanka has many ornamental fish species that can be farmed for export. Stimulate ongoing foreign investment in fish farming and aqua culture.


▪ Explore potential of introducing artificially bred immature crab to lagoon

▪ Take measures to return some of the abandoned ponds to shrimp production

▪ Involvement and assistance of the Government sector for

technological enhancement and other supportive services

▪ Establish efficient mechanism for transferring knowledge

▪ Promote sustainable aquaculture with more efficient technologies

and best management practices

▪ Managing disease outbreaks and breeding stocks

▪ Provide suitable public land for shrimp farming.


47 Asbjørn Drengstig, ‘Aquaculture in Sri Lanka - History, current status and future potential’, August 2013, available at: https://www.norwegian-lobster-farm.com/wp-content/uploads/2013/08/AQUACULTURE-IN-SRI-LANKA1.pdf, [accessed on: April 2018].



https://www.norwegian-lobster-farm.com/wp-content/uploads/2013/08/AQUACULTURE-IN-SRI-LANKA1.pdf

https://www.norwegian-lobster-farm.com/wp-content/uploads/2013/08/AQUACULTURE-IN-SRI-LANKA1.pdf




5 . 2 . 1 1 T h e f r u i t s s e c t o r i n S r i L a n k a

History Sri Lanka has always been a country of fruits but fruit consumption has always been quite low and well below the required average daily intake

of 40 g for a balanced diet.49

The availability of fruits has increased substantially in recent years. Traditional processing and preservation technologies such as heating, freezing and drying together with the more recent commercial introduction of chilling provide the consumer with increased choice.

Challenges About 30 to 40% of fruits are lost in the post-harvest system due to lack of a good infrastructure for these perishables, lack of knowledge and investment in handling and processing and an ineffective marketing system. Also production is too small-scale Despite there being a demand for Sri Lankan fruits abroad, the country faces a serious

problem in finding exportable quality fruits in sufficient quantities.50

Sri Lanka produces around 700,000 metric tons of fruits annually, but it

accounts for only 1% of total exports of the country.51

Also for processing, volumes are just too small and the farmers can’t guarantee a continuous supply of good quality raw material. This is mainly caused

by lack of appropriate seeds and planting materials.52


The potential for cultivating fruits and vegetables in Sri Lanka for the domestic and export markets is high. This potential has further increased with the liberalization of North and the East of the country,

which are mainly agricultural areas.53

Sri Lanka offers fruit in pieces, pulp, juice, preserves, and dehydrated form. These products still have unique flavours and textures. The most popular varieties of fruits that are processed are pineapple, mango, papaya, melons and guavas, alongside other seasonal fruits such as rambutan and mangosteen.

However, the potential is largely untapped as most of the produce is

grown for local consumption.54

Canned pineapple is a major product exported from Sri Lanka in the Food and Beverage product category. The potential for this product lies in increasing the total outreach of the product and by enhancing the overall quality. With the increase in the production of TomEJC (TJC) variety, Sri Lanka’s prospects of exporting both fresh mangoes and processed mango products from Sri Lanka are

49 Dahanayake, N. Some neglected and underutilized fruit-crops in Sri Lanka. International Journal of Scientific and Research Publications, Volume 5, Issue 2, February 2015.

50 Dahanayake, N. Some neglected and underutilized fruit-crops in Sri Lanka. International Journal of Scientific and Research Publications, Volume 5, Issue 2, February 2015.

51 Premila, J. Eliminating Non-Tariff Barriers on Sri Lanka to improve trade with SAARC Countries on selected products. 2017. Federation of Chambers of Commerce and Industry of Sri Lanka (FCCISL)

52 Pricewaterhousecoopers. Sri Lanka: Small and Medium-Sized Enterprises Line of Credit Project. 2017.

53 The Ceylon Chamber of Commerce. Improving Safety and Quality of the Sri Lankan Fruits and Vegetables. 2013.

54 Premila, J. Eliminating Non-Tariff Barriers on Sri Lanka to improve trade with SAARC Countries on selected products. 2017. Federation of Chambers of Commerce and Industry of Sri Lanka (FCCISL)



improving. To realize the full potential for mango pulp, Sri Lanka needs to provide support for large scale processing.

Needs Assessment

Set up of an effective extension service is very important for the development of the fruits sector. Farmers have no trust in government extension services. The sector also needs improved access to healthy planting materials and more transparent market information. Also improved access to land is necessary as well as more standardised procedures and norms for grading of fruits and improved quality standards. Banana is even more vulnerable than pineapple and mango and urgently needs improvement of the collection, handling and transport system of the product.


• Develop market-oriented pest and disease-free varieties

• Develop technology to induce flowering during the off season

• Establish collection and cool storage facilities for fruits

• Encourage farmers to follow Good Agricultural Practice and stimulate know how of new production technologies

• Stimulate the utilisation of plastic crates for handling

• Set up effective extension using farmer to farmer knowledge sharing, agro dealers and processing and export companies

• Create an online trade platforms for fruits

• Support establishment of co-operatives and the further introduction of out grower schemes

• Develop organic fruit production and the local production of good packaging materials for fruits

• Support vertical and horizontal integration in the fruits value chains

• Stimulate investment in modern processing technologies (for example through tax incentives, favourable credit schemes and investment in R&D).

5 . 2 . 1 2 T h e a g r o - f o r e s t r y s e c t o r i n S r i L a n k a

History Agroforestry, the land use system that integrates trees with non-tree crops and livestock on the same piece of land,55 is not a new phenomenon for Sri Lanka. It is an old farming practice56 that has an extended history, spanning at least twenty-five centuries.57 In fact, its

history in the country is second only to that of shifting cultivation.58

55 Franklin Martin, Scott Sherman, and Tim Motis, ‘Agroforestry Principles’ (ECHO, 2007), http://people.umass.edu/psoil370/Syllabus-files/Agroforestry_Principles.pdf; S. Thamiem et al., ‘Trade Competitiveness of Agroforestry Crop Sector in Sri Lanka’, Tropical Agricultural Research 22, no. 4 (2011): 338–47.

56 N. Yogaratnam, ‘Growing Belief in Agroforestry’, Daily Mirror, 20 August 2012, sec. Mirror Business, http://www.dailymirror.lk/21285/growing-belief-in-agroforestry.

57 Klaus Geiger, ‘Characterizing the Traditional Tree-Garden Systems of Southwest Sri Lanka’, Tropical Resources 34 (2015): 93–103.



Challenges One of the key challenges faced by the agroforestry sector in Sri Lanka is the lack of comprehensive and up-to-date studies on the subject. Furthermore, rural to urban migration is a threat to home gardening systems and interest in commercial development of agro forestry systems remains low. Development of horticultures and spices farming in agro forestry systems is hampered by archaic collection and trade systems which are not conducive for further growth of efficiency and profitability of the business. Finally, also government bans on wood logging reduced the profitability of agro forestry systems.


In recent years, crops primarily originating from smallholder agro forestry systems such as spices, fruits and some root crops such as cassava and arrowroot have been competitive in the world market. In addition, some Kandyan home gardens are promoted as “spice gardens” among tourists, and tourists are introduced to various local spices and medicinal plants at these home gardens. Research on these spice gardens indicates that these “spice gardens” operate at a technical efficiency of 84% which indicates that there is potential for further expansion and improvement.

Needs Assessment

Specific research on the value chains using products of agro forestry systems is required to understand specific constraints as well as strengthening training programmes such as already under implementation by government and non-governmental bodies to enrich traditional knowledge on home gardening among dry zone home

gardeners.59

Such research and training should lead to modernisation of the production, collection and handling, processing and trade of the products of agro forestry systems.


Measures must be taken to address the knowledge gaps in the sector. Such measures will help in identifying solutions to other issues encountered by the sector and recognising the true potential of the sector. Traditional knowledge of agroforestry systems in the country

should be integrated with modern technologies.60

Agro forestry systems should be assisted to become more market and value addition oriented.

5 . 3 S t a k e h o l d e r a n a l y s i s

From the outset of this assignment, the TAMAP team were made aware that there are many agencies dealing with Sri Lankan agriculture in a complex and dynamic framework, where competencies overlap, and where political imperatives often supersede technical necessities. This section discusses the approach taken by the TAMAP to better understand the influences key stakeholders have in the industry, and the effectiveness and efficiency they bring to the sector.

58 D.K.N.G. Pushpakumara, Buddhi Marambe, and Jeevika Weerahewa, ‘A Review Research on Homegardens in Sri Lanka: The Status, Importance and Future Perspective’, Tropical Agriculturist 160, no. 2012 (2012): 55–125.

59 Jayatissa, Rajapaksha, and Susumu.

60 Mattsson, Ostwald, and Nissanka, ‘What Do We Know about Food Security in Homegardens of Sri Lanka?’



The Terms of Reference for the TAMAP assignment listed the following main problems areas which need to be addressed:

• Low productivity of agriculture – poor returns to land, labour and capital • Growing population • Feed nation with balanced, diversified and safe produce • Limited land • High food import bill • Large subsidy commitment on Sri Lankan fiscus • Reduced overall support to the sector from government • Climate change • Difficult operating environment for private sector • Need for sector revitalisation to encourage private sector, women and younger

generation to participate in agriculture.

In order to address these, and many others associated issues, the TAMAP Team undertook a review of the sector’s stakeholders to establish a snapshot of who is who in Sri Lankan agriculture.

Approach taken

The stakeholder analysis was driven by the following questions:

• What are the needs of the industry to make it work more effectively and inefficiently?

• Do these needs call for an intervention from the public or private sector, civil society, or a combination of actors?

• Who is doing what to support the industry at this time?

• Are the most appropriate organisations playing a correct and positive role in the industry?

• If not, why not, and who is best placed to undertake the action?

• What needs to change, if at all, and why?

• What are the options, and what are the preferred options?

• What is a realistic action plan to effect change?

• What resources are needed for the preferred changes and at what cost?

• Finally, will these actions dove-tail into Budgetary Support processes?

The above sequence of actions will be undertaken by the TAMAP team during the course of its tenure to assist decision makers select appropriate options to help modernise the Island’s agriculture sector. This will involve identifying options for modernisation, developing activities and associated action plans, along with resource budgets. Interwoven with these activities will be a change management plan, wherein relevant stakeholders will be programmed to align themselves to provide effective and efficient support to meet the needs of the agriculture sector, and its many sub-sectors. Importantly, it should be borne in mind that the success of this complicated process will rest squarely on the shoulders of a champion, or champions who will be selected to give drive and traction to the assignment from the outset.

Stakeholders groupings

From initial discussions with Government colleagues the TAMAP team identified the

following groups of actors dealing with agriculture in Sri Lanka:



• Food crops – state operated

• Plantation Crops – private sector and parastatals

• Minor Export Agricultural Crops – state sector and mixture of other stakeholders

• Livestock producers – state, private companies, small-scale farmers

• Inland fisheries – state and individual farmers

• Universities

• Non-state sector activities

• Agricultural cooperatives

• Private companies

• Insurance brokers

• Regulators – state agencies

• Input suppliers – state and private

• Traders – petty and large

• Transport providers

• Food processors – state and private.

The ToR aims at modernising Sri Lanka’s agriculture by way of commercialisation of its various value chains, and making government’s involvement more focused, less fragmented, and more effective and efficient. It is also noted from the ToR that it will be essential to ensure that the private sector is engaged in the strategy and plays a prominent role. Currently, however, the sector is essentially managed and regulated by the public sector. There are approximately 19 ministries which either directly or indirectly influence the industry. Within these ministries are many departments, institutions, agencies and parastatal organisations each having their own distinct imprint on agriculture.

Given the complicated structure of the agriculture sector, the TAMAP concentrated on key stakeholders, primarily in the public sector along with a few organisations within the private sector with a view to better understand the sector and its associated political economy. While the TAMAP team met with over 200 individuals representing some 45 organisations most of the meetings took place in Colombo, with a few in Kandy.

A major limitation of the team’s work thus far is that it did not move into the rural areas to meet farmers and other relevant rural based stakeholders. It is intended, however, that very early on during the remaining period of the 36-months assignment the TAMAP will be able to get important feedback from those groups not already included in our interviews to-date.

Stakeholder Analysis

The team sought to obtain information on the key stakeholders following a SWOT approach related to:

• Finding out who is doing what?

• Their experiences over the last few years

• Where are they now?

• Where do they want to be in the next 5 to 10 years?

Detailed analyses of the organisations interviewed are given in Annex 5 to this report.

The following section provides an overview of the important observations drawn from the interviews and which will be expanded upon following the inception phase to better inform



future programmed activities using short-term experts who will assist undertake a more detailed and comprehensive analysis of the sector’s needs and of the institutional configuration required to modernise Sri Lanka’s agriculture

Main Actors

Defining what is covered by the agriculture sector is an important point of entry. The TAMAP team sees agriculture in a broad context covering the following sub-sectors:

• Food Crops Sub-sector o Paddy rice o Other field crops (OFC) o Vegetables o Fruit crops

• Plantation Sub-sector o Tea o Rubber o Coconut o Sugarcane o Export Agriculture crops (EAC) o Others (cashews, palmyrah etc)

• Livestock including poultry

• In-land fisheries and aquatic resources

• Floriculture.

Within these sub-sectors there are numerous actors from the public, private and civil society groups. As Government is currently the largest contributor supporting agriculture we turn to the budget allocations to identify the important areas where public sector support has been directed. It should be mentioned that in the course of this project critical issues in agriculture sector assessment in the context of Public Finance Management (PMF) should include

aspects of61:

a) Procurement systems;

b) Payroll performance;

c) ‘Off-budget’ funds; and

d) Level of fiscal decentralisation.

Table 1 lists 20 ministries who directly or indirectly influence government’s activities in the agriculture sector, along with their recurrent and capital expenditure budgets for the 2018 financial year as drawn up by the Ministry of Finance and Mass Media.

61 EU Budget Support Guidelines September 2017



Table 1: Budget Analysis of Ministries Associated with Support to Agriculture in 2018

Rs '000%

NationalRs '000

%

National

%

National

0102 Ministry of Finance and Mass Media 997,399,853 46.09% 198,999,235 23.87% 1,196,399,088 39.91%

0104 Ministry of National Policies and Economic Affairs 4,178,030 0.19% 25,000,000 3.00% 29,178,030 0.97%

0117 Ministry of Higher Education and Highways 32,757,000 1.51% 150,000,000 17.99% 182,757,000 6.10%

0118 Ministry of Agriculture 16,789,947 0.78% 7,000,000 0.84% 23,789,947 0.79%

0121 Ministry of Women and Child Affairs 28,100,000 1.30% 16,000,000 1.92% 44,100,000 1.47%

0122 Ministry of Lands and Parliamentary Reforms 5,897,252 0.27% 3,200,000 0.38% 9,097,252 0.30%

0196 Ministry of Plantation Industries 3,344,800 0.15% 5,300,000 0.64% 8,644,800 0.29%

0140 Ministry of Hill Country New Villages, Infrastrucure and Community Development 348,375 0.02% 3,400,000 0.41% 3,748,375 0.13%

0145 Ministry of Prisons Reforms, Rehabilitation, Resettlement and Hinfu Religeous Affairs 8,278,161 0.38% 3,147,750 0.38% 11,425,911 0.38%

0147 Ministry of Regional Development 352,755 0.02% 620,000 0.07% 972,755 0.03%

0149 Ministry of Industry and Commerce 2,153,278 0.10% 6,927,600 0.83% 9,080,878 0.30%

0151 Ministry of Fisheries and Aquatic Resources Development 1,758,195 0.08% 6,000,000 0.72% 7,758,195 0.26%

0154 Ministry of Rural Economy 1,238,610 0.06% 6,000,000 0.72% 7,238,610 0.24%

0155 Ministry of Provincial Councils and Local Government 176,217,379 8.14% 42,000,000 5.04% 218,217,379 7.28%

0160 Ministry of Mahaweli Development and Environment 5,464,404 0.25% 40,146,750 4.82% 45,611,154 1.52%

0161 Ministry of Sustainable Development and Wildlife 2,125,970 0.10% 2,653,000 0.32% 4,778,970 0.16%

0195 Ministry of Development Strategies and International Trade 604,800 0.03% 1,492,200 0.18% 2,097,000 0.07%

0196 Ministry of Science, Technology and Research 1,863,600 0.09% 3,779,600 0.45% 5,643,200 0.19%

0198 Ministry of Irrigation and Water Resources Development 3,631,380 0.17% 21,000,000 2.52% 24,631,380 0.82%

0199 Ministry of Primary Industries 746,000 0.03% 2,765,000 0.33% 3,511,000 0.12%

Total All Agriculture Retaled Ministries 1,293,249,789 60% 545,431,135 65% 1,838,680,924 61%

Grand Total National Budget 2,164,131,999 100% 833,712,818 100% 2,997,844,817 100%

Key:

Minstries directly related to agriculture 29,690,331 1% 70,611,750 8% 100,302,081 3%

Supporting ministries, with relatively large proportion of staff assigned to agriculture 1,188,281,449 55% 292,311,435 35% 1,480,592,884 49%

Ministries indirectly related to agriculture, with limited staff assigned to agriculture 75,278,009 3% 182,507,950 22% 257,785,959 9%

Total 1,293,249,789 60% 545,431,135 65% 1,838,680,924 61%

Source: Ministry of Finance and Mass Media, Government of Sri Lanka, November 2017, National Budget 2018

Ministry

2018 Recurrent Estimate 2018 Capital Estimate TOTAL BUDGET

2018

Rs '000

Importantly, the nine ministries which directly influence public activity in the agriculture sector account for around 3 percent of the total public-sector budget. Table 2 shows the spread of that 3 percent amongst these nine ministries which directly impact agriculture. In many cases, other than the Ministry of Agriculture, these figures over-estimate the direct allocation to the sector as the budgets also fund other activities.

Table 2: Proportion of Government’s Direct Budgetary Provision Allocated to Ministries Directly Related to Agriculture 2018

Ministry of Agriculture 17.7%

Ministry of Lands and Parliamentary Reforms 6.8%

Ministry of Plantation Industries 6.4%

Ministry of Hill Country New Villages, Infrastrucure and Community Development 2.8%

Ministry of Fisheries and Aquatic Resources Development 5.8%

Ministry of Rural Economy 5.4%

Ministry of Mahaweli Development and Environment 34.0%

Ministry of Irrigation and Water Resources Development 18.4%

Ministry of Primary Industries 2.6%

Total All Agriculture Retaled Ministries 100.0%

Source: Ministry of Finance and Mass Media, Government of Sri Lanka, November 2017, National Budget 2018

Ministry% within

Agric



For example, the Ministry of Irrigation and Water Resources Development funds the maintenance and development of bulk irrigation infrastructures as well as other water resources infrastructures not directly related to irrigation and agriculture, while the Ministry of Rural Economy manages the Department of Animal Production and Health, amongst other agencies.

Given the time limitations of the Inception Phase, the stakeholder analysis focussed on the seven major public-sector stakeholders, leaving discussions with the Ministry of Fisheries and Aquatic Resources development, and with the Ministry of Hill Country New Villages, Infrastructure and Community Development to a later time in the assignment. The TAMAP team also consulted with some private sector groups including the Exporters Association of Sri Lanka, Ceylon Chamber of Commerce, Exotic Foliage Company, Lanka Fruit and Vegetable Producers, Processors and Exporters Association, Sri Lanka Export Development Board, Hayleys Agriculture to name but a few. The full list of people groups and persons consulted are given in Annex 6 to this report.

Summaries of the SWOT analyses developed from the stakeholder consultations are given in Annex 5. The following section traces the evolution of the links between agricultural research, extension and farming communities in both the public and private sectors along with a generic SWOT which summaries the scale and scope of major issues that Government would necessarily need to address during a modernisation programme for the Island’s agriculture sector.

Observations from the Stakeholder Analysis

Historically, the colonial government was concerned with developing and promoting

plantation crops rather than food crops. Subsistence farmers were recruited to the

plantations as critically needed labour and relatively little attention was paid to supporting

staple food production.

The situation changed somewhat since Independence in 1948, as successive Governments were concerned with domestic food production, particularly paddy rice. Policy was aimed at increasing rice production through strategies of investment - a successful rice breeding programme, irrigation developments, dry zone settlements, import substitution mechanisms, guaranteed prices for local produce, credit schemes and subsidised fertilizer to name but a few of the initiatives.

Given this level of investment, agriculture attracted highly educated professionals into research, field level technicians and administration. This resulted in a successful food crop agriculture that enabled the country to quickly become self-sufficient in staple foods in the first few decades after Independence.

Until late1980s, village-level Agricultural Extension Officers (AEO) performed remarkable technology transfers taking the findings from research adapted to local conditions and successfully interfacing with farming communities. At district level AEOs covered +/-200 farmers, supervised by District Agricultural Extension Officers and a Deputy Director (Extension), using individual and group communication. By late 1980s, there were over 2,400 grass-roots level extension workers - who maintained close contact with the farming communities.

However, in 1989 the 13th Amendment to the Constitution saw central government devolving

power to the provincial councils. There was now a national level Minister of Agriculture along

with agriculture ministries at provincial level, each with a Secretary, Additional Secretaries,

Directors, and Assistant Directors.



Then in 1990 the field extension workers of the Department of Agrarian Development were

reassigned to the Ministry of Public Administration as village officers handling administrative

tasks. At this point there was a virtual breakdown of extension services at village level.

Following this in the early 1990s, two major transformations took place in the agricultural

extension approach:

• Devolution of agricultural extension services – Training and Visit (T&V) system

• Integrated Agricultural Extension Approach involving four government institutions: the

departments of Agrarian Development, Animal Production and Health, Export

Agriculture, and the Coconut Cultivation Board.

Although highly successful in other parts of Asia and in Africa, the T&V system was soon replaced by a farming systems approach which merged into the integrated agriculture extension approach. At the division level there evolved 560 Agrarian Service Centres (ASC) which typically today hosts the following compliment of staff:

Divisional Secretary (Provincial Government) under whom are:

• Agrarian Development Officer (supply inputs, minor irrigation rehabilitation)

• Agricultural Instructor (technical advice, extension & training)

• Technical officer (Agrarian Development) maintenance of minor irrigation below 200 acres

• Veterinary Surgeon (x1) and Livestock Development Officer (x2)

• Technical Officer Irrigation Department

• Fisheries Inspector

• Tea Inspector (smallholder subsidies and extension)

• Rubber Extension (smallholder subsidies and extension)

• Rural Development Officer (rural roads, rural wells)

• Colonization Officer (Land Commission Officer) – alienated lands, land disputes

• Extension Officer (Export Crops Dept) – extension, distribution of seedlings, subsidy schemes

• Coconut Development Officer (new planting, under planting, inter-cropping, rehabilitation).

A central feature of this arrangement is that lines of funding, and hence authority, for various staff differ with the central Ministry of Agriculture financing the non-devolved staff, and the Provincial Councils the devolved staff. Take for example the case of crops extension staff at a typical ASC.



Figure 1: Scheme of Division Level Provincial Agriculture (Crops) Services in Sri Lanka

Source: Damayanthi, MKN, and Nanayakkara, VK (2008), Impact of the Provincial Council System on Smallholder Agriculture in Sri Lanka, HARTI, Colombo, Sri Lanka

Apart from extension agents provided by the Departments of Agriculture and Agrarian Development there are other public-sector extension service providers, including:

• Mahaweli Authority of Sri Lanka

• Ministry of Irrigation and Water Development

• Ministry of Rural Economy (Department of Livestock Production and Health)

• Ministry of Fisheries and Aquatic Development

• HADABIMA Authority

• Development functions of the minor export crops farmers combined with the

programmes of other ministries promoting community economic development.

• Plantations sector:

- Tea Small Holdings Development Authority

- Tea Research Institute of Sri Lanka (TRI)

- Rubber Development Department (RDD)

- Coconut Research Institute (CRI)

- Extension in the sugar industry is primarily under the private ownership

- Sugar Research Institute (SRI) extension service & research component

- Minor Export Agricultural Crops (EAC)

- Ministry of Primary Exports

- Cashew Corporation

The services provided by these agencies are fragmented and very complex to comprehend.

The once robust flow of information between farmers, traders, extension workers,

researchers and policy makers has been disturbed. Moreover, devolved activities overlap or

contradict with a range of functions and powers covered by central ministries and also by



their departments. The critical link between agricultural research and extension became

fragmented after the responsibilities were devolved. With the large numbers employed by

Government in the sector62, many people interviewed believe there has been duplication,

and even neglect of work due to poor accountability of service delivery.

Over the years reduced government budgets to the sector have seen good personnel

leaving, and the situation is said to have been exacerbated by poor succession planning. The

coordination among the different service providers are reported to be poor and there does

not appear to be effective quality assurance by the diversified government bureaucracy, a

situation which is said to cause confusion and frustration among many farming communities.

Presently, there is no established private agricultural extension service provider in Sri Lanka

which provides extension services to farmers on a regular basis, alongside the public

extension agencies. Given that Government is seen by many small-scale farmers as the

provider of their needs, it is doubtful if there is an immediate appetite for a private extension

agency.

However, some private companies which sell agricultural inputs, machinery and equipment,

or are involved in plantation agriculture and which trade or export certain commodities such

as tea, do provide advisory services for selected growers. These advisory services are

normally not fee-based but rather a marketing tool to promote companies’ products or to

ensure the quality of raw produce that relevant companies buy from its producers. Many

companies work with farmers under contract and in recent years some large out-grower

groups have been very successful. Some companies have mobile services and some have

sales offices in many parts of the country.

Main Findings of the SWOT Analysis

Against the above background and through the various stakeholder interviews, the TAMAP team was able to develop SWOT analyses for the various agriculture sub-sectors. A generic SWOT analysis is presented below for the Ministry of Agriculture and its constituent departments, combined with that for the Department of Irrigation.

Main Government Support to Crops Production

Strengths

• Well established Ministry of Agriculture, with a highly rated reputation.

• Senior and middle cadre staff dedicated and well educated

• Under its umbrella, associated agencies have a combination of mandates and resources to strongly support and manage sustainable agriculture development and productivity in Sri Lanka

• Wide range of agro-ecologies - soil, climate and bio-diversity

• Sector is responsible for the welfare of 70% of the island’s population and about 27% of its workforce

• A modern, well-resourced ICT Centre in Kandy

• DoA has a highly educated senior cadre based in Kandy and a well-trained team of professionals in the field.

62 For example, taking the main agriculture ministry alone, in 2017 the Ministry of Agriculture employed 2,064, the Department of Agriculture 9,967, Department of Agrarian Development 14,396, some 26,429 against a total establishment of 33,848 (Ministry of Finance and Mass Media, Budget Estimates 2018).



• Well established track-record of research

• Long time series of the economics of agricultural crops

• 560 rural based agricultural service centres

• Over three hundred man-made major and about 12,000 minor irrigation reservoirs.

• With its historical and long-standing focus on irrigated agriculture (using over 80% of developed water resources), Sri Lanka has resulted in very strongly irrigation-based institutions.

Weaknesses

• Diminishing funding from treasury

• Questionable effectiveness of policy analysis, strategic planning, monitoring and evaluation

• Trade policies inhibit improved productivity

• Research into innovative technologies underfunded

• Duplication of effort throughout the Ministry and across ministries supporting agriculture

• Poor succession planning of staff.

• Continuation of the fertilizer subsidy programme without appropriate targeting

• Since the introduction of the 13th Amendment to the Constitution duplication of effort in planning and implementation of those plans, and with this an undue competition for scarce resources.

• Lack of high quality seeds

• Technology transfer and extension messages not being followed by farmers.

• Little or no focus on farming as a business and post-harvest value addition

• Does not get involved in provincial and district level planning and there is no mechanism to coordinate between Farmer Organisations and Provincial Councils necessary for effective grass roots actions.

• Little attention to farming as a business and the profitability of farming

• Agricultural Research and Production Assistants poorly skilled to meet multiple demands of farming communities

• Farmer Organisations’ (FO) are considered to be groups of subsistence farmers who need to be guided at every level

• There is little acknowledgement that the private sector could play a role

• Little liaison with the private sector to develop commodity groups and value chains

• Note that the planning system of bottom-up meeting top-down appears to be ‘wish-lists’ developed by the bottom-up approach which are often squashed by treasury who makes an allocation, and then districts plans are retro-fitted on a priority basis

• Limited diversification into high value crops to leverage comparative advantage

• High crop price fluctuations

• Input supplies not always available on time

• Use of improved technology is not widespread

Opportunities

• Rationalise the agriculture sector to bring major sub-sectors under the Ministry’s purview and reduce duplication of effort

• Improve institutional coordination • Focus on raising land and labour productivity and post-harvest value addition

• Focus on comparative advantage while ensuring food security and food sovereignty



• Promote the business of agriculture and agri-business • Use of ICT for information dissemination

• Collaboration with the private sector to commercialise many commodity value chains

• Develop appropriate technologies to retain youth in the sector and to provide equal opportunities to women.

• Review the economic impacts of paddy research policies with a view to having a sharper focus on profitability, improving yields and diversification

• General use of research to better inform decision makers of the profitability of different options emanating from research.

• Focus research in climate smart initiatives and liaise with private sector

• Improve skills of village level Agricultural Research and Production Assistants

• Introduce farming as a business

• Use paddy lands for other, higher valued crops

• Introduce resource and financial budgeting to help prioritise opportunities and make development initiatives more evidence based

• Promote crop diversification

• Introduce cross-cutting issues such as climate change, gender and youth empowerment into technology transfer

• Review scope and scale of 560 ASCs and focus on use as nodes for agrarian development

• Rethink of the approach of extension support in general

• Provision of science-based guidelines for the rehabilitation of small tank cascades

• Propose effective water management practices to enhance agricultural productivity in the tank-upland systems

• Carry out value chain analyses to guide high-impact initiatives focused on improving land and water productivity, entrepreneurship and agribusiness

• Test appropriate low-cost micro-irrigation techniques for the upland areas to enhance the productivity of scarce water resources and upscale successful systems

• Test and implement appropriate management practices for the conjunctive management of surface and groundwater in the tank command

• Explore the scope for crop diversification into high-value crops and opportunities for integrated crop-livestock farming systems to enhance both land and water productivity in the village irrigation systems and also to ensure household food security.

Threats

• Continued reduction of recurrent and development budgets

• Inefficient use of budgets

• Inertia of staff to move out of their comfort zones and change established work routines.

• Government’s continued protectionist stance threatens Sri Lanka leveraging comparative advantages

• Climate change - droughts, floods, extreme events

• Poor access to irrigation facilities and on-going support

• Climate change and inability of research to react to sector needs

• Confusion at farm level with the Agriculture Research and Production Assistants being part-time and in a devolved capacity.

• Inability of the sector to attract quality professional staff

• Poor skills of lower tiered field level staff

• Bloated hierarchy

• Trade barriers and cumbersome bureaucracy.



Importantly, there are numerous opportunities for the Ministry of Agriculture to improve its service delivery, taking into account its strengths, weaknesses and threats. SWOT analyses for the key public sector stakeholders and others organisations are given in Annex 5. Key points arising from the other SWOT analyses include: Ministry of Mahaweli Development and Environment

• Given the high national importance of the MMD in various spheres (i.e. food production, hydropower, employment, population resettlement and regional development), it has received high political patronage since its inception in the mid-1970s

• The MMD is an entire parallel structure to the existing ministries and departments with regard to the development of the Mahaweli Basi

• Though the spatial differentiation is made in the geographic area they work, it is very likely that there is duplication of services between this ministry and the other key ministries

• Coordination within the MDD works very well, however, there appears to be some lack of coordination between MMD and the other ministries and departments.

Ministry of Plantation Industries

• Only Ministry dealing exclusively with plantation crops

• Ministry has its own extension staff and its own research institutes

• Commodity boards have been instrumental in developing value chains

• Productivity of plantation crops low, cost of production costs are high - labour costs are high due to labour shortages

• Many plantations have very old planting material, private sector under-performing due to inappropriate trade policies

• Plantation management generally poor

• Processing equipment generally old and in need of upgrading

• High proportion of small-scale producers served by relatively poor extension support.

• Division of proceeds not always equitable

• Some commodities under the control of serval agencies resulting in poor coordination

• Poor focus on the business aspects of the products

• Relatively poor social conditions of plantation labour force

• Small domestic market

• Estate sector model needs to be rethought

• Rationalise research activities and collection of statistics and strengthen research /extension linkages

• Improve knowledge and skills of extension staff

• Focus on value addition, speciality products, branding, and traceability

• Rationalize trade and PPP policies to make them pro-growth to attract FDI. Ministry of Rural Economy (Department of Animal Production and Health)

• Huge demand for livestock products in Sri Lanka provides ample scope for import substitution

• Wide reach of veterinarians and animal production field support staff in rural areas throughout ASCs

• Vacancies cannot be filled with competent university graduates

• Little is being done to develop the beef industry due to religious inertia, although there is much demand by Muslim and Christian communities



• General shortage of fodder for animals

• AIl facilities in rural areas are compromised by poor communication with farmers, poor rural roads and inadequate storage facilities for semen straws

• Small-scale dairy farmers provide a fragmented and scattered base for provision of support and collection of produce

• High demand for poultry which can be significantly expanded

• Further up-grade national herd to improve small-scale dairy and beef producers

• Unfavourable trade policies threatens local production (ie imports of dried milk)

• Grazing areas and fodder production are being planted to other, more productive crops.

Ministry of Provincial Councils and Local Government (related to Agriculture)

• Ability to provide local solutions for local problems and conditions with assistance and backstopping from central agencies

• Successive central governments have not devolved powers to the provinces

• Targets set by central Ministry and lack ownership at provincial and district levels

• Agricultural development plans not robust enough to give financial details for decision makers

• Lack of staff training and poor opportunities for career advancement

• Regional disparities between provinces

• Lack of coordination and trust between central agencies and provincial councils and local government bodies

• Need to improve sector planning and budgeting at provincial and local government levels

• Opportunities to rationalise sector service provision at local level

• Provide farming communities with a demand driven, service sector support system

• Inculcate a mindset of accountability, monitoring and evaluation

• Ensure regional staff are trained and given career incentives based on performance improvement planning.

Ministry of Primary Industries

• Strong political leadership with entrepreneurship qualities

• Clear vision of the Ministry and Ministry Programs clearly aligned with national targets

• Real time statistical data and information are not available

• Lack of market information (local and global) and expertise in market analysis and market intelligence

• Lack of standardization of methods among data collectors and no direct access to non-aggregated forms of data and absence of sector policy and strategy

• Spices are fast growing industry which have high potential for value addition

• Presence of forward looking private sector and opportunity for PPPs • Proximity to large markets with rapidly changing demands • Certification and traceability to meet changing global markets • Review impediments to easier trading

• Use of appropriate ICT

• Poor clarity as to who does what at inter- sectoral and inter-agency level

• Not following proper standards in spice sector and poor enforcement of rules and regulations

• Youth moving away from agriculture

• Changing global market standards and need for certification and traceability

• Trade barriers and cumbersome bureaucracy.

https://en.wikipedia.org/wiki/Central_government



Ministry of Lands and Parliamentary Reforms

• One stop-shop for land, land registration, land use planning and surveying department

• Land issue is spread over several ministries

• Land transactions take a long time in Sri Lanka due to the large amount of government institutions involved in the process

• No land consolidation, only sales of small plots, and no land market exists

• Land issues are preventing the productive use for agriculture. General Observations from SWOT Analysis Some of the key characteristics of the current situation of Sri Lanka’s agricultural economy

which we can disaggregate from the above SWOT analysis include:

• Sri Lanka’s agriculture sector is characterized by a multiplicity of institutions and

associated entities

• Each agricultural sector institution has developed its own policy statement which

are not necessarily all in harmony

• To-date Government support has focused on food security and now needs to look at diversification, the introduction of technology to help commercialise smallholder production bridge that gap

• Government support for agriculture is being reduced in real terms

• There is high competition for a share of Government budgets by its agencies

• There is a large number of people employed by Government

• Devolved activities overlap or contradict with a range of functions and powers covered by central ministries and also by their departments

• There appears to be duplication of work, waste and even neglect of work due to poor accountability of service delivery

• Agricultural research and extension linkages have become fragmented

• Agriculture Service Centres are a good concept but there is a need to review their scope and scale

• Training assets devolved to Provincial Councils and Local Government appear to be under-utilised and poorly maintained

• Research should target technology to attract youth and benefit women

• State farms could be better used

• Poor rapport between government and private sector stakeholders

• Government agencies and farmer groups have a poor business of farming mindset

• Weak links between farmers’ managerial ability, working capital needs, insurance, extension support and access to markets.

The TAMAP team is very much aware that these observations are not new to the majority of people met during the inception phase. We have merely captured and articulated what we have heard. However, that said, there are key activities that should now be undertaken by Government with the assistance of TAMAP, and which include:

• Establish the real needs of the sector, identifying core activities for each stakeholder group focusing on the research/extension/farmer linkages and the need to diversify and commercialise



• Establish who is best placed to undertake the various activities needed for the sector to work well between the public and private sectors, and civil society - Government should provide critical support others cannot offer or where distortions need to be supported

• Review all subsidies given to farmers, detailing the rationale, targeting and weaning policies, establish what subsidies can stimulate improved productivity and efficiency, and prioritise

• Review all barriers to modernising agriculture, examining import and export tariffs, rules and regulations etc

• Given that mandates of the numerous agencies involved in the sector are highly mixed, review appropriate legislation to establish the fit for purpose

• Given that there appears to be weak planning and budgeting within all agencies, for Budgetary Support to work then appropriate training programmes need to be designed and provided on an iterative basis at all levels.

The Way Forward In moving the TAMAP assignment forward, the following should be borne in mind:

• Appreciate that change is a process and no quick fix

• Ownership should be firmly embedded in the local ‘architecture and mindset’

• Conduct detailed institutional review along functional lines

• Overlay with commodity review of value chains seeking leverage of comparative

advantage and where feasible import substitution

• Overlay with cross-cutting issues – sustainable development goals, gender,

youth, food sovereignty, smart nutrition

• Look for commonality and establish technical working groups for

institutional/commodity reviews – led by experienced professionals

• Establish reporting protocols to Programme Steering Committee

• Establish a review committee led by a very senior and very prominent

professional.

While the above looks to be a relatively straightforward sequence of events, there will be need for considerable training and mentoring support, at all levels to ensure a participatory approach and taking into account bottom-up and top-down concerns. It will also require a well driven and coordinated team effort. The TAMAP will be available to assist with backstopping and financial support.

5 . 4 O r g a n i s a t i o n o f T A M A P I n c e p t i o n W o r k s h o p

On Tuesday 3 April 2018 the TAMAP Inception Workshop was organised as an extended half day event at the Shangri-La Hotel in Colombo. The purpose of this workshop was to:

• Inform stakeholders about the project

• Identify champions facilitating the accomplishment of the results

• Agree on mode of collaboration and coordination and reporting processes (working groups which elaborate technical and institutional directions)

• Agree on mode of decision making (PSC and its composition)

• Obtain a common understanding how to make the decentralisation process work



The workshop was well attended with at least 83 participants from more than 40 organisations.

Photo 1: Group photo of participants of TAMAP Inception Workshop

Highlight was the organisation of four working groups where the following topics with the following results were lively discussed and worked on:

5 . 4 . 1 W G 1 : E l a b o r a t i o n o f a c o o r d i n a t i n g b o d y f o r t h e o v e r a r c h i n g A g r i c u l t u r e P o l i c y

RESULTS of WG 1

This set-up should be called a central body instead of a coordinating body, since in Sri Lanka, the term coordinating body does not carry much weight.

This should be a constitutional body, which needs to be revised periodically.

Due to the necessity to prioritize targets depending on available funding, the central body should be chaired by the Secretary to the Treasury.

Members:

(1) Secretaries to all stakeholder Ministries – Due to there being many Ministries, having

the Ministry Secretaries will be useful to involve all Ministries;

(2) Advisory body of sector experts;

(3) Other consultants – at provincial level, private sector, farmer organisations, heads of

relevant industries etc.

• The central body will be above all ministries.



• Regular meetings should be conducted for constant monitoring and

feedback. The central body should not be involved in mere crisis

management.

• Advisory body will sit within the central body and advise the Chairman

and others

Comments:

• A similar system was available earlier called the Development Secretary.

• A selection panel consisting of Secretaries and development partner representatives

could be established to select the coordinating body.

5 . 4 . 2 W G 2 : E l a b o r a t i o n o f c o m p o s i t i o n o f T A M A P P r o g r a m m e S t e e r i n g C o m m i t t e e ( P S C ) a n d k e y p o i n t s o f i t s T o R

RESULTS of WG 2

• In addition to the already identified Ministries, PSC should include the Ministry of

Fisheries, Ministry of Land, Chamber of Commerce, private sector, Export

Development Board, Ministry of Rural Economy, Ministry of Plantation, Academia,

Ministry of Irrigation and Water Management, Farmers, etc.

• Mandate – the committee will play a supporting role, and will function as an advisory

and decision making committee.

• Steering committee is a project committee which will meet at least twice a year and

will function as a decision making committee. This committee will be steering the

project. Steering committee and central body need to be differentiated.

Comments:

• A steering committee should take full responsibility, not function in a supporting role.

• Science and technology needs to be considered.

5 . 4 . 3 W G 3 : D e c e n t r a l i s a t i o n a n d a g r i c u l t u r e d e v e l o p m e n t i n S r i L a n k a

RESULTS of WG 3

• If decentralization was properly done, more close monitoring would have happened.

However, due to a multiplicity of actors, the process has gone out of focus and has

led to poor information sharing and overburdening due to excessive administration.

• Contract farming needs law and regulations.

• Decentralization alone is not the issue. If decentralization is the issue, then prior to

decentralization, Sri Lanka should have had a good agriculture sector. This is not the

case. Individual accountability is what is important, not decentralization or the

absence of it.

Comments:



• This process should be called devolution, not decentralization. Under

decentralization, the centre is responsible, in devolution no one person is responsible.

• Now there are 10 agriculture extension systems in Sri Lanka. The devolution

destroyed the extension system. There is a need to have a consistent policy and a

unique agricultural system in the country.

5 . 4 . 4 W G 4 : F r a g m e n t a t i o n o f t h e a g r i c u l t u r e s e c t o r a n d i t s i m p a c t o n a g r i c u l t u r a l d e v e l o p m e n t

RESULTS of WG 4

• Fragmentation leads to limited efficiency. There are many actors and duplication in

the agriculture sector.

Examples:

(1) Home garden programmes are undertaken by many institutions;

(2) Provision of subsidies – some institutions give subsidies while others give grants.

This needs to be streamlined.

• Many agencies have overlapping responsibilities. In Sri Lanka, if there is an

ineffective organization, another organization is established to improve the services

instead of trying to improve the existing poor performing organisation. This leads to

many organizations that are involved in the same process.

• Fragmentation can lead to loss of knowledge and expertise.

• Regrouping of organizations need to be done. This should be constitutionalized.

When governments change, organizational responsibilities should not be changed. It

is mandatory to streamline (and even to merge) services such as agricultural

extension service to make them more effective and efficient.

• Ministries and departments should be regrouped according to commodities and

following the (entire) value chain approach. Value chain based grouping will be

inclusive of the private sector.

• Proper planning and responsibilities in planning need to be well established. This

should include regional and sector planning.

• There could be “Super Ministry of Agriculture” consisting of state ministers from

various ministries. In this case the threat is that we have too many state ministers

with “state minister for onions”

o Listing the mandate and establishing accountability according to the mandate

needs to obtain political backing. This political backing can be obtained by

including all political parties and civil society. As such it can be avoided that

political parties will not reject the chosen structure when coming to power.

Comments:

• Political manoeuvring and devolution of power are the root causes behind the

excessive number of Ministries. The inefficiencies can be reduced by understanding

the root causes.





6 R E S U L T S T O B E A C C O M P L I S H E D

6 . 1 U n d e r l y i n g p r i n c i p l e s i n a c c o m p l i s h i n g R 1 t o R 4

The Ecorys technical proposal highlights the overall approach the technical assistance team envisages for how the project should be implemented. Therefore, we abstain here from giving details on that. Nonetheless, our underlying principles in accomplishing the four results can be summarised as follows:

Mainstreaming / integration of gender, youth, climate change and smart nutrition in all policies, implementation strategies and action plans. In this context it has to be emphasised that mainstreaming should not be understood as trying to incorporate these aspects as crosscutting issues which the often receive less attention. To the contrary, given the importance of these four aspects, all activities need to be assessed and made compliant with them.

Change management using the 8 step approach with regard to developing an overarching agricultural policy with an emphasis on making the agriculture sector efficient and effective. In order to bring about change and restructuring the agriculture sector the 8 steps of the change management process are:

Step Process

1 How will you create a sense of urgency? What are the prevailing problems?

2 Who will be the guiding team?

3 What will be the change vision and strategy?

4 How will you communicate?

5 What barriers do you anticipate and how will you remove them?

6 What short-term wins will you create and how will you celebrate them?

7 How will you ensure that the change process is continuous?

8 What new culture(s) will you establish?

In the 8 step change management approach, stakeholder participation will be essential.

Stakeholder liaison: in spite of the fact that the three key experts are housed in 3 ministries, stakeholder liaison will be carried out with all stakeholders, and particularly ministries and associated departments as well as private sector dealing with agriculture. The team will mainly act as coordinator, facilitator, capacity builder and mentor. The organisation of working groups will be an important means and forum in performing these tasks.

The following sections give details on the various activities, identifies possible channels and attempts to find solutions how to overcome the obstacles, proposes the way forward and specifies which means might be required. Furthermore, for each result we identify assignments including indicative number of required work days which we believe could contribute in accomplishing the four results. The indicative assignments per result have to be seen as independent of the other proposed assignments for the remaining results and



therefore do not necessarily add up to the contractual work days amounting to 1,000 WD senior NKE and 1,750 junior NKE work days. Adjustments on the work days will be done once the ToR have been developed.

6 . 2 R 1 : A n o v e r a r c h i n g A g r i c u l t u r e P o l i c y i n l i n e w i t h t h e G o v e r n m e n t D e v e l o p m e n t G o a l s i s d e v e l o p e d

6 . 2 . 1 A 1 . 1 : S u p p o r t f o r t h e p r e p a r a t i o n o f a n o v e r a r c h i n g A g r i c u l t u r e P o l i c y

The following activities are foreseen with anticipated challenges and solutions:

A 1.1: Provide expertise and support to the preparation of an overarching Agriculture Policy (including actions related to women/social exclusion and environment/climate change) that covers all sub-sectors, based on extensive consultations with, and the full participation of, all stakeholders

A 1.1.1: Stakeholder consultation, participatory needs assessment conducted and policies including crosscutting issues in key associated ministries and sectors reviewed

A 1.1.2: Identification and formation of cross sector planning working group for the NAP

A 1.1.3: Review of recently developed agricultural policies & strategies in Sri Lanka and conducting of a SWOT analysis

A 1.1.4: Needs assessment of the agricultural sector and subsectors

Anticipated Challenges Fragmented nature of support to each sub-sector and need to gain official approval and political endorsement; attachment of counterpart staff to carry the work forward; release of policies and strategies before they are officially approved; lack of appetite for rationalisation and better coordination in agriculture and associated sub-sectors.

In developing an overarching agricultural policy, the TAMAP team needs to have access to the various sector and subsector policies such as livestock development policy, sugar master plan, etc. to make sure that overarching policy and sector policy comply with each other. Experience from the inception phase suggests that a significant number of entities have been reluctant to share their documents.

Solutions / recommendations how to overcome challenges

Establishment of sub-sector working groups and appointment of overall professionals to help steer through the bureaucracy.

The sharing of important documents such as policies and strategies can be facilitated by enhancing ownership by the various stakeholders. Furthermore, it is assumed that after the successful organisation of the inception workshop stakeholders have a better understanding of the project and the team and might be more open to share documents.

Resources required related Facilitators, numerous workshops funded from the incidental



to this activity budget, printing and translation of documents and material. Study Tour to a country with an appropriate agriculture policy (India).

6 . 2 . 2 A 1 . 2 : S u p p o r t t h e d e s i g n o f a s t r a t e g y , a c t i o n p l a n a n d r o a d m a p t o i m p l e m e n t t h e p o l i c y


A 1.2: Support the design of a strategy, action plan and a clear roadmap to implement the policy together with the institutional framework for its implementation

A1.2.1: Development of Action Plan and Strategy for NAP implementation

A1.2.2: Supporting the Institutional Framework (annual reviews) with a view to align it as much as possible with the way NPD has been monitoring national policies

A1.2.3: Support the Government to get up to date data, information and analysis in support of the implementation of the policy, notably at sub-sectoral level and develop applicable models and methodologies

A1.2.4: Capacity building in prioritisation of data compilation in line with the NAP, data collection, compilation and analysis

Anticipated Challenges Coming to an agreement on a rationalised agriculture with approved structural and institutional changes, ability of staff to develop focussed strategies, plans and associated budgets.

Duplication with WB Modernisation programme policy studies that are likely to be later than required by TAMAP.

Office accommodation for team interaction and output development.


Establishment of sub-sector working groups and appointment of overall professional to help steer through the bureaucracy; training programme for strategy and programme and budgeting. The composition of the working groups will be government officers from central and also from provincial level plus some representatives from the private sector.

Adequate office space within one of the three key ministries allocated to NKEs.

Resources required related to this activity

Facilitators, numerous workshops funded from the incidental budget, printing and translating documents and materials.



6 . 2 . 3 A 1 . 3 : S h a r e a l l r e l e v a n t b u d g e t p r o c e s s e s a n d a n a l y s e s


A 1.3: Share all relevant budget processes/analyses to show the costs and funding of policy implementation over the medium term (including the use of Medium Term Expenditure Framework guidelines (MTEF)

A 1.3.1: Support in the development of short-term, Medium Term Expenditure Framework and also long-term budgets for NAP implementation

A1.3.2: Needs assessment/costing of interventions as a tool for aligning development plans and objectives to budgets

A1.3.3: Support public policies and reforms coherent with resource planning in close collaboration with the upcoming EU funded PFM programme.

A1.3.4: Introducing Mechanisms and Methods of Public Expenditure Tracking (PET) in close collaboration with the upcoming EU funded PFM programme

Anticipated Challenges Agreement on a rationalised agriculture with approved structural and institutional changes, ability of staff to develop focussed strategies, plans and associated budgets.


Establishment of sub-sector working groups and appointment of overall professional to help steer through the bureaucracy; training programme for strategy and programme and budgeting.


Training facilitators, policy analyst with local experience, numerous workshops funded from the incidental budget, printing and translating documents and materials.

6 . 2 . 4 A 1 . 4 : A c q u i s i t i o n o f i n t e r n a t i o n a l b e s t p r a c t i c e s i n a g r i c u l t u r a l d e v e l o p m e n t


A1.4: Support the Government to acquire international best practices in agricultural development and knowledge that can be replicated in the Sri Lankan context

A1.4.1: Organising study tours and international conferences with a view to learning international best practices

A1.4.1: Organising study tours and international conferences with a view to learning international best practices

A1.4.2: Facilitation of participation in twinning programmes

A1.4.3: Conducting desk studies to assess agricultural policies from other countries

Anticipated Challenges Given the diverse nature of the sub-sectors there will be a need to limit the number of study tours and to target



participants well so that learnings can be institutionalised.


Establishment of sub-sector working groups and appointment of an overall professional to steer operations.

Conducting study tours.


Study tours funded from the incidental budget, venue and associated conference costs, purchase of key documents if not freely available on the net, printing and disseminating reports.

6 . 2 . 5 A 1 . 5 : S u p p o r t d e v e l o p m e n t o f f u t u r e s e c t o r r e f o r m c o n t r a c t i n a g r i c u l t u r e


A1.5: Support the Government and the EU Delegation (EUD) to prepare the future sector reform contract in agriculture: preparing the necessary analysis and documentation for the identification and formulation of the programme including the selection of SMART indicators

A.5.1: Sensitisation of key personnel through study tours around the requirements of the Sector Reform Contracts (SRCs)

A1.5.2: Developing the analysis and tools including SMART indicators to monitor and evaluate budget support

A1.5.3: Preparation of a road map and the institutional set up for implementation of budget support (PSC, M&E)

A1.5.4: Development of a draft Action Document (AD) including Annexes for submission to the quality review by the EU

A1.5.5: Support to the EUD SL in developing the PFM and transparency assessment report

Anticipated Challenges Selection of senior budget personnel from central government and Provincial Councils and Local Government (to district level) to receive iterative training programme; rationalising the agriculture sector may take time, and so training in sector reform processes should not be made too early on.


Establishment of sub-sector working groups and appointment of an overall professional to steer operations and the timing of events.


Facilitators, PFM NKE, institutional NKE, numerous workshops, study tour to a country where budget support has been successfully implemented, printing documents and material.



6 . 2 . 6 A 1 . 6 : S u p p o r t t h e d e v e l o p m e n t o f a c o m m u n i c a t i o n s t r a t e g y t o p r o m o t e T A M A P


A1.6: Support the development of a communication strategy to promote TAMAP and its activities among all stakeholders

A1.6.1: Tailoring a communication strategy according to nature of stakeholders / beneficiaries

A1.6.2: Develop an action plan for the Strategy

Anticipated Challenges Two aspects to be noted: 1) for EU visibility – not a challenge; but 2) to broadcast BS may be problematic given the power groups and political economy of SL.




NKE to develop strategy, incidental budget for communication and visibility material such as TV and radio spots, newsletters, drama / role plays, DVDs, banners, branded items, etc.

6 . 2 . 7 A 1 . 7 : S u p p o r t t h e G o v e r n m e n t t o c o o r d i n a t e t h e s e c t o r s , i n c l u d i n g d e v e l o p m e n t p a r t n e r s


A1.7: Support the Government to coordinate the sectors, including development partners

A1.7.1 Mapping of Development Partners (Content, Scope, Periodic Results)

A1.7.2 Specific Periodical Meetings with the agriculture sector stakeholders

Anticipated Challenges Not all Development Partners EAI are on board or available – China.




Incidental budget for meetings/workshops, development and maintenance of website.

6 . 2 . 8 I n d i c a t i v e a s s i g n m e n t s r e l a t e d t o R e s u l t 1

A summary of potential assignments related to Result 1 is illustrated below:



Assignments Indicative # of WDs

Tasks

Agricultural Policy and Strategy

50 SNKE

70 JNKE

The assignment will consider potential strategic options for Sri Lanka’s agricultural economy and development in the context of the country’s current situation and the prospects it faces. A review will be conducted of the current national and sectoral situation in order to consider strengths, weaknesses, opportunities and threats building on the stakeholders’ assessment conducted by the TAMAP Team during the inception phase.

This will provide insights into the areas where major emphases are needed to support changes that, in particular, promote land and labour productivity, improvement in rural incomes, smart household nutrition, empowerment of women and rural youth, and that promote capacity for adaptation and resilience to climate change. Moreover, the assignment will examine in detail the costs and benefits of Sri Lanka’s trade and subsidy policies related to its agricultural economy.

The analysis will also identify a set of strategic principles that could helpfully stimulate and guide strategy development to address the opportunities and threats facing Sri Lankan agriculture. Central to this will be the need to integrate complementary agricultural and non-agricultural policies, strategies and investments.

Agricultural Research

50 SNKE

70 JNKE

In late 2017 the Sri Lanka Council for Agricultural Research Policy developed the National Agricultural Research Policy and Strategy 2018-27. The TAMAP would like to build on this seminal platform and delve deeper into how the research – extension systems have become delinked and examine further how a comprehensive, overarching agricultural policy can help improve the performance and impact of the Island’s agriculture research investments.

Looking at options using resources from both the public and private sectors the assignment will tease out the nuances contained in the 2017 policy recommendations with a view to detailing the investment options embedded in the policy and the associated investment priorities. The success key to this assignment will be to identify what are the central elements of technology generation and dissemination, and the associated institutional structures that will catalyse the best pay-back to the nation.

Agricultural Extension

50 SNKE

50 JNKE

Technical support to rural farming households is often seen as a critical approach to reducing rural poverty as well as reducing regional income inequalities between rural communities. Many contemporary commentators have alluded to this poverty situation existing in Sri Lanka. Thus, during its Inception Phase, the TAMAP team identified the need to conduct an in-depth analysis of Sri Lanka’s agricultural extension services to help provide scientific details as to why agricultural research and extension has become de-linked. In addition, questions need to be asked as to why commercial elements of the island’s agriculture are also under-performing and what is required to stimulate a drive towards improved productivity in the plantation sub-sectors and the commercialisation of emerging smallholder growers around diversified farming systems.

This assignment proposes to look at the effectiveness and efficiency of extension efforts, by both the public and private sectors invested in the paddy and other food crops sub-sector including the agricultural




Tasks

services centers, plantation crops including coconut, rubber, sugarcane and tea, other export crops, floriculture, agro-forestry, livestock including poultry, and inland fisheries.

The study will identify strategic options and priorities that could help improve the dissemination of critical technology and techniques through well-functioning extension services to all these growers.

Sub-sector study (follow up of Verité assignment)

Incidental Budget

During the Inception Phase of TAMAP, Verité Research prepared a comprehensive document on all sub-sectors of the Sri Lanka agricultural economy. TAMAP will build on this important source document and examine further the details of critical aspects on the agricultural economy including who is doing what and why, value addition opportunities, input supplies and produce marketing, private sector activities and opportunities in both technical production, technical and business management, research and extension, stimulating and regulating activity based on scientific evidence.

Looking at options using resources from both the public and private sectors the assignment will tease out the nuances contained in the comprehensive and overarching National Agriculture Policy (to be completed by the end of 2018) recommendations with a view to detailing the investment options embedded in the policy and the associated investment priorities.

Decentralisation and Institutional Change

Phase 1: Analysis of Decentralisation Processes, Structures, Performances and Opportunities in Sri Lanka’s Agriculture Sector

40 SNKE

30 JNKE

Since independence in 1948, successive Governments have amended and revised the structure and delivery mode of its agriculture support services to agriculture’s various sub-sectors including paddy and food-crops, other export crops, plantation sub-sectors, floriculture, livestock and agro-forestry. A major turning point in the performance of the Island’s agriculture sector came with the decentralization according to the 13th Amendment to the Sri Lankan Constitution in 1978. Since then, many commentators have remarked that for food crops and livestock, in particular, sub-sector performances have lagged well behind potential levels. Moreover, as plantation crops have become predominantly characterized by smallholder out-growers, productivity has also slipped.

The assignment will explore whether or not decentralization is a contributing factor to the above two cases, as well as other sub-sectors. It will also explore the opportunities of improving the effective and efficient generation and dissemination of agricultural technology within the structures established by the 13th Amendment.

Decentralisation and Institutional Change

Phase 2: Institutional Structures in Sri Lanka’s the Agriculture Sector

30 SNKE

20 JNKE

Following the approval of the NAP, the conclusions and recommendations of the various studies including Agriculture Research, Agricultural Extension, Sub-sector Study (follow up of Verité assignment), Analysis of Decentralisation Processes, Structures, Performances and Opportunities (Phase I) in Sri Lanka's the Agriculture Sector, this assignment will explore the institutional options for modernizing Sri Lanka's agricultural economy in a pragmatic and realistic manner, beneficial to the nation.

It will review all aspects of agricultural activities and assets employed, and impacts of actions performed by Government, the private sector and civil society organisations. This will include reviews and recommendations related, but not limited, to:

• Agricultural research, Agricultural extension, Irrigation




Tasks

• Livestock, Plantation Crops, Fisheries/Aquaculture

• Input supplies, all subsidies applied

• Trade facilitators and barriers, Marketing, Legal Acts covering mandates

• Financial Management, Planning, monitoring and evaluation

• Improved decentralisation processes and procedures.

Having identified the various institutional options for modernizing Sri Lanka’s agricultural economy, the assignment will then identify and rationalize the strategic priorities in this regard. Finally, the exercise will provide a change management plan by which Government would be able to provide activities and milestones to implement the agreed institutional changes. It is expected that this would then synchronise with budgetary support contracts.

The change management action plan will prepare the ground for government’s approval and the finalization of technical strategies and associated activity and implementation plans and budget by the Key-expert team in 2020.

Legal Expert to review critical legislation

20 SNKE The new National Agricultural Policy (NAP) to be tabled by the end of 2018 will have many associated strategies, programmes and activities that may not necessarily dovetail into existing legal and regulatory legislation. A short-term legal expert will be hired to review current key legal and regulatory documents and fit-for-purpose and facilitate the smooth technical implementation of new and revised strategic plans. The assignment will recommend areas where Government will need to revise and amend or replace existing legislation as necessary.

Public Sector Reform / PFM Expert

40 SNKE

• Prepare mechanisms and methods of Public Expenditure Tracking (PET)

• Provide a budget analysis of the impact of adopting budgetary support

• Support to the EUD SL in developing the PFM and transparency assessment report

PET Training Expert

10 SNKE

125 JNKE

• Roll out training programme development by Senior PET Expert to province and districts in local language – in both 2019 and 2020

Workshop facilitators (for all results)

75 SNKE

170 JNKE

• Facilitation of the organisation of workshops, seminars and meetings.

Field coordinator (for all results), preferably from MoA

135 JNKE

• Assist with logistics of regional study tours related planning and budgeting for central, provincial council and local government staff

• Organisation of field missions within Sri Lanka

Communications Expert (for all results)

100 JNKE

• Detailed stakeholder analysis providing power relations and information needs for programme information and for future budgetary support

• Developing and follow up on press releases, liaison with media

• Design communication templates for each ‘power’ group




Tasks

• Prepare ToR and associated budgets for any specialised inputs foreseen

• Prepare an overall budget for the communication strategy

6 . 3 R 2 : A n e n a b l i n g e n v i r o n m e n t i s c r e a t e d , r e f o r m s a n d p o l i c i e s f o r t h e m o d e r n i s a t i o n a n d d i v e r s i f i c a t i o n o f a g r i c u l t u r e i m p l e m e n t e d a n d e x p o r t s p r o m o t e d

6 . 3 . 1 A 2 . 1 : I m p r o v e m a r k e t i n t e l l i g e n c e & r e s t r u c t u r i n g o f p r o d u c t i o n

The following sub-activities are foreseen with anticipated challenges and solutions:

A 2.1: Assist the Government to improve its market intelligence so as to obtain updated trends in demand for agro-export products, and thus help agro-processors to restructure their production to meet revised agro-export targets

A 2.1.1: Harmonisation of data collection and compilation for all crops along the entire value chain (e.g. producer, processor, marketing) (Market information management system)

A 2.1.2 Develop software for harmonised market information, software installation and training (IT component)

A 2.1.3: Develop a website giving easy access to harmonised market information

A 2.1.4: Harmonise methodology of Value Chain Analysis for import substitution and export products

A 2.1.5: Develop training in Value Chain Analysis for all relevant ministries dealing with agriculture

Anticipated Challenges Establishment of a good and easily accessible data base on market information for export oriented and import-substitution crops. Willingness of MoPI and MoA to prioritise demand driven approaches in their Ministries with assigning staff and resources to this.


Having specialised knowledge on data base management for market information and VCD studies. Keep all stakeholders well informed through workshops, regular meetings and information sharing. Organise and conduct training in VCD and assure implementation of VCD within Sri Lankan government. Specifically:

• Design and pilot comprehensive software of the data bases for market information and advice on an improved system of data collection and storage for such information



• Install such an improved system and design a website giving access

• Conduct training in Value Chain analysis and support mainstreaming of Value Chain analysis in the public sector.


Expertise on database management, on IT for data bases and website development and on VC Analysis. Organisation of trainings. Activities on this sub-activity will be funded from the NKE pool and also from the incidental budget.

6 . 3 . 2 A 2 . 2 : S t r e n g t h e n i n g v a l u e c h a i n d e v e l o p m e n t & p r o m o t i o n o f n e w t e c h n o l o g i e s


A 2.1: Assist the Government of Sri Lanka to strengthen its value chain development research and analytical capacities in export market driven approaches and use it to promote new technologies

A 2.2.1: Promotion of market led commodity research

A 2.2.2 Research on components of value chains

A 2.2.3: Promoting new technologies and diversification

A 2.2.4: Developing a capacity building programme on value chain development

Anticipated Challenges Willingness of R&D institutes to work together with stakeholders in value chains and to operate like service providers to the private sector.


Conduct Value Chain Analysis based on market study for tea, paddy, coconut, rubber, minor export crops excluding spices, other food crops and livestock (Good VC studies have been recently done for spices and vegetables)

Conduct workshops between researchers, extension workers and value chain stakeholders where value chain stakeholders can articulate their priorities in research

Give assignments to researchers based on proposals related to demand driven research both from large as well as medium and small-scale companies

Present findings of research in stakeholder meetings

Develop VCD training for stakeholders based on the findings of the research

Develop collaboration between Sri Lankan universities and international universities and research organisations e.g. members of the CGIAR group such as IFPRI, ILRAD, ICRISAT or twinning programmes with international universities.

Resources required related NKE inputs on VC Analysis and training. Incidental budget to



to this activity finance workshops and trainings.

6 . 3 . 3 A 2 . 3 : P r o m o t i n g s u s t a i n a b l e g r e e n p r o d u c t i o n p r a c t i c e s


A 2.3: Assist the Government to promote sustainable green production practices among agri-businesses

A 2.3.1: Clarify the definition for sustainable green production in the Sri Lankan context

A 2.3.2 Increasing outreach to the private sector around green production techniques

Anticipated Challenges Set up a system that guarantees that green value chains obtain a premium for their extra investments and efforts.


Engage stakeholders in consultations on green agriculture and organise workshops and trainings. Organise a study tour for stakeholders to for instance Kenya’s green agriculture in horticulture and floriculture export sector. The Kenyan flower grower and exporter Oserian Development Corporation has come up with a raft of measures aimed at maintaining production over a long period of time without compromising on natural systems or its responsibility to workers, suppliers and the local communities (see for instance www.flori4life.com).


Organisation of study tour to Kenya to get insights in the flower sector.

6 . 3 . 4 A 2 . 4 : W e b s i t e d e v e l o p m e n t f o r v o l u n t a r y r e g i s t r a t i o n


A 2.4: Assist the Government in developing a website where all companies involved in value chains can voluntarily register in order to enhance transparency and facilitate their de-fragmentation

A 2.4.1: Registration and institutionalisation for cooperation (horizontal and vertical)

A 2.4.2 Promoting use of the registration system

A 2.4.3: Ensuring sustainability of the registration process and the operation of the website

Anticipated Challenges Willingness of companies to register themselves.

Solutions / recommendations Implement an active campaign to Sri Lankan export and

http://www.flori4life.com/



how to overcome challenges import companies in agriculture sector to explain the registration system and its benefits for the companies and have specialist on web design to ensure easy and transparent registration and information sharing via the website to allow registered companies to conduct network and knowledge sharing via the web site. Specifically:

• Agreement in place where information on companies will be registered

• Conduct a simple survey to collect voluntary information for both export and import substitution companies

• Develop a website and publish the information on line

• Design the website in such a way that it provides benefits for companies to register and update their information (website provides relevant news and access to market and import/export requirements and document formats for companies that register)

• Establish email contact with registered companies via the website.


Website development and operation, conducting surveys, implementation. Use of NKE and incidental budget.

6 . 3 . 5 A 2 . 5 : S u p p o r t t o f a r m e r s a n d f a r m e r o r g a n i s a t i o n s


A 2.5: Help the Government to improve its support to farmers and farmer organisations, including support to the extension service

A 2.5.1: Review farmer organisations and conducting TNA on areas related to agricultural extension, cooperative development, water management, contract farming and mainstreaming farming as a business

A 2.5.2: Development of training programme for farmer organisations based on the TNA and conduct training of trainers on group formation, lead farmer approach and farmer field schools

A 2.5.3 Review agricultural extension service and TNA on areas related to agricultural extension, cooperative development, water management, contract farming and mainstreaming farming as a business

A 2.5.4: Development of training programme and conducting training of trainers in the areas under 2.5.3

Anticipated Challenges Convince stakeholders in value chains of the benefits of collective action and finding ways to successfully eliminate bottlenecks for successful collective action.


Having a specialist on collective action of stakeholders in VC. Organise a study tour for farmers in potential high value-



added VCs to showcase successful collective action. This may be combined with the study tour recommended related to Task 2.3 but it is perhaps better to organise a study tour for farmers specifically and to an Asian success story in collective action for farmers. For example in Thailand or Malaysia. Also conduct follow-up training on collective action through workshops and meetings with farmers and stakeholders. Specifically:

• Prepare an inventory of cooperatives, producer groups, credit and saving schemes and water user groups active in SL agriculture and agribusiness

• Conduct needs assessment for cooperatives, producer groups, credit and saving schemes and water user groups

• Identify potentially feasible collective action groups

• Prepare potentially feasible groups for collective action

• Assist stakeholders in the establishment of the collective action

• Introduce lead farmers to public sector extension in value chains

• Pilot farmer field schools in value chains

• Conduct gender studies in value chains.


NKE on farmer organisations and cooperative, study tour to the Mount Kenya Smallholder Irrigation programme and also Oserian Development Corporation at Naivasha, Kenya funded from the incidental budget.

6 . 3 . 6 A 2 . 6 : E s t a b l i s h m e n t o f s u r v e i l l a n c e s y s t e m s c e r t i f i c a t i o n


A 2.6: Assist the Government to establish surveillance systems for the certification of organic production and good agriculture practices (GAP) and good manufacturing practices (GMP)

A 2.6.1: Defining the organic approaches for Sri Lanka in line with GAP and GMP

A 2.6.2 Assist in the establishment of a surveillance system

Anticipated Challenges Readiness of stakeholders in the value chains to pilot market segmentation and rewarding high quality production.


Organise research, workshops, meetings and information sharing on market segmentation on basis of organic and GAP and GMP. Promote further introduction of organic, GAP and GMP surveillance in VCs. Specifically:

• Study market segmentation on basis of organic and GAP and GMP in other countries (India, Indonesia, Vietnam, Malaysia etc) for spices and tea.



• Present findings of study in a workshop with SL collectors and exporters of spices and tea to verify findings and prepare an outline for a market segmentation

• Conduct two pilots (one with stakeholder group in spices and one stakeholder group in tea) based on market segmentation. The two pilots should be designed around voluntary groups of committed farmers, collectors and exporters who are willing to put effort in meeting standards for higher priced items. Basic idea is that exporters and collectors would be willing to provide contracts indicating price and volume of higher quality while farmers would be willing to accept these contracts. Both parties should agree on measures to mitigate default risks

• Ensure public and private sector support and service provision to the two pilots

• Monitor and discuss the findings of the pilot with stakeholders in a meeting.


NKE on Market Segmentation on the basis of food standards and consumer preferences.

6 . 3 . 7 A 2 . 7 : S u p p o r t t h e f o r m a t i o n o f P P P s


A 2.7: Develop a platform for dialogue between the Government and the private sector to support the formation of public / private partnerships with which to raise technical performance in the agriculture sector and increase agro-exports

A 2.7.1: Agreeing an approach to PPPs for smallholder farmers

A 2.7.2 Building trust and understanding around PPPs

A 2.7.3: Developing model options for PPPs

Anticipated Challenges Building trust among public and private sector stakeholders in value chains that PPP business models can work in commercial agriculture and agribusiness.


Having a specialist to study PPP options in potential high value-added VCs and discuss the options in meetings with stakeholders of such VCs. Collaborate closely with the Public Private Partnership Unit in the Ministry of Finance to establish PPPs in commercial agriculture and agribusiness. More specifically:

• In the frame work of the VC Analysis and Development activities recommended under 2.1 initiate annual stakeholder meetings for participants of key export-oriented value chains (minor export crops, horticultures and plantation crops) and key import



substitution value chains (paddy, other field crops, livestock)

• Assist and train stakeholders to conduct such meetings annually to discuss bottlenecks in the value chains of crops and find solutions as well as discuss general principles of cooperation in the chains (supply contract conditions, harvest estimates etc).


NKE to study PPPs. Incidental budget for training.



Assignment Indicative # of WDs

Tasks

Market Intelligence

100 SNKE

150 JNKE

Make a comprehensive study, full design and a pilot of the data bases for market information and advice on an improved system of data collection and storage for such information.

Design a website that contains an improved system and business information with registration of companies (website provides relevant news and access to market and import/export requirements and document formats for companies that register) and email contact with registered companies via the website.

Install the improved market information and the website on the computer systems of relevant government bodies.

Train government bodies in the operation of the system.

VC Analysis & Training including food processing technology

200 SNKE

200 JNKE

Conduct Value Chain Development Studies based on market study for tea, paddy, coconut, rubber, minor export crops excl spices, other food crops and livestock (Good VCD studies have been recently done for spices and vegetables).

Support mainstreaming of Value Chain analysis in public sector through involvement of staff of MoA and MoPI in all the aspects of the Value Chain Analysis for the various sub sectors.

Conduct workshops between researchers, extension workers and value chain stakeholders where value chain stakeholders can articulate their priorities in research.

Develop VCD training for stakeholders based on the findings of the research.

Conduct a simple survey to collect voluntary information for both export and import substitution companies to support the online registration system on the website.

Study market segmentation on basis of organic and GAP and GMP in other countries (India, Indonesia, Vietnam, Malaysia etc) for spices and tea.

Present findings of study in a workshop with SL collectors and exporters of spices and tea to verify findings and prepare an outline for




Tasks

a market segmentation

Conduct two pilots (one with stakeholder group in spices and one stakeholder group in tea) based on market segmentation. The two pilots should be designed around voluntary groups of committed farmers, collectors and exporters who are willing to put effort in meeting standards for higher priced items. Basic idea is that exporters and collectors would be willing to provide contracts indicating price and volume of higher quality while farmers would be willing to accept these contracts. Both parties should agree on measures to mitigate default risks.

Monitor and discuss the findings of the pilot with stakeholders in a meeting.

Collective Action & Farmer Co-operatives

50 SNKE

50 JNKE

• Prepare an inventory of cooperatives, producer groups, credit and saving schemes and water user groups active in SL agriculture and agribusiness

• Conduct needs assessment for cooperatives, producer groups, credit and saving schemes and water user groups

• Identify potentially feasible collective action groups

• Prepare potentially feasible groups for collective action

• Assist stakeholders in the establishment of the collective action

• Introduce lead farmers with public sector extension in value chains

• Develop road map for farmer field schools in value chains

• Conduct gender studies in value chains.

PPPs analysis

30 SNKE

30 JNKE

• Study on PPP options in potential high value-added VCs in agriculture

• Present findings and options of study in meetings with stakeholders of such VCs.

• Prepare a road map for PPP development in agriculture sector.

6 . 4 R 3 : E x i s t i n g s y s t e m s u s e d b y c e n t r a l a n d p r o v i n c i a l M i n i s t r i e s i n v o l v e d i n A g r i c u l t u r e f o r p l a n n i n g , b u d g e t i n g / r e s o u r c e a l l o c a t i o n , i m p l e m e n t a t i o n a r e i m p r o v e d

6 . 4 . 1 A 3 . 1 : R e v i e w t h e G o v e r n m e n t ’ s p l a n n i n g , b u d g e t i n g , r e s o u r c e a l l o c a t i o n , i m p l e m e n t a t i o n a n d c o o r d i n a t i o n s y s t e m


A 3.1: Review the Government’s planning, budgeting, resource allocation, implementation and coordination system at central, provincial council and district level related to agriculture development



A3.1.1: Identifying relevant priority areas for coordination on all levels

A3.1.2: Improving the channels for coordination and policy dialogue and impact assessment at line ministries level, provincial councils, district level and farmer / community organisations and groups

A3.1.3: Establishment of best practice coordination and communication structures using IT and traditional channels

Anticipated Challenges Different systems used at various levels, as well as different hardware and software systems employed by various offices and level of staff.


Establishment of sub-sector working groups and appointment of an overall professional to steer operations; undertake a review of systems in operation.


NKE planning and budget expert as well as IT expert, NKE trainer, preparation, printing and dissemination of guidelines and manuals.

6 . 4 . 2 A 3 . 2 : D e v e l o p c a p a c i t y b u i l d i n g p r o g r a m m e f o r p l a n n i n g , b u d g e t i n g , r e s o u r c e a l l o c a t i o n a n d i t s i m p l e m e n t a t i o n


A 3.2: Develop capacity building programme for planning, budgeting, resource allocation on central, provincial and district level based on needs assessment and its implementation

A3.2.1: Conduct a thorough Training Needs Assessment among all relevant stakeholders

A3.2.2: Develop and implement training programme

Anticipated Challenges Would need a counterpart to ensure continuity after TAMAP, different levels of ability between central staff down to district level staff, and institutionalising the processes.


Establishment of sub-sector working groups and appointment of an overall professional to steer operations; prepare training materials for training programme.


NKE for TNA, materials development, organisation of workshops and training programmes using NKE and incidental budget, developing, translating and printing of guidelines.

6 . 4 . 3 A 3 . 3 : C a p a c i t y b u i l d i n g o f G o v e r n m e n t s t a f f f o r p r i v a t e s e c t o r d e v e l o p m e n t a n d f a r m i n g a s a b u s i n e s s




A 3.3: Develop capacity building and technical support to Government staff on central, provincial and district level for private sector development and farming as a business and its implementation (through a Training-of-Trainers’ programme), and then “rolled out” at district level

A3.3.1: Mutual agreement on who benefits from which training, and on the capacity building approach

A3.3.2: Refinement of the content of the training programme targeted for the ministries / stakeholders related to agricultural development and translation into Sinhalese and Tamil

A3.3.3: Identification of Trainers of Trainers

A3.3.4: Develop MoUs with existing Training Service Providers and implementation of training programme through existing structures

Anticipated Challenges Agreement on a rationalised agriculture with approved structural and institutional changes, and institutionalising the training programme.




NKE farm business training, materials development, TOT and extension & farmer training workshops, materials printed etc.

6 . 4 . 4 A 3 . 4 : F a c i l i t a t e e x c h a n g e o f p r a c t i c e s a n d i n f o r m a t i o n w i t h o t h e r c o u n t r i e s


A 3.4: Facilitate exchange of practices and information with other countries, including visits and workshops / seminars / conferences

A3.4.1: Facilitate exchange of practices and information with other countries, including visits and workshops/seminars/conferences (addressed as part of 1.4)

Anticipated Challenges Ensure that both decision makers and technicians participate in the programme.




Travel to conferences and seminars plus study tours to promote exchange visits funded from the incidental budget. Purchase of key documents if not freely available on the net, developing, translating, printing and disseminating reports.






Tasks

Budget Expert including Training

40 SNKE

125 JNKE

The assignment will begin by reviewing the budgetary processes employed by key stakeholders in each of the country’s main agricultural sub-sectors and institutions. Taking a preferred approach as advised by the various TAMAP working groups and PSC, the TAMAP Team will conduct a training needs assessment to help identify where improvements to the planning, budgeting, resource allocation and implementation are best targeted. Following this a broad training will be designed and piloted for rolling-out. It is intended to develop a Training of Trainers (ToT) programme for central Government employees and those of Provincial Councils, followed by training to central ministries as well as to provincial councils and district level government officers.

There will be two rounds of training for the same groups. The initial training programme conducted from September 2018 through until August 2019, will focus on general budgetary and resource allocation systems and accountability including monitoring and evaluation. The second round of training from September 2019 through until August 2020 will focus predominantly on the conditionalities and monitoring of budgetary support. Design an appropriate training programme, along with guidelines, to strengthen budgetary processes at all three levels.

Farm Business Training Expert

150

Following a Training Needs Assessment (TNA) the TAMAP Team will design a training programme for participants to understand the business dynamics of farming. The training will include modules on: organisational structures, human resources management, conflict management, resource planning, budgeting, gross margin analysis and cash flows, financial management, bookkeeping, dealing with banks, marketing, stores management etc – 3 day course (depending on modules finally selected) delivered to 8 groups of 25 participants, including Training of Trainers for Government and private sector personnel.

6 . 5 R 4 : T h e i m p a c t o f i m p l e m e n t i n g G o v e r n m e n t ' s o v e r a l l A g r i c u l t u r e P o l i c y t h r o u g h a n i m p r o v e d s t a t i s t i c a l a n d d a t a a n a l y s i s s y s t e m i s m o n i t o r e d a n d a s s e s s e d

6 . 5 . 1 A 4 . 1 : D e v e l o p m e n t o f M & E f r a m e w o r k


A 4.1: Design an overall M&E framework to assess the impact of Government’s Policy on Agriculture development, export diversification and development of guidelines for carrying out impact assessment studies

A4.1.1: Review of the current M&E framework on national policies pursued by GoSL and recommendations for improvements

A4.1.2: Stakeholder engagement to develop a participatory M&E framework



Anticipated Challenges The M&E system which will be developed might be too complex, too complicated in terms of selected indicators, might not consist of a blend of simple fact related indicators (e.g. number of people trained or average costs per person trained per day) and impact related indicators.

Indicators which aim to measure the impact of interventions (e.g. productivity in agricultural production or export volume of certain commodities), or indicators which require behavioural changes are of a long-term nature and often cannot be meaningful assessed within a project’s limited timeframe. Behavioural changes (often used in so-called theory of change which is a relatively new concept supplementing logical frameworks) may take up to 2 decades to be quantified.

Some stakeholders might not share their sector policies and in this case the M&E system cannot capture indicators related to these policies not shared.


With regard to the design of the M&E system, we develop an M&E system with short, mid and long-term indicators whereby for each indicator under consideration we will thoroughly review and ask ourselves: “for which purpose is this indicator?” or “are we going to use this indicator?” or “is this proposed indicator understood by the stakeholders who have to collect the data and operate the M&E system?”. By critically reviewing each proposed indicator we increase the likelihood that they will contribute to a sustainable M&E system.

To enhance ownership and hence collaboration by the various stakeholders we will develop a participatory M&E system which includes besides training and capacity building strong use of national expertise and a committed consultative process. We will avoid imposing anything on stakeholders they do not want or what they do not deem necessary.

In order to avoid that stakeholders do not share their policies, the project will sensitise all stakeholders about the necessity to work together by using a suitable communication strategy. Furthermore, we believe that once the champion has been identified, there will be more political pressure to collaborate.


Capacity building activities on developing a participatory M&E system. This includes class-room training, dissemination of case studies but also conducting a study tour to a country where comprehensive participatory M&E systems have been developed and are successfully maintained. For this, NKE and funds from the incidental budget will be required.



6 . 5 . 2 A 4 . 2 : T r a i n i n g a n d s e n s i t i z a t i o n o f s t a k e h o l d e r s o n M & E f r a m e w o r k


A 4.1: Inform, train and sensitise all stakeholders and implementers of the M&E framework through communication activities, training sessions, conferences and workshops, so that they can contribute to its implementation, as well as provide regular feedback

A4.2.1: Regular update of M&E framework

A4.2.2: Dissemination and communication of events around M&E Framework

Anticipated Challenges We believe that many of the components of the M&E system can be easily developed and compiled by the stakeholders. What usually is lacking among stakeholders, particularly the private sector who may be less familiar with the terminology around aid projects and international development, is the methodological approach in developing indicators, based on descriptive, impact or behavioural changes.

Regular update on the M&E system is not made as required by the nature of indicators. The frequency of the regular update will differ in nature according to different indicators, but our suggestion is that the majority of the indicators should be updated on a bi-annual basis so that they can be disseminated to the stakeholders prior to the organisation of the Project Steering Committee.

Dissemination of information on regular updates on M&E might not be pursued.


We intend to make best use of the existing knowledge and expertise of the various stakeholders in developing the M&E framework. We see our role as a facilitator in this process and provider of basic training and capacity building on the various types of indicators, such as simple descriptive, impact, behavioural changes, short, medium and long-term oriented indicators. By following this approach we will make sure that the in-country knowledge is best used. In parallel, we will enhance ownership and increase the probability that the M&E framework is sustainable and well managed.

Some of the indicators may only require updating on a yearly basis. The latter will be made available to the PSC members and stakeholders every second PSC meeting.

As not all stakeholders will sit on the PSC, we propose that the update of the M&E framework will be annexed in the half year progress reports, to be developed by the technical assistance team. The progress reports should be disseminated to all stakeholders to make them aware of the most recent developments made in the project. This will give the stakeholders an opportunity to provide feedback on progress made, including with the M&E framework. These events will be targeted both at internal MoA staff, including



small, intimate roundtables of key stakeholders, sessions targeted specifically at ground level staff to introduce the framework and its relevance to their work , as well as utilising existing structures, such as conferences, to introduce and suggest revisions to the framework.


Required means are inputs of NKEs and the use of incidental budget for organising workshops, round table discussions, PSC and working groups.

6 . 5 . 3 A 4 . 3 : C a p a c i t y b u i l d i n g o f s t a k e h o l d e r s i n a p p l y i n g M & E f r a m e w o r k


A 4.3: Capacitate stakeholders in analysing the information gathered within the M&E framework, draft analytical notes, feed reports into decision-making processes at central and decentralised levels, and ensure all actions are followed through

A4.3.1: Assistance in developing the performance assessment using score cards

A4.3.2: Training in output based and impact monitoring

Anticipated Challenges Stakeholders might not understand the Performance Assessment Framework which should be applied to the M&E system.

Use of inadequate means for information dissemination.


A series of purpose-designed interactive workshops with the main stakeholders will be conducted at both central and provincial levels to establish performance indicators for each group of policy objectives to be met over the medium run. These will include a clear technical methodology for calculating the indicators, and facilitate monitoring, any deviation from the objectives and the identification of factors affecting the fulfilment either on an annual or medium-term basis.

We will carry out and also facilitate the analysis of the date collected and compiled in the M&E framework. Regular briefing notes, in addition to the half yearly progress report will be developed and disseminated among the stakeholders. The format of these briefing notes will be discussed with the stakeholders and agreed upon. It is essential that stakeholders own, and be comfortable with this format. In our experience, these briefing notes should contain a section on concise recommendations and follow-up actions, along with the actor responsible.

To improve the analytical basis and capacity, activities will include the development of information on the supply and use of funds and the evolving monitoring, evaluation and results framework. Data quality, and indicators that are used



to monitor the implementation of internal resources, as well as external aid would require periodical updates for which technical assistance will be provided.


NKE inputs and organisation of a series of workshops and training sessions funded from the incidental budget.

In order to facilitate data collection in the field, the project will identify possible options of how to finance smart phones or tablet computers with adequate internet access allowing the enumerators (data collectors) to collect, compile, analyse and upload their data from the field in real-time.

6 . 5 . 4 A 4 . 4 : C a p a c i t y b u i l d i n g o f s t a k e h o l d e r s c o n d u c t i n g s a m p l e s u r v e y s


A 4.4: Develop ToR and train stakeholders in conducting pilot sample surveys to measure the results and potential impact of specific aspects of implementation of the Agriculture Policy e.g. actions related to crosscutting issues

A4.4.1: Selecting the Random Sample

A4.4.2: Preparing Structured Survey Templates and Field Surveys

A4.4.3 Sample surveys and analysis of data

A4.4.4: Review of outputs of sample surveys and deriving recommendations for improvement

Anticipated Challenges It has to be accepted that statistics is not an easy subject and the majority of people do have significant problems starting from the design of surveys, sampling, data compilation, analysis and interpretation of results. This is a given problem and cannot be ignored.


Training and capacity building will be essential for implementing this activity and successfully achieving this sub-result. KE 1 has significant experience in all aspects related to conducting surveys and analysis of results and is fully conversant with what is important and what not, though he is not necessarily the best trainer in that. Nonetheless, his experience will be crucial to develop the right training programme, to pay attention to the important aspects in sampling, design, data collection and analysis. Through strong supervision of the selected training provider and mentoring it can be ensured that the surveys will be successfully conducted.


NKE and incidental budget to finance all the costs related to training & surveys, but also to subcontract the training provider. It is envisage to launch a small tender on the provision of training and support in data compilation and analysis.



6 . 5 . 5 A 4 . 5 : R e v i e w t h e s t a t i s t i c a l s y s t e m i n a g r i c u l t u r e


A 4.5: Review the statistical system in agriculture and all agriculture related subsectors, and provide ad hoc support where necessary

A4.5.1: Stocktaking, review and assessment of the statistical system

A4.5.2: Development and implementation of training for improvement of the statistical system

Anticipated Challenges Evidence from the inception phase of TAMAP suggests that data collection, analysis and information dissemination on agriculture is performed by several ministries and departments resulting in the application of different methods among the various entities. As such, a large quantity of data are not compliant with one another. In parallel, there is duplication of data compiled. This means that the whole statistical system applied in agriculture may well be inefficient and unnecessarily expensive. The underlying challenge might be that the various entities are reluctant to change their system and to agree on a common approach and system.


The first activity on this sub result is to carry out a thorough assessment on all entities currently being tasked in compiling and analysis of agriculture data. The crucial question to be answered by this assessment is “who is using which methodology, how is it done and what is the quality of the outcomes?” By having a comprehensive overview TAMAP will be in the position to develop, in a participatory way, an improved system which can be applied by all entities in an efficient way. Once a common understanding is found, then training can start followed by implementation, accompanied by mentoring and coaching.


NKE to carry out a thorough review of the agricultural data compilation and analysis system and incidental budget for organising a series of trainings.




Tasks

Monitoring and Evaluation Experts

80 SNKE

50 JNKE

This assignment should be carried out with one international expert and one national expert. Whereas the international expert is designing and drafting the framework of the M&E system in a participatory way, the national expert will finetune the framework in close collaboration




Tasks

with the stakeholders. Both experts will provide training and mentoring and coaching on the application of the M&E framework.

Team of (agriculture) statisticians

70 SNKE

125 JNKE

We propose to have a team of international and national experts performing activities related to this result. The indicative tasks are:

Thorough assessment of the current system on sampling, data collection, compilation system, analysis and result dissemination system of the various entities currently in charge of agriculture data

Developing in a participatory manner an efficient and easy to apply agriculture statistics system with the major entities

Capacity building on selected case surveys, coaching and mentoring throughout the project implementation period.

Baseline Survey

25 SNKE

125 JNKE

Two Baseline Surveys on indicators following M&E framework using data from latest Household Income and Expenditures Survey plus some complementary primary data collection.



7 V I S I B I L I T Y & C O M M U N I C A T I O N S T R A T E G Y

The key principles of the project’s approach to communications and visibility are below:

1. To ensure that the EU is recognised

within Sri Lanka and further afield

2. To promote results and successes of

the project

3. To encourage interaction with a wide

range of stakeholders 4. To facilitate lesson learning

A Visibility and Communications officer will be hired to undertake a full analysis and develop a strategy, along with the tasks and allocation of responsibility for each task. The key tasks of the visibility officer, to be hired under the incidental budget of the project, will include the following:

1. Undertake a stakeholder interest and influence analysis (based on the stakeholder analysis undertaken during project inception

2. Establishment of social media and website (tamap.eu) and development of project templates;

3. In collaboration with the EUD, KEs, MoA, MNPEA, MoPI, establish a clear set of messages for the project and develop a strategy for disseminating them.

4. Management of all project visibility (with sign off by TL and EUD when necessary): o Upkeep of website, and social media accounts; o Drafting of press releases for project activities and events; o Drafting newsletters and formatting them for release according to EU visibility

guidelines.

The visibility and communications officer will be hired for an initial period to develop the visibility and communications structures, after which they will be retained to carry out tasks on an intermittent basis throughout the project. The project plans to hire a Non Key Expert for a period of 30 days initially for the key ‘startup’ activities, who will work with the EUD’s internal communications team to create synergy between the visibility outputs of the project and of the EUD.

The project will follow the Visibility and Communications manual. Specifically, there will be an emphasis on all visibility documents that the project is part of a cooperation agreement between the European Union and the Government of Sri Lanka. Therefore, the Sri Lankan government emblem will be displayed at one extreme of all visibility content produced, and the European flag will be displayed at the other extreme. Ecorys’ logo will then be juxtaposed or below the European flag and the GoSL’s emblem will be juxtaposed with the EU flag. The project title will then be placed in the middle of the flags and logos. Table 3 illustrates an indicative plan for communication and visibility actions for TAMAP.

Translation

All major outputs developed for general distribution to the public will be translated into both Tamil and Sinhala.

In addition, draft technical documents for consultation will be summarised in all three major languages. It is envisaged that the final NAP will be translated on completion. This will include the EU disclaimer issued on all publications by TAMAP.



Table 3: Proposed communication and visibility actions for TAMAP

Means of

Communication Details Target Audience Indicators

Means of

Verification

1. General project materials

1.1 House style

project

templates

Letterhead, report template, internal minutes,

PowerPoint template, etc. stored as templates on

project staff computers and produced in hard copy as

and when required.

Internal and external

people coming into

contact with paper-

based communications

relating to the project

House styles

developed and

approved by August

2018

Business Cards for

TAMAP team

developed by end of

inception

Project

documentation

and templates

Business Cards 1.2 Business Cards Business cards for Key Experts, bearing the house

style, including the GoSL emblem, Ecorys and EU

logos.

All externals coming into

contact with the

individuals representing

the project

1.3 Project Pop-up

Banner

A standard project pop-up banner will be

commissioned (non-date or event specific) which can

be used at all events or visibility opportunities

(including the project Launch Event and all training

events and workshops).

In addition to the generic banner, each result area will

have its own pop up banner, which may be used and

can be ‘owned’ by the relevant ministry. Banners for

some of the key outputs which will require significant

cross-sector consultation will be developed - this is

particularly relevant for the development of the NAP

and for the development of PPPs.

All internal and external

people that come into

contact with all types of

project events

One general pop up

banner designed and

printed for inception

workshop

Three specific result

area banners

designed and printed

by August 2018

Pop-up banners

Project Banners in

place at project

events

1.4 Project Leaflets

and newsletters

A standard project leaflet and newsletter will be

developed (non-date or event specific) which can be

used at all events of visibility opportunities. This will be


stakeholders who come

into contact with all

General Project

Leaflet designed and

approved for

Project leaflets

Bookshelves at



Means of


Means of

Verification

available at all times from the EUD and Beneficiary

Ministries in English, Sinhalese and Tamil.

A Newsletter about project activities will be developed

on a 6 monthly basis, on the same cycle as the

progress reports to the EUD. A template for this

newsletter will be developed by the visibility expert.

types of project events distribution by month

9

Project Leaflets

stocked in Ministries

and EUD by month

10

5 Project Newsletters

distributed by

January 2021

EUD Colombo

Leaflets in

communal areas

of relevant

ministries

1.5 Photo library

and video

footage/ DVD

where

appropriate

Every effort will be made to capture photographs of

project events and special occasions. A download

facility will be established on the TAMAP website so

that interested stakeholders can have access to those.

All attendees to events will be presented with the

option to provide consent for the use of their images.

This will be in the form of a section of the attendance

sheet or a separate consent form if appropriate. The

consent clause will be presented in English, Sinhala

and Tamil.

The project hired a professional photographer for the

project launch event and will do so for other large, high

profile workshops, trainings or events.

DVDs or video files can be produced as a resource for

training purposes, analyses of Video Conferences and

as a programme monitoring tool.

The EUD is will hold the copyright of all footage and




types of project events

Project photo library

developed by

December 2018, to

be updated every six

months

TAMAP.EU

website ‘gallery’

section

Internal project

photo library

Project photo

library in EUD



Means of


Means of

Verification

images produced by the project.

1.6 Contacts

Database

A contacts database will be developed using Excel,

with communications and contact details for all project

stakeholders. All these stakeholders will be requested

for their permission for details to be stored.

Stakeholders, TAMAP

team

Full contact database

to be developed by

August 2018

Contact database to

be updated and

backed up annually

Internal project

database on

project server

1.7 Project Reports

– report

database and

library

An Inception Report, Half-Year Progress Reports and

a Final Report to be submitted to major stakeholders in

addition to mission reports by NKE and service

providers. These will be developed in accordance with

the EU Communication and Visibility Manual for EU

External Actions.

All stakeholders Inception Report

month 4

Project Progress

Reports months 7,

13, 19, 25, 31

Draft final report

submitted January

2021

STTA reports

submitted to EUD

and ministries two

weeks after

conclusion of mission

Inception,

progress and final

reports

1.7.1 Covers and

Folders for

Project

Documents

Document folders and covers for the project will be

produced, with visuals approved by both counterparts

and EUD. The folders will include an opening remark

or statement from the EU Head of Delegation.

Images (and relevant consent) will be gathered from

All stakeholders Templates for covers

and folders for the

project developed by

August 2018 updated

with relevant photos

according to their

Project covers

and

documentation



Means of


Means of

Verification

the field by the team in the early stages of the project. content.

2. Meetings communications

2.1 Project Steering

Committee

(PSC) Meetings

PSC meetings to be held at least twice a year.

The steering committee shall oversee and validate the

overall direction and policy of the project and organize

donor monitoring of the project.

Minutes will be drafted by the PSC Secretary and

circulated to PSC members.

Ministry of National

Policies and Economic

Affairs

Ministry of Agriculture

Ministry of Primary

Industries

The Delegation of the

European Union

The three Key Experts

Provincial level

ministries in the

agricultural sector

Other ministries and

entities depending on

the agenda and

endorsements /

decisions to be made.

PSC Meeting

Minutes circulated

two weeks after the

conclusion of the

each meeting

PSC Meeting

Minutes

2.2 Stakeholder

meetings

Stakeholder meetings will be held as and when

required for technical discussions, for consultations

and planning/monitoring of programme events. Sector

working groups.

A record will be kept by the project team of all major

All project stakeholders Meeting Minutes

circulated within two

weeks of conclusion

Meeting Minutes



Means of


Means of

Verification

communications.

3. Technical Documentation 4.

4.1 National

Agriculture

Policy drafts

and relevant

documentation

The project will include the sharing of a significant

amount of documentation for the consultation around

the NAP. This should allow for comments and

feedback to be collated.

A ‘One Drive’ for TAMAP has been developed for the

KEs to share and comment on documents. If

appropriate, this will be expanded to include

Government Counterparts.

If counterparts are more comfortable using an existing

service, such as Dropbox or Google Drive, a dedicated

account will be established for the purpose of the

project.

Sector stakeholders and

general public where

appropriate

Draft NAP developed

by December 2018

‘One Drive’

operational by June

2018;

NAP drafts and

comments

Project

documents stored

in the One Drive

4.2 Proceedings of

conferences,

study tours,

DVDs etc

These outputs will be generated on the basis of sector

conferences, and any relevant study tours undertaken

as part of the project.



appropriate

Study tour reports

generated two weeks

after the conclusion

of the tour

Conference reports

generated two

months after the

conclusion of the

conference

Reports and

photo

documentation



Means of


Means of

Verification

5. Media Communications and Events

5.1 Launch Event Launch event to be held at start of Implementation

Phase. A professional photographer will be contracted

for this event and local press will be invited.

All direct and additional

target audiences

Launch event held

April 2018

Press Release on

the Inception

workshop issued to

coincide with

workshop

Inception

Workshop report

and photographs

Press Release

Media Articles on

topic of TAMAP

IW

5.2 Press Releases

and Press

Conferences

The Key Experts will support the MoA, MNPEA and

MoPI if needed in drafting press releases prior to major

project events. These should be issued to a range of

media contacts in order to ensure media coverage, for

print, broadcast, radio and internet media.

A table of milestones ad the corresponding visibility

activities is included below.

Press briefings will be held to announce and mark

project milestones. The press conferences will be held

with representatives from the Ministries under the

project and the Head of Delegation from the European

Union, if possible.

All materials produced for media dissemination will be

produced in coordination with the Press Offices

relevant Ministries, and once approved it will be shared

Government, donors,

private sector and all of

civil society

Major news outlets and

members of the press

A minimum of 9

press releases by

January 2021

At least 3 TAMAP

press conferences

held by January

2021

Number of press

releases

circulated by

project

Number of press

conferences held

by project



Means of


Means of

Verification

with the EUD for their own dissemination channels.

5.3 Media articles The Key Experts will support the MoA, MPI, MNPEA

and EUD if needed in drafting ad hoc media articles, in

order to increase and promote visibility for the activities

and achievements of the programme.

Government, donors,


civil society

TA team to support

the drafting of 6

media articles by

January 2021

15 media articles

generated by

TAMAP project

activities by January

2021

Media articles in

online and print

media

5.4 Media visits to

project sites

Where appropriate and where activities or outputs are

produced at field sites, representatives from the media

will be invited to visit project sites. This will be relevant

in the case of PPPs developed under the project.

However, we do not foresee this being a significant

visibility activity.

Government, donors,

private sector, civil

society and general

publicity

One media site visit

by 2021

Articles about

project visits in

media

5.5 Social Media

and website

The project has purchased the ‘TAMAP.EU’ domain

name. The Key Expert Team have all been provided

with email addresses under this name, and an ‘info’

address for general enquiries will be monitored. The

project might develop a Twitter profile to share general

information around the project (4.1-4.3), and after

Government, donors,


society and general

public

TAMAP Twitter

account developed

by August 2021

TAMAP.EU live by

Twitter account

Website



Means of


Means of

Verification

month 6 a www.tamap.eu website will be developed.

The website will provide a newsfeed of project

activities, and also make available relevant documents

appropriate to share in the project domain.

August 2018

30 tweets per annum

developed by the

project

5.6 Case Studies/

Stories of Most

Significant

Change

Stories of Most Significant Change and Case Studies

will be gathered by the TA team throughout

implementation, and on an annual basis these will be

compiled by the Visibility Expert and submitted to the

EUD and Ministries for their use and dissemination.

They will also be published on the TAMAP website.

These stories may also be collected as small video

clips which can be circulated by the Ministries, shared

by the EU and published on the TAMAP website.

Use the project to address the lack of youth engagement in the agricultural sector. This will include a particular focus on case studies which include successful and professional young farmers.

Government, donors,


society and general

public

3 case studies

developed per year

by the project up to

2021;

5 stories of Most

Significant Change

developed by

January 2021

At least one of the

stories of MSC , and

one Case Study per

annum, focuses on

youth engagement

6. Direct Beneficiary engagement

6.1 Signage in rural

areas, and

public

information

campaigns

where

appropriate, for

key campaign

Information around the project objectives, with relevant messaging in English, Sinhala and Tamil, will be developed.

In addition to these general project messages, key project campaign messaging around key issues in the agricultural sector will be developed. It is expected that they will be relevant to the following activities:

• A2.1.3: Develop a website giving easy access to

Rural Beneficiaries 3 rural signboards

developed and in

place by June 2020

Rural signboards

http://www.tamap.eu/



Means of


Means of

Verification

messaging harmonised market information

• A2.2.3: Promoting new technologies and

diversification;

• A2.3.2: Engage stakeholders in consultations on

green agriculture

• A2.5.4: Development of training programme and

conducting training of trainers on group formation,

lead farmer approach and farmer field schools;

• A2.7.2: Building Trust and understanding around

PPPs

This may be done through the use of ‘champions’ or

local celebrities.

Visibility Activities Per Milestone

MILESTONES TO BE ACCOMPLISHED RELEVANT VISIBILITY OUTPUTS

RESULT 1

1 Draft overarching agriculture policy developed All General Project Materials, Social Media and website, Media articles, Press Release, study tour reports, conference reports

2 Overarching NAP approved by GoSL All General Project Materials, Press Conference, Press Release, Media Articles

3 Overarching agriculture policy effective All General Project Materials, Press Release, Press Conference, Media Articles

4 NAP Implementation Strategy developed All General Project Materials, Press Release,

5 MTEF and PMF system strengthened and SL eligible for Budget Support using SRC

All General Project Materials, Media Articles, Press Release, Press Conference




6 Needs assessment carried out and recommendations for outsourcing of services

All General Project Materials,

RESULT 2

7 Domestic trade barriers reviewed & revised to ease importation of inputs and exportation of commodities

All General Project Materials, Media Articles, Press Release

8 Market information system for inputs, agric. Commodities and export commodities established and in operation

All General Project Materials, Media Articles, Press Release

9 Website developed, in operation where value chain actors in SL can voluntarily register with detailed contacts

All General Project Materials, Media Articles, Social Media and website, Press Release, Press Conferences

10 At least 3 Public Private Partnerships facilitated by the project by December

All General Project Materials, Press Release; Media Visits to Project Sites, Media Articles, Social Media, Case Studies and stories of Most Significant Change

11 Road map for the establishment of a surveillance system for selected value chains developed and agreed upon


12 Concept and road map developed and agreed upon for improved agricultural extension services


13 Road map developed to strengthen farmer organisations mainstreaming farming as a business

All General Project Materials, Media visits to project sites, Rural signage and Key Campaign Messages

RESULT 3

14 Current coordination and planning system reviewed, recommendations for improvement made and implementation guidelines developed


15

Comprehensive TNA assessment for planning & budgeting teams of ministries dealing with agriculture on central and provincial level related to budget support eligibility conducted.


16 Draft & final capacity building plan developed All General Project Materials,




17 Training programme developed and 5% of the key staff members of the district planning teams capacitated.

All General Project Materials, Social Media and website, Case Studies

18 TNA in private sector and market driven approaches related to related to export commodities and VCs for relevant ministry staff members conducted


19 Draft & final capacity building plan developed All General Project Materials,

20 Training programme on VCs developed and 10% of the key staff members of the district planning teams capacitated

All General Project Materials, Social Media and website, Case Studies

RESULT 4

21 A monitoring system developed & in operation All General Project Materials,

22 Stakeholders trained in operating the M&E system All General Project Materials, Social Media and website, Case Studies

23 Baseline sample surveys designed on crosscutting issues conducted & repeated

All General Project Materials, Media Articles



8 W O R K P L A N W I T H M I L E S T O N E S

Table 4 illustrates a comprehensive work plan according to milestones to be achieved. Annex 9 presents a very detailed work plan on all results including indicative NKE assignments.

Table 4: Indicative work plan / milestones for TAMAP from Jan 2018 – Feb 2021

Month

No

. OUTPUTS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41

RESULT 1

1 Draft overarching agriculture policy developed

2 Overarching NAP approved by GoSL

3 Overarching agriculture policy effective

4 NAP Implementation Strategy developed

5MTEF and PMF system strengthened and SL

eligible for Budget Support using SRC

6Draft Action Document (AD) and annexes for

the SRC developed

7In collaboration with EUD SL PFM and

Transparency Assessment report developed

8Needs assessment carried out and

recommendations for outsourcing of services

RESULT 2

9

Domestic trade barriers reviewed & revised to

ease importation of inputs and exportation of

commodities

10

Market information system for inputs, agric.

Commodities and export commodities

established and in operation

11

Website developed and in operation where

value chain actors in Sri Lanka can voluntarily

register with detailed contacts

12At least 3 Public Private Partnerships facilitated

by the project by December

13

Road map for the establishment of a

surveillance system for selected value chains

developed and agreed upon

14

Concept and road map developed and agreed

upon for improved agricultural extension

services

15

Road map developed to strengthen farmer

organisations mainstreaming farming as a

business

RESULT 3

16

Current coordination & planning system

reviewed, recommendations for improvement

made and implementation guidelines developed

17

Comprehensive TNA assessment for planning &

budgeting teams of ministries dealing with

agriculture on central and provincial level

related to budget support eligibility conducted.

18 Draft & final capacity building plan developed

19

Training programme developed and 5% of the

key staff members of the district planning teams

capacitated.

20

TNA in private sector and market driven

approaches related to related to export

commodities and VCs for relevant ministry staff

members conducted


22

Training programme on VCs developed and

10% of the key staff members of the district

planning teams capacitated.

RESULT 4

23 A monitoring system developed & in operation

24Stakeholders trained in operating the M&E

system

25Baseline sample surveys designed on

crosscutting issues conducted & repeated

Management of TAMAP

26 Final Inception Report

27 Final Progress Reports

28 PSC meetings

29 End of assignment report

Jan - June 2021Jan - June 2018 Jul - Dec 2018 Jan - June 2019 Jan - June 2020 Jul - Dec 2020Jul - Dec 2019





9 I N C I D E N T A L B U D G E T A C T I O N P L A N

The indicative incidental budget action plan is illustrated in Table 5 which will be regularly updated.

Table 5: Incidental budget action plan in €

ACTIONS 2018 2019 2020 TOTAL in €

Result 1

Organisation of working groups and workshops on NAP 15,000 10,000 25,000

Capacity building activities 7,500 7,500 3,000 18,000

Study Tour (India on NAP) 30,000 30,000

Participation at international seminars / conferernces 15,000 10,000 25,000

Sector and subsector assessment 35,000 35,000

Study tour for Budget Support / SRC (Mauritius / Nepal) 50,000 50,000

Implementation of communication strategy 10,000 10,000 5,000 25,000

TAMAP team (KE & NKE) Travels within Sri Lanka 20,000 15,000 5,000 40,000

Sub-total Result 1 248,000

Result 2

Software development 5,000 5,000 5,000 15,000

Development of market infomration sysgtem with website 15,000 10,000 5,000 30,000

Capacity building for GoSL staff on VC development 5,000 7,500 5,000 17,500

Development of registration system 5,000 5,000 10,000

Establishment of surveillance system 5,000 10,000 15,000

Study Tour Mount Kenya Smallholder Irrigation

Programme for farming as a business & efficient farmer

and WUA organisations & professioanl flower production.

50,000 50,000

Orgnisation of subject related working groups 7,500 7,500 2,500 17,500



Result 3

Capacity building of GoSL staff on farming as a business 5,000 7,000 10,000 22,000

Capacity building of GoSL staff on budgeting & resource

allocation and decentralsaition 5,000 10,000 10,000 25,000

Training of trainers 5,000 5,000 10,000

Exchange visits with other countries 20,000 20,000 40,000



Result 4

Capacity building on M&E system 5,000 10,000 15,000

Study Tour Swaziland NAS (M&E, PPPs, Sugar sector 70,000 70,000

Organisation of working groups 5,000 5,000 5,000 15,000

Translation (all results) 10,000 10,000 10,000 30,000



TOTAL COSTS 750,000





1 0 S U S T A I N A B I L I T Y S T R A T E G Y

At this juncture, it is premature to develop a sustainability strategy for the project. Sustainability or exit strategies, particularly for Technical Assistance projects are meant to ensure sustainability and that after the departure of the technical assistance team and the entire consumption of project related funds, activities still continue accomplishing what has been initiated. Therefore, most of the projects have a strong capacity building component whereby national counterparts and particularly ministerial staff members are trained and capacitated allowing them to continue the activities previously carried out or facilitated by the technical assistance team.

Unfortunately, despite a strong emphasis on capacity building many projects are not sustainable since i) government officers which have been capacitated are transferred to other ministries and positions, ii) government officers being trained leave the government sector, and move to the private sector which usually pays higher salaries, and iii) in the absence of the drivers of the project (usually the TAT) the remaining government officers are less committed, motivated and dedicated to pursue the activities and iv) limited funds available to continue with the activities.

At this juncture, it cannot be stated whether the situation in Sri Lanka differs from the countries the TAT has previously worked with regard to implementing activities after the departure of the TAT. However, with regard to funds it should be stated that Sri Lanka is a medium income country and funds are generally available. One can see this particularly in the agriculture sector and Sri Lanka has an agriculture sector with many ministries and departments in charge and duplication of services. We believe that the costs of an effective and efficient agriculture sector could be significantly reduced in Sri Lanka by avoiding duplication of extension services, restructuring some ministries and taking away agriculture activities of ministries where agriculture is not their core responsibility.

TAMAP has a strong capacity building component at central and provincial level and training of trainers is an essential part of the project interventions. Hence, the foundations are laid for the continuation of activities after the project closure. However, the question will remain around whether there is sufficient ownership and commitment towards the project by the national stakeholders. This is still a pending question and cannot be answered at this juncture.

To this end we also believe that language is a considerable challenge in Sri Lanka. Though people are very well educated, a considerable number of people have limited knowledge in English. Therefore, we consider it as utmost importance to translate any important project document such as policies, strategies and training programmes into Tamil and Sinhala which is a prerequisite for sustainability.

Nonetheless, we believe that most of the TAMAP activities can be accomplished within the 3 years provided that there is sufficient political will and champions have been identified and used. The only result which is associated with a question mark is the eligibility of Sri Lanka for sector budget support using a sector reform contract. This is outside of the immediate control of the technical assistance team.

Our future sustainability strategy which will be developed after 18 months of the project is based on:

• Availability of all important documents in the common languages spoken in Sri Lanka;

• Capacity building of ministerial staff members atcentral and provincial level through direct training but also training of trainers;



• Proposals for cost savings in the agriculture sector by streamlining services and merging of ministries so that funds can be used for post project activities; and

• Follow-up technical assistance team accompanying and mentoring the process of implementation of the Sector Reform Contract.

In our opinion, both Ministry of National Policies and Economic Affairs and the Ministry of Agriculture should be the main drivers for the implementation of the sustainability strategy.


TAMAP - Inception Report - Annexes


ANNEXES

Annex Name

Annex 1 Terms of Reference for TAMAP

Annex 2 TAMAP Logical Framework

Annex 3 Terms of Reference for TAMAP PSC

Annex 4 Terms of Reference for TAMAP Working groups

Annex 5 Detailed stakeholder analysis

Annex 6 List of people met with detailed contacts

Annex 7 List of documents consulted

Annex 8 Communication & Visibility Strategy

Annex 9 Detailed work plan for TAMAP


TAMAP - Inception Report - Annexes


TAMAP - Inception Report -Annexes

Annex 1

Terms of Reference



1

TERMS OF REFERENCE

Technical assistance to the modernisation of agriculture programme in Sri Lanka 1. BACKGROUND INFORMATION ......................................................................... 3

1.1. Partner country .................................................................................................. 3 1.2. Contracting Authority ........................................................................................ 3 1.3. Country background .......................................................................................... 3 1.4. Current situation in the sector ............................................................................ 3 1.5. Related programmes and other donor activities ................................................ 5

2. OBJECTIVE, PURPOSE & EXPECTED RESULTS ........................................... 6 2.1. Overall objective ................................................................................................ 6 2.2. Purpose .............................................................................................................. 6 2.3. Results to be achieved by the Contractor .......................................................... 6

3. ASSUMPTIONS & RISKS ....................................................................................... 6 3.1. Assumptions underlying the project .................................................................. 6 3.2. Risks .................................................................................................................. 7

4. SCOPE OF THE WORK .......................................................................................... 8 4.1. General ............................................................................................................... 8 4.2. Specific work ..................................................................................................... 9 4.3. Project management ........................................................................................ 14

5. LOGISTICS AND TIMING ................................................................................... 16 5.1. Location ........................................................................................................... 16 5.2. Start date & period of implementation ............................................................ 16

6. REQUIREMENTS .................................................................................................. 16 6.1. Staff ................................................................................................................. 16 6.2. Office accommodation .................................................................................... 21 6.3. Facilities to be provided by the Contractor ..................................................... 22 6.4. Equipment ........................................................................................................ 22 6.5. Incidental expenditure ..................................................................................... 22 6.6. Lump sums ...................................................................................................... 24 6.7. Expenditure verification .................................................................................. 24

7. REPORTS ................................................................................................................ 24 7.1. Reporting requirements ................................................................................... 24 7.2. Submission & approval of reports ................................................................... 25

8. MONITORING AND EVALUATION .................................................................. 25 8.1. Definition of indicators .................................................................................... 25 8.2. Special requirements ........................................................................................ 26

Ref. Ares(2017)5347477 - 02/11/2017

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1. BACKGROUND INFORMATION 1.1. Partner country The Democratic Socialist Republic of Sri Lanka 1.2. Contracting Authority The European Union, represented by the European Commission through the Delegation of the European Union for Sri Lanka and the Maldives 1.3. Country background Sri Lanka is a multi-ethnic and multi-religious island nation with a population of 20 million spread over a land area of 65 610 km². In recent years, it has been one of the fastest growing countries in South Asia, allowing it to graduate from low income to lower middle income status in 2010. While average growth was 6.2% between 2002 and 2014, per capita Gross Domestic Product (GDP) rose from USD 869 in 2000 to USD 3,625 in 2014. Sri Lanka has made significant progress in reducing extreme poverty and in meeting most of the Millennium Development Goals (MDG) targets set for 2015. Important challenges lie ahead as Sri Lanka aspires now to move from a lower to an upper middle-income country (MIC). Growth in the last five years has been driven largely by investments on infrastructure and reconstruction, and public spending. Important disparities still exist in the country, notwithstanding the declining poverty; for example, 13 districts1 comprising 36% of the total population remain below the national poverty headcount. In four former conflict-affected border districts, poverty rates are at or above 20%. While the national unemployment level is low at 4.4%, 14 districts report unemployment rates higher than the national average. According to the Department of Census and Statistics survey data of 2011, 76% of total unemployed are below 29 years of age. In order to tackle these disparities, Sri Lanka is focusing on long-term strategic and structural development challenges. Key challenges relevant to the creation of an upper MIC include boosting investment and human capital, realigning public spending and policy, enhancing the role of the private sector, including the provision of an appropriate environment for increasing productivity and exports, and ensuring that growth is inclusive of all social groups. In this context, the adoption of structural reforms driven by technology and innovation are vital to enhance productivity and product/market diversification with which to stimulate a sustainable and inclusive level of growth, and reforming the agriculture sector is a government priority. The formation of a new National Government in August 2015 paved the way for significant political, institutional and social transformation in Sri Lanka. The government invited the international community, including the European Union, to provide support to the national development agenda, including structural reform of the agriculture sector. This is in line with the priorities identified in the EU’s Multi-annual Indicative Programme (MIP) 2014-20 and its focal sector "integrated rural development". As Sri Lanka is in the process of fundamental political and institutional change, this creates an opportunity for increased policy dialogue and development cooperation. 1.4. Current situation in the agriculture sector Sri Lanka’s agriculture is characterized by two sectors – plantation and non-plantation - 1 Out of 23 districts.

3

complemented by smaller activities in the livestock and fishery sectors. Of its approximately 2.3 million hectares of agricultural land, 80% is used for non-plantation food crops, comprising rice, maize, fruits, vegetables, and other crops that are primarily grown in small-holdings. About 1.65 million smallholder farmers operate on average less than 2 hectares and contribute 80% of the total annual food production. Traditional commercial crops (export agriculture crops) include cinnamon, pepper, cocoa, coffee and others, and are grown on small and medium land holdings as well. Plantation crops - coconut, rubber and tea - are cultivated in large estates and small and medium land holdings. Typically, non-plantation crops are grown under irrigated conditions while plantation and export agriculture crops are grown under rain-fed conditions. Monsoon rainfall patterns shape the agricultural seasons and irrigation patterns. Two thirds of the agricultural areas are in the dry zone where the bulk of Sri Lanka’s irrigation infrastructure is located. Over the past 15 years, Sri Lanka has shifted its economic structure from agriculture to industry and services. The contribution of agriculture sector to GDP remains at 11%, but still about one-third of the population is engaged in, and dependent on, agriculture employment. Agriculture has been the key to reduce the level of poverty, accounting for about one third of the overall decline in poverty over the past decade. Conversely, characteristics of the poor reveal that 49% of the poor are still from the agriculture sector compared to 24% and 27% in the industry and services sectors, respectively. Small-holders account for a significant portion of the rural poor, and are mainly engaged in subsistence farming which revolves around traditional knowledge and practices with weak market linkages. Subsistence farming, together with the overall agriculture sector, is expected to develop as part of Sri Lanka’s structural economic transformation, where employment in primary agriculture will continue to decline as higher productivity sectors absorb surplus rural labour. Small-holders will have to adjust to the changes and adopt more productive, capital intensive and technology driven agriculture. In terms of production, Sri Lanka has successfully attained self-sufficiency in rice, and recently also in maize production. Rice production has increased steadily from 2.9 million tons (2002) to 4.8 million tons (2015), in part because previously inaccessible land was reopened for cultivation after the end of the conflict but also through the introduction of high-yielding varieties, the expansion of irrigation capacity, and distinct policy choices, such as fertilizer subsidies for paddy, restrictions on crop choices, and import substitution. Achieving self-sufficiency has meant that agriculture production structure has remained concentrated in the low value food crops. In 2013, about 45% of the cultivated area was under rice cultivation (up from 37% in 1980), but the share of rice in the overall value of crop production was only 18%. In addition, average rice yields of 4.06 tons/hectare have remained relatively low despite some improvements. Agricultural productivity, as measured by total factor productivity (TFP), has only grown by an average of 0.6% per year since 1980, significantly lagging behind other South and East Asian countries. With rice self-sufficiency secured, a consensus has recently emerged within government that the country should capitalize more strategically on the opportunity to diversify the production structure out of the relatively low value food crops and move towards high-value agriculture and promote agricultural exports. This structural shift is critical to sustain future income growth, thereby accelerating poverty reduction and reversing the trend in increasing inequality. Since most of the fruits and vegetables not only generate higher income as compared to rice, but demand more intensive labour input, higher levels of technology input, better crop management, and investments in post-harvest, marketing, and better organized value chains overall, offer significant potential for employment growth in agriculture. This would imply a reform of the sector towards a more high-value production,

4

agro-processing, value chain/addition development activities, and increased competitiveness. Elected in January 2015, the President of Sri Lanka has taken the lead in setting Government’s priorities in agriculture. As a first step, he launched a three-year National Food Production Programme (2016-18) that focuses on import substitution to promote domestic self-sufficiency and reduce the budget deficit. This programme is meant to deal with the most urgent production needs, but does not address deeper issues in the sector. The Ministry of Agriculture has launched formation of a new, food-focused National Agricultural Policy (NAP) with technical support from the Food and Agriculture Organisation (FAO)2. Also, the Government is working to develop the 2017-2020 Public Investment Programme (PIP) which is considered the overall national development strategy. Together, these aim to "build a nation with an agricultural sector of environmentally prudent, economically productive and nutritionally sound and secured food production", at the same time building on other Government policies and programmes3. 1.5. Related programmes and other donor activities The World Bank (WB) and the FAO are currently the leading development partners in the agriculture sector in Sri Lanka. International organisations and bilateral cooperation (United States Agency for International development (USAID), Asian Development Bank (ADB), Agence Française de Developpement (AFD), Japan International Cooperation Agency (JICA), FAO, and WB) have had programmes in nutrition, water and rural livelihoods and infrastructure (including market access roads/farm tracks/storage facilities). ADB and AFD are expected to continue focusing on the water sector, whilst JICA is providing Technical Assistance (TA) to the Government in the agriculture sector4 and FAO is recruiting a policy advisor through the FIRST initiative5, financed by the European Union (EU). Non-governmental organisations' (NGO) experience in the agriculture sector has been mainly through implementation of livelihood projects in conflict affected areas having a more humanitarian than developmental perspective. NGOs have close ties with local communities, and relationships have been built up on mutual trust. Since August 2016, a working group on agriculture has been established to coordinate the interventions from different donors. The Government recently finalised the design, with the WB's support, of a programme to modernise the agriculture sector, which aims on the one hand at increasing private investments in the agriculture sector to expand the competitiveness of export oriented farmers while on the other hand at creating the enabling conditions for small holder farmers in poverty-stricken districts to move towards a more sustainable, resilient and productive agriculture. The programme will be funded through a loan from the WB, matching grants provided by the private sector and EU funds. The contribution from the EU is structured around two components.

2 http://www.agrimin.gov.lk/web/index.php/en/special-messages/717-agricultyre-policy 3 Sri Lanka National Agricultural Policy, department of Agricultural and Agrarian Services (2007) and the National Plantation Industry Policy Framework, Ministry of Plantation Industries (2009). The NAP is designed with the aim to be aligned and complement other sub-sectoral policies and programmes, including: the National Nutrition Policy of Sri Lanka (Ministry of Health, 2010)2, the "livestock master plan: a strategy for livestock development for self-sufficiency", the ten years development policy framework of the fisheries and aquatic resources sector (2007 – 2016 – Ministry of Fisheries and Aquatic Resources Development); the National Energy Policy and Strategies of Sri Lanka (Ministry of Power and Energy, 2008), the Soil Conservation Act, the National Climate Change Policy and adaptation strategy (2011 – 2016); Public Investment Programme 2016-18. 4 One consultant who is supporting the National Planning Department in the Ministry of National Policies and Economic Affairs to coordinate activities in the agriculture sector. 5 http://www.fao.org/3/a-i4927e.pdf

http://www.agrimin.gov.lk/web/index.php/en/special-messages/717-agricultyre-policy

5

1. One component to be implemented through the WB will operate at provincial and district levels with the final beneficiaries. This component will assess constraints and needs of small holder farmers and will design and implement together with competent provincial institutions and private sector, measures (such as advisory services, farmer organisation, technology, infrastructure, etc...) to enable small holder farmers, their families and communities to benefit from a more sustainable, productive and competitive agriculture6; 2. One component to be implemented directly through a service contract. The technical assistance will operate at the national, provincial and local levels and will provide support to the main stakeholders in identifying and addressing the needs/gaps in capacities, policy, fiscal, legislative or regulatory frameworks needed to enable small holder farmers to move towards a more sustainable, resilient and productive agriculture. The present Terms of References are linked to the second component of the modernisation of agriculture programme. The EU is also in the process of identifying/formulating a new programme in the area of Public Finance Management (PFM), for a total amount of EUR 10 million. The programme is planned to be implemented through the WB and will contribute to set the foundations for the future sector reform contract with Sri Lanka (mainly dealing with the eligibility criteria on PFM, macroeconomic stability and oversight and transparency of the budget). The TA in agriculture will mainly focus on the eligibility criteria related to the sectoral policy. 2. OBJECTIVE, PURPOSE & EXPECTED RESULTS 2.1. Overall objective The overall objective of the programme of which this contract will be a part is as follows: To contribute to a more productive, sustainable, diversified, climate-resilient, market-oriented and inclusive agriculture in Sri Lanka. This will be achieved through the development, implementation and monitoring of a relevant and credible sector policy for the modernisation of agriculture that ensures the benefits of growth be shared at both national, provincial and local levels by means of improving the technical inputs and capacities required by the Government of Sri Lanka. 2.2. Purpose The purpose of this contract is as follows: The technical assistance will operate at the national, provincial and local levels and will provide support to the main stakeholders in identifying and addressing the needs/gaps in capacities, policy, fiscal, legislative or regulatory frameworks needed to enable small holder farmers to move towards a more sustainable, resilient and productive agriculture. 2.3. Results to be achieved by the Contractor The Contractor will provide the Beneficiary efficient technical assistance by delivering capacity building and advisory services with the effect to achieve the following results: 6 http://documents.worldbank.org/curated/en/714421467305711197/pdf/PAD1790-PAD-P156019-OUO-9-IDA-R2016-0152-1-Box396265B.pdf The EU will contribute to expanding the geographical scope of the sub-components 2.2 and 2.3.

http://documents.worldbank.org/curated/en/714421467305711197/pdf/PAD1790-PAD-P156019-OUO-9-IDA-R2016-0152-1-Box396265B.pdf

http://documents.worldbank.org/curated/en/714421467305711197/pdf/PAD1790-PAD-P156019-OUO-9-IDA-R2016-0152-1-Box396265B.pdf

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R.1 To develop an overall Agriculture Policy in line with the Government Development Goals;

R.2 To create the enabling environment and implement relevant reforms and policies for the modernisation and diversification of existing agriculture production, and promote exports to meet expanding international demands;

R.3 To improve existing systems and practices used by central and provincial Ministries involved in Agriculture for planning, budgeting/resource allocation, implementation of sectoral and sub-sectoral policies;

R.4 To monitor and assess the impact of implementing Government's overall Agriculture Policy through an improved statistical and data analysis system.

3. ASSUMPTIONS & RISKS 3.1. Assumptions underlying the project There are a number of assumptions and preconditions underlying the programme intervention, which are the following: Assumptions: It is assumed that the Government will continue to show the political will to (a) develop an overall agriculture policy at central level, as well as (b) prepare to absorb budget support targeted on the sector by meeting the relevant eligibility criteria. It is also assumed that the Government will (c) enforce and roll-out the mid-term expenditure framework guidelines in line ministries and other Government institutions, develop programme classification, and follow its sector strategies, as well as (d) ensure a smooth coordination of the exchange of information and the implementation of development policies between central and decentralised levels. It is further assumed that the Ministry of Finance will (a) implement Public Finance Management reform plans/actions, including the various policy conditions, (b) develop modern economic forecasting tools, and (c) increase the effectiveness of its cooperation in forecasting with the Ministry of National Polices and Economic Affairs, the Ministry of Industry and Commerce, the Ministry of Development Strategies and International Trade, the Central Bank, and the Department of Census and Statistics. Preconditions: The Government of The Democratic Socialist Republic of Sri Lanka signs the Financing Agreement and is able to meet its commitments to the Programme. 3.2. Risks and mitigation measures (extracted from the financing agreement) The risks involved in undertaking the modernisation of agriculture programme include:

Level Risk Mitigation measure Medium High turnover of Government staff,

thereby reducing their buy-in and support.

Support Government to approve its own programme, and explain its benefits to relevant Government employees and central and decentralised levels.

7

Level Risk Mitigation measure Medium Potentially unstable macro-situation

due to inflationary pressures, slowdown of economic growth, unmanageable debt service, price decline of major export goods and remittances, and increases in the price of imported oil.

Support will be provided through a parallel PFM programme. Also, the International Monetary Fund (IMF) will work with Sri Lanka to mitigate these risks.

Medium Political and institutional resistance to reforms, no changes in institutions, laws, regulations and practices, lack of coordination for implementation of the reform agenda, no clear linkages between priorities and outcomes and the financial framework.

Ensure officials are fully informed about the project's objectives, processes and progress, and understand the professional advantages to be gained from their full participation and cooperation. Ensure the support of provincial authorities so they can advise their district staff to participate, as appropriate; provide support to the targeted Ministries, particularly to brief policy-makers regularly on these issues.

Medium Different ministries/institutions fail to participate, cooperate or make available appropriate staff.

A project Steering Committee used to ensure participating institutions cooperate, and work to an agreed schedule of meetings with named staff responsible for delivering outputs. Key experts will be closely working with the three targeted Ministries.

Medium Slow process of policy and legislative reform as it needs to bring together the agreement of central and provincial levels.

National Ministries and Provincial Council (PC) authorities will be part of the project Steering Committee; key expert/s should closely coordinate and work with the PCs to ensure that a smooth consultation is taking place at all stages.

4. SCOPE OF THE WORK

4.1. General

4.1.1. Project description

The TA will support the Government to work on 4 key results (see point 2.3) which are instrumental to achieve a more productive, diversified, climate-resilient, market-oriented and equitable agriculture in Sri Lanka The TA will operate mainly at the national level and will provide support to the main stakeholders in identifying and addressing the needs/gaps in capacities, policy, fiscal, legislative or institutional regulatory frameworks, systems and practices. Following specific needs-assessments, the TA will also provide ad-hoc support to deconcentrated and decentralised levels (mainly provincial and district levels). The programme is not a standalone intervention but is fully embedded in the overall effort of the Government and its partners to modernise the agriculture sector. In this regard, the

8

proposed TA will closely work with the Project Management Units (PMUs) established in the line Ministries and at the Provincial levels by the WB for the implementation of the modernisation of agriculture programme. The TA Contractor will ensure a long term presence, through three Key Experts (KEs), in the three following Ministries:

- Key Expert/team leader located at the Ministry of National Policies and Economic Affairs

- Key Expert located at the Ministry of Agriculture and - Key Expert located at the Ministry of Primary Industries.

The presence of KEs during the whole period of implementation of the programme is instrumental to ensure smooth communication with and between the Ministries; the day to day advice and support to public officials and ministerial staff and the mobilisation of ad-hoc expertise to support the implementation of reforms and best practices. A particular attention will be given to mobilise appropriate expertise in support to decentralised and deconcentrated levels of the Government. 4.1.2. Geographical area to be covered While the key experts will be mainly based in Colombo, NKEs will be mobilised to provide support to Provinces. 4.1.3. Target groups Target groups include Government institutions at central level, principally the Ministry of Agriculture and the Ministry of Primary Industries, as well as the Ministry of National Policies and Economic Affairs, and, at decentralised level, the Provincial Ministries of Agriculture (and the Government officials at district level). Other important target groups, such as the Ministry of Finance (for budgetary allocations), the sectoral oversight parliamentary committees, Finance Commission and other sectoral Ministries, can receive appropriate short-term TA support according to the priorities identified by the KEs in coordination with the Government. 4.2. Specific work The project strategy is focused on 4 main results identified and validated during the identification and formulation phase of the project. Inception phase The Inception phase of the project will last for three months. The Inception Report shall be submitted at the end of the Inception period. During the inception phase the Contractor shall carry out the following indicative and non-exhaustive list of tasks:

• Setup the project offices at the premises of the Ministries of Agriculture, of Primary Industries and of National Policies and Economic Affairs;

• Mobilise project team and establish contacts with key national stakeholders and international partners;

• Access and analyse relevant documentation; • Become fully familiar with the results/outputs of all related projects and the current

situation in all areas relevant to this project; • Detail and refine the intended results and outputs of the project and finalise the

strategic framework for working with the Government; • Prepare an overall multi-annual action plan with the key areas of work;

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• Design the first year action plan for the central level; • Assist the Ministry of National Policies and Economic Affairs (MONPEA) to

establish a Project Steering Committee (PSC) and prepare the terms of references (ToRs) for its functioning;

• Draft the ToRs for the non-key experts (NKEs) in charge of doing the needs-assessments at the Provincial levels;

• Meetings with all relevant target groups and stakeholders to ensure awareness of the project, commitment and participation.

Expected outputs:

• The offices are set up and key experts operational; • Modalities of day to day work with main counterparts are established and agreed; • A Project Steering Committee is established and terms of references for its

functioning agreed; • The project team is fully familiar with the previous/ongoing projects and relevant

policies; • The Government has approved the multi-annual action plan and the first year work

plan; • Seminar/consultation workshops held for representatives of all key project

beneficiaries; all stakeholders informed of the purpose of the project and • ToRs are drafted for the mobilisation of NKEs to do the needs assessments at

Provincial level. Implementation phase Expected Results and main Activities: R 1: To develop an overall Agriculture Policy in line with the Government

Development Goals The National Agriculture Policy approved in 2007 is outdated and the Government is currently working on the basis of its National Food Production Programme which sets production targets in selected crops but doesn’t provide a strategic framework for the overall sector. Also, each sub-sector has developed its own sub-policies but not in a harmonised manner thus leading to agriculture sector which is scattered and uncoordinated. Before 2015, the major strategies and priorities where defined in the national development policy, the Mahinda Chintana. This policy is not a reference anymore. The Public Investment Programme 2017-2020 is now considered the overall national development strategy. The Government has shown interest to move forward in a more diversified, sustainable and export oriented agriculture. In order to move in this direction the Government will need more evidence-based policies and access to best international practices that will help to design and implement a comprehensive policy for the overall sector. The agriculture sector covers a number of subsectors including food and fruit crops, plantation and other expert crops, livestock, fisheries but also land management, irrigation, environmental protection. Most of the sub-sectors have their own strategies which will be integrated in the overall policy. Also, a particular attention will be put on the issues of youth, women/social inclusion and environment/climate change. Also, a complete policy, to become practical and implementable, will need a number of institutional set up and tools including: clear road map for implementation, costing and budgeting with a medium term perspective, an outreach strategy and a coordination mechanism.

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This result is also crucial for a successful design and subsequent implementation of the future sector reform contract. Indicative and non-exhaustive list of activities include:

A.1.1: Provide expertise and support to the preparation of an over-riding Agriculture Policy (including actions related to women/social exclusion and environment/climate change) that covers all sub-sectors, based on extensive consultations with, and the full participation of, all stakeholders; A.1.2: Support the design of a strategy, action plan and a clear roadmap to implement the policy together with the institutional framework for its implementation; A.1.3: Share all relevant budget processes/analyses to show the costs and funding of policy implementation over the medium term (including the use of Medium Term Expenditure Framework guidelines (MTEF)); A.1.4: Support the Government to get up to date data, information and analysis in support to the implementation of the policy, notably at sub-sectoral level and develop applicable models and methodologies; A.1.5: Support the Government to acquire international best practices and knowledge that can be replicated in the Sri Lankan context; A.1.6: Support the Government and the EU Delegation (EUD) to prepare the future sector reform contract in agriculture: preparing the necessary analysis and documentation for the identification and formulation of the programme including the selection of SMART indicators; A.1.7: Support the design of a Communication Strategy to promote the policy to all stakeholders at different levels (central, provincial, local elected bodies, local authorities, policy-makers, development partners, NGOs etc.); A.1.8: Support the Government to ensure the coordination in the sector, including with development partners;

Minimum expected sub-outputs

• The Government approves a comprehensive strategy for the agriculture sector; • The Government finalises and implements the strategies, action plans and road

maps based on an agreed institutional setup; • The policy/strategy and specific implementation plans are budgeted in line with the

overall national budget processes and funds availability; • The EUD and the Government identify and formulate a sector reform contract in

the area of agriculture; • The policy is publicised through available channels based on an agreed

communication plan; and • The Government improves its internal sectoral coordination and takes the lead in

coordinating the support from development partners. • Reports are produced and submitted to the contracting authority for the activities

implemented under this result.

R.2: To create the enabling environment and implement relevant reforms and policies for the modernisation and diversification of existing agriculture production, and promote exports to meet expanding international demands:

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The Government wants to put in place a twofold strategy: on one side to be able to produce crops currently imported and on the other side to promote the export of high value crops. The importance of the export agriculture is shown by the establishment of a specific Ministry dealing with Primary Industries. In order to boost the export of agriculture products, the country has to work on better regulatory framework ( including registration process of companies, surveillance systems and controls, systems for certification), better links to the markets (including market knowledge and intelligence and public private partnerships), better technologies and knowledge (international exposures and practices, value-chains analysis). The knowledge and capacities of staff at central and field levels and famers/farmer organisations will have to be strengthened to be able to contribute to the implementation of these policy objectives. Indicative and non-exhaustive list of activities include:

A.2.1: Assist the Government to improve its market intelligence so as to obtain updated trends in demand for agro-export products, and thus help agro-processors to restructure their production to meet revised agro-export targets; A.2.2: Help the Government to strengthen its research and analytical capacities also covering export market-driven agriculture and access to new technologies; A.2.3: Assist the Government to promote sustainable green production practices among agri-businesses; A.2.4: Help the Government to introduce a registration system for all companies involved in agriculture value chains, in order to facilitate their de-fragmentation; A.2.5: Help the Government to improve its support to farmers and farmer organisation, including support to the extension service; A.2.6: Assist the Government to establish surveillance systems for the certification of organic production and good agriculture manufacturing practices (GAP) and good manufacturing practices (GMP); and A.2.7: Develop a platform for dialogue between the Government and the private sector to support the formation of public/private partnerships with which to raise technical performance in the agriculture sector and increase agro-exports.


• Market analyses, practice and tools are shared with the Government; • Studies, researches and exchange of practices are facilitated to support agriculture

research institutes; • A more sustainable green production is promoted by the Government; • An improved registration system is introduced for agri-businesses; • The legislative and regulative framework for organic agriculture and good agriculture

practices is improved; • The framework and capacities of the extension service is improved; • The private-public partnership is strengthened in the sector. • Reports are produced and submitted to the contracting authority for the activities

implemented under this result. R.3: To improve existing systems and practices used by central and provincial

Ministries involved in Agriculture for planning, budgeting/resource allocation

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and implementation of sectoral and sub-sectoral policies: The formulation, implementation and monitoring of a sectoral policy cannot succeed without an improvement in the institutional, organisational and human development setup. Skills development, training programmes, introduction of tools and methodologies and better communication systems are critical for the success of a policy in the agriculture sector. Specific separate needs assessments will be done for central and local levels to identify needs and gaps and design subsequent capacity building programmes. Indicative and non-exhaustive list of activities include:

A.3.1: Support the Government to improve the communication systems and practices between central, provincial Ministries of Agriculture and relevant Institutions and farmer organisations/groups; A.3.2: Support human resource development based on needs assessment both at central and provincial levels. Skills development can include inter alia: overall management, planning, budgeting/ resource allocation, sectoral Public Finance Management, policy implementation and Monitoring and Evaluation (M&E), including the use of relevant digital applications; A.3.3: Provide capacity building and technical support to Government staff to promote export-oriented value chains – including but not exclusively research capacity, market knowledge, agri-business development, public-private partnerships, entrepreneurship development; A.3.4: Develop through the Department of Agriculture best practice training programmes to be delivered at provincial level (through a Training-of-Trainers’ programme), and then “rolled out” at district levels; A.3.5: Facilitate exchange of practices and information with other countries, including visits and workshops/seminars/conferences.

Minimum expected sub-outputs:

• Systems are in place to ensure regular communication and coordination between different levels of Government and with the farmers;

• Human resource development plan is designed and implemented at all level based on needs assessment;

• Specific value chains/export oriented agriculture knowledge, practices and skills are developed and shared with Government stakeholders;

• Training of the trainers for public officials are developed and rolled out; • Linkages with other countries are facilitated and exchanges organised; • Reports are produced and submitted to the contracting authority for the activities


R.4: To monitor and assess the impact of implementing Government's overall

Agriculture Policy, including an improved statistical and data analysis system:

A successful sectoral policy needs a strong monitoring and evaluation framework supported by reliable statistics and evidence-based analysis on the impact of the policy. This framework is currently missing in Sri Lanka and statistics are mainly focused on productive aspects of the agriculture but not on environmental, social or gender aspects of

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the policies. This result will support the Government to improve its knowledge and analysis capacities of its policies thus being able not only to monitor and assess its actions but also to take informed decisions about future interventions. This result is also crucial for a successful design and subsequent implementation of the future sector reform contract. Indicative and non-exhaustive list of activities include:

A.4.1: Design an overall M&E framework to assess the impact of Government’s Policy on Agriculture development, export diversification and the distribution of the benefits generated; A.4.2: Inform, train and sensitise all stakeholders and implementers of the M&E framework through communication activities, training sessions, conferences and workshops, so that they can contribute to its design and use, as well as provide regular feedback; A.4.3: Analyse the information gathered within the M&E framework, draft analytical notes, feed reports into decision-making processes at central and decentralised levels, and ensure all actions are followed through; A.4.4: Undertake small sample surveys to measure the results and potential impact of specific aspects of implementation of the Agriculture Policy e.g. actions related to women/social exclusion and environment/climate change; and A.4.5: Analyse the statistical system in agriculture, and provide ad hoc support where necessary.


• A Monitoring and Evaluation system is in place; • Main stakeholders are aware and trained on how to feed and use the information in

the system; • Analyses, notes, reports, surveys are provided to support the Government to

implement well-informed policies; • Based on the analysis of the statistical system, support is provided on identified

needs; • Reports are produced and submitted to the contracting authority for the activities


Visibility and Information dissemination The Consultant shall ensure the sustainability of the project's results and outcomes and disseminate these (through the use of promotional activities, ad hoc visibility events, brochures, leaflets, newsletters, website, social media etc.) for continued use in all provinces/districts of Sri Lanka. The Contractor must also comply with the latest Communication and Visibility Manual for EU External Action concerning acknowledgement of EU financing of the project (see http://ec.europa.eu/europeaid/work/visibility/index_en.htm). Resources will be accounted for under the incidental budget. The Contractor shall ensure the capitalisation and sharing of knowledge related to the implementation of the project. This will include technical and pedagogic observations which are interesting for other professionals, and which do not infringe with the obligations of article 14 of the General Conditions of the Contract. For sharing such

http://ec.europa.eu/europeaid/work/visibility/index_en.htm

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information, the Contractor will use the capacity4dev.eu web platform. 4.3. Project management

4.3.1. Responsible body The contract will be managed by the Delegation of the European Union to Sri Lanka which is the contracting authority for this contract. The Delegation assigns one of its staff as Project Manager responsible for monitoring the implementation of the Contract on behalf of the Beneficiary. 4.3.2. Management structure The Delegation of the European Union in Sri Lanka, in cooperation with the Ministry of National Policies and Economic Affairs, will take the leading role in the technical management of the implementation of the project.

On the basis of a clear identification of roles, responsibilities and deliverables between the Contractor and the Beneficiary Institutions, the Contractor will propose in its Organisation and Methodology a management model for this TA (e.g. the process for the approval of the ToRs and selection of the senior and junior NKEs) that meets the objectives of effective and efficient project implementation, while giving Government full ownership and the lead in all procedures and processes. This model shall be negotiated and confirmed with the national authorities during the Inception Phase, and approved with the Inception Report.

In addition, the Contractor will assume responsibility for keeping track of day-to-day implementation of the TA programme, reporting progress directly to the Government and the EU.

Project Steering Committee A Project Steering Committee (PSC)will be established with responsibility for policy guidance and coordination between all institutions and groups involved in the project and will provide guidance to the overall project implementation. The PSC can include (the ToRs as well as the final list of participants will be decided during the Inception Phase):

• Ministry of National Policies and Economic Affairs

• Ministry of Agriculture

• Ministry of Primary Industries

• The Delegation of the European Union

• The three Key Experts and

• The Provincial Ministries of Agriculture. The PSC will meet at least twice a year or as often as deemed necessary, and will have the main functions of:

• Agree on project design: review and approve multiannual and annual work plans; • Assess project implementation: review and approve progress and monitoring

reports, participate in joint missions and reviews; assess the quality of the results achieved; agree on changes and modifications if needed;

• Facilitate programme implementation: facilitate communication between different

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institutions and Government levels; discuss any critical/controversial issue or bottleneck, agree on remedial actions and provide guidance and recommendations.

The PSC will be co-chaired by the Ministry of National Policies and Economic Affairs and the Delegation of the European Union. The specific terms of reference for its functioning will be prepared during the Inception Phase and approved by both parties. However, the Contractor will support the proper functioning of the committee by preparing the agenda, writing and circulating the minutes and provide follow ups on decisions made. The TA will circulate all relevant documents to the members of the PSC at least two weeks before each meeting. Relationship with the contracting authority: The EU Delegation being the Contracting Authority is responsible for approving the reports, the invoices, any rider to the project contract and in keeping the communication with the Contractor. Frequent meetings between the Contractor, the main beneficiaries, and the EU Delegation will be organised to monitor progress in the implementation of the project. 4.3.3. Facilities to be provided by the Contracting Authority and/or other parties

• The Ministries of National Policies and Economic Affairs, of Agriculture and of Primary Industries as the main Beneficiaries will provide in-kind contribution to ensure that the necessary office space and amenities (access to electricity, internet, telephones with national and international access etc.) are provided for the KEs and senior and junior NKEs free of charge, in order to ensure that they are fully embedded in the institutions receiving support.

• The Consultant is responsible for the running costs associated with the telecommunications, internet use, transport etc.

• Also, the Ministries are invited to provide support whenever possible for different project activities, for instance in the provision of rooms for training activities to the extent possible.

5. LOGISTICS AND TIMING 5.1. Location The project office will be located in the premises at the Ministries of National Policies and Economic Affairs, of Agriculture and of Primary Industries, Colombo, Sri Lanka, although travel throughout the country may be necessary. 5.2. Start date & period of implementation The intended start date is 1 December 2017. The period of implementation of the contract will be thirty six (36) months from this date. Please see Articles 19.1 and 19.2 of the Special Conditions for the actual start date and period of implementation.

6. REQUIREMENTS

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6.1. Staff Note that civil servants and other staff of the public administration of Sri Lanka or of international/regional organisations based in the country will only be approved to work as experts if well justified. The justification should be submitted with the tender, and include information on the added value that the expert will bring, as well as proof that s/he is seconded or on personal leave. 6.1.1. Key expert Key experts have a crucial role in implementing the contract. These terms of reference contain the required profiles for each key expert . The tenderer shall only submit CVs and Statements of Exclusivity and Availability for each KE.

Criteria are identified below as a Minimum Requirement (MR) or as a Preferred Requirement (PR). For the purpose of this contract Senior Experts are considered to be those whose relevant professional experience is more than 10 years, while Junior Experts are considered to be those whose relevant professional experience is more than 5 years. The tenderer shall submit CVs and Statements of Exclusivity and Availability for the proposed key experts.

Apart from the specifications indicated further in this section for each of the key experts, all of them will meet the following minimum requirements:

• Strong management skills and experience

• Strong analytical skills

• Excellent reporting skills

• Excellent interpersonal and communication skills

• Excellent command of English

• Knowledge of local languages is an asset

• Excellent computer skills

• Demonstrated experience in having worked successfully in multicultural teams

The profiles of the key experts for this contract are as follows:

Key Expert 1: Team Leader - Public Sector Capacity Building (minimum of 660 work days) Profile:

The Team Leader will be responsible for the overall project implementation and reporting, including the coordination and supervision of the other KEs, Senior Non Key Experts (SNKEs) and Junior Non Key Experts (JNKEs), and financial management tasks in a timely and professional manner, and during his/her tenure responsible for the professional coordination of the project. S/he will be based in Colombo in the MoNPEA, but will undertake frequent field missions in the country (around 6 times per year), some missions may take place outside the country. S/he will be the primary point of contact for the EU Delegation, Government officials and the Project Steering Committee. The Team Leader will supervise the implementation of all results and his/her involvement in specific result

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areas will depend upon his/her experience. The Team Leader will need strong skills in implementation and "hands-on" experience in working with public authorities. Consequently strong coaching and inter-personal skills are essential.

In addition to the implementation of the activities, the Team Leader will hold the additional responsibility to ensure the following tasks:

• liaison with the EU Delegation, the beneficiaries partners, key stakeholders and other interested parties (national and international)

• forming and supervising of Project Team • supporting the main beneficiary in planning, carrying out and monitoring all project

activities • ensuring preparation and issue of all deliverables as defined through activities of the

project as well as strong involvement in all activities of the project described in this ToR

• coordination of all inputs and outputs from other team members • play lead role in carrying out all activities and submitting all outputs of the Inception

phase and finalisation workshops as well as Secretariat function to PSC • fulfilling financial management tasks in a timely and professional manner • all the reporting requirements under the project.

Qualifications and skills a. A University degree, or equivalent, in Public Policy and Administration, Economics,

Development Studies, Political Studies, Law, Agriculture or a directly related discipline (MR);

b. Specific trainings in the areas of agriculture development, and/or the economics of rural development, development studies, public policy, administration reform (MR);

c. The expert must possess excellent project management, supervisory/mentoring and leadership skills (MR);

General professional experience a. At least 10 years’ general professional experience in developing countries7 (MR); b. At least 7 years' experience as team leader (MR); c. At least 7 years' experience in the implementation and management of cooperation

programmes/projects, in support to public sector/national authorities in developing countries (MR);

d. Experience working with EU-funded projects (PR). e. Professional experience in Sri Lanka and/or Asia (PR). Specific professional experience Out of the minimum 10 years of general professional experience required, the team leader must have: a. At least 7 years' experience in Public Policy analysis and design, planning & budgeting,

monitoring and evaluation (MR), preferably in the agriculture sector; b. At least 5 years' experience in developing, implementing, coordinating programmes of 7 Please refer to the OECD-DAC list of ODA recipients at the time of the work experience.

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capacity/institution building for Government counterparts (MR), preferably in the agriculture sector;

c. Experience of gender in agriculture (PR); d. Experience of climate change issues and their impact on agriculture (PR); e. Experience in the identification, design and/or implementation of EU budget support

operations using sector reform contracts (PR).

Key Expert 2: Public Policy Agriculture (minimum of 660 working days) Key expert 2 will be responsible for helping the Government of Sri Lanka to develop an overall policy for the Agriculture Sector and its various sub-sectors, as well as develop systems for planning, budgeting, resource allocation, implementation and monitoring at central and decentralised levels. S/he will be involved in needs assessments and design of training, capacity building programme in particular for the Ministry of Agriculture and the Provincial Ministries of Agriculture. S/he will be supported by SNKEs and JNKEs. S/he will be based in Colombo at the Ministry of Agriculture, but will undertake frequent field missions in the country (around 8/10 times per year). S/he will report to the Team Leader. Qualifications and skills a. A University degree, or equivalent, in Agriculture, Public Policy and Administration,

Economics, Development Studies or a directly related discipline or equivalent (MR); b. Specific trainings in the areas of agriculture development, and/or the economics of

rural development, development studies with a focus on agriculture (MR); c. The expert must have a proven understanding of agricultural and rural development

issues, design and implementation of public policies in the area of agriculture (MR); d. The expert must possess excellent training and mentoring skills. (MR) General professional experience a. At least 10 years’ general professional experience in developing countries (MR) b. At least 5 years' experience of implementing projects with public sector/national

authorities (MR). c. Experience in working with EU-funded projects (PR). d. Professional experience in Sri Lanka and/or Asia (PR). Specific professional experience Out of the minimum 10 years of general professional experience required, the KE2 must have: a. At least 7 years' experience in agriculture policy analysis and design, planning &

budgeting, monitoring and evaluation (MR); b. At least 5 years' experience in developing and/or implementing programmes of

capacity building for government counterparts in the agriculture sector (MR); c. Experience of gender in agriculture (PR); d. Experience of climate change issues and their impact on the agriculture (PR). e. Experience in the identification, design and/or implementation of EU budget support

operations using sector reform contracts related to agriculture development (PR). Key Expert 3: Agriculture Value Chains and Marketing (minimum of 660 working

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days) Key expert 3 will be responsible for helping the Government to develop and diversify agriculture value chains, including the marketing of products. S/he will be involved in needs assessments and design of training, capacity building programme in particular for the Ministry of Primary Industries. S/he will be supported by SNKEs and JNKEs. S/he will be based in Colombo at the Ministry of Primary Industries, but will undertake frequent field missions in the country (around 8/10 times per year). S/he will report to the Team Leader. Qualifications and skills a. A University degree, or equivalent, in Economics, Business, Development Studies,

Marketing, Agriculture or a directly related discipline (MR). b. Specific trainings in the areas of agronomy and/or agriculture economics, finance and

business, value chains and marketing, the economics of rural development (MR). c. The expert must possess excellent training and mentoring skills (MR) General professional experience e. At least 10 years’ general professional experience in developing countries (MR). f. At least 5 years' experience of implementing projects with public sector/ national

authorities (MR). g. Experience working with EU-funded projects (PR). h. Professional experience in Sri Lanka and/or Asia (PR). Specific professional experience Out of the minimum 10 years of general professional experience required, the KE3 must have: a. At least 7 years' experience in agriculture value chain development and improvement,

marketing and the promotion of agricultural exports (preferably covering crop, fruit, tree, livestock and fisheries sectors) (MR).

b. At least 5 years' experience in providing support to developing countries in opening and/or strengthening their presence in international markets (MR).

c. Proven experience of working with public-private partnerships in the agriculture sector (MR);

d. Experience of gender in agriculture value chains (PR) e. Experience of climate change issues and their impact on the agriculture (PR). f. Experience in the identification, design and/or implementation of EU budget support

operations using sector reform contracts related to agriculture development (PR). All KEs (as well as SNKEs and JNKEs) must be independent and free from conflicts of interest in their areas of responsibility. 6.1.2. Non key experts The specific tasks for NKEs will be prioritised during the Inception Phase, and updated through the annual action plans. The Contractor should demonstrate its capacity to mobilise NKEs with the following profiles:

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- Institutional development and organisational strengthening expertise with public

and private sectors in the agriculture sector;

- Human resources development expertise in particular in capacity building within Public Institution to attain improved service delivery in the agriculture sector;

- Monitoring and evaluation expertise in designing, implementing and evaluation M&E systems and practices in the agriculture sector;

- Agricultural statistics and market information expertise in particular in the assessment of national statistical system, design of performance indicators, market analysis and data processing, as well as organisation of surveys;

- Market intelligence from market assessment research to market forecasting for the purpose of accurate determination of strategies such as market opportunity, market penetration strategy, and market development metrics.

- Accounting and PFM expertise in particular in budgeting, planning, expenditure tracking and internal audit systems as well as fiscal decentralisation;

- Gender expertise in relation to agriculture and value chains development;

- Climate change expertise in agriculture especially in relation to climate smart agriculture, climate change adaptation and mitigation;

- Value chains development in agriculture in particular value chains analysis, development and monitoring;

- Public-Private partnerships development in the agriculture sector;

- Communication/visibility expertise in event organisation, production of material, design of communication campaigns.

CVs for non-key experts should not be submitted in the tender but the tenderer will have to demonstrate in their offer that they have access to experts with the required profiles.

The Contractor must select and hire other experts as required according to the profiles identified in the Organisation and Methodology and/or these Terms of References. It must clearly indicate the expert's profile so that the applicable daily fee rate in the budget breakdown is clear. All experts must be independent and free from conflicts of interest in the responsibilities they take on.

The selection procedures used by the Contractor for the NKEs must be transparent and must be based on pre-defined criteria, including professional qualifications, language and full MS Office computer skills, as well as work experience, in consultation with relevant Ministries. The findings of the selection panel must be recorded. The selected experts must be subject to approval by the Contracting Authority before starting to implement their tasks, with the concurrence of relevant Ministries.

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6.1.3. Support staff & backstopping The Contractor will provide support back-stopping facilities to its team of experts during implementation of the contract.

Backstopping and support staff costs must be included in the fee rates. 6.2. Office accommodation

Office accommodation of a reasonable standard and of approximately 10 square metres for each expert working on the contract is to be provided by the main beneficiary as specified in 4.3.3. One office room should be allocated for the use of the non key experts. 6.3. Facilities to be provided by the Contractor The Contractor must ensure that experts are adequately supported and equipped. In particular, it must ensure that there is sufficient administrative, secretarial and interpreting provision to enable experts to concentrate on their primary responsibilities. The Contractor must also transfer funds as necessary to support their work under the contract, and ensure its employees are paid regularly and timely fashion.

In particular, the Contractor must include in the fee rate of all experts the following:

• All administrative costs of employing the experts, such as relocation and repatriation expenses, accommodation, expatriation and other allowances, travels and visa costs, etc.;

• Project support, administrative support when needed, interpretation services, running costs;

• Local transportation; • Equipment for long term experts, such as personal/laptops computers, printers,

photocopy machines, communication equipment and all related supplies. Non key experts are expected to use their own laptops and mobile phones when working in the beneficiaries’ premises.

If the Contractor has a consortium, the arrangements should allow for the maximum flexibility in project implementation. Arrangements offering each consortium member a fixed percentage of the work to be undertaken under the contract should be avoided.

6.4. Equipment No equipment is to be purchased on behalf of the Contracting Authority / partner country as part of this service contract or transferred to the Contracting Authority / partner country at the end of this contract. Any equipment related to this contract that is to be acquired by the partner country must be purchased by means of a separate supply tender procedure. 6.5. Incidental expenditure The provision for incidental expenditure covers ancillary and exceptional eligible expenditure incurred under the contract. It cannot be used for costs that should be covered by the Contractor as part of its fee rates, as defined above. Its use is governed by the provisions in the General Conditions and the notes in Annex V to the contract. It covers:

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(1) Travel costs and subsistence allowance for missions, outside the normal place of posting, undertaken as part of the contract; (2) Expenditures necessary to implement the activities included in the multiannual and

annual work plans in line with the 4 results described under point 4.2. These include:

1. Overseas / abroad study tours, educating visits and training for professionals from the targeted institutions;

2. In-country training and distance learning programmes for staff and other stakeholders / professionals associated with the project;

3. Organisation of meetings, workshops, conference, seminar, consultations, on farm demonstrations and other technical-related events relevant for the accomplishment of the goals of the project;

4. Public awareness and communication campaign, events and material to reach out to the population;

5. Research, studies, surveys and data collection, including hiring external survey teams;

6. Publications and their translations needed for the accomplishment of the goals of the project.

Use of the incidental budget will be based on the development of annual priority action plans. It will cover the costs over three years of TA-related capacity building at central level, as well as at decentralised level in the selected provinces, Beneficiaries will include key stakeholders in the public and private sectors who are involved in the agriculture sector.

The provision for incidental expenditure for this contract is EUR 750 000. This amount must be included unchanged in the Budget breakdown.

Daily subsistence costs may be reimbursed for missions foreseen in these TORs or approved by the Contracting Authority, and carried out by the contractor’s authorised experts outside the expert’s normal place of posting; i.e.: Colombo.

The per diem is a flat-rate maximum sum covering daily subsistence costs. These include accommodation, meals, tips and local travel, including travel to and from the airport. Taxi fares are therefore covered by the per diem. Per diems are payable on the basis of the number of hours spent on the mission by the contractor's authorised experts for missions undertaken outside the expert's normal place of posting; i.e.: Colombo. The per diem is payable if the duration of the mission is 12 hours or more. The per diem may be paid in half or in full, with 12 hours = 50% of the per diem rate and 24 hours = 100% of the per diem rate. Subsistence allowances to be paid for missions undertaken as part of this contract must not exceed the per diem rates published on the website - http://ec.europa.eu/europeaid/funding/about-calls-tender/procedures-and-practical-guide-prag/diems_en at the start of each such mission.

The Contracting Authority reserves the right to reject payment of per diem for time spent travelling if the most direct route and the most economical fare criteria have not been applied.

http://ec.europa.eu/europeaid/funding/about-calls-tender/procedures-and-practical-guide-prag/diems_en



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Prior authorisation by the Contracting Authority for the use of the incidental expenditure is not needed with the exception of points (2) 1; (2) 2; (2) 3 and (2) 5 above.

Note that there are currently no security issues in Sri Lanka. Therefore, the incidental budget does not cover the safety and security of experts (e.g. extra insurance, first aid training, extra security activities, or security/hostile environment awareness courses). In case the situation changes, this provision can be revised. 6.6. Lump sums No lump sums are foreseen in this contract. 6.7. Expenditure verification

The provision for expenditure verification covers the fees of the auditor charged with verifying the expenditure of this contract, in order to proceed with the payment of any pre-financing instalments and/or interim payments.

The provision for expenditure verification for this contract is EUR 35 000. This amount must be included unchanged in the Budget breakdown.

Whilst this provision cannot be decreased, it may be increased during execution of the contract.

7. REPORTS

7.1. Reporting requirements Please see Article 26 of the General Conditions. Interim reports must be prepared every six months during the period of implementation of the tasks. They must be provided along with the corresponding invoice, the financial report and an expenditure verification report defined in Article 28 of the General Conditions. There must be a final report, a final invoice and the financial report accompanied by an expenditure verification report at the end of the period of implementation of the tasks. The draft final report must be submitted at least one month before the end of the period of implementation of the tasks. Each report must consist of a narrative section and a financial section. The financial section must contain details of the time inputs of the experts, incidental expenditure and expenditure verification. Please note that the interim and final reports are additional to any report required in Section 4.2 of these ToRs as a result of the work undertaken by KEs and NKEs.

To summarise, in addition to any documents, reports and output specified under the duties and responsibilities of each KE and NKE, the Contractor shall provide the following reports: Name of report

Content Time of submission

Inception Report

Analysis of existing situation and initial work plan for the TA project. First indication of what resources (human and financial) and services

No later than 1 month after the end of the inception period.

24

are expected from Government for the successful implementation of the project The Inception Report will assess the situation at the outset of the Project and outline the strategy for its implementation

6-months progress reports

These reports will cover work progress, the coherence of the activities undertaken with the project’s objectives and work plans, the difficulties encountered or foreseeable and proposed corrective measures to be taken. The 2nd six-monthly progress report of the year will constitute the annual progress report and will present an in-depth review of the activities and results of the past 12 months. There must be accompanied by an invoice and the expenditure verification report. Reports of Non Key Experts should be included, (and presented no later than two weeks after the end of each mission)

Subsequent interim progress reports no later than one month after each six month implementation period.

Draft Final Report

Short description of achievements including problems encountered and recommendations.

No later than 1 month before the end of the implementation period.

Final Report The final report will provide a comprehensive analysis of the activities undertaken and of the results achieved, compared with the original objectives/results and activities planned. it will analyse the problems encountered and provide recommendations; a final invoice and the financial report accompanied by the expenditure verification report.

Within 1 month of receiving comments on the draft final report from the Project Manager identified in the contract.

7.2. Submission & approval of reports

Two hard copies of the reports referred to above must be submitted to the Project Manager identified in the contract, as well as in electronic format. The reports must be written in English. The Project Manager is responsible for approving the reports. 8. MONITORING AND EVALUATION

25

8.1. Definition of indicators

The Contractor will include a Logical Framework in its Organisation & Methodology where indicative performance indicators will be identified to provide valid, useful, practical and comparable measures of progress towards achieving the expected results of the Project.

During the Inception Phase, final suitable indicators with corresponding sources of verification will be agreed between the Contracting Authority and the Contractor. These performance indicators will serve as the main indicators for measuring achievement of the expected outputs over time.

8.2. Special requirements

The Contractor will ensure that foreign experts make all arrangements to obtain necessary visas and all other required documents with the assistance of the EU Delegation (where appropriate) to avoid unnecessary delays to their planned inputs to the Project.

During all contacts with the Sri Lankan Authorities and other direct/indirect stakeholders such as other projects and/or donor organisations, all experts will clearly identify themselves as independent experts and not as official representatives of the EU.

All documents and papers produced by the Contractor will include the following disclaimer: “This report has been prepared with the financial assistance of the European Union. The views expressed herein are those of the Contractor, and therefore in no way reflect the official opinion of the European Union”.



Annex 2

Logical Framework for TAMAP



Logical Framework for the Technical Assistance to the Modernisation of Agriculture Programme in Sri Lanka – Page 1

Technical assistance to the modernisation of agriculture programme in Sri Lanka

INTERVENTION LOGIC

Overall Objective Objectively Verifiable Indicators (OVI) Source of verification Assumptions

To contribute to a more productive, sustainable, diversified, climate-resilient, market-oriented and inclusive agriculture in Sri Lanka

• Quantities and value of agricultural produce grown and harvested in Sri Lanka increased by 10 % between 2018 and 2023.

• Smallholder growers diversify their agricultural production and profitably operate their farms.

• Farmers who are not able to earn a livelihood from their farms diversify in off-farm employment and operate their farm on part-time basis.

• Quantities and value of agricultural produce processed in Sri Lanka increased by 10 % between 2018 and 2023.

• Quantities and value of agricultural produce exported from Sri Lanka increased by 10 % between 2018 and 2023.

• Quantities and value of agricultural commodities imported to Sri Lanka reduced by 5 % between 2018 and 2023.

• Household and Income & Expenditures Surveys

• Government of Sri Lanka Statistics

• Farm household surveys

• Import and Export Statistics

• Baseline Surveys

Purpose OVIs Source of verification Assumptions

Stakeholders at national, provincial and local levels are supported in identifying and addressing needs / gaps in capacities, policy, fiscal, legislative or regulatory frameworks needed to enable small holder farmers to move towards a more sustainable, resilient and productive agriculture

• 20 % of the smallholder farmers in Sri Lanka increase their farm net income by 50% between 2018 and 2023.

• 25 % of the smallholder farmers in Sri Lanka are promoting climate smart resilient agriculture.

• 20 % of the agro-industry increase their profits by 25%.

• Household and Income & Expenditures Surveys

• Government of Sri Lanka Statistics

• Farm household surveys

• Import and Export Statistics

• Baseline Surveys

• MTR Reports

• Project Progress Reports

• No global deterioration of prices of agricultural commodities

• High-level commitment to formulating an agriculture policy will continue within the Government of Sri Lanka and will move towards implementation


Results OVI Source of verification Assumptions Result 1: An overarching Agriculture Policy in line with the Government Development Goals is developed

• An overarching Agriculture Policy is developed by December 2018, agreed upon, approved by Government of SL by June 2019 and being effective by December 2019.

• Strategy based on the NAP developed by June 2019.

• Agriculture Policy disseminated and public in SL made aware by December 2020.

• MTEF and PFM system strengthened and Sri Lanka eligible for Budget Support using Sector Reform Contracts by December 2020.

• Needs assessment carried out and recommendations made which services should remain within the relevant ministries dealing with agricultural development and which services should be outsourced by June 2019.

• Action Document (AD) including annexes submitted for quality review by the EU

• Agriculture Policy

• MTEF Reports

• GoSL Annual Statistics


• MTR Report

• Final Evaluation Report

• Joint Donor Annual Reviews

• TV, Radio spots

• AD

• Stakeholders including ministries in charge are committed to participate, cooperate and coordinate the process of developing the agriculture policy

• High level commitment continues in improving, and monitoring the PFM system and expenditures framework

• Appropriate personnel identified and available for capacity development

Result 2: An enabling environment is created relevant reforms and policies for the modernisation and diversification of existing agriculture production implemented and exports to meet expanding international demands promoted

• Domestic trade barriers reviewed and revised to ease importation of inputs and exportation of commodities by June 2020.

• Market information system for inputs, agricultural commodities and demand for export commodities established and in operation by June 2020.

• Website developed and in operation where value chain actors in Sri Lanka can voluntarily register with detailed contacts by December 2018.

• At least 3 Public Private Partnerships facilitated by the project by December 2020.

• Road map for the establishment of a surveillance system for selected value chains developed and agreed upon by the major stakeholders by June 2019.

• Concept and road map developed and agreed upon for improved agricultural extension services by December 2019.

• Road map developed to strengthen farmer organisations mainstreaming farming as a business by June 2019.

• Chamber of Commerce Reports

• Trade Statistics


• MTR Report


• High level commitment continues in support and delegation of activities to the private sector

• Funding for the surveys, certification and market information system secured

• Strong ownership towards the reform of the agriculture sector including extension service


Results OVI Source of verification Assumptions Result 3: The existing systems and practices used by central and provincial Ministries involved in Agriculture for planning, budgeting/resource allocation, implementation of sectoral and sub-sectoral policies are improved.

• Current coordination & planning system reviewed and recommendations for improvement made and guidelines developed for implementation by June 2019.

• Comprehensive training needs assessment for planning & budgeting teams of relevant ministries dealing with agricultural development on central and provincial level related to budget support eligibility conducted by December 2018, draft capacity building plan developed by December 2018, training programme developed by June 2019 and at least 80 key staff members of the district planning teams capacitated by December 2020.

• Training needs assessment in private sector and market driven approaches related to related to export commodities and corresponding value chains for relevant ministry staff members conducted by December 2018, draft capacity building plan developed by March 2019, training programme developed by October 2019 and at least 80 key staff members capacitated by December 2020.


• Training Needs Assessment Report

• MTR Report


• GoSL Statistics

• High level commitment continues in support and delegation of activities to the private sector

• Strong ownership towards the reform of the agriculture sector including extension service continues

• Strong commitment towards change

Result 4: The impact of implementing Government's overall Agriculture Policy through an improved statistical and data analysis system is monitored and assessed

• A monitoring system is developed and in operation by June 2020.

• Stakeholders trained in operating the M&E system by December 2020.

• Baseline sample surveys designed on crosscutting issues conducted by June 2019 and repeated by June 2020.

• Baseline and sample survey reports

• M&E framework


• MTR Report


• High level commitment towards establishment of a transparent M&E systems continues


• Funds for surveys secured

• NAP approved by December 2019


Activities to achieve the Results Assumptions

Result 1: An overarching Agriculture Policy in line with the Government Development Goals is developed

1.1: Provide expertise and support to the preparation of an overarching Agriculture Policy (including actions related to women/social exclusion and environment/climate change) that covers all sub-sectors, based on extensive consultations with, and the full participation of, all stakeholders

1.1.1 Stakeholder consultation, participatory needs assessment conducted and policies including crosscutting issues in key associated ministries and sectors reviewed

1.1.2 Identification and formation of cross sector planning working group for the NAP

1.1.3 Review of recently developed agricultural policies & strategies in Sri Lanka and conducting of a SWOT analysis

1.1.4 Needs assessment of the agricultural sector and subsectors

1.2: Support the design of a strategy, action plan and a clear roadmap to implement the policy together with the institutional framework for its implementation

1.2.1 Development of Action Plan and Strategy for NAP implementation

1.2.2 Supporting the Institutional Framework (annual reviews) with a view to align it as much as possible with the way NPD has been monitoring national policies.

1.2.3 Support the Government to get up to date data, information and analysis in support to the implementation of the policy, notably at sub-sectoral level and develop applicable models and methodologies

1.2.4 Capacity building in prioritisation of data compilation in line with the NAP, data collection, compilation and analysis

1.3: Share all relevant budget processes/analyses to show the costs and funding of policy implementation over the medium term (including the use of Medium Term Expenditure Framework guidelines (MTEF))

1.3.1 Support in the development of short-term, Medium Term Expenditure Framework and also long-term budgets for NAP implementation

1.3.2 Needs assessment/costing of interventions as a tool for aligning development plans and objectives to budgets

1.3.3 Support public policies and reforms coherence with resource planning in close collaboration with the upcoming EU funded PFM programme.

1.3.4 Introducing Mechanisms and Methods of Public Expenditure Tracking (PET) in close collaboration with the upcoming EU funded PFM programme.

1.4: Support the Government to acquire international best practices in agricultural development and knowledge that can be replicated in the Sri Lankan context

1.4.1 Organising study tours and international conferences with a view to learning international best practices

1.4.2 Facilitation participation at twinning programmes

1.4.3 Conducting desk studies to assess agricultural policies from other countries

• Access to latest policies and strategies including those not yet submitted to Cabinet

• Stakeholders are committed in undergoing the Needs Assessment and cooperate according to their best knowledge

• All stakeholders duly perform their tasks and responsibilities without delays

• High level commitment in improving, and monitoring the PFM system and expenditures framework

• Government and parastatals committed to cooperate and avail relevant data

• Stakeholders committed to participate and assist in organising conferences and study tours

• Stakeholders duly perform their tasks and responsibilities without delays

• Stakeholders committed to exchange of information on all levels and in efficient means of communication

• Stakeholders committed to disseminate information and to liaise with development partners

• Stakeholders committed to organise regular meetings and workshops


1.5: Support the Government and the EU Delegation (EUD) to prepare the future sector reform contract in agriculture: preparing the necessary analysis and documentation for the identification and formulation of the programme including the selection of SMART indicators

1.5.1 Sensitisation of key personnel through study tours around the requirements of the Sector Reform Contracts (SRCs)

1.5.2 Developing the analysis and tools including SMART indicators to monitor and evaluate budget support.

1.5.3 Preparation of a road map and the institutional set up for implementation of budget support (PSC, M&E).

1.5.4 Development of a draft Action Document (AD) including Annexes for submission to the quality review by the EU.

1.5.5 Support to the EUD SL in developing the PFM and transparency assessment report.

1.6: Support the development of a communication strategy to promote TAMAP and its activities among all stakeholders

1.6.1 Tailoring a communication strategy according to nature of stakeholders / beneficiaries

1.6.2 Develop an action plan for the Strategy

1.7: Support the Government to coordinate the sectors, including development partners

1.7.1 Mapping of External Assistance Interventions (Content, Scope, Periodic Results)

1.7.2 Specific Periodical Meetings with the agriculture sector stakeholders.

Activities to achieve the Results Assumptions Result 2: An enabling environment is created, and relevant reforms and policies for the modernisation and diversification of existing agriculture production implemented and exports to meet expanding international demands promoted

2.1: Assist the Government to improve its market intelligence so as to obtain updated trends in demand for agro-export products, and thus help agro-processors to restructure their production to meet revised agro-export targets

2.1.1 Harmonisation of data collection and compilation for all crops along the entire value chain (e.g. producer, processor, marketing) (Market information management system)

2.1.2 Develop software for harmonised market information, software installation and training (IT component)

2.1.3 Develop a website giving easy access to harmonised market information

2.1.4 Harmonise methodology of Value Chain Analysis for import substitution and export products

2.1.5 Develop training in Value Chain Analysis for all relevant ministries dealing with agriculture

2.2: Assist the Government of Sri Lanka to strengthen its value chain development research and analytical capacities in export market driven approaches and use it to promote new technologies

2.2.1 Promotion of market led commodity research

2.2.2 Research on components of value chains

• Government committed to support private sector

• Research institutions in Sri Lanka committed in market-led commodity research and in value chain development

• Stakeholders open for learning from Green Innovation Centres

• Stakeholders do not deny climate change

• Private sector committed for being registered

• Farmers interested to be grouped

• Private sector interested in PPPs



2.2.3 Promoting new technologies and diversification

2.2.4 Developing a capacity building programme on value chain development

2.3: Assist the Government to promote sustainable green production practices among agri-businesses

2.3.1 Clarify the definition for sustainable green production in the Sri Lankan context

2.3.2 Increasing outreach to the private sector around green production techniques

2.4: Assist the Government in developing a website where all companies involved in value chains can voluntarily register in order to enhance transparency and facilitate their de-fragmentation

2.4.1 Registration and institutionalisation for cooperation (horizontal and vertical)

2.4.2 Promoting use of the registration system

2.4.3 Ensuring sustainability of the registration process and the operation of the website

2.5: Help the Government to improve its support to farmers and farmer organisation, including support to the extension service

2.5.1 Review farmer organisations and conducting TNA on areas related to agricultural extension, cooperative development, water management, contract farming and mainstreaming farming as a business

2.5.2 Development of training programme for farmer organisations based on the TNA and conduct training of trainers on group formation, lead farmer approach and farmer field schools

2.5.3 Review agricultural extension service and TNA on areas related to agricultural extension, cooperative development, water management, contract farming and mainstreaming farming as a business

2.5.4 Development of training programme and conducting training of trainers in the areas under 2.5.3

2.6: Assist the Government to establish surveillance systems for the certification of organic production and good agriculture practices (GAP) and good manufacturing practices (GMP)

2.6.1 Defining the organic approaches for Sri Lanka in line with GAP and GMP

2.6.2 Assist in the establishment of a surveillance system

2.7: Develop a platform for dialogue between the Government and the private sector to support the formation of public / private partnerships with which to raise technical performance in the agriculture sector and increase agro-exports

2.7.1 Agreeing an approach to PPPs for smallholder farmers

2.7.2 Building trust and understanding around PPPs

2.7.3 Developing model options for PPPs



Result 3: The existing systems and practices used by central and provincial ministries involved in Agriculture for planning, budgeting/resource allocation, implementation of sectoral and sub-sectoral policies are improved

3.1: Review the Government’s planning, budgeting, resource allocation, implementation and coordination system on central, provincial council and district level related to agriculture development

3.1.1 Identifying relevant priority areas for coordination on all levels

3.1.2 Improving the channels for coordination and policy dialogue and impact assessment at line ministries level, provincial councils, district level and farmer / community organisations and groups

3.1.3 Establishment of best practice coordination and communication structures using IT and traditional channels

3.2: Develop capacity building programme for planning, budgeting, resource allocation on central, provincial and district level based on needs assessment and its implementation

3.2.1 Conduct a thorough Training Needs Assessment among all relevant stakeholders

3.2.2 Develop and implement training programme

3.3: Develop capacity building and technical support to Government staff on central, provincial and district level for private sector development and farming as a business and its implementation (through a Training-of-Trainers’ programme), and then “rolled out” at district level

3.3.1 Mutual agreement on who benefits from which training, and on the capacity building approach

3.3.2 Refinement of the content of the training programme targeted for the ministries / stakeholders related to agricultural development and translation into Sinhalese and Tamil

3.3.3: Identification of Trainers of Trainers

3.3.4: Develop MoUs with existing Training Service Providers and implementation of training programme through existing structures

3.4: Facilitate exchange of practices and information with other countries, including visits and workshops / seminars / conferences

3.4.1 Facilitate exchange of practices and information with other countries, including visits and workshops/seminars/conferences (addressed as part of 1.4)


• Stakeholders are committed in undergoing the Needs Assessment and cooperate according to their best knowledge







Result 4: The impact of implementing Government's overarching Agriculture Policy through an improved statistical and data analysis system is monitored and assessed

4.1: Design an overall M&E framework to assess the impact of Government’s Policy on Agriculture development, export diversification and development of guidelines for carrying out impact assessment studies

4.1.1: Review of the current M&E framework on national policies pursued by GoSL and recommendations for imprvements.

4.1.2 Stakeholder engagement to develop a participatory M&E framework

4.2: Inform, train and sensitise all stakeholders and implementers of the M&E framework through communication activities, training sessions, conferences and workshops, so that they can contribute to its implementation, as well as provide regular feedback

4.2.1 Regular update of M&E framework

4.2.2 Dissemination and communication of events around M&E Framework

4.3: Capacitate stakeholders in analyzing the information gathered within the M&E framework, draft analytical notes, feed reports into decision-making processes at central and decentralised levels, and ensure all actions are followed through

4.3.1: Assistance in developing the performance assessment using score cards

4.3.2: Training in output based and impact monitoring

4.4: Develop ToR and train stakeholders in conducting pilot sample surveys to measure the results and potential impact of specific aspects of implementation of the Agriculture Policy e.g. actions related to crosscutting issues

4.4.1: Selecting the Random Sample

4.4.2: Preparing Structured Survey Templates and Field Surveys

4.4.3: Sample surveys and analysis of data

4.4.4: Review of outputs of sample surveys and deriving recommendations for improvement

4.5: Review the statistical system in agriculture and all agriculture related subsectors, and provide ad hoc support where necessary

4.5.1: Stocktaking, review and assessment of the statistical system

4.5.2: Development and implementation of training for improvement of the statistical system

• Sufficient funds available for surveys


• All stakeholders participate actively in the development and implementation of these events



Annex 3

Terms of Reference for TAMAP PSC



TECHNICAL ASSISTANCE TO THE

MODERNISATION OF AGRICULTURE

PROGRAMME

Programme Steering Committee

Terms of Reference

MINISTRY OF NATIONAL POLICIES AND ECONOMIC

AFFAIRS

Technical Assistance to the Modernisation of Agriculture Programme, ToR for Steering Committee 2

1. Background/Context

The Technical Assistance to the Modernisation of Agriculture Programme (TAMAP) commenced its implementation phase with the mobilisation of a Technical Assistance Team funded by the European Union in January 2018. The Ministry of National Policies and Economic Affairs is responsible for the Programme’s overall implementation and has recruited a Technical Assistance Team to support it in the coordination of the implementation of TAMAP. It is made up of actions in nine technical areas, within the framework four thematic structural and cross-cutting themes.

To succeed, the TAMAP must develop a series of actions that will increase the efficiency and effectiveness of the entire agriculture sector in Sri Lanka. It must also ensure that benefits are balanced between different interests, equitably and transparently, ensuring that public and private sector actors are fully engaged as necessary. It must ensure that all activities falling within Government’s purview are fully motivated to receive the necessary allocation of resources from the national fiscus, which can be fully accounted for within the remit of good governance.

2. Function of the TAMAP Programme Steering Committee

The function of the TAMAP Steering Committee is to bring together the key stakeholders in order that they can contribute to the effective and efficient implementation of the TAMAP by providing overall guidance and advice on policy and strategic issues; ensuring that the interests of different groups are fully represented; overseeing of projects making up the TAMAP interventions; and coordination within relevant stakeholders.

3. Role of the TAMAP Programme Steering Committee

The Role of the TAMAP Steering Committee is to:

• Discuss strategic and policy issues relevant to the successful implementation of the TAMAP

• Discuss other issues that members consider of importance to the TAMAP, or which have major implications for the project

• Provide a forum for sharing information between stakeholders and working groups to improve and ensure horizontal coordination

• Ensure TAMAP interventions align with the requirements of the stakeholder groups

• Facilitate effective linkages with other institutions that can contribute to the implementation of the TAMAP

• Monitor and review project implementation (including financial), and make recommendations to increase the effectiveness and impact of the TAMAP interventions

Modernisation of Agriculture Programme, Steering Committee Terms of Reference Page 3

• Initiate, review and endorse, and where necessary recommend changes to, the TAMAP indicative plans for EU or other donor financing

• Review the need for specialised Working Groups on selected topics, and recommend the establishment or closure of such groups

• Ensure that all outputs are consistent with the overarching National Agricultural Policy

• Discuss the recommendations submitted by Working Groups

• Discuss any matter involving an alteration in the mandate, terms of reference, membership or structure of the TAMAP

• Discuss operation procedures for the implementation of the TAMAP.

The PSC cannot make binding decisions on these issues, either on behalf of the TAMAP, The Ministry of National Policies and Economic Affairs, EU, or on behalf of other stakeholders.

The Ministry of National Policies and Economic Affairs on behalf of Government of Sri Lanka shall review the terms of reference and mandate of the Programme Steering Committee periodically, taking into account recommendations from the Steering Committee for modification.

4. Role of individual Programme Steering Committee members

Individual members of the TAMAP Steering Committee should:

• understand the strategic implications and outcomes of initiatives being pursued through TAMAP outputs;

• appreciate the significance of the project for some or all major stakeholders, and represent their interests;

• be genuinely interested in the initiative and contribute to the outcomes being pursued in the project;

5. General

5.1. Membership

The TAMAP Programme Steering Committee shall be comprised of members of the following organisations:

• The Ministry of National Policies and Economic Affairs (Co-Chair)

• The Delegation of the European Union to Sri Lanka (Co-Chair)



• Ministry of Mahaweli Development and Environment

• Ministry of Plantations


• Ministry of Fisheries and Aquatic Resources Development and Rural Economy

• Ministry of Irrigation and Water Resources Development and Risk Management

• Private Sector

• Farmer Representatives

• Academia

• TAMAP team (also acting as secretariat)

• Observers (subject to invitation).

To ensure continuity, each member institution should nominate a permanent representative to the Programme Steering Committee, and alternates.

The Programme Steering Committee may decide to ask parties who are not members of the Programme Steering Committee to participate in a meeting so that they can provide relevant information, material or knowledge to the Programme Steering Committee. This could include consultants, project managers or the representatives of institutions.

Participation in the Programme Steering Committee is at the expense of its members.

5.2. Chair

The Chairs, the Secretary in the Ministry of National Policies and Economic Affairs, and the representative of the European Union shall convene the TAMAP Programme Steering Committee meetings.

5.3. Secretariat

The TAMAP is responsible for providing the services of the secretariat to the Steering Programme Committee and its Chairs. It will:

• Prepare agendas and minutes

• Disseminate minutes and documents

• Organise the PSC and finance the venues and production of documentation funded from the incidental expenditures budget

5.4. Agenda Items

The Chair sets the agenda, convenes meetings and ensures they are properly conducted.

All TAMAP Programme Steering Committee agenda items must be forwarded to the Ministry of National Policies and Economic Affairs 2 weeks prior to the next scheduled meeting.

The TAMAP Programme Steering Committee agenda, with attached briefing papers will be distributed two weeks prior to the next scheduled meeting.


The Chairs have the right to refuse to list an item on the formal agenda, but members may raise an item under ‘Other Business’ if necessary and as time permits.

5.5. Minutes & Meeting Papers

The format of the TAMAP Programme Steering Committee minutes shall be determined by the Chairs and endorsed by the members.

The minutes of each TAMAP Programme Steering Committee meeting will be prepared by the TAMAP. TAMAP will maintain a complete set of all TAMAP minutes.

Full copies of the minutes, including attachments, shall be provided to all TAMAP Programme Steering Committee members no later than five working days following each meeting.

By agreement of the Committee, out-of-session decisions will be deemed acceptable. Where agreed, all out-of-session decisions shall be recorded in the minutes of the next scheduled TAMAP Programme Steering Committee meeting.

5.6. Frequency of Meetings

The TAMAP Programme Steering Committee shall meet on the first Tuesday of every sixth month.

Extraordinary meetings will be convened as necessary.

5.7. Conflict of Interest

No member may participate in a discussion of projects, programmes and other issues where such participation would give rise to a conflict of interest.

5.8. Confidentiality

TAMAP Steering Committee members are expected to be open and candid in discussing items before the Committee. For this, reason it is important to maintain confidentiality. Committee members should not disclose information or views expressed by individuals during meetings. Records of decisions and recommendations should respect the principle of non-attribution.

5.9. Decision Making

The function of the Programme Steering Committee is advisory – its recommendations are not binding on the European Union and on the Ministry of National Policies and Economic Affairs. Where possible, recommendations will be reached by consensus. Consensus means that after deliberation all members support a particular point of view. Where consensus is not achieved, the European Union and the Ministry of National Policies and Economic Affairs will take the different viewpoints into consideration when making decisions.


5.10. Alternates to Meetings

Members of the TAMAP Programme Steering Committee shall nominate an alternate to attend a meeting if the member is unable to attend.

The Chairs will be informed of the substitution at least two working days prior to the scheduled nominated meeting.

The nominated alternate shall have voting rights at the attended meeting. The nominated proxy is expected to provide relevant comments/feedback of the TAMAP Programme Steering Committee member they are representing, to the attended meeting.

5.11. Quorum Requirements

A minimum of eight TAMAP Steering Committee member organisations is required for the meeting to be recognised as an authorised meeting for the recommendations or resolutions to be valid.

• The quorum must contain at least one member from each of the following stakeholders: Ministry of National Policies and Economic Affairs; European Union, Ministry of Agriculture, Ministry of Mahaweli Development and Environment; Ministry of Plantations; Ministry of Fisheries and Aquatic Resources Development and Rural Economy, Ministry of Irrigation and Water Resources Management and Risk Management, and the Ministry of Primary Industries.



Annex 4

Terms of Reference for TAMAP Working Groups



TECHNICAL ASSISTANCE TO THE

MODERNISATION OF AGRICULTURE

PROGFRAMME

Working Group Terms of Reference

MINISTRY OF NATIONAL POLICIES AND ECONOMIC

AFFAIRS

Modernisation of Agriculture Programme, Working Group Terms of Reference Page 2

1. Background/Context

The Technical Assistance to the Modernisation of Agriculture Programme (TAMAP) commenced its implementation phase with the mobilisation of a Technical Assistance Team funded by the European Union in January 2018. The Ministry of National Policies and Economic Affairs is responsible for the Programme’s overall implementation and has recruited a Technical Assistance Team to support it in the coordination of the implementation of TAMAP. It is made up of actions in nine technical areas, within the framework four thematic structural and cross-cutting themes..

To succeed, the TAMAP must develop a series of actions that will increase the efficiency and effectiveness of the entire agriculture sector in Sri Lanka. It must also ensure that benefits are balanced between different interests, equitably and transparently, ensuring that public and private sector actors are fully engaged as necessary. It must ensure that all activities falling within Government’s purview are fully motivated to receive the necessary allocation of resources from the national fiscus, which can be fully accounted for within the remit of good governance.

The European Union and the Ministry of National Policies and Economic Affairs are advised by a TAMAP Programme Steering Committee, which provides: overall guidance and advice on policy and strategic issues related to TAMAP; oversight of activities being undertaken as part of the Programme; and the coordination between actors, ensuring that the interests of different groups are fully represented.

2. Function of the TAMAP Working Groups

The function of the TAMAP Working Group is to provide the TAMAP Steering Committee with recommendations on matters of policy, strategy and technical implementation for each of the thematic sectors that make up the TAMAP.

3. Role of the TAMAP Working Group

For the TAMAP, the role of the Working Group is to:

• Ensure that all outputs are consistent with the overarching National Agricultural Policy

• Discuss and make recommendations to the Programme Steering Committee on strategic and policy issues relevant to the successful implementation of the TAMAP for each sector;

• Discuss and make recommendations on other issues that members consider of importance to the TAMAP, or which have major implications for the project;

• Discuss and make recommendations on any matter involving an alteration in the mandate, terms of reference, membership or structure of the TAMAP;


• Discuss and make recommendations on technical issues related to the design or implementation of TAMAP actions;

• Review, discuss and make recommendations concerning the technical quality of projects submitted for financing under the TAMAP;

• Monitor and review project implementation, and make recommendations to increase the effectiveness and impact of the TAMAP interventions;

The European Union and the Ministry of National Policies and Economic Affairs shall review the terms of reference and mandate of the Working Group periodically, taking into account recommendations from the Working Group for modification.

4. General

4.1. Membership

The TAMAP Working Groups shall comprise core members representing the following organisations, as necessary, for each working group mentioned below:

• Ministry of National Policies and Economic Affairs (Chair)

• The Delegation of the European Commission to Sri Lanka


• Ministry of Mahaweli Development and Environment

• Ministry of Plantations

• Ministry of Fisheries and Aquatic Resources Development and Rural Economy


• Ministry of Irrigation and Water Resources Development and Risk Management

• Private Sector

• Farmer representatives

• TAMAP team (also acting as secretariat).

To ensure continuity, each member institution should nominate a permanent representative to the appropriate Working Group, and alternates.

The Working Group will form sub-groups for each sector, to which the relevant organisations from the following sub-sectors will be invited to participate as members:

• Working Group 1: Overarching Agriculture Policy (Result 1)

• Working Group 2:Modernisation of agriculture and diversification (Result 2)


• Working Group 3: Agricultural planning, budgeting and resource allocation (Result 3)

• Working Group 4: M&E and agricultural statistics (Result 4).

Common to all WGs deliberations would be four thematic pillars, namely: 1. National Agricultural Policy directives 2. Institutions and organization - including strategy, programming and

implementation as well as budgetary processes, along with M&E, as well as institutional change and organizational development

3. Commercialisation of agriculture - trade issues including import and export environments as well as surveillance, Research and Development, extension, agro-economic statistics and national benefits based on scientific evidence

4. Cross-cutting issues - gender, youth, environment, smart nutrition, food security and food sovereignty.

The above would help guide the technical WGs.

Each Working Group may decide to ask parties who are not members of the core group to participate in a meeting so that they can provide relevant information, material or knowledge. This will include Provincial Councils and Local Government institutions; representatives of specific interest groups, consultants, implementing agencies, project managers and the private sector.

Participation in each Working Group is at the expense of its members.

4.2. Chair

The Chair, the Secretary in the Ministry of National Policies and Economic Affairs, shall convene the TAMAP Working Group(s) meetings.

If the designated Chair is not available, then a person nominated by the Chair will be responsible for convening and conducting that meeting.

4.3. Secretariat

The TAMAP is responsible for providing the services of the secretariat to the Working Group(s) and its Chair. It will:

• Prepare agendas and minutes

• Disseminate minutes and documents

• Organise the PSC and finance the venues and production of documentation funded from the incidental expenditures budget

4.4. Agenda Items

The Chair sets the agenda, convenes meetings and ensures they are properly conducted.


All TAMAP Working Group(s) agenda items must be forwarded to the Ministry of National Policies and Economic Affairs and the TAMAP 2 weeks prior to the next scheduled meeting. For extraordinary meetings, the agenda will be distributed with the invitation.

The TAMAP Working Group (s) agenda, with attached agenda and supporting documentation (if deemed necessary) will be distributed at as soon as possible before to the next scheduled meeting, time permitting.

The Chair has the right to refuse to list an item on the formal agenda, but members may raise an item under ‘Other Business’ if necessary and as time permits.

4.5. Minutes & Meeting Papers

The format of the TAMAP Working Group(s) minutes shall be determined by the Chair and endorsed by the members.

A short result-oriented brief of each TAMAP Working Group(s) meeting will be prepared by the TAMAP. It will maintain a complete set of all TAMAP minutes.

Full copies of the brief, including supporting documentation, shall be provided to all TAMAP Working Group(s) members within a reasonable time following each meeting.

4.6. Frequency of Meetings

The MAP Working Group(s) will be convened as necessary.

4.7. Conflict of Interest

No member may participate in a discussion where such participation would give rise to a conflict of interest.

4.8. Confidentiality

TAMAP Working Group(s) members are expected to be open and candid in discussing items before the Group. For this reason, it is important to maintain confidentiality. Group members should not disclose information or views expressed by individuals during meetings. Records of decisions and recommendations should respect the principle of non-attribution.

4.9. Decision Making

The function of the Working Group is advisory – it recommendations are not binding on the European Union, Ministry of National Policies and Economic Affairs and the Programme Steering Committee. Where possible, recommendations will be reached by consensus. Consensus means that after deliberation all members support a particular point of view. Where consensus is not achieved, the European Union and the Ministry of National Policies and Economic Affairs will take the different viewpoints into consideration when making decisions.


4.10. Alternates to Meetings

Members of the TAMAP Working Group(s) shall nominate an alternate to attend a meeting if the member is unable to attend.

The Chair will be informed of the substitution at least two working days prior to the scheduled nominated meeting.

The nominated alternate proxy is expected to provide relevant comments/feedback of the TAMAP Working Group(s) member they are representing, to the attended meeting.

4.11. Quorum Requirements

A minimum of five TAMAP Working Group members is required for the meeting to be recognised as an authorised meeting for the recommendations or resolutions to be valid.

The quorum must contain at least one member from each of the following stakeholders: The Ministry of National Policies and Economic Affairs, Ministry; European Commission; Ministry of Agriculture and other relevant line ministry associated with the technical issues related to that Working Group.



Annex 5

Detailed stakeholder analysis




TAMAP Inception Report Annex 5 – Stakeholder Analysis Page 1

Annex 5: SUMMARY OF STAKEHOLDER ANALYSES

1. Ministry of Agriculture Headquarters

2. Ministry of Agriculture, Department of Agriculture

3. Ministry of Agriculture, Department of Agrarian Development

4. Ministry of Agriculture, Sri Lanka Rice Research Institute

5. Ministry of Agriculture, National Fertiliser Secretariat

6. Ministry of Agriculture, Sri Lanka Council for Agricultural Research Policy (SL CARP)

7. Ministry of Agriculture, Agricultural and Agrarian Insurance Board

8. Ministry of Agriculture, Institute of Post-Harvest Technology

9. Ministry of Agriculture, Hector Kobbekaduwa Agrarian Research & Training Institute

(HARTI)

10. Ministry of Mahaweli Development and Environment

11. Ministry of Irrigation & Water Resources Management (Department of Irrigation)

12. Ministry of Primary Industries

13. National Livestock Development Board

14. Ministry of Rural Economy, Milco (Pvt) Ltd

15. Ministry of Ministry of Plantation Industries

16. Ministry of Ministry of Rural Economic Affairs (Department of Animal Production and

Health)

17. National Livestock Development Board

18. Ministry of Rural Economy, Milco (Pvt) Ltd

19. Ministry of Provincial Councils and Local Government (related to Agriculture)

20. Ministry of Fisheries and Aquatic Resources Development

21. (National Aquaculture Development Authority (NAQDA)

22. Ministry of Lands and Parliamentary Reforms

23. Ministry of Hill Country New Villages, Infrastructure & Community Development

24. Ministry of Industry & Commerce



Notes from Meetings with Private Sector Organisations

1. Meeting with Kumudini Gunasekare (WB Modernisation of Agriculture project –

Component 2 in MOPI)

2. Meeting with Mr Jagah Nrssanka - Market Intelligence Specialist (consultant for MOPI)

3. Meeting with Mr A Weerakoon - National Agribusiness Council 4. Meeting with Mr M De Alwis - President of the Sri Lanka Food Processors Association,

and CEO of MA’s Tropical Food Processing Ltd 5. Meeting with A C Pathirage – Hayleys

6. Meeting with Mrs Dawn Austin NIDRO Supply PVT LTD

Name of entity Ministry of Agriculture Headquarters

Mandate/Vision Vision: A vibrant and dynamic agricultural sector for food security and national prosperity Mission: A vibrant and dynamic agricultural sector for food security and national prosperity

Governing Policy/strategy

National Agriculture Policy

• Ensure food security through proper management of locally produced food and

supplementary food stocks.

• Provide people with environmentally friendly, healthy, and toxic free agro-

productions through management of residues also minimising the application of

chemical fertilizer and pesticides in food production.

• Increase productivity of crop productions and minimise production costs through

introduction of mechanisation, modern technology, efficient water management,

crop diversification and soil conservation methods.

• Mobilisation of producers to produce high quality agro production for local and

foreign markets through encouraging them to undertake high quality self-seed

production, dissemination of value-added production methods, adopt GAP and

good production methods.

• Contribute to increased paddy production through rehabilitation of tanks, canals

and anicuts and re-cultivation of abandoned paddy lands.

Major tasks/activities

• Formulation of policies, programmes and projects, monitoring and evaluation in

regard to agriculture and those subjects that come under the purview of

Departments, Statutory Institutions and Public Corporations listed below.

• Formulation of strategies and plans to improve agricultural production and

productivity by adoption of modern technology

• Adoption of necessary measures to enhance agricultural production based on

crop diversification



• Formulation of action to provide systematic training, and expansion of

educational and research opportunities for persons engaged in various

agricultural fields

• Adoption of measures to encourage agro-based entrepreneurs and to expand

agricultural market opportunities.

• Formulation of strategies to guarantee to the consumer community the quality of

local agricultural products

• Undertake activities related to paddy lands

• Provide welfare of farmer community, and social security matters

• Implementation of fertilizer subsidy programmes in an efficient manner by

importing and distributing quality fertilizer

• Administration and personnel management of Sri Lanka Agricultural Service

• Matters pertaining to the FAO

• Matters relating to the Vegetable Development Board and Fruit Development

and other resources

• Supervision and management of all matters arising to 14 departments, statutory

institutions and public corporations under its purview

Departments, Statutory Institutions and Public Corporations 1. Department of Agriculture 2. Department of Agrarian Development 3. National Fertilizer Secretariat 4. Agriculture and Agrarian Insurance Board 5. National Agricultural Diversification and Settlement Authority (Hadabima) 6. Sri Lanka National Freedom from Hunger Campaign Board 7. Pulses and Grain Research and Production Authority 8. Hector Kobbekaduwa Agrarian Research and Training Institute (HARTI) 9. Sri Lanka Council for Agricultural Research Policy 10. Institute of Post-Harvest Technology 11. Ceylon Fertilizer Company Ltd 12. Colombo Commercial Fertilizer Company 13. Janatha Fertilizer Enterprises Ltd 14. Lanka Phosphate Company Ltd

Relevant Acts:

• Agrarian Research and Training Institute Act, No. 5 of 1972

• Control of Pesticides Act, No. 33 of 1980

• Felling of Tress (Control) Act, No. 9 of 1951

• National Freedom from Hunger Campaign Board Act, No. 15 of 1973

• Plant Protection Act, No. 35 of 1999

• Seed Act, No. 22 of 2003

• Soil Conservation Act, No. 24 of 1996

• Sri Lanka Council for Agricultural Research Policy Act, No. 47 of 1987

• Regulation of Fertilizer Act, No. 68 of 1988

• Agrarian Development Act, No. 46 of 2000



Ministry of Agriculture, Headquarters

Strengths Well established Ministry, with well held reputation. Senior and middle cadre staff dedicated and well educated Under its umbrella, associated agencies have a combination of mandates and resources to strongly support and manage sustainable agriculture development and productivity in Sri Lanka Wide range of agro-ecologies - soil, climate and bio-diversity Sector is responsible for the welfare of 70% of the island’s population and about 27% of its workforce

Weaknesses Diminishing funding from treasury Questionable effectiveness of policy analysis, strategic planning, monitoring and evaluation Trade policies inhibit improved productivity Research into innovative technologies underfunded Duplication of effort throughout the Ministry and across ministries supporting agriculture Poor succession planning of staff. Continuation of the fertilizer subsidy programme without appropriate targeting

Opportunities

Rationalisation of the agriculture sector to bring major sub-sectors under the Ministry’s purview and reduce duplication of effort Improve institutional coordination Focus on raising land and labour productivity and post-harvest value addition Focus on comparative advantage while ensuring food security and food sovereignty Promote the business of agriculture and agri-business Use of ICT for information dissemination Collaboration with the private sector to commercialise many commodity value chains Opportunities for women and youth through diversification and high-value agriculture

Threats

Continued reduction of recurrent and development budgets

Inefficient use of budgets

Inertia of staff to move out of their comfort zones and change established work routines.

Government’s continued protectionist stance threatens Sri Lanka leveraging comparative advantages

Climate change

Poor access to irrigation facilities and on-going support

What changes need to be made to accomplish the vision?

Very senior staff to champion a rationalisation and realignment of support given to the agriculture sector.



Name of entity Department of Agriculture

Mandate/Vision Vision: Achieve excellence in agriculture for national prosperity Mission: Achieve an equitable and sustainable agriculture development through development and dissemination of improved agriculture technology


National Agriculture Policy, and relevant acts listed under Ministry of Agriculture


The objectives of the DOA are focused on maintaining and increasing productivity and production of the food crop sector for the purpose of enhancing the farmers income and living conditions and making food available at affordable prices to the consumer.

The major functions of the DOA include research, extension, production of seed and planting material, regulatory services related to plant quarantine, soil conservation and pesticides. The management structure of DOA consists of three research institutes; Rice Research and Development Institut; Field Crops Research and Development Institute; Horticultural Crops Research and Development Institute; and six technical service centers; Seed Certification and Plant Protection Centre, Seed and Planting Material Development Center, Extension and Training Centre, Socio Economics and Planning Center, Natural Resource Management Center, Progress Monitoring and Evaluation Unit together with three support services; Engineering Division, Finance Division and Administration Division.

Regulatory Services under: Plant Protection Act; Soil Conservation Act; Control of Pesticide Act; Seed Act.



Ministry of Agriculture, Department of Agriculture

Strengths

Well established department with well-resourced infrastructure and equipment.

A modern, well-resourced ICT Centre in Kandy, highly educated senior cadre based in Kandy and a well-trained team of professionals in the field.

Well established track-record of research

Long time series of the economics agricultural crops

Weaknesses

Since the introduction of the 13th Amendment to the Constitution in 1988 and devolution came the overlapping of responsibilities and duplication of effort in planning and implementation of those plans, and with this an undue competition for scarce resources.

Lack of high quality seeds

Technology transfer and extension messages not being followed by farmers.

Little or no focus on farming as a business and post-harvest value addition

Does not get involved in provincial and district level planning and there is no mechanism to coordinate between Farmer Organisations and Provincial Councils necessary for effective grass roots actions.

Opportunities

Develop appropriate technologies to retain youth in the sector and to provide equal opportunities to women.

Review the economic impacts of paddy research policies with a view to having a sharper focus on profitability, improving yields and diversification.

In general use research to better inform decision makers of the profitability of different options emanating from research.

Focus research in climate smart initiatives and liaise with private sector

Improve skills of village level Agricultural Research and Production Assistants

Focus on raising land and labour productivity and post-harvest value addition Introduction of farming as a business throughout its networks.

Threats

Climate change and inability of research to react to sector needs

Confusion at farm level with the Agriculture Research and Production Assistants being part-time and in a devolved capacity.

Inability of the sector to attract quality professional staff.


General change of mindset to evaluate the economic impact of research on farm level incomes. Review all activities in order to cut-out duplication of effort. Adaptation and adoption of appropriate technology to meet farmers’ needs. Rationalise Research/Extension linkages.



Name of entity Ministry of Agriculture, Department of Agrarian Development

Mandate/Vision Vision: Sustainable development of all Agricultural Lands and Farming Communities in Sri Lanka Mission: Formulation and timely implementation of institutional, legal and management services for optimum productivity of all agriculture lands as well as sustainable development of farming communities in Sri Lanka.


National Agriculture Policy, and relevant acts listed under Ministry of Agriculture


Objectives and Main functions:

• Ensure the utilization of agricultural lands in accordance with State Agricultural Policies

• Protect the cultivation rights of the agricultural landlords, cultivators and occupiers/tenant provisions

• Preparation of regulations regarding registration and functioning of farmers’ organisations (FOs) and to ensure the implementation of those provisions

• Establishment of Agrarian Development Councils and guidance and supervision of the execution of power of them

• Preparation, amending, revising and maintaining registers of agricultural lands within each and every agrarian development council area of authority island wide

• Making arrangements to solve problems of tenant cultivators and other disputes of farmer community regarding the agricultural lands

• Implementation of the provisions applicable to ensure productivity, protection, conservation and management of minor irrigation systems and water resources

• Taking legal actions against the parties who violate the regulations of the Agrarian Development Act and State Agricultural Policies

Note that the Department is responsible for minor irrigation, that is irrigation tanks associated with command areas of less than 200 acres.

(Larger areas are managed by Ministry of Irrigation, except those areas associated

with catchments associated with the Mahaweli development areas).

Department of Agrarian Services is mainly dealing with paddy rice



Ministry of Agriculture, Department of Agrarian Development

Strengths

Cadre of +/-14,000 front line officers well integrated into the farming communities which network well with the decentralized planning systems – 5 officers and 10 farmers, of which one is the Chair, form an Agriculture Services Committee which feeds into divisional development committees, which then feed into District Development Committees, comprising Divisional Secretary (termed in earlier times the Government Agent), as well as local MPs. These then feed into National Development Planning Committees

560 rural based agricultural service centres

Weaknesses

Little attention to farming as a business and the profitability of farming; Agricultural Research and Production Assistants poorly skilled to meet multiple demands of farming communities; FOs are considered to be groups of subsistence farmers who need to be guided at every level; little acknowledgement that the private sector could play a roll, little liaison with the private sector to develop commodity lines so as to move farmers out of paddy production into other, more profitable, commodity lines Note that the planning system of bottom-up meeting top-down appears to be ‘wish-lists’ developed by the bottom-up approach which are often squashed by treasury who makes an allocation, and then districts plans are retro-fitted on a priority basis Limited diversification into high value crops High price fluctuations Input supplies not always on time, and use of improved technology not widespread

Opportunities

Engagement with private sector, introduction of the concept of farming as a business, use paddy lands for other, higher valued crops, use of agricultural service centres as nodes for agrarian development, introduction of resources and financial budgeting to help prioritise opportunities and make development initiatives more evidence based. Promote crop diversification Bring in cross-cutting issues such as climate change, gender and youth empowerment into technology transfer Review scope and scale of 560 ASCs

Threats

Climate change – droughts, floods, extreme events; poor skills of lower tiered field level staff, bloated hierarchy, and a rethink of the approach of extension support in general

Trade barriers and cumbersome bureaucracy


Consolidation of resources committed to smallholder agriculture.

Review of Agricultural extension systems and strengthen extension/ research linkages to ensure appropriate technology is adapted and adopted in Sri Lanka.



Name of entity Ministry of Agriculture, Sri Lanka Rice Research Institute

Mandate / Vision The main institution under the DOA mandated with the task of improving rice production and technology application - the Rice Research and Development Institute (RRDI).

Governing Policy / strategy Ensure food security through proper management of locally produced and supplementary food stocks

Major tasks / activities

Functions of the RRDI:

• Research high yielding rice varieties and introduce improved rice production and crop protection technologies

• Research soil fertility and sustainability management

• Research pest, disease and weed control methods

• Improve post-harvest activity

• Research crop physiology to changing resource availability and changes in climatic conditions

The RRDI is assisted by the Regional Rice Research Development Centre located at Bombuwala, in the Kalutara district with its two agricultural research stations at Labuduwa and Bentota. The centre and the research stations have broad responsibilities for developing new rice varieties, technologies and strategies to improve rice production in the wet zone region of Sri Lanka, and under irrigation in the dry zone.



Ministry of Agriculture, Sri Lanka Rice Research Institute

Strengths First class track record in plant breeding, large gene pool to draw from. Have a good network of research facilities: The RRDI is assisted by two rice research stations strategically located in Ambalantota and Sammanthurai: The rice research station at Ambalantota is responsible for development work for the Southern rice belt of the country. The rice research station at Sammanthurai in Ampara is tasked with handling rice cultivation issues in the Eastern Province of the country. Government has invested lots in irrigation

Weaknesses Since devolution research, education, extension links have weakened. Agric and Agrarian Development Depts do not communicate well. Research continues in a solid traditional approach but needs to embrace biotechnology and re-tool, and up-skill workforce Large scale farmers are OK, but small-scale need attention and support, production costs going up, yields stagnating, fragmented land parcels make mechanisation difficult, lack of tenure, PMB not functioning as it used to, does not buy paddy at right time, storage facilities poor, large millers buying early season at rock bottom prices and charging consumers a high rate. Government fertilizer scheme unaffordable, and farmers’ do not necessarily need fertilizers as recommended by blanket recommendations. Completely organic production is highly optimistic - need to have a balance; withdrawal of certain chemicals unnecessary, but Govt follows ill-informed advocacy groups to win popular votes. Rural infrastructures are in poor state of repair, including irrigation systems

Opportunities Improve paddy yields through plant breeding initiatives, improve post-harvest crop storage options; get crop-storage facilities to small-scale farmers, consolidate land parcels, improve labour productivity through developing and adapting equipment to local conditions, retrain extension workers and have a better level of management of extension services, improve fertilizer use by having site-specific fertilizer recommendations, review and revise process of withdrawal of agricultural chemicals based on informed scientific evidence.

Review manning and management within the MoA to better utilise resources – avoid duplication, improve coordination and communication.

Threats Status quo. Climate change which impacts performance of plant varieties, water availability and irrigation scheduling,

What changes need to be made to accomplish the vision? Up-grade research facilities and re-skill research staff and re-introduce succession planning, up-scale extension workers, and to think about farming as a business.

Access to appropriate and improved farm equipment; provision of improved post-harvest storage technology and systems should be priority for small-scale paddy farmers’, review economic impacts of fertilizer support scheme



Name of entity Ministry of Agriculture, National Fertiliser Secretariat

Mandate / Vision Promotion of fertiliser, distribution and consumption

Governing Policy / strategy Regulation of Fertilizer Act, No. 68 of 1988

Major tasks / activities Formulating subsidy policies; Estimating the fertilizer requirements of the agriculture sector; Ordering national fertilizer through two state owned fertilizer companies; Arranging payment; subsidy program issuing licenses for fertilizer importers, blenders, and manufacturers; scrutinizing subsidy claims; and inspecting and testing fertilizer at the wholesale and retail levels for problems such as low quality.

Strengths Long-time experience with fertiliser subsidies programme for SL.

Weaknesses See notes on chronology below – problems of policy changes and a lack of evidenced based analyses to inform decision makers.

Subsidy schemes are criticized for not reaching the intended target group, for being subject to misuse and corruption in the process of distribution and for creating a dependency syndrome. Administration of fertilizer subsidies is heavy on manpower, little if any input from the private sector.

Opportunities Government’s intention is to encourage farmers to

move away from using chemical fertilizers but SL

will be unable to produce enough organic fertilizer

to maintain food security.

Farmers have complained that they cannot afford to buy standard fertilizer. There is a fertilizer shortage as a result of stockpiling by traders and, lead farmers face difficulties in purchasing fertilizer stocks

Threats Government is under increasing financial pressure due to low annual revenue streams and increasing external debt; and inefficient resource allocation is of major concern. These issues raises questions about continuing the fertilizer subsidy policy in Sri Lanka’s rice sub-sector. The mounting burden of fertilizer subsidy compelled the newly elected government at the end of 2015 to introduce some modifications to the fertilizer subsidy policy by converting the subsidy to a cash allowance, which was reversed in 2018.

What changes need to be made to accomplish the vision? Abolishment of fertiliser subsidies is socio-politically impossible but reforming the system may be feasible. Options are 1) better targeting perhaps by using vouchers; 2) start output price support program instead of input subsidies; 3) gradually reduce subsidies and 4) liberalise the import of fertilisers which comply with quality standards

Note: Subsidies for fertilizer used for tea, rubber, and coconut production are administered by the Tea Smallholdings Development Authority (TSHDA), the Rubber Development Board (RDB), and the Coconut Cultivation Board (CCB), respectively

Notes received from Prof Jeevika Weerahewa (March 2018) (i) The government of Sri Lanka converted the price subsidy given to fertilizers into a cash subsidy in February 2016 and it is the fertilizer policy under implementation as of today. (ii) The cash subsidy scheme comprised of four components; the first is a cash transfer made to the farmers based on the extent of paddy lands cultivated by the farmers, the second is a price ceiling on fertilizers, the third is an import licensing scheme, and the forth is the fertilizer recommendations issued by the Department of Agriculture. Please note that there was no subsidy payment for the



fertilizer importers under the cash subsidy scheme. (iii) At the time of commencement of the cash subsidy scheme, the cash transfer given to the farmers was sufficient to purchase the recommended amount of fertilizers. The importers did not find it difficult to sell fertilizers at the ceiling price announced by the farmers as the world market price and the ceiling price nicely matched. (iv) However, there was an increase in world market price of fertilizer in 2017 and importers found it difficult to purchase fertilizer from the world market and sell at the ceiling price. On top of this, a tender had been cancelled due to some unknown reasons and there was a shortage in fertilizer in the domestic market. (v) People started to think that the price subsidy scheme we had during 2005-2015 was better than the cash subsidy. The price subsidy involved getting a guarantee from the importers make fertilizer available through the year and farmers were given fertilizer in kind at concessionary prices. (vi) In order to provide a relief to the farmers, a paper had been submitted to the cabinet of Sri Lanka to increase the size of the cash subsidy. (vii) I came to know from some unofficial sources that the cabinet decided to abolish the cash transfer scheme and go back to the old scheme of price subsidy rather than increasing the size of the cash subsidy. (vi) In order to provide a relief to the farmers, a paper had been submitted to the cabinet of Sri Lanka to increase the size of the cash subsidy. (vii) I came to know from some unofficial sources that the cabinet decided to abolish the cash transfer scheme and go back to the old scheme of price subsidy rather than increasing the size of the cash subsidy.



Name of entity Ministry of Agriculture, Sri Lanka Council for Agricultural Research Policy (SL CARP)

Mandate / Vision Formulate national agricultural research policy and priorities

Governing Policy / strategy

Sri Lanka Council for Agricultural Research Policy Act, No. 47 of 1987


Agricultural research; Agricultural research priority advisory; Advisory service on

resources for research; Communication channel between research and

government; Arranging additional funds for agricultural research; Arrange post

graduate training and exchange of scientific knowledge and experts.

Strengths CARP is the only institute covering all ministries for agricultural research purposes, but not since; CARP is positioned to provide services to the new farmers, the young investing in agriculture

Weaknesses Poor coordination to connect policy research and their implementation by ministries, although in 2006 CARP did this; CARP doesn’t get the draft policy documents of various ministries. Also noted that farmers have to interact with many govt staff at field level – needs to be simplified and make more effective and efficient. Farmers given conflicting policy directives

between seasons – taxation, subsidies and tariffs

Policy documents are well past their sell-by-date

before they are approved.

Secretaries should be permanent and not change with the change in Government.

Opportunities A new generation of farmers is standing up, young

people who want to do this as a business, they

require new types of research and extension such

as in agribusiness, sustainable agriculture,

mechanization, marketing etc. Floriculture and

horticulture have good business opportunities both

on local and export market. Floriculture is a

business mainly done by women and

consequently promoting the business will

contribute to women empowerment.

President is questioning all subsidies to agric

sector following recent local elections (his party

failed miserably) – opportunity for CARP to

provide support in this regard and prepare

evidenced based and robust analyses.

Harmonise development partner inputs and provide govt with opportunity to own its own actions – budgetary support may be the way forward

Policy implementation is inherently weak due to the fact that at farm level farmers do plantation, export and food crops so receive all kinds of different officers who communicate with different bosses; no guidelines for farmers on what to produce at what time; the extension services in Sri Lanka for agriculture can’t develop agriculture as a business.

What changes need to be made to accomplish the vision? Increase access to implementation of evidence-based research. CARP should be more involved in the implementation of research. Need a registered list of farmers and performance monitored.

Extension agents need to be part of the one stop shop – what to grow, how to grow, what are the expected returns, how to access markets. Make sure private sector plays ball – Nestle example re production of coconut milk instead of dairy milk



Name of entity Ministry of Agriculture, Agricultural and Agrarian Insurance Board

Mandate / Vision To be the ideal Agricultural Insurance Institute in South Asia by being the foremost protector in local agriculture.

To provide an internationally recognized excellent service through collective efforts and coordination with the relevant institutions for the provision of Agricultural Insurance and benefits.

Governing Policy / strategy The Agricultural and Agrarian Insurance Board is the only state sector insurer dedicated exclusively for agriculture insurance was established by Agricultural Insurance Act No. 27 of 1973 to discharge the responsibility entrusted t the government for protecting local agriculture and the agriculturalist in the face of disaster situations


• Updating existing insurance schemes and introducing new schemes

to minimize the risks of local agriculture and create financial stability

in the institution

• Updating existing social security schemes and introducing new social

security schemes to offer stability to local agriculturalists

• Obtaining local and international quality certificates relevant to the

institution

• Maintaining proper coordination with other relevant institutions

• Maintaining contented group of consumers

• Maintaining the development of human and physical resources and

administration of the institution systematically and regularly.

• The mission carried out by the Agricultural and Agrarian Insurance

Board can be divided broadly into two categories as risk management

and social welfare.

Insurance schemes implemented by the Agricultural and Agrarian Insurance Board

• Crop Insurance Schemes (Paddy, maize, supplementary crops

(green gram, soy, black gram) big onions, sugarcane, export

crops, plantation crops (tea), coconut, flowers, ginger, chili,

vegetables, plantain, fruits)

• Livestock Insurance Schemes (Goat, cattle, cow calves)

• General Insurance Schemes (warehouse insurance scheme,

Agricultural implements insurance scheme, Accident insurance

scheme, Suwasetha health insurance scheme, 2 wheel and 4

wheel tractors and other third party insurance scheme)

• Farmers’ pension and social security scheme

• Fishermen’s pension and social security scheme

The government had already launched a two-year National Food Production Programme to ensure self-sufficiency in Potatoes, Big Onions, Chilies, Maize and Soya beans. Farmers growing these crops will receive crop insurance and will be paid compensation up to a maximum of Rs10,000 per acre for damages to crops in times of a calamity.



Ministry of Agriculture, Agricultural and Agrarian Insurance Board

Strengths Access to funding as this agricultural insurance scheme is funded by 1% levy charged from the profits of all registered Banks, Financial institutions and the Insurance companies since 2013.

Index based insurance scheme - Arrangements have been made to employ locally and internationally recognized risk management systems in collaboration with leading global insurance institutions engaged in crop cultivation who maintained efficient services internationally drawing on their new technologies and techniques thus elevating the services of the Board in the coming years.

Also have a database of farmers who had subscribed to the Farmers’ Pension and Social Security Scheme was 959,224.

Weaknesses Poorly understood by small-scale farmers and staff within MoA

Opportunities Link insurance scheme to loan finance for farmers – pay-outs are on loss of profit, not cost of production.

They currently do not deal with plantation clients.

Threats Possible change of funding if the fertilizer subsidy programme is radically changed, or if policy to levy banks and insurance houses changes

What changes need to be made to accomplish the vision? Conduct awareness raising programmes targeting all agricultural districts. Recruit new agents and conduct regular training sessions to update their knowledge and introduce new techniques to them to optimize the process of the department.



Name of entity Ministry of Agriculture, Institute of Post-Harvest Technology

Mandate / Vision Be a Center of Excellence in sustainable post-harvest development for

national food security


Major tasks / activities • Reduction of post-harvest losses to 15% for perishable crops and 5%

for non-perishable crops.

• Manage price fluctuations for farmer crops within 5% margin

• Standardization and quality improvement of 10 fruits and 10

vegetables

• Becoming the 5th country in the international markets for spices

• Create food security, economic and social development

Strengths Only government institute focusing specifically on post-harvest. Long term experience in dealing with post-harvest technologies for rice and horticultures. Broad spectrum of services provided to post harvest development. The institute provides institutional assistance where the other government bodies provide mainly technical assistance

Weaknesses The institute believes in regulation of the market by government actions and protecting the farmers against imports. FO are seen of groups of smallholder farmers who need an institutional protection against business men at the upper end of the value chain and imports. The private sector is considered a constraint for the development of a good position of farmers in the sector

Opportunities Develop a more market driven approach to their work and change the mind set on the benefits of high level protection of markets. The institute has a good infrastructure for post-harvest technological development and cooperation between the Technology Centers in WB project and the 8 existing post-harvest technology centres is a good opportunity to strengthen the capacitation of stakeholders

Threats Climate change – droughts, floods, extreme events

What changes need to be made to accomplish the vision? According to their mandate they need to work with several ministries but they are the only organization focusing specifically on post-harvest development. The resources are not enough. Another issue is that other Ministries and Departments are not considering them. Only recently post-harvest development gets more attention in Sri Lanka government but still most attention is for production.



Name of entity Ministry of Agriculture, Hector Kobbekaduwa Agrarian Research & Training Institute (HARTI)

Mandate / Vision Be the leader for generating and disseminating knowledge for sustainable agrarian and rural development

Mission is to “strengthen agrarian and rural sector through conducting research and training activities”.

Governing Policy / strategy The Agrarian Research and Training Institute incorporated on 21st of February 1972 by Parliamentary Act No.5 of 1972 comes under the purview of the Ministry of Agriculture and the 6th section of the Act No. 5 of the 1972 has been amended by the Agrarian Research and Training Institute Act (Amended) No. 29 of 1981.

Major tasks / activities The key function of the institution is to generate knowledge through

research and distribute the same. It would expect to formulate policies

based on information provided by the researchers in order to ensure

sustainable agriculture. Further the institution is also involved in process

of coordination between farmer community and policy makers through

information.

• Training

• Marketing, Food Policy and Agri-Business

• Human Resources and Institutional Development

• Environmental and Water Resource Management

• Agricultural Resource Management

• Agricultural policy and Project Evaluation

• Statistics and Data Processing

Strengths Long time experience of doing research and training activities for agriculture. Well established infrastructure for implementing the activities. Contacts with international organizations to support their work

Weaknesses The political environment is seen as a constraint. For example, probably less protection of paddy farmers would be beneficial for the development of agriculture sector and the diversification of agriculture but is politically hardly an option. Also bringing all agricultural activities under one ministry such as in other countries is not politically feasible it was argued.

Duplication of research efforts, lack of prioritising research activities between govt institutions as well as universities.

Opportunities Farming as a business is still not practiced by the large majority of the farmers. Extension workers also have limited understanding of farming as a business. The importance of Farmer Organizations for the development of the agricultural sector is still largely unrecognized. So this is a huge opportunity for the institute. Another is to merge with other research based institutions.

Threats Climate change – droughts, floods, extreme

events

Low productivity of agriculture

What changes need to be made to accomplish the vision? The structure of agriculture in Sri Lanka needs to change such as small plots, farmers not business oriented, farmers dependent on loans from agents and middlemen, farmer organisations not involved in agro-input supply and thus having limited value to farmers. Only few good ones exist such as Nagollugarma in Kuvunagale District – Aruna Farmers organization.



Name of entity Ministry of Mahaweli Development and Environment

Mandate/Vision This Ministry wears two hats: one hat being in charge as some kind of PMU to sustainable develop the entire Mahaweli Basin and to ensure environmental sound development across the country (second hat).


For the development of the Mahaweli Basin a Master Plan developed by FAO in 1969 is the basis of its activities. With regard to environment, there is a National Environment Policy from 2003 and subsequent sub-sector policies which have been prepared under the former Ministry of Environment and National Resources.


1. Formulation of policies, programmes and projects, monitoring and evaluation in

regard to subjects of Mahaweli development and environment and those

subjects that come under the purview of Departments, Statutory Institutions and

Public Corporations listed below

2. Implementation of Mahaweli development programmes

3. Activities under the purview of the Mahaweli Authority Act and activities related

to agencies established under the Act

4. Adoption of necessary measures for the development of national and

international cooperation in relation to protection of environment for the present

and future generations

5. Contribute towards sustainable development

6. Formulation of policies and plans in respect of environmental conservation and

management

7. Forests and Forestry matters

8. Protection and conservation of forests, fauna and flora

9. Promotion of commercial forestry aimed at meeting the country’s timber

requirement

10. Formulation and effective implementation of programmes to combat

environmental pollution

11. Prevention of marine pollution

12. Coast conservation and protection

13. Regulation and promotion of the Gem and Jewellery industry and trade

14. Supervision and management of all matters arriving to departments, statutory


Departments, Statutory Institutions and Public Corporations

1. Mahaweli Authority of Sri Lanka (except Mahaweli Livestock Enterprise Company Ltd.)

2. Moragahakanda and Kalu Ganga Reservoir Project

3. 3. Dam Safety & Water Resources Planning Project

4. Mahaweli Consolidation Project (System B Rehabilitation)

5. Udawalawe Left Bank Project

6. Uma Oya Development Project

7. Department of Forests

8. Central Environmental Authority

9. Geological Survey and Mines Bureau

10. GSMB Technical Services (Pvt) Ltd.

11. State Timber Corporation

12. National Gem and Jewellery Authority

13. Gem and Jewellery Research Institute

14. Lanka Timber Plant and Industries

15. Marine Environment Protection Authority

16. Department of Coast Conservation

17. Central Engineering Consultancy Bureau and its subsidiary companies and associates



Ministry of Mahaweli Development and Environment

Strengths

Given the high national importance of the MMD in various spheres (i.e. food production, hydropower, employment, population resettlement and regional development), it has received high political patronage since its inception in the mid-1970s.

It has a strong track-record of result-oriented development. This most likely can be attributed Given the high national importance of the MMD in various spheres (i.e. food production, hydropower, employment, population resettlement and regional development), it has received high political patronage since its inception in the mid-1970s.

.

Weaknesses

The joint functioning of MMD can also lead to some ambiguity about decisions taken and implemented by the authority and the ministry, especially on issues related to the types of land appropriated for development and the selection of communities for any resettlement programme, and the allocation of water.

In principle the MMD is an entire parallel structure to the existing ministries and departments with regard to the development of the Mahaweli Basin. The ministry has its own extension service and develops large water reservoirs in parallel to the Ministry of Irrigation and Water Resources Management with more than 30,000 employees. Though the spatial differentiation is made in the geographic area they work, it is very likely that there is duplication of services between this ministry and the other key ministries. It can be assumed that having a large parallel structure leads to additional redundant costs.

Coordination within the MDD works very well, however, there appears to be some lack of coordination between MMD and the other ministries and departments.

Opportunities

Due to its efficiency and effectiveness, agricultural development can be much accelerated by using the MMD.

Given the fact that MMD wears the second hat, MDD has easier access to new funding modalities such as Green Climate Fund which can significantly help in accessing additional finance for the development of the basis.

There are catchment management guidelines which offer significant scope for improvement

Threats

Since the Master Plan is continuously updated, there is still a need to have this ministry on board. According to the statement of the Secretary, the MDD has to remain in place for the next 20 years with then gradually phasing out once the entire basin is developed.

With regard to Green Climate Fund and other funding resources, there might be dilution of responsibilities between the “Ministry of Environment” hat and the MDD hat. Conflicts of interest cannot be excluded.


Avoid any duplication of resource use with other ministries and agencies.



Name of entity Ministry of Irrigation & Water Resources Management (Department of Irrigation)

Mandate/Vision Vision Prosperous Sri Lanka through sustainable water resources and development and management. Mission Providing wellbeing of community & environment by fulfilling multiple water users through Water Resources Development & Management


• Irrigation Ordinance, No. 22 of 1946

• Water Resources Board Act, No. 29 of 1964


1. Formulation of policies, programmes and projects, monitoring and evaluation

in regard to the subjects of irrigation and water resources management and

those subjects that come under the purview of Departments, Statutory

Institutions and Public Corporations listed below

2. Activities related to provision of a systematic water supply for agriculture by

proper maintenance and construction of irrigation and drainage systems, and

drainage and flood control through flood control schemes

3. Conduct of proper water management, so as to ensure adequate provision of

irrigation facilities required for agricultural development

4. Take steps to specifically determine catchment areas and river basins and

take action for their sustainable conservation

5. Development of strategies for the control of water pollution and protection of

water quality

6. Implementation of irrigation development programmes

7. Implementation of sea water elimination scheme

8. Prevention of environmental pollution in water sources such as rivers, canals

and tanks

9. Formulation of programmes and projects for conservation of underground

water sources

10. Take necessary measures for rain water conservation

11. Engineering consultancy services and construction work

12. Supervision and management of all matters related to the departments, and

statutory institution under its purview


1. Department of irrigation

2. Water Resources Board

3. Riverine Bamboo Project



Ministry of Irrigation & Water Resources Management (Department of Irrigation)

Strengths There are 103 distinct river basins in Sri Lanka which support over three hundred man-made major and about 12,000 minor irrigation reservoirs. With its historical and long-standing focus on irrigated agriculture (using over 80% of developed water resources), Sri Lanka has resulted in very strongly irrigation-based institutions.

Weaknesses There are many agencies dealing with water in a complex and dynamic framework where competencies overlap. The island’s vast irrigation network requires cross-district cooperation. No water abstraction-register for irrigators and industrial users Absence of clear national and sectoral policies Funds allocated to the MIWD do not have a direct bearing on the sector.

Opportunities Develop a comprehensive national water policy within which an irrigation policy sits. Direct funds to the water sector needs to be targeted specifically for irrigation purposes, including: (i) provision of science-based guidelines for the rehabilitation of small tank cascades; (ii) propose effective water management practices to enhance agricultural productivity in the tank-upland systems; (iii) carry out value chain analyses to guide high-impact initiatives focused on improving land and water productivity, entrepreneurship and agribusiness; (v) test appropriate low-cost micro-irrigation techniques for the upland areas to enhance the productivity of scarce water resources and upscale successful systems; (vi) test and implement appropriate management practices for the conjunctive management of surface and groundwater in the tank command; and (vii) explore the scope for crop diversification into high-value crops and opportunities for integrated crop–livestock farming systems and organic farming in the small tank schemes to enhance both land and water productivity in the village irrigation systems and also to ensure household food security.

Threats Climate change: there is pronounced temporal and spatial variability in water availability. It is estimated that by 2025 several districts in the dry zone will experience severe seasonal or year-round absolute water scarcity at the current level of irrigation efficiency. Despite its non-consumptive nature, hydropower generation affects the temporal pattern of water release and downstream allocation for agriculture and other water use sectors, which results in a growing conflict over water demand between agriculture and energy

What changes need to be made to accomplish the vision? Establish an irrigation policy in an overarching water resources policy firmly linked to an over-arching agricultural policy. This may require institutional alignment of irrigation directly under agriculture.



Name of entity Ministry of Plantation Industries

Mandate/Vision To enhance the productivity, profitability and sustainability of the plantation industry through economically, socially and an environmentally established plantation sector


• National Institute of Plantation Management Act, No. 45 of 1979

• Sri Lanka Tea Board Act, No. 15 of 1970

• Rubber Replanting Subsidy Act, No. 36 of 1953

• Rubber Research Ordinance, No. 10 of 1930

• Rubber Control Act, No. 11 of 1956

• Tea (Tax and Control of Exports) Act, No. 16 of 1959

• Tea and Rubber Estates (Control of Fragmentation) Act, No. 2 of 1958, of

1983, and 20 of 2005

Major tasks/activities 1. Formulation of policies, programmes and projects, monitoring and

evaluation in regard to the subject of plantation industries and

departments, statutory institutions and public corporations that come under

the purview of the ministry.

2. Provision of incentives and other facilities to increase the yield of

plantation crops

3. Enhance international competitiveness for productivity in the plantation

industry

4. Adoption of necessary measures to promote value addition industries

based on plantation crops

5. Issuance of licenses related to tea and rubber

6. Issuance of permits for export of tea

7. Issuance of licenses related to fragmentation of tea or rubber estates, and

their control

8. Optimum utilization of plantation lands through multiple cropping and

integrated farming, thereby increasing production and employment

9. Matters relating to the development, promotion and research activities of

tea, rubber and coconut industries


1. Department of Rubber Development

2. National Institute of Plantation Management

3. Sri Lanka Tea Board

4. Tea Smallholdings Development Authority

5. Tea and Rubber Estates (Control and Fragmentation) Board

6. Tea Shakthi Fund

7. Thurusaviya Fund

8. Tea Research Institute

9. Rubber Research Institute

10. Coconut Cultivation Board

11. Coconut Development Authority

12. Coconut Research Institute

13. Sugar Research Institute

14. Kalubovitiyana Tea Factory Ltd

15. Sri Lanka Rubber Manufacturing and Export Corporation



Ministry of Ministry of Plantation Industries

Strengths Only Ministry dealing exclusively with plantation crops Ministry has its own extension staff and its own research institutes Commodity boards have been instrumental in developing value chains Colombo tea auction is renowned selling the highest volumes of tea in the world Access to large regional markets

Weaknesses Productivity of plantation crops low, cost of production costs are high, labour costs are high due to labour shortages; many plantations have very old planting material, private sector under-performing due to inappropriate trade policies Plantation management in general poor Processing equipment generally old and in need of upgrading High proportion of small-scale producers served by relatively poor extension support. Division of proceeds not always equitable Some commodities under the control of serval agencies resulting in poor coordination Poor focus on the business aspects of the products Relatively poor social conditions of plantation labour force Small domestic market

Opportunities Improved coordination across agencies Estate sector model needs to be rethought Consolidate plantation sector along commodity lines Rationalise research activities and collection of statistics and strengthen research /extension linkages Improve knowledge and skills of extension staff Focus on value addition, speciality products, branding, and traceability Rationalize trade policies to make them pro-growth to attract FDI

Threats World market price for commodities highly variable High sector risk as exports concentrated in a few commodities. Climate change Youth moving away from agriculture Changing global market standards and need for certification and traceability

What changes need to be made to accomplish the vision? Rationalise the plantation sector, review trade policies to attract FDI, connect with private sector to improve estates management. Incentivise small-scale producers to improve productivity. Plan to benefit comparative advantages and import substitution benefits if any (ie sugar)



Name of entity Ministry of Rural Economic Affairs (Department of Animal Production and Health)

Mandate/Vision Provide technical guidance and support to achieve sustainable development in the livestock sector by maintaining a healthy animal population and enhanced productivity ensuring food safety and contributing to food security

Governing Policy/strategy • Gramodaya Mandala (Amended) Act, No. 68 of 2009

• Animal Diseases Act, No. 59 of 1992

• Animal Feed Act, No. 15 of 1986

• Animal Act, No. 29 of 1958

• Veterinary Surgeons and Practitioners Act, No. 46 of 1956

• Paddy Marketing Board Act, No 14 of 1971

Major tasks/activities 1. Formulation of policies, programmes and projects, monitoring and

evaluation in regard to the subject of rural economic affairs, and those

subjects that come under the purview of Departments, Statutory

Institutions and Public Corporations listed below

2. Implementation of rural livelihood development projects

3. Development of regional and rural development policies and

strategies

4. Development of rural infrastructure and small enterprises

5. Provision of financial assistance for rural economic activities

6. Provision of necessary facilities to enhance production in the livestock

sector

7. Animal welfare activities and related matters

8. Promotion, propagation and development of livestock related

products

9. Expansion of research sector related to livestock by adoption of

modern technology, and effect qualitative and quantitative

development in the production sector based on such results

10. Popularization of scientific breeding methods for the improvement of

animal population in the livestock sector and activities related to

protection of such animals against diseases and quarantine work

11. Supervision and management of all matters arriving to 14

departments, statutory institutions and public corporations under its

purview

Departments, Statutory Institutions and Public Corporations 1. Rural Resuscitation Fund 2. Rural Economic Resuscitation Fund (Finance) 3. Janadiriya Fund (Gramodaya Mandala Fund) 4. Department of Animal Production and Health 5. National Livestock Development Board and associated companies 6. Kiriya Milk Industries Lanka (Pvt.) Ltd 7. Milk Industries Lanka Ltd. 8. Mahaweli Livestock Enterprises Ltd. 9. Paddy Marketing Board 10. Regional Economic Centres



Ministry of Ministry of Rural Economic Affairs (Department of Animal Production and Health)

Strengths

Huge demand for livestock products in Sri Lanka provides ample scope for import substitution

The Department has 3 training centres (Seeppukulama, Kundasale, Gannoruwa), 2 artificial insemination centres, 19 district veterinary investigation centres, and a registration system of veterinary pharmaceutical products.

Wide reach of veterinarians and animal production field support staff in rural areas throughout ASCs

Weaknesses

Vacancies cannot be filled with competent university graduates

Little is being done to develop the beef industry due to religious inertia, although there is much demand by Muslim and Christian communities

General shortage of fodder for animals

AI facilities in rural areas are compromised by poor communication with farmers, poor rural roads and inadequate storage facilities for semen straws

Small-scale dairy farmers provide a fragmented and scattered base for provision of support and collection of produce

Opportunities

There is a high demand for dairy products. 60% of

the milk required / dairy products is imported and

this should give sufficient incentives to expand

dairy production and to make it (more) profitable

High demand for poultry which can be significantly expanded

Further up-grade national herd to improve small-scale dairy and beef producers

Threats

Unfavourable trade policies threatens local

production (ie imports of dried milk)

Grazing areas and fodder production are being planted to other, more productive crops.

Existing government lands under the management of the National Livestock Development Board are underutilised, could be transferred to other agencies


Improved livestock policy to improve focus of sector needs. Rationalise extension and veterinary support to the sector and target research and development for the adaptation and adoption of relevant technologies



Name of entity National Livestock Development Board

Mandate / Vision To run a self-sustaining chain of Livestock and Crop Integrated Farms in different Agro-Ecological Zones


Major tasks / activities To secure the requirement of breeding animals of farmers, to develop

livestock and agricultural products with new technology, to cultivate Cash

crops in selected Farms, to achieve optimum productivity levels in

Livestock and Agricultural Sectors, to follow eco-friendly cultivation

practices, to maintain coconut plantations at optimum level, to practice

Livestock/Crop Integrated Farming System, wherever feasible, to provide

training and demonstration facilities to the farmers, school children,

officials involved in agriculture, to supply quality farm products at

reasonable prices, to produce value added products.

Strengths Long time experience of working in livestock production, Well-established infrastructure for implementing the activities. Large training program for farmers using its own extension staff. High quality of livestock production using modern equipment and following GAP

Weaknesses The current structure of NLDB makes it difficult to set up joint venture activities with private sector investors. PPPs are not allowed under the Agriculture Cooperation Act of 1972. NLDB has created some special legal entities in 3 of its farms to attract private investors but the enthusiasm of private investors is low due to high investment costs and low returns. The operational costs of NLDB are high and required new capital investments are also high. This is not compensated sufficiently by the rate of return on capital so NLDB is in a loss. No feasibility studies done to select best investment options for animal farms and fodder production. Farm planning is weak.

Opportunities The demand for livestock products in Sri Lanka is high (consumption levels approach developed market economies) and will continue to grow. NLDB sells 40000 litre of milk a day at a price of Rs 90 per litre which is high compared to the average price in Sri Lanka. Use beef calves to provide additional revenue and supply the local demand.

Threats Tax on imported feed is too high, labour costs are too high, young not interested in agriculture, marketing system doesn’t work for meat except chicken. Use unutilised land to better advantage.

What changes need to be made to accomplish the vision? Tax on imported feed is too high, labour costs are too high, young not interested in agriculture, marketing system doesn’t work for meat except chicken. Use unutilised land to better advantage.



Name of entity Ministry of Rural Economy, Milco (Pvt) Ltd

Mandate / Vision Milk production and processing of milk and contribute to the enhancement of the rural economy while providing the much-needed nutrition to the nation


Major tasks / activities Milk production and processing of milk using a wide network of milk collection, production and sales centres administrated through-out the island.

Strengths Major milk processor and distributor

Long term experience in dairy sector development

Ambewela Dairy Farms, situated in the Central Hill Country of Sri Lanka, at a height of 6,000 feet from sea level, offers us a strategic advantage. The stringent scientific controls maintained in these farms result in producing the best quality milk in Sri Lanka, in line with international standards.

Backward integration - Lanka Milk Foods (CWE) PLC exercises complete control of its supply chain from end-to-end, which is a key strategic advantage the group enjoys

Weaknesses Collection costs of milk are high, milk spoilage amongst small-scale dairy farmers is high

Return on investment is too low in the company. The net profit is currently 10% of the turnover

Private investment in dairy sector remains behind.

Lack of bull calf rearing opportunities reduced farmer profits.

Lack of fodder

Opportunities

Milk and dairy products are a growing market – supply has a ready market

Threats Competition of milk made from imported milk powder

Too little milk available, production still too low for demand

Quality of most milk produced in SL is low

What changes need to be made to accomplish the vision? Increased milk production from farms under best production technologies and increased productivity reducing operating costs Improve fodder production – use of NLDB lands to better, more profitable use.



Name of entity Ministry of Provincial Councils and Local Government

Mandate / Vision Vision: A provincial and local government which is effective, collaborative, innovative and accountable and provides high quality services in the communities. Mandate: The Ministry works for the betterment of all communities through partnerships with provincial communities, local governments and other organisations to:

• Formulate policies and legislation to develop the provincial and local government system

• Enhance the capacity of provincial and local government to exercise their powers and provide services

• Ensure public interests are reflected in the provincial and local government system.

Governing Policy / strategy In accordance with the Sri Lankan constitution (13th Amendment 1988), the provincial councils have legislative power over a variety of matters including agriculture, education, health, housing, local government, planning, road transport and social services..

Major tasks / activities 1. Formulation of policies, programmes and projects, monitoring and

evaluation in regard to the subjects of provincial councils and local

government, and those subjects that come under the purview of

Departments, Statutory Institutions and Public Corporations listed

below

2. Regulation of activities relevant to Provincial Councils

3. Training of Members, officers and employees of provincial councils

4. Government functions related to local authorities

5. Grant of credit facilities to local government authorities for

development of public utilities

6. Training of Members, officers and employees of Local Government

authorities

7. Conduct of research on all aspects of administration of provincial

councils and local government authorities

8. Supervision and management of all matters arriving to 14

departments, statutory institutions and public corporations under its

purview

https://en.wikipedia.org/wiki/Constitution_of_Sri_Lanka

https://en.wikipedia.org/wiki/Legislative_power



Ministry of Provincial Councils and Local Government (related to Agriculture)

Strengths

Proponents of the system justified decentralisation on the basis that devolution of power would make governance efficient as people would be able to find solutions to their problems within the province and they would not have to look to Colombo for everything.

Ability to provide local solutions for local problems and conditions with assistance and backstopping from central agencies

Weaknesses

The constitution gives Provincial Councils powers over land but successive central governments have refused to devolve these powers to the provinces.

Targets set by central Ministry and lack ownership at provincial and district levels

Underutilisation of provincial agriculture budgets through belated approval of budgets by Finance Commission

Irrigation funds assigned to provincial councils which means central irrigation staff are often deployed to other activities and not necessarily those related to irrigation rehabilitation

Under-utilisation of training centres – do not now necessarily cater for national objectives and some assets are not maintained

Agricultural development plans not robust enough to give financial details for decision makers

Opportunities

Improve sector planning and budgeting at provincial and local government levels

Rationalise sector service provision at local level

Provided farming communities with a demand driven, service sector support system

Inculcate a mindset of accountability, monitoring and evaluation

Ensure regional staff are trained and given career incentives based on performance improvement planning

Threats

Lack of staff training and poor opportunities for

career advancement

Regional disparities between provinces

Lack of coordination and trust between central agencies and provincial councils and local government bodies


Review the effectiveness of the devolution model with a view to rationalising budgets, reducing duplication of effort, underperformance of staff, and the provision of needed services to the farming communities.

https://en.wikipedia.org/wiki/Central_government



Name of entity Ministry of Primary Industries

Mandate / Vision Formulating policies, plans, programs and products required for promoting the generation of foreign exchange and ensuring better and sustainable life style for all stakeholders engaged in the field by enhancing the production efficiency of primary industries of Sri Lanka and reaching the global market through value added products


The Ministry was established by Presidential decree in 2015


1. Formulation of policies, programmes and projects, monitoring and

evaluation in regard to the subject of primary industries, and those subjects

that come under the purview of Institutions listed below

2. Formulation of policies and strategies to direct farmers, fishermen and small

scale agro-entrepreneurs towards global economy through value addition,

improvement of export market opportunities, and establishment of security

for industries

3. Implementation of policies for promotion of bio protection and sustainable

resource use, including value added products

4. Matters relating to agricultural development zones and fisheries export

development zones

5. Matters relating to all other subjects assigned to Institutions listed in Column

II

6. Supervision of the Department of Export Agriculture


Department of Export Agriculture



Ministry of Primary Industries

Strengths

Strong political leadership with entrepreneurship qualities. Clear vision of the Ministry. Ministry Programs clearly aligned with national targets

Weaknesses

Unavailability of real time statistical data and information and accessibility for data gathering, Lack of market information (local and global) and expertise in market analysis and market intelligence. Lack of standardization of methods among data collectors and no direct access to non-aggregated forms of data. Absence of sector policy and strategy

Opportunities Spices are fast growing industry. Still high potential for value addition in the sector, Forthcoming international partnerships, Presence of forward looking private sector and opportunity for PPPs Proximity to large markets with rapidly changing demands Certification and traceability to meet changing global markets Review impediments to easier trading Use of appropriate ICT

Threats Poor clarity as to who does what at inter- sectoral and inter-agency level. Not following proper standards in spice sector and poor enforcement of rules and regulations. Youth moving away from agriculture Changing global market standards and need for certification and traceability Trade barriers and cumbersome bureaucracy

What changes need to be made to accomplish the vision? Capacitating staff, improve adhering to standards in spices, ensure national quality infrastructure facility and functional framework, improve knowledge and expertise in market foresight and linkages, better access to real-time data/information for market analysis, embrace technology that suits local context, strengthen entrepreneurship enabling environment, develop mechanisms for seed funding/ angel investments as well as business incubator and accelerator facilities.



Name of entity Ministry of Fisheries and Aquatic Resources Development (National Aquaculture Development Authority (NAQDA)

Mandate / Vision Vision To provide an optimum contribution to the national economy through strengthening the socio–economic status of the fisher communities while maintaining the fisheries and aquatic resources in a sustainable manner. Mission Management of fisheries and aquatic resources by adopting new technologies in compliance with the national and international laws and treaties for the productive contribution to the Sri Lankan economy through sustainable development of fishing industry.


National Aquaculture Development Authority Act (No. 53 of 1998) is the main state sponsored organization mandated for the task of development of the aquaculture and inland fisheries sector in Sri Lanka. Presently, it is coming under the purview of the Ministry of Fisheries and Aquatic Resources.

Fisheries and Aquatic Resources Act, No. 2 of 1996

Fishermen’s Pension and Social Security Benefits Scheme Act, No. 23 of 1990

National Aquaculture Development Authority of Sri Lanka Act, No.53 of 1998

National Aquatic Resources Research and Development Agency Act, No. 54 of 1981


1. Formulation of policies, programmes and projects, monitoring and evaluation in

regard to the subjects of fisheries and aquatic resources development and

those subjects that come under the purview of Departments, Statutory

Institutions and Public Corporations listed below.

2. Development and management of marine, brackish water and freshwater

fisheries.

3. Management and operation of state owned fishing craft.

4. Development and management of fishery activities in the exclusive economic

zone

5. Establishment, maintenance and management of fishery harbours and

anchorages

6. Establishment and operation of ice plants, cold rooms and other infrastructure

facilities required for the fishery industry

7. Development of living and non-living aquatic natural resources

8. Manufacture, importation and distribution of fishing crafts and fishing gear

9. Development and management of aquaculture, including marine fish farming

10. Sale and distribution of fish and fish-based products

11. Expansion of research in the fisheries sector and adoption of measures

12. Provision of facilities to expand oceanic resources research based on modern

scientific methods

13. Supervision and management of all matters related to departments, statutory



1. Department of Fisheries and Aquatic Resources

2. National aquaculture Development Authority

3. Ceylon Fishery Harbours Corporation

4. Cey-Nor Foundation Ltd

5. Ceylon Fisheries Corporation

6. National Aquatic Resources Research and Development Agency



Name of entity Ministry of Lands and Parliamentary Reforms

Mandate / Vision Optimize Land Resources Utilization for Sustainable Development.


• Land Acquisition Act, No. 9 of 1950

• Land Development Ordinance, No. 19 of 1935

• Land Redemption Ordinance, No. 61 of 1942

• Land Settlement Ordinance, No. 20 of 1931

• State Land Grants (Special Provisions) Act, No.43 of 1979

• State Land Ordinance, No. 8 of 1947

• Land Reforms Commission Act, No. 1 of 1972

• State Lands (Recovery of Possession) Act, No. 7 of 1979

• Survey Act, No. 17 of 2002


1. Formulation of policies, programmes and projects, monitoring and

evaluation in regard to the subjects of lands, and those subjects that come

under the purview of Departments, Statutory Institutions and Public

Corporations listed below

2. Administration and management of state lands and land use planning

3. Matters relating to land settlement and registration of land titles

4. Provide, without delay and in due manner, land required for the country’s

development

5. Administration of lands vested in the Land Reform Commission and

distribution of land in accordance with the law

6. Land surveying and mapping, provision of land information and related

services

7. Supervision of the 8 departments, statutory institutions and public

corporations under its purview


1. Department of Land Commissioner General

2. Land Reform Commission

3. Department of Land Settlement

4. Department of Surveyor General

5. Institute of Surveying and Mapping

6. Land Survey Council

7. Department of Land Use Policy Planning

8. Kantalai Sugar Company



Ministry of Lands and Parliamentary Reforms

Strengths

Land policy, Land banks i.e. one stop shop for land, Land registration, land use planning and surveying departments.

Weaknesses

The land issue is spread over several ministries. The Ministry of Home Affairs dealing with smallholder’s land. Valuation of land is under the Ministry of Finance. Land transactions take a long time in Sri Lanka due to the large amount of government institutions involved in the process. The Ministry attempts to plan land use but people tend to ignore the plans as the Ministry can’t enforce the plans. Lands policy has yet to be approved by cabinet

Opportunities

Land issues are spread over several ministries. The Ministry of Home Affairs dealing with smallholder’s land, land valuation by the Ministry of Finance and Mass Media. Land transactions take a long time in Sri Lanka due to the large number of government institutions involved in the process. The Ministry attempts to plan land use but people tend to ignore the plans as the Ministry cannot enforce the plans.

Threats

Fragmentation of agricultural land is a big problem. Private people can only obtain a maximum of 50 acres. No land consolidation, only sales of small plots, and no land market exists. The length of the lease term of public land for the private sector has been decreased from 99 to 30 years. In special circumstances 50 years are allowed, and very exception circumstances 99 years

Land issues preventing the productive use for agriculture


Review land Act to see if it is fit for purpose within the framework of a land policy. Align activities so that all land issues are under the jurisdiction of one agency.



Ministries which have a mandate over specific agricultural sector assets:

Ministry of Public Enterprise Development


1. Bogala Graphite Lanka Ltd.

2. Ceylon Ceramics Corporation (Brick and Tiles) Division

3. Kahagolle Engineering Services Company Ltd. (KESCO)

4. BCC Limited

5. Public Resources Management Corporation

6. Hotel Developers (Lanka) PLC ( PQ 143)

7. Sri Lankan Air Line Ltd. and its subsidiaries

8. Mihin Lanka (Pvt.) Ltd.

9. Insurance Corporation of Sri Lanka and its subsidiaries and associated companies

10. All state Banks and its subsidiaries and associated companies

11. Lakdiva Engineering Ltd.

12. Werahara Engineering Services Ltd. (WESCO)

13. Janatha Estate Development Board

14. Sri Lanka State Plantation Corporation

15. Elkaduwa Plantation Company Ltd.

16. Chilaw Plantation Company Ltd.

17. Galoya Plantation (Pvt.) Company

18. Sri Lanka Cashew Corporation



Ministry of Hill Country New Villages, Infrastructure & Community Development

Duties and Functions

1. Formulation of policies, programmes and projects in regard to the subjects of hill country new

villages, infrastructure and community development, and all subjects that come under the

purview of Institutions listed in Column II

2. Creation of new villages and townships aimed at developing housing and infrastructure

facilities for landless persons employed in government owned and privately-owned plantation

companies

3. Implementation of livelihood generation projects to empower rural estate communities

4. Fulfil requirements, including basic facilities, to uplift the estate sector community

economically, socially and culturally

5. Development of infrastructure in rural estate sector

6. Matters relating to all other subjects assigned to Institutions listed in Column II

7. Supervision of the Institutions listed below


1. Rural Community Development (Youth Empowerment) Project

2. Estate Sector Self-employment Revolving Fund

3. Plantation Housing Development Trust

4. Saumyamoorthi Thondaman Memorial Foundation

Ministry of Industry & Commerce Hingurana Sugar Industry Ltd. Ceylon Sugar (Pvt.) Ltd.



Notes from Meetings with Private Sector Organisations and projects supporting private sector development

7. Meeting with Dr Kumudini Gunasekare (WB Agriculture Sector Modernization Project,

Component 1- Value Chain Development)

January 29, 2018

Aim: To understand the implementation of the first component of the WB Agric. Sector Modernization Project.

Progress so far: They have 17 complete financial proposals for private sector investment ready for board approval. Proposals are mainly in 4 value chains i.e. horticulture, floriculture, fisheries and spices. The main problem they faced initially was that huge amount of EoI came in in many different products and processes and they didn’t have back up information related to market demand and cost structures in those related value and supply chains to evaluate the feasibility of EoI. The project has so far suffered from little connection between the activities of MOA under Component 2 and MOPI under Component 1. The MoA follows largely a bottom up approach (farmers are producing and the value chain has to sell what farmers are producing) and the MoPI follows a top down approach (exporters and local business want certain products and specific moment and at specific price and farmers have to comply with that). These two approaches are not connecting well.

Way forward: It was considered that for the next round of EoI there should be a focus on specific 4 value chains having potential for Sri Lanka at this moment.

Focus on specific chains has the benefit that back ground information can be collected and EoI and proposals can be better evaluated and monitored during implementation. In addition, focus should be on innovations in these value chains in terms of processes and/or products.

Within the MOPI a knowledge base should be developed especially related to markets and value chain system structures. Perhaps it should be also considered to include dairy although this is import substitution and not export orientation.

It would be very helpful if the EU TA could provide the market information and value chain analysis of selected value chains. This together with the policy study of MOA on marketing and exports could give a firm knowledge base for evaluation of private sector investment proposals and monitoring and evaluation of ongoing private investments benefiting from the matching grants.

It would be very helpful if the EU TA would assist in developing a demand driven approach for commercial agriculture and agribusiness. So the top down approach of MoPI defines the conditions and off farm price of produce and MoA conducts farm budget studies to identify the farmers who can meet the off farm price at a good profit level. This would mean that MoPI would need to do regular export parity studies and studies on the marketing of products on the local market including their market structure costs up to the off farm gate price. TAMAP could set up a system for collecting info and training the staff of MoPI to conduct the information collection regularly. This would be very helpful for the Component 1 of the WB Agric. Sector Modernization project.

8. Meeting with Mr Jagah Nrssanka Market Intelligence Specialist (consultant for MOPI) Phone: 0712619996 Date 5-2-2018

Quality of export-oriented marketing information and data collection is quite good and available but for food crops it is poor.

Data on market information are collected by:

1. Department of Export Agriculture under Ministry of Minor Export Crops Promotion

For a group of perennial export crops (cinnamon, pepper, cardamom, clove, nutmeg, coffee, arecanut, cocoa, vanilla, betel, citronella, lemon grass)

2. Coconut Development Board



3. Export Development Board

4. Industrial Development Board for value addition mainly agro processing activities

5. Ministry of Agriculture for food crops

6. Agrarian Services Department under Ministry of Rural development for food crops

7. Mahaweli Authority under Ministry of Irrigation and MASL

9. Meeting with Mr A Weerakoon of National Agribusiness Council Phone: 0777311140 Date 15-2-2018 The NAC has currently 30 members from all stakeholders in agribusiness (input suppliers, food processors, exporters) and many sectors horticultures, spices and poultry. Dairy is no weakly represented. The NAC resulted from the activities of the USAID project on horticultures where the private sector decided to continue after the exit of the project. The NAC has no plantation sector members as tea, coconut and rubber have their own associations.

The relationship with the government is difficult. For example, Mr Weerakoon like all members has his own company, a seed company. He informed that it takes 1.5 years to get a new variety of seeds approved and another 1.5 years to introduce that seed. So effectively 3 years to get new seed in. In addition, the public extension service is totally not working. Private sector has to do the extension and also his company is doing it for seed introduction. Furthermore, there are way too many regulations and many regulations are oud dated. For example, it’s not allowed to import any seed from South America because some 100 years ago there was an outbreak of disease in the coconut sector there. Another example is that import regulations are too general. Sweet corn import as seed is treated as sweet corn import for consumption and heavily taxed (100% tariff). Genetically modified crops are banned for imports and also roundup is banned for imports. Than during the 1.5 years that the new seed is tested on the quarantine sites of the government, the seed is badly treated (not enough fertilizer etc) and so no good results come out off those tests.

The government has basically a very negative attitude towards private business. They all the time want to protect the farmers against every activity of the private sector.

If you go to the post-harvest part of the value chains the situation doesn’t get much better. There is no cold chain for perishables. During transport up to sales (some 3 to 5 days) the perishables need protection for the heat. Also logistics are bad with long collection chains for crops adding further to bad quality. To cover for the inefficiencies, the gab between the consumer price at retail and the farm gate price is huge. Without an improved collection system and cool cells and cool transport, this won’t change and the quality of products in the shops remains bad. Also if the government starts to run such a system it won’t work. The private sector has to do this. The main problems at production level are 1) farmers have no concept of production for a market; 2) processing capacity is not existing (even tomato paste and ketchup is imported!) and farm production cost are very high as compared to other Asian countries. The latter due to small plots, old technologies and low labor productivity and farm operations in a from imports protected market.

Mr Weerakoon gave the example of a good project that his organization attempts to promote. Dried Chilies. Dried chilies have a large market in Sri Lanka and are now imported from India. The mainly come from Guntur in India where this business is large. This production could easily be set up in Sri Lanka as a joint activity of the private sector and the public sector. The private sector doing the value chain business and the public sector few infrastructure investments (mainly collection and drying facilities) which would be operated and rented by private sector.

Another example, until some two years ago maize imports for animal feeds were not existing as Sri Lanka was producing its own maize. Now the policies have changed and the country is importing all its maize requirements.

Organic production is also not so successful in Sri Lanka. The problem is the surveillance of the standards and proper implementation of the organic farm practice. Farmers don’t understand that organic is a different growing technique. They just think that organic means growing without putting



anything on the plants. The result is very bad quality of organic products in the local market and no possibility to produce organic efficiently for export markets.

The only way forward as Mr Weerakoon sees it is cooperate with all stakeholders in the value chain. First step is to identify potential high value-added value chains. Than within a target value chain select a group of stakeholders that show willingness to work together to get a better price for products. Organize a meeting with such stakeholders and identify the bottlenecks that need to be addressed and develop an action plan. Than identify who needs to be involved in the bottlenecks unlocking process such as business services and the government. The government being just a service provider to the process to promote the business.

Mr Weerakoon acknowledged that the private sector also needs to have a motive to do this. The customers in Sri Lanka are used to bad quality of perishables so the driving force of the current players in the market to change is not high. Therefor, he thinks that it’s a golden opportunity to work with the SPAR. The international retailing organization SPAR will come to Sri Lanka and has shown great interest to upgrade the perishables supply in their shops (horticultures, dairy and meat). Working as Sri Lanka business community with the SPAR would introduce a new business model which the other retailers will need to follow because the consumers will get used to better quality of supply in the shops.

The export sector is apart from quality also much worried about the volume of production. It is difficult for them to obtain good volumes which make sense for export purpose. The farm production needs to get up and the collection system needs to deal with much larger volumes. For this farmer organization is crucial as it is the only way forward for working with farmers given the current situation of smallholders.

Mr Weerakoon strongly believes in the post-harvest system where farmers organize the collection of crops in a collection center, then small collection trucks take the produce to a larger warehouse where bigger trucks come to collect it for the clients. The smaller trucks are required because of the bad roads and the small uptakes per collection center. Now the produce stays too long in the farmer collection as it’s not worthwhile for a buyer to uptake the produce.

Finally, Mr Weerakoon is highly motivated to have his members working with the project and invites us to the rural areas. He wants to show us how farmers are working and what needs to be done. If we are ready we should contact him.

10. Meeting with Mr M De Alwis Phone: 0722440546 Date 12-3-2018

Mr M De Alwis is the CEO of MA’s Tropical Food Processing Ltd. The company processes spices and various foods. About one third of the production is exported to Europe, Japan and US mainly to organic and fair trade markets. One third of the production is for retail locally and another one third for restaurants and hotels and raw material for Unilever and Nestle

Mr M De Alwis is president of the Sri Lanka Food Processors Association. The Association is 20 years old and has 120 to 150 members. The members are medium and large scale processing companies and also food services industries. The association has been growing steadily and they stage an annual SL food fair, and would like to extend this to become a regional food fair. However, there is no suitable venue in SL for this., and unlikely to have one for some time. They have various activities:

1. A training for practical side of processing. Training of two days and total of 400 people trained

in Good Handing Techniques

2. Co-operation with Min of Industry and Min of Health on food standards

3. Activities to foster formalization of SMEs in food processing and technology training with

lectures

4. Promotion activities related to commercialization of university research with awards for best

student’s ideas

5. Publication of regulations as well as funding and subsidies opportunities to their members

6. Spreading knowledge on standards and export readiness



Main problem is that linkages with government and ministries are weak. They try to have quarterly meetings with relevant government bodies. Food processing has now more interest from government than previously but still linkage with food research and training institutes is a major challenge.

The EDB received an extra amount of 800 million Rs to conduct the work on policies. The draft of this work is ready now and the TA Team has the chapter on Spices. The only other Chapter on agriculture is on Processed Foods. Mr De Alwis was involved in the drafting and promised to supply a copy by email.

The implementation of quality standards is organized by the inspectors of the Ministry of Health and the inspectors of the provincial and district government. However, these people have all kinds of other things to do and generally food inspection is not given a high priority. Mr De Alwis advocates that food inspection is taken out of health ministries and given to a special authority such as is the case in other countries (for example India).

The strengths of his organization are: they are financially okay, have active membership and a good knowledge base of the industry. They get 10% of their funds from membership fee (5000 Rs per year per member) while 80% of their funds comes from exhibitions. All members meet once a year and they also organize social events to make it more interesting for members to come together (such as cricket tournament)

The weaknesses of his organization are: they don’t have paid staff in the organization and too little manpower to do all the work. Also, their connectivity with Ministries is too weak. Their members are not so pro-active instead of working together with ministries on laws and regulations, they wait till the whole thing is done and then react on it. Finally a weakness is also that their network is not large enough.

The opportunities of the organization are: there is a lot of scope to better connect to all kinds of private sector groups such women’s groups in processing, bakery and other associations etc. There is also a lot of scope for involvement in regulations such as for quality standards and practices to make sure that regulations are produced that can be followed by private business.

The threats for the organization are: if they can’t find enough new members. The organization needs to grow as without growth it will eventually die out.

11. Meeting with A C Pathirage Hayleys March 23, 2018 Hayleys is a conglomerate of companies. Mr Pathirage is Director/CEO of HJS Condiments Ltd. This department of Hayleys is involved in production of cucumbers in jars. It works with 12000 contract farmers and has a long tradition in working with them (since 1995). The farmers get extension services and a contract for production. They are the only buyer but make sure the farmers get a good price. They export to 46 countries. The demand is bigger than the supply due to drought over the last 5 years. The production is in the dry zone and recently also in the north. They got a grant from WorldBank to set up a sprinkler irrigation on 1000 acres (1000 farmers) of land. This will guarantee year around production of cucumbers and 10 MT per acre per year production. Now they have 90 acres under this production system.

Farming in the wet zone not possible due to high wages and land shortage. They also have a moringa project with 1000 MT production of moringa leaves for powder production.

Challenges:

Education of farmers is low

Government policy changes all the time with a new government in power.

Fertiliser subsidies are not for export crops

India has a high subsidized system with even transport subsidies.

Water use is free in Sri Lanka

There are too many dept in agriculture and no coordination



They export to EU countries such as Germany and Belgium and can only use authoristed chemicals . They want to start with organic chemicals as well and are evaluating the long peppers in jars (like the one for greek salad)

Transport per ship to Germany takes 3 weeks and to USA 45 days

They follow a procedure where once a year they have a meeting with the farmers to discuss the prices. They are totally transparent to farmers related to the prices

Farmers make Rs 130000 per harvest profit and with sprinklers can do 3 harvests a year

They would like to see a PPP development between government extension and their extension. They can train the government extension workers in the crops (public extension is mainly for paddy). This would require a new policy and strategy with better defined responsibilities in the government sector. They are keen to set up a new structure for cucumber with small processing plants in the various production regions. These are to be run by farmers and they focus on quality control, traceability and trading.

They see good outgrowing possibilities in black pepper and other crops (pituli, pineapple for dried pineapple)

12. Meeting with Mrs Dawn Austin

NIDRO Supply PVT LTD)

Date 16-2-2018

NIDRO supplies fruits and vegetables and meat and dairy products to Maldives hotels. The company started in the ninety seventies. It supplies not only these products but also a wide variety of nonperishables from Sri Lanka to Maldives. In the perishables, they work with clusters of farmers and contract farming as well as their own farms. The company worked also with chefs of the hotels to adjust them to Sri Lankan products in their menus. Now the company ships about 1 million eggs a year completely compliant with HACCP and ISO standards. Annual shipped tonnage in 2017 was 300 MT with I total of 84 items of perishables shipped. They use greenhouses on their own farms growing tomatoes, pineapples and melon under drip irrigation. These products are also sourced from out growers, smallholder farmers. They apply their own extension as government extension is not working. Their extension workers were trained by the IDC development project. The extension workers promote cooperatives and greenhouse production. They produce both for hotel guests and staff of the hotels. These two markets have different eating habits so they ship different perishables for the two markets. The farmers and their own farms harvest early in the morning when field heath is low. Than refrigerated come to take up the crop the same day. The trucks have the crates which they exchange at the farm to fill up again. First grading and selection is done at the farm level.

Several development programs have been active supporting NIDRO such as GIZ value chain project, USAID and the World Bank project. Verite did research for them to define the post-harvest problems in horticultures exports (report available to TA Team). A key problem they face is that government doesn’t understand the concept of SMEs. Ministries are not interested in commercial agricultural development and agribusiness as the poor are their many political bases. Food production is what the poor do so that’s what interests the government. Diversification of rice and making farmers more demand driven has low priority and especially now that local elections are lost by the ruling party. The farmers who are producing for NIDRO are more interested in business than in politics. Their market is not a problem as the company can sell much more than is produced. Volume production is still a big problem!!

The government is not interested in this and only interested in what interests the masses in Sri Lanka i.e. subsidies for agriculture. Changing the outdated seed laws for example would be an urgent thing to do. Seed sector improvement would be a great achievement!! Other issue is processing!! Dehydrated production is way too low. NIDRO could sell so many more dried tomatoes and chilies but for that the best seeds and technologies are required! The way forward is to lean as little as possible (or nothing at all) on the government and stimulate greenhouse production (intensive land use and well protected



crop). Also still new lands are available if land laws are adjusted (such as now few miles along the railways tracks are government land and cannot be privately used) and also land is available from plantations which are under performing. Organic production is the way to go but it takes time (3 years at least) to change conventional farming into organic. And also a totally new farming practice to meet GAP ,HACCP and ISO standards. The most potential crops for them are banana, pineapple, mango, passion fruits, rambutan, mango steen, papaya, chilly and moringa.



Annex 6

List of people met with detailed contacts



6_Annex_6_People_met.xlsx


ANNEX 6: List of stakeholders met

# Organisation / Ministry Organisation / Department / Entity Name Position Tel. Email Address

1 CBL Agro Food process.Association J.D.J.Abesekara GM 0777261665 [email protected]

2 Coconut Development Authority A.H.L.D. Gamini Wijesinghe Director general + 94 77 310 94 19 [email protected]

3 Coconut Development Authority Sampath Samarra ???? Director + 94 77727 04 21 [email protected] ??

4 Coconut Development Authority Nishanti Dissanayake PD Officer + 94 71 815 20 50 [email protected]

3 Coconut Research Institute Jayantha Jayawardane Chaiman + 94 77 789 57 70 [email protected]

4 Coconut Research Institute I.N.S.K. Idirisinghe Gead Environment + 94 77 714 89 45 [email protected] ???

5 Cocounut Cultivation Board HMJK Gunawardana General Manager + 94 71 806 84 50 [email protected]

6 Cocounut Cultivation Board N.A.S. Sena ??? + 94 76 690 45 20 [email protected]

7 Delegation of the European Union Tung-Lai Margue HoD [email protected]

8 Delegation of the European Union Libuse Soukupova Head of Cooperation +94 11 267 44 13 [email protected]

9 Delegation of the European Union Olaf Heidelbach Programme Manager +94 11 267 44 13 [email protected]

10 Delegation of the European Union Willem Verpoest Head of Finance & Contract +94 11 267 44 13 [email protected]

11 Delegation of the European Union Kathiravel Ranjan Programme Manager +94 11 267 44 13 [email protected]

12 Delegation of the European UnionHEWAWASAM Chandana

JayanthaProgramme Manager

Chandana-

[email protected]

13 Delegation of the European Union KOPOBORU AGUADO Isabel Finance Manager [email protected]

14 Delegation of the European Union Ms. Tania PERERACommunication/Human Rights

Officer +94 11 267 44 13

15 EDB Agriculture S.A.G.Anuradha DD 0112938054 [email protected]

16 EDB Mrs.Indra Malwatta Chairman

17 Export Development Board (EDB) Mrs I N Wanasinghe Assistant Director +94 (0) 11 230 0732 [email protected]

18 FAO Nina Brandstrup FAO Representative 077 768 68 80 [email protected]

19 FAO FIRST Itziar Gonzalez Policy officer 077 569 02 31 [email protected]

20 FAO Rohini Singarayer Consultant +94 77 759 13 68 [email protected]

21 FAO FIRST Iean Russell [email protected]

22 FAO Consultant Frederick Abeyratne Consultant + 94 777102983 [email protected]

23 FAO Dr. D.B.T. Wijeratne Assistant FAO Representative + 94 77 213 03 88 [email protected]

24 Hayleys Private Sector Ananda Pathirage CEO + 94 77 329 50 17 [email protected]

25 Heyleys Agriculture Ishara Sewwandi Marketing Executive 0719638788 [email protected]

26 Heyleys Agriculture Kasun Rathnayake DGM 0777551176 [email protected]

27 IFPRI Research Institute Dr. Suresh Babu Senior Research Fellow [email protected]

28 Institute of Policy Studies Dr. Manoj Thibbotuwawa Researcher +'94 714436857 [email protected]

29 Institute of Policy Studies Dr. Athula Senaratne Researcher

30 Institute of Policy Studies Dilani Hirimuthugodage Researcher +94 11 214 31 00 [email protected]

31 Institute of Policy Studies Kanchana Wickramasinghe Researcher + 94 11 214 31 00 [email protected]

32 Institute of Policy Studies Dr. Athula Senaratne Researcher

33 International Commodity Exports (Pvt) Ltd Mr N B Kohona Director + 94 (0) 71 868 1602 [email protected]

34 International Water Management Institute (IWMI) Herath Manthrithilake Head + 94 11 288 00 00 [email protected]

35 International Water Management Institute (IWMI) Lal Muthuwatta Hydrologist + 94 077 570 380 [email protected]

36 International Water Management Institute (IWMI) Mohamed Aheeyar Researcher [email protected]

TAMAP Stakeholders met Page 1 of 5



mailto:[email protected]%20??



mailto:[email protected]%20%20???































37 International Water Management Institute (IWMI) Herath Manthrithilake Head + 94 11 288 00 00 [email protected]

38 Irrigation Department Irrigation Department T.J.Meegastanna Director of Irrigation 0718278482 [email protected]

39 JICA Department of National Planning Shinga Kimura JICA Adviser 071 418 06 53 [email protected]

40 Market-oriented Diary Project Matthew Krause Team leader + 94 764 788 638 [email protected]

41 Market-oriented Diary Project Pradeep Liyanamana Deputy Team leader + 94 764 788 638 [email protected]

42 Milco (pvt) Ltd MILCO (PVT) Ltd G.A..Fe.Udayakumara Manager 0718032015 [email protected]

43 Millennium Challenge Corporation Eric B. Trachtenberg Director [email protected]

44 Millennium Challenge Corporation Azeem Ahmed Programme officer [email protected]

45 Millennium Challenge Corporation L. Patrick Hanemann Consultant [email protected]

46Ministry of Irrigation & Water Resources

ManagementSecretary Eng. N.A. Sisira Kumara Secretary + 94 71 8025482 [email protected]


ManagementHeadquarters Eng. D.D. Ariyaratne Additional Secretary + 94 773 776 542 [email protected]


ManagementHeadquarters Eng. K. Sivapalasundaram Director General + 94 77 67 54 251 [email protected]


ManagementEng.W.G.Ganadasa Director


ManagementEng.T.M.R.C.Chandrathilaka Ass.Director


ManagementEng.W.G.Ganadasa Director 0718025537 [email protected]


ManagementEng.T.H.R.C.Chandrathilaka Ass.Director 0718112077 [email protected]

53 Ministry of Sustainable Development & Wildlife Headquarters no contact yet, no e-mail Secretary + 94 11 288 58 41

54 Ministry of Agriculture Duminda Dissanayake Minister

55 Ministry of Agriculture Department of Agriculture Mr W M W Weerakoon Director General +94 71 533 70 37 [email protected]

56 Ministry of Agriculture Department of Agriculture Mr. Gamini Sisira Kumara Additional Director General

(Development) (+94) 081-2388331 [email protected]

57 Ministry of Agriculture Department of Agriculture Dr. R.S.K. Keerthisena Additional Director General

(Research)(+94) 0812 387 576 [email protected]

58 Ministry of Agriculture Department of Agriculture Dr. H.S.S.A. De Silva Director (Natural Resources

Management), (+94) 0812 388 355 [email protected] , [email protected]

59 Ministry of Agriculture Department of Agriculture Dr. Priyantha Weerasinghe Director (Horticulture

Crop Research and (+94) 0812 388 012 [email protected]

60 Ministry of Agriculture Department of Agriculture Dr. R.M. Herath Director (Socio Economics &

Planning(+94) 0812 388 081 [email protected]

61 Ministry of Agriculture Department of Agriculture Mr. Amal Anurappriya Director (Extension & Training) (+94) 0812 388 098 [email protected]

62 Ministry of Agriculture Ministry of Agriculture HQ Mr B. Wijayaratne Secretary (+94) 112868920 [email protected]

63 Ministry of Agriculture Department of Agriculture (Development) Mr Ajith PushpakumaraAct Director, Agri and Agrarian

Services Development(+94) 712882385 [email protected]

64 Ministry of Agriculture Department of Agriculture (Development) Champika D. Dharmasena Director 076 658 0912 [email protected]

65 Ministry of Agriculture Agricultural & Agrarian Insurance Board Mr Sydney Gajanayake Chairman (+94) 712732341 [email protected]

66 Ministry of Agriculture Institute of Post Harvest Technology Eng Mr T M R Dissanayake Director (Acting) (+94) 714192964 [email protected]

67 Ministry of Agriculture Institute of Post Harvest Technology Mr Kavinda c Dissanayake Chairman 0777 841123 [email protected]

68 Ministry of Agriculture Institute of Post Harvest Technology Mr W M C B Wasala HOD Development +94 714078684; [email protected]

69 Ministry of Agriculture Institute of Post Harvest Technology Runwanka Rathayake HOD Planning and Monitoring + 9471 5581465 [email protected]

70 Ministry of Agriculture Institute of Post Harvest Technology Hashitha Rathnaweera Research Officer +94 716059528 [email protected]

71 Ministry of Agriculture Institute of Post Harvest Technology Dilupa Ambepitiya Assistant Director (M&E) +94 714419953 [email protected]

72 Ministry of Agriculture Department of Agrarian Development Mr W M M B Weerasekara Commissioner General +94718300035

73 Ministry of Agriculture Department of Agrarian Development S D K FernandoAdditional Commissioner

General+94777390782

74 Ministry of Agriculture Department of Agrarian Development Rohana Rajapaksha Commissioner HRD +94777546080

75 Ministry of Agriculture Department of Agrarian Development A W M L Pobeynetha Commissioner Development +94773108998



















mailto:[email protected]/[email protected]























76 Ministry of Agriculture Department of Agrarian Development Eng P Gunawarghana (Mrs) Director Engineering +94718189355

77 Ministry of Agriculture Department of Agrarian Development P E Widanagamga Chief Accountant +94718189355

78 Ministry of Agriculture Department of Agrarian Development L B Buddhika (Mrs) Ass. Director +94765312266

79 Ministry of Agriculture Department of Agrarian Development A Z J Singarayer Snr Engineering Assistant +94718049364 [email protected]

80 Ministry of Agriculture Department of Agrarian Development Eng Prabath WitharanaHead, Water Management

Division+94714498097 [email protected]

81 Ministry of Agriculture National Fertilizer Secretariat Mr Pushpakumara Director 071 226 07 00

82 Ministry of Agriculture National Fertilizer Secretariat Mr T M K P K Hemaratna Monitoring Officer +94 713798111 [email protected]

83 Ministry of Agriculture National Fertilizer Secretariat B.H. Rohan induka Assistant Director 071 496 2990 [email protected]

84 Ministry of Agriculture National Fertilizer Secretariat S. Wijosundum Assistant Director 071 928 0889

85 Ministry of Agriculture National Fertilizer Secretariat N. Dhammike Edrisunya AD

86 Ministry of Agriculture National Fertilizer Secretariat Kapila Dissanyala AD 071 823 25 21 [email protected]

87 Ministry of Agriculture WB Modernisation of Agriculture in SL Ms Thulani Weerakoon Project Director +94777674231 [email protected]

88 Ministry of Agriculture WB Modernisation of Agriculture in SL Dr Asoka Jayakody Policy Specialist +94772442134 [email protected]

89 Ministry of Agriculture M&E Division Mrs Nimalka Dias Additional Decretary (M&E)

90 Ministry of AgricultureHector Kobbekaduwa Agrarian Research &

Training Institute (HARTI)W.A. Nalaka Wijesooriya Research officer +94 11 268 22 83 [email protected]

91 Ministry of Agriculture HARTI K.L.N. Jayatissa Additional Director 077 955 47 65

92 Ministry of Agriculture HARTI S.M. D. Sammusekom Head HREO 077 43 28 604

93 Ministry of Agriculture HARTI W.H.A- Shanth Head water management 077 537 32 34 [email protected]

94 Ministry of Agriculture HARTI W.A.R. Wickramasingha Head APPE 077 134 50 25

95 Ministry of Agriculture HARTI K.W.E. Karalliyadda Director 077 363 51 18 [email protected]

96 Ministry of Agriculture SL Council for Agricultural Research Dr Gerry Jayawardena Chairman +94714245823 [email protected]

97 Ministry of Agriculture SL Council for Agricultural Research Dr SKD Frank NiranjanSenior Research Officer

(Policy)+94112697103 [email protected]

98 Ministry of Agriculture SL Council for Agricultural Research Dr (Mrs) SMP Chandra PadminiSenior Research Officer

Floriculture)+94722357797 [email protected]

99 Ministry of Agriculture SL CARP Dr J D H Wijewardena Secretary/Director +94 112672633 [email protected]

100 Ministry of Agriculture Secretary's office Dr Amitha Bentota (Mrs) Consultant (Paddy Sector) +94 714436857 [email protected]

101 Ministry of Agriculture Minister Hon.Duminda Dissanayake Minister

102 Ministry of Agriculture Agricultural & Agrarian Insurance Board Mr Sydney Gajanayake Chairman (+94) 712732341 [email protected]

103 Ministry of Agriculture Department of Agrarian Development A Z J Singarayer Snr Engineering Assistant +94718049364 [email protected]

104 Ministry of Agriculture Department of Agrarian Development Eng Prabath WitharanaHead, Water Management

Division+94714498097 [email protected]

105 Ministry of Agriculture Department of Agriculture Mr W M W Weerakoon Director General +94 71 533 70 37 [email protected]

106 Ministry of Agriculture Department of Agriculture W.A.G.Sisira Kumara Acting Director General (+94) 081-2388331 [email protected]

107 Ministry of Agriculture Department of Agriculture Dr. R.M. Herath Director (Socio Economics &

Planning +94 812 388 081 [email protected]

108 Ministry of Agriculture HARTI W.A.R. Wickramasingha Head APPE 077 134 50 25 [email protected]

109 Ministry of Agriculture Ministry of Agriculture HQ Mr B. Wijayaratne Secretary (+94) 112868920 [email protected]

110 Ministry of Agriculture National Fertilizer Secretariat Mr T M K P K Hemaratna Monitoring Officer +94 713798111 [email protected]

111 Ministry of Agriculture Secretary's office Dr Amitha Bentota (Mrs) Consultant (Paddy Sector) +94 714436857 [email protected]

112 Ministry of Agriculture Department of Agriculture S.Amal Arunapriya Director 071-4460686 directoreto.doa@gmail

113 Ministry of AgricultureWB Modernisation of Agriculture in SL

ProjectDr Asoka Jayakody Policy Specialist +94772442134

[email protected];policyspecialistasmp@hotmail.

com

114 Ministry of Finance Budget Department Jeevanthie Senanayake Director +94 777 573592 [email protected]

115Ministry of Fisheries and Aquatic Resource

DevelopmentSecretary Secretary + 94 11 243 13 87 [email protected]


DevelopmentHQS Bharatha Ramanayake Director Planning & Monitoring + 94 71 530 46 78 [email protected]

























mailto:directoreto.doa@gmail

mailto:[email protected];[email protected]

mailto:[email protected];[email protected]







DevelopmentHQS B.A.P.K. Bamunuarachchi Assistant Director + 94 11 244 61 83 [email protected]


DevelopmentHQS Imaya Uggaldeniya Assistant Director


DevelopmentB.A.P. Kapila D.D. Planning + 94 71 560 68 29 [email protected]


DevelopmentHQS Bharatha Ramanayake Director Planning & Monitoring + 94 71 530 46 78 [email protected]


DevelopmentHQS B.A.P.K. Bamunuarachchi Assistant Director + 94 11 244 61 83 [email protected]


DevelopmentHQS Imaya Uggaldeniya Assistant Director


DevelopmentB.A.P.Kapila D.D.Planning 0715606829 [email protected]

124 Ministry of Health, Nutrition & Indigenous Medicine Secretary + 94 11 269 40 33 [email protected]

125Ministry of Hill Country New Villages, Infrastructures

& Community DevelopmentHeadquarters no contact yet Secretary +94 254 13 69 [email protected]

126Ministry of Hill Country New Villages, Infrastructures

& Community DevelopmentHeadquarters no contact yet Secretary +94 254 13 69 [email protected]

127 Ministry of Lands & Parliamentary Reforms Secretary Dr LHK Mahanama Secretary +94 11 2888907 [email protected]

128 Ministry of Lands & Parliamentary Reforms Secretary Dr LHK Mahanama Secretary +94 11 2888907 [email protected]

129 Ministry of Lands & Parliamentary Reforms Ass.Secretary G.A.K.M.A.kariyapper Ass.Secretary +94 11 2888907 [email protected]

130 Ministry of Mahaweli Development & Environment Anura Dissanayake Secretary + 94 11 287 99 44 [email protected]

131 Ministry of Mahaweli Development & Environment Ms.Chamari Kumarasinghe Ass. Director +94 71 221 425

132 Ministry of Mahaweli Development & Environment Mr.C.L.K.Wakkumbura Environment Specialist +94 77 432 88 00

133 Ministry of Mahaweli Development & Environment Ass. Director Ms.Chamari Kumarasinghe Ass. Director +94 71 221 425 [email protected]

134 Ministry of Mahaweli Development & Environment Environment Specialist Mr.C.L.K.Wakkumbura Environment Specialist +94 77 432 88 00 [email protected]

135 Ministry of National Policies & Economic Affairs Dr. Harsha De Silva Hon.State Minister

136 Ministry of National Policies & Economic Affairs Hon.State Minister Dr. Harsha De Silva Hon.State Minister

137 Ministry of Plantation Industries Mr J A Ranjith Secretary +94 773 265 694 [email protected]

138 Ministry of Plantation Industries Planning Mr Jaywardasinghe Director Planning

139 Ministry of Plantation Industries Planning Mr. N.S Wanasinghe Director Planning [email protected]

140 Ministry of Plantation Industries Planning Mr W A S Iroshan Deputy Director Planning +94 342246838 [email protected]

141 Ministry of Plantation Industries Additional Secreratry (Development)Ms. Tharangani

Wickramasinghe

Additional Secreratry

(Development)

142 Ministry of Plantation Industries Headquarters Coordinating Secretary [email protected]

143 Ministry of Plantation Industries Headquarters Jagath Ravisinghe Director +94 71 819 374 ?? [email protected] ??

144 Ministry of Plantation Industries Headquarters Sumpath Director + 94 71 291 92 85 [email protected]

145 Ministry of Plantation Industries Headquarters Kimesha Silva Assistant Director + 94 71 183 90 85 [email protected]

146 Ministry of Plantation Industries Additional Secreratry (Development) Tharangani Wickramasinghe Additional Secreratry

(Development)

147 Ministry of Plantation Industries Planning Mr. N.S Wanasinghe Director Planning [email protected]

148 Ministry of Plantation Industries Secretary Mr J A Ranjith Secretary +94 773 265 694 [email protected]

149 Ministry of Primary Industries Daya Gamage Minister

150 Ministry of Primary Industries WB Modernisation of Agriculture in SL Dr M T Kumudini Gunasekare Agribusiness Specialist +94712282500 [email protected]

151 Ministry of Primary Industries Trade Facilitation Unit, Ms. Chathuri Nakandala Senior Assistant Secretory [email protected]

152 Ministry of Primary Industries Secretary Eng. Bandula Wickramaarachchi Secretary 0777 792 966 [email protected]



















mailto:[email protected]%20%20??









153 Ministry of Primary Industries Mr. H.M. GunasekaraAdvisor to Hon Minister of

Primary [email protected]

154 Ministry of Primary Industries WB Modernisation of Agriculture in SL Mr Sapumal Kapukotuwa Marketing Research Expert +94772378045 [email protected]

155 Ministry of Primary Industries Agri Business Unit Ransilu Watawala Deputy Director [email protected]

156 Ministry of Primary Industries WB Modernisation of Agriculture in SL Prof. K.D.N. Weerasinghe Value Chain Expert 0773 575 657 [email protected]

157 Ministry of Primary Industries WB Modernisation of Agriculture in SL Nemindra Manamperi Value Chain Expert 0773 419 845 [email protected]

158 Ministry of Primary Industries Hon.Minister Hon.Daya Gamage Hon.Minister

159 Ministry of Primary Industries Agri Business Unit Ransilu Watawala Deputy Director [email protected]

160 Ministry of Primary Industries Trade Facilitation Unit, Ms. Chathuri Nakandala Senior Assistant Secretory [email protected]

161 Ministry of Provincial Councils & Local Development Additional secretary Mr.Nayeemudeen Additional secretary + 94 77 778 81 90

162 Ministry of Regional Development Headquarters Mr.W.M.R.B.Weerasekara Director (Planning) + 94 77 1000165 [email protected]

163 Ministry of Regional Development Headquarters Secretary + 94 773 501 052 [email protected]

164 Ministry of Rural Economy Headquarters D.K. Renuka Ekanayake Secretary + 94 11 255 65 25 [email protected]

165 Ministry of Rural Economy Headquarters Dr. Niroshan Gamage Deputy Director Planning + 94 77 267 20 15 [email protected]

166 Ministry of Rural EconomyDepartment of Animal Production & Health

(DAPH)Dr. Nihal Wedasinga Director General

+ 94 71 827 24 53 or

+94 81 238 81 [email protected]

167 Ministry of Rural Economy DAPH Dr. Ranjani Hettiarchchi Additional Director + 94 71 452 86 28 or

+94 81 238 45 [email protected]

168 Ministry of Rural Economy DAPH Dr. L.W.W. Samaranayake DD / AB 081 238 80 31 [email protected]

169 Ministry of Rural Economy DAPH Dr. Thilaka Ratnayake D/VRA 081 238 93 42 [email protected]

170 Ministry of Rural Economy DAPH Dr. K.D. Ariyapala D/ Livestock Planning 071 441 98 63 [email protected]

171 Ministry of Rural Economy DAPH Dr. S.S.P. Silva D/VRL 077 364 60 46 [email protected]

172 Ministry of Rural Economy MILCO Mr Palitha Samarakoon Vice Chairman +947780779070 [email protected]

173 Ministry of Rural Economy MILCO Mr K Kanagarajah Manager Dairy Development, Marketing and Procurement+94776128579 [email protected]

174 Ministry of Rural Economy MILCO Mr D M Auwardt DGM Marketing +94776552904 [email protected]

175 Ministry of Rural Economy MILCO Mr M P Kumara Manager, QAR +94718053117 [email protected]

176 Ministry of Rural Economy MILCO Mr Sudath Munasinghe General Manager +94773633894 [email protected]

177 Ministry of Rural Economy National Livestock Development Board Mr Somachandra Jayakody Deputy Chairman +94 777355335 [email protected]

178 Ministry of Rural Economy National Livestock Development Board D.U. Jayawardana General Manager +94 773782146 [email protected]

179 Ministry of Rural Economy National Livestock Development Board Pr.Cyril Chairman 0777566233 [email protected]

180 Ministry of Rural Economy MILCO (PVT) Ltd Mr.Keerthi Mihiripanna Chairman

181 Ministry of Rural Economy DAPH Dr. K.D. Ariyapala D/ Livestock Planning 0714419863 [email protected]

182 MNPEA Department of National Planning R.H.W.A.Kumarasiri Add.Secretary 0773171949

183 MpNPEA Department of National Planning Shunchiro Honda JICA Adviser 076 524 67 50 [email protected]




























Annex 7

List of documents consulted




TAMAP Inception Report Annex 7: Bibliography Page 1

Annex 7: Selected Bibliography

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Asbjørn Drengstig, ‘Aquaculture in Sri Lanka - History, current status and future potential’, August 2013, available at: https://www.norwegian-lobster-farm.com/wp-content/uploads/2013/08/AQUACULTURE-IN-SRI-LANKA1.pdf, [accessed on: April 2018].

Athukorala, P-C et al (2107). The Sri Lankan Economy: Charting a New Course. ADB, Manila.

Central Bank of Sri Lanka, Annual Report 2016, available at: http://www.cbsl.gov.lk/pics_n_docs/10_pub/_docs/efr/annual_report/AR2016/English/content.htm

Central Bank, “Annual Report 2013”, Available at: http://www.cbsl.gov.lk/pics_n_docs/10_pub/_docs/efr/annual_report/AR2013/English/content.htm [last accessed 12 March 2018] -

D.K.N.G. Pushpakumara, Buddhi Marambe, and Jeevika Weerahewa, ‘A Review Research on Homegardens in Sri Lanka: The Status, Importance and Future Perspective’, Tropical Agriculturist 160, no. 2012 (2012): 55–125.

Dahanayake, N. Some neglected and underutilized fruit-crops in Sri Lanka. International Journal of Scientific and Research Publications, Volume 5, Issue 2, February 2015.

Damayanthi, MKN, and Nanayakkara, VK (2008), Impact of the Provincial Council System on Smallholder Agriculture in Sri Lanka, HARTI, Colombo, Sri Lanka.

Department of Animal Production and Health. Livestock Statistical Bulletin 2015.

Department of Census and Statistics, Agriculture and Environment Statistics Division, Sri Lanka, available at: http://www.statistics.gov.lk/agriculture/seasonalcrops/bigonionnationalsubnational.html

Department of Census and Statistics. (2017). National Accounts Estimates of Sri Lanka – Provisional Estimates for the year 2016.

Disna., A.P.P.. Director Department of Agriculture, “Export potential for Export Agriculture Crops (EAC): Challenges and the Way Forward”, 19 – 21 September 2017, Available at: http://www.ips.lk/wp-content/uploads/2017/09/Disna_IPS-Export-promotion.pdf [last accessed 12 March 2018]

Dissanayaka et al., ‘Development of New Coconut Hybrids for Yield Improvement Utilizing Novel Local Dwarf Coconut Variety: Sri Lanka Brown Dwarf’.

Embassy of Sri Lanka in Stockholm, Sweden, ‘Opportunities for Sri Lankan Coconuts in the Swedish Market’.

EU (2017). The Political and Institutional Context of the Water Sector in Sri Lanka: An overview. Luxembourg.



European Commission. 2015. Final Report of an Audit Cassied Out in Sri Lanka from 03 February 2015 to 13 February 2015 in Order to Evalaute the System of Official Controls for The Export of Plants and Plant Products To The European Union. Available at: ec.europa.eu/food/fvo/act_getPDF.cfm?PDF_ID=11764

Export Development Board (2016). INDUSTRY CAPABILITY REPORT – Fruit and Vegetables. Export Agriculture Division, EDB, Colombo, Sri Lanka

FAO (2015). Agricultural transformation of middle-income Asian economies: Diversification, farm size and mechanization, by David Dawe. ESA Working Paper No. 15-04. Rome, FAO

FAO (2017). Strengthening Sector Policies for Better Food Security and Nutrition Results; Policy Guide Notes 1 – 8. Rome.

FAO (2018). Development of a National Agricultural Policy for Sri Lanka: Draft Policy Framework, MoA, Mimeographed, Colombo.

Franklin Martin, Scott Sherman, and Tim Motis, ‘Agroforestry Principles’ (ECHO, 2007), http://people.umass.edu/psoil370/Syllabus-files/Agroforestry_Principles.pdf; S. Thamiem et al., ‘Trade Competitiveness of Agroforestry Crop Sector in Sri Lanka’, Tropical Agricultural Research 22, no. 4 (2011): 338–47.

GFRAS (2016). Worldwide Extension Study see http://www.e-griculture.org/news/world-wide-extension-study Accessed 1st April 2018.

GOSL (2015). Proceedings of the National Symposium on Floriculture Research 2015. SLCARP & MoA Department of National Botanic Gardens. Peryadenya.

GOSL MoA (2017). 2016 Progress and 2017 Development Programmes. Rajigariya.

GOSL MoA (2018). 2017 Progress and 2018 Development Programmes. Rajigariya.

GOSL, (2006). National Plantation Industry Policy (NPIP) Framework. Ministry of Plantation Industries, Mimeographed, Colombo.

GOSL, Ampara District Secretariat (undated). Ampara District Development Plan 2018-2022. District Planning, Amapara.

GOSL, Department of Agrarian Development (2012). Agro Ecological Watershed Handbook. Colombo.

GOSL, Min Mahaweli Development and Environment (2106). National Adaptation Plan for Climate Change in Sri Lanka. Climate Change Secretariat, Colombo.

GOSL, Min Plantation Industries (2016). Sri Lanka Rubber Industry Development Master Plan 2017-2026. Sri Lanka Rubber Secretariat, Colombo.

GOSL, Min Plantation Industries (2017). Statistical Information On Plantation Crops 2016. Battaramulla

GOSL, Ministry of Finance and Mass Media (2017). Budget Estimates 2018. Colombo.

GOSL, MOA (2012). Crop Enterprise Budgets of Fruits and Floriculture Crops. Socio Economics and Planning Centre, Peradeniya.

http://www.e-griculture.org/news/world-wide-extension-study

http://www.e-griculture.org/news/world-wide-extension-study



GOSL, MoA (2016). Food Production National Programme 2016 – 2018. Presidential task Force on National Food Production. Colombo.

GOSL, MoA (2016). National Research Priorities on Floriculture. SLCARP, Colombo.

GOSL, MoA (2106). Sri Lanka E - agriculture Strategy. Dept of Agriculture, ITC Centre, Periadenya.

GoSL, MoA, (2017). National Agricultural Research Policy and Strategy 2018-2027: Food and Agriculture: Key to Achieving the 2030 Agenda for Sustainable Development.SLCARP, Government Printer, Colombo.

GoSL, MoA, Dept of Agriculture (2015). Crop Enterprise Budget – Paddy, Other Field Crops & Vegetables. Socio Economics and Planning Centre, Peradeniya.

GOSL, MoA, Dept of Agriculture (2016). AgStat Vol: XIII. Pocket Book of Agricultural Statistics Cost of Cultivation of Agricultural Crops 2015/16 Maha. Socio Economics and Planning Centre, Peradeniya.

GOSL, MoA, Dept of Agriculture (2017). Cost of Cultivation of Agricultural Crops 2015/16 Maha. Socio Economics and Planning Centre, Peradeniya.

Institute of Policy Studies of Sri Lanka (IPS),”Pepper VC in Sri Lanka: Opportunities and Constraints”, 20 March 2017, Available at: http://www.ips.lk/images/News/2017/20_03_2017_Cinnamon_ips/Pepper%20VC%2020-03-17update3.pdf [last accessed 12 March 2018]

International Trade Centre. Improving Safety and Quality of the Sri Lankan Fruits and Vegetables. Available at: http://spssrilanka.lk/images/publications/ITCFactSheetSriLanka.pdf

K.H.D.T Kasagala, ‘Aquaculture for Rural Development and Poverty Reduction in Sri Lanka: An Assessment of Potentials and Constraints’, 2008, available at: http://dl.nsf.ac.lk/ohs/harti/22235.pdf, [accessed on: April 2018].

Keerthipal, A P (2007). Sugar Industry of Sri Lanka: Major Issues and Future Directions for Development. In: Journal of Sugar technology 9/1 of (2007): pp 1-10.

Kelegama, ‘The Case for Libealization of Tea Imports for Increasing Value Addition and Enhancing Tea Exports of Sri Lanka’.

Klaus Geiger, ‘Characterizing the Traditional Tree-Garden Systems of Southwest Sri Lanka’, Tropical Resources 34 (2015): 93–103.

Marambe, B, Silva, P and Athauda, S (2017). Agriculture and Rural Development Under Central Government and Provincial Council Setup in Sri Lanka. In: N.S. Cooray and S.Abeyratne (eds.), Decentralization and Development of Sri Lanka Within a Unitary State. © Springer Nature Singapore Pty Ltd. 2017.

Mattsson, Ostwald, and Nissanka, ‘What Do We Know about Food Security in Homegardens of Sri Lanka?’

Munasinghe, J. et al. 2014. Food safety in Sri Lanka: problems and solutions. Available at: http://www.wageningenacademic.com/doi/abs/10.3920/QAS2014.x007



N. Yogaratnam, ‘Growing Belief in Agroforestry’, Daily Mirror, 20 August 2012, sec. Mirror Business, http://www.dailymirror.lk/21285/growing-belief-in-agroforestry.

National Livestock Development Board (2015). Development Targets and Key Performance Indicators of NLDB Farms 2016 to 2020. NLDB, Colombo 05.

Padmini, S. M. P. C and Kodagoda, T. D. 2017. "Present status and future scope of floriculture industry in Sri Lanka and its potential in women empowerment." Sri Lanka Journal of Social Sciences 40 (1): 31-40.

Palathsabha, L (undated). Provincial Councils in Sri Lanka: A guide to understanding the structure, organisation and the system. Mimeographed, no organisation affiliated.

Perera, ‘Tea Smallholders in Sri Lanka: Issues and Challenges in Remote Areas’.

Premaratha, ‘Industry Capability Report-Sri Lankan Rubber Products Sector’.

Premila, J (2017). Eliminating Non-Tariff Barriers on Sri Lanka to improve trade with SAARC Countries on selected products. Federation of Chambers of Commerce and Industry of Sri Lanka (FCCISL)

Rodrigo et al., ‘Rubber in East Assures the Perceived Benefits; a Case Study Showing Increased Rubber Production, Amelioration of the Climate and Improved Rural Livelihood’.

Senanayake, S. M. P., & Premaratne, S. P. (2016). An analysis of the paddy/rice value chains in Sri Lanka. Australia South Asia Research Centre working paper, 4.

Sirimane, ‘Project to Grow Coconut in 80,000 Acres in NE’.

Siriwardena, L (2018). Sri Lanka in a middle-income trap: An economic vision for the new generation. In: Counterpoint, www.counterpoint.lk (accessed 26 April 2016).

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Sri Lanka Export Development Board. 2016. Industry Capability Report – Food and Beverage Sector. Available at: http://www.srilankabusiness.com/pdf/industry_capability_reports/food_and_beverages.pdf

Sri Lanka Rubber Secretariat, ‘Sri Lanka Rubber Industry Master Plan: 2017 – 2026’.

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Weerakoon, L and Kariyawasam, R (2017). Guidelines and Recommendations for Land Policy. Centre for Sustainable Agriculture Research and Development, & Movement for Land and Agriculture Reform. Rajagiriya.

Wekumbura et al., ‘Prospects and Issues Related to Tea Cultivation in Mid Country Homegarden Based Tea Smallholdings in a Selected Village in Sri Lanka’.

Wickremasinghe, S I (2006). Development of the National Research System (NARS) in Sri Lanka with special reference to food crops sub-sector: issues related to science policy. Journal of National Science Foundation Sri Lanka, 2006 34(2):69-83.

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Annex 8

Communication & Visibility Strategy




ANNEX 8:

Communication and

Visibility Strategy

Sri Lanka

Technical Assistance to the Modernisation of

Agriculture Programme in Sri Lanka

2


Contents

1. Introduction ............................................................................................................ 3

1.1 An Introduction to the Project ................................................................................. 3

1.2 Purpose ................................................................................................................. 3

1.3 Purpose of the Strategy ......................................................................................... 4

1.3.1 Determining Communication and Visibility Objectives ..................................... 4

1.3.2 The Purpose of the Strategy ........................................................................... 5

1.3.3 Identifying Target Audiences ........................................................................... 6

1.3.4 Developing Tailored Messages ....................................................................... 7

1.3.5 Communicating to different audiences ............................................................ 8

1.3.6 Standardised Visibility Guidelines ................................................................... 9

2. Communications and Visibility Activities ............................................................... 10

3


1. Introduction

1.1 An Introduction to the Project The Technical Assistance to the Modernisation of Agriculture Programme in Sri Lanka (TAMAP)

is a 36 month, 4.2m EUR project which commenced in January 2018. TAMAP is part of a suite of

EU-support, structured around two components:

1. One component, implemented through the World Bank, will operate at provincial and district levels with the final beneficiaries. This component will assess constraints and needs of small holder farmers and will design and implement together with competent provincial institutions and private sector, measures (such as advisory services, farmer organisation, technology, infrastructure, etc...) to enable small holder farmers, their families and communities to benefit from a more sustainable, productive and competitive agriculture;

2. One component to be implemented directly through a service contract. The technical assistance will operate at the national, provincial and local levels and will provide support to the main stakeholders in identifying and addressing the needs/gaps in capacities, policy, fiscal, legislative or regulatory frameworks needed to enable small holder farmers to move towards a more sustainable, resilient and productive agriculture.

The overall objective of the programme is: To contribute to a more productive, sustainable, diversified, climate-resilient, market-oriented and inclusive agriculture in Sri Lanka This will be achieved through the development, implementation and monitoring of a relevant and credible sector policy for the modernisation of agriculture that ensures the benefits of growth be shared at both national, provincial and local levels by means of improving the technical inputs and capacities required by the Government of Sri Lanka.

1.2 Purpose

The purpose of this contract is: The technical assistance will operate at the national, provincial and local levels and will provide support to the main stakeholders in identifying and addressing the needs/gaps in capacities, policy, fiscal, legislative or regulatory frameworks needed to enable small holder farmers to move towards a more sustainable, resilient and productive agriculture. The results to be achieved by this contract, implemented by a consortium led by Ecorys Nederland BV: R.1 To develop an overall Agriculture Policy in line with the Government Development Goals; R.2 To create the enabling environment and implement relevant reforms and policies for the

modernisation and diversification of existing agriculture production, and promote exports to meet expanding international demands;

R.3 To improve existing systems and practices used by central and provincial Ministries involved

4


in Agriculture for planning, budgeting/resource allocation, implementation of sectoral and sub-sectoral policies;

R.4 To monitor and assess the impact of implementing Government's overall Agriculture Policy through an improved statistical and data analysis system.

1.3 Purpose of the Strategy

We understand that in order for the project to achieve its maximum possible impact, it will

be necessary to proactively engage all project stakeholders throughout the project cycle,

building a body of evidence around the development of policy and its rationale as to the

effectiveness of the reforms, and demonstrating the results that are being achieved through this

project.

1.3.1 Determining Communication and Visibility Objectives

There are three key objectives for Communication and Visibility for this project, which will be

outlined and addressed in the remainder of this Strategy:

• Objective 1: Stakeholders have access to up-to-date, relevant information about the project

- its remit, activities and results - and they are able to communicate their emerging priorities

and needs. This will ensure that they become and remain engaged in the project, therefore

improving the accountability, transparency, effectiveness and efficiency of the TAMAP and

progress towards its objectives. This is especially important given the cross – ministerial

nature of the project, and the sector wide approach.

• Objective 2: Communications are sensitive to the specific regional and local political and

cultural context(s). This Strategy will assist in establishing and maintaining the engagement

of stakeholders and upholding the credibility of the project, ultimately helping to ensure the

realisation of the project objectives.

• Objective 3: The project meets its contractual obligations with respect to visibility. This will

ensure that stakeholders can clearly identify the impacts of the project’s activities and

understand that these impacts were made possible by the EU support to the action. This is

particularly important given that TAMAP is part of the first direct engagement between the EU

and the Government of Sri Lanka, and that elements of the project will pave the way for future

cooperation.

In addition from these three main objectives, it is important that the project also continues to reach

out to broader stakeholders, including ministries and agencies beyond the MoA, MPI, MNPEA

who will be affected by the project and its wider outcomes. It is therefore important to include a

further objective:

• Objective 4: Effective communication about the project objectives, activities and opportunities

to raise awareness to staff of relevant government ministries and agencies (central and district

5


level), to the private sector in Sri Lanka (agribusiness, farmers, producers and processors

along the value chain), civil society organisations and to the general public.

1.3.2 The Purpose of the Strategy

As with any technical assistance project, it is important to prioritise stakeholder engagement,

especially in the early stages of a project. The success of this project relies on the commitment

and buy-in of both external and internal stakeholders.

The four purposes of this Communication and Visibility Strategy are outlined below:

• To ensure that the EU is recognised within Sri Lanka and further afield. This is essential

to maintain the strong reputation of the EU in international development projects and to build

the reputation of the EU within Sri Lanka, in particular. As one of the first Technical Assistance

projects implemented in direct cooperation with the Government of Sri Lanka, TAMAP will

play an important role in promoting the role of the EU.

• To promote results and successes of the project. This is important in order to generate

buy-in from stakeholders and to encourage staff members to continue to work hard towards

the aims of the project, as they are able to see the positive results occurring.

• To encourage interaction with a wide range of stakeholders. This is particularly relevant

to donor coordination, which is essential for the overall development of Sri Lanka to

successfully occur. By having a clear Communication and Visibility Strategy, all donors will be

able to easily understand the work that this project is contributing to the wider situation.

• To facilitate lesson learning. To ensure that the project team receive feedback from

stakeholders as to how well interventions are achieving the results they are aiming for.

Through this, interventions can be modified as necessary.

Overall, these purposes will combine to yield increased knowledge and awareness of the project,

its relevance across the agricultural sector and the EU across Sri Lanka. This will generate

increased buy-in from stakeholders, thus increasing the success of the project itself. This will

manifest at all levels of stakeholder engagement, ranging from rural field level staff who are more

aware of available trainings and more motivated to become involved in the project, to small private

sector stakeholders who are part of the value chain, to large agribusiness, and government from

central to distract levels.

The project has achieved a number of its early objectives and has positively raised awareness

amongst stakeholders – especially among direct beneficiary units in the MoA, MNPEA and MPI

(and the Ministry of Finance) – of the reasons for the action as well as the results and the impact

of the EU support.

6


1.3.3 Identifying Target Audiences

There is a particularly wide and diverse range of stakeholders under the TAMAP, who both need

to be coordinated and provided with a forum for consultation as well as informed of project

activities. The most prominent of these are outlined below.

Direct Target Audiences

This consists of both direct beneficiary ministries, ministries concerned with agriculture and those

who have a direct impact on the implementation of the project. These include the following:

1. Ministry of Agriculture 2. Department of Planning, Ministry of National Policies and Economic Affairs 3. Ministry of Primary Industries 4. Ministry of Finance 5. Prime Minister’s Office 6. President’s Office 7. The Delegation of the European Union in Sri Lanka (EUD) 8. The Project Steering Committee (PSC) 9. Ministry of Water Supply and Drainage 10. Ministry of Fisheries and Aquatic Resource Development 11. Ministry of Irrigation & Water Resources Management 12. Ministry of Plantation Industries 13. Ministry of Lands 14. Ministry of Mahaweli Development and Environment 15. Ministry of Primary Industries 16. Ministry of National Policies and Economic Affairs 17. Ministry of Health, Nutrition & Indigenous Medicine 18. Ministry of Rural Economic Affairs.

Additional Target Audiences

1. Sri Lankan Agribusiness

2. Cooperating Partners (UN FAO, UNWFP, JICA, World Bank)

3. Agricultural Research Institutions

4. Sri Lankan Standards Board

5. Ministry of Environment

6. Ministry of Local Government and Provincial Councils

7. Ministry of Labour and Trade Union Relations

Indirect Audiences

1. The General Public (including media organisations)

2. Tea Research Board

3. Ministry of Sustainable Development & Wildlife

7


4. Ministry of Skills Development and Vocational Education

5. Ministry of Women & Child Affairs.

6. Ministry of Finance and Mass Media (Customs dept) 7. Ministry of Science, Technology and Research

8. Tea Research Institute

9. Sri Lankan Universities

10. Sri Lankan research institutes

11. MILCO

12. Ministry of Provincial Councils and Local Development

13. Coconut Development Authority

14. Ministry of Hill Country New Villages, Infrastructure and Community Development

15. Private Export Businesses

16. National Aquaculture Development Authority of Sri Lanka

1.3.4 Developing Tailored Messages

Key messages have to be simple so as to be easily comprehensible; they have to be tailored to

the interests of the audience; and they have to be consistent with the greater objectives of the

project.

Messages should be conveyed in a manner with holds the attention of the target audience so that

they remember them, and the use of non-technical language when targeting non-technical

audiences will serve to ensure that the messages are properly received and understood. This

Communication and Visibility Strategy will focus on the presentation of the messages in the

following way:

• The use of various communication channels, in proportion to the impact of each one to each

target group. This will include rural billboards and signage where appropriate (for the activities

targeted towards farmer groups and around the promotion of new technology;

• The use of the key messages/communication themes for every target group (key groups

where messages will need to be tailored will include youth and women);

• The expression of messages in an attention-holding manner so that target audience will

remember them;

• The constant repetition of messages over a sustained period of time;

• The use of non-technical language when targeting non-technical audiences; and

• The development of messages with a view to increase the level of awareness to additional

target groups.

The messages must be in line with the general and specific objectives of the Communication and

Visibility Strategy.

8


The choice of messages will be very carefully planned to ensure that expectations are kept

realistic and are based on accurate information.

After identifying the overall communications objectives and target audiences, it is important to

develop specific objectives for each target group, related to the project’s overall communications

objectives.

1. Direct Target Audiences

• Ensure more and wider knowledge and understanding of the purpose and objectives of the

project.

• Provide information on progress being made in carrying out project activities.

• Leadership, ownership, commitment and support in engaging staff in their respective units to

take advantage of the opportunities provided by the project, particularly trainings and

guidance documents.

• Enable two-way feedback on project activities and challenges faced.

• Ensure regular appreciation and understanding of progress on project activities and

opportunities.

2. Additional Target Audiences

• Ensure more and wider knowledge and understanding of the purpose and objectives of the

project.

• Engage private sector and civil society organisations, particularly with a view to importers

taking advantage of the opportunities and enhancements provided by the project.

• Provide information on progress being made in carrying out project activities and seek

opportunities for joint dissemination of results.

• Ensure that the beneficiary population is aware of the role of the EU in supporting the

agricultural sector in Sri Lanka .

1.3.5 Communicating to different audiences

The abovementioned target audiences will receive different levels of communication and will have

different levels of access to project documents.

Direct Target Audiences will have access to all project documentation, including all project

reports, formally written guidelines or advice, outputs submitted and relating documentation,

meeting minutes and meeting agendas. Direct target audiences will also have access to all

visibility materials produced for the project – business cards, banners, leaflets, photos, press

releases and so on.

9


Indirect (Secondary) Target Audiences will have limited access to project documentation. In

cases where project documentation is directly relevant to a secondary stakeholder, for instance if

an output and its related reports is targeted to a secondary stakeholder, project documentation

may be shared with them by one of the Key Experts of the project, with the approval of the EUD

Project Manager. Project documentation should not be shared outside of the direct (primary)

target audiences without the express verbal or written permission from one of the core team of

Key Experts, and the EUD Project Manager. Indirect target audiences will also have access to all

visibility materials produced for the project, once they are made available to the general public

(banners, leaflets, press releases, etc.).

1.3.6 Standardised Visibility Guidelines

The project will adhere at all time to the EC Visibility and Communications manual, as available

here: http://ec.europa.eu/europeaid/work/visibility/index_en.htm_en

Specifically, there will be an emphasis on all visibility documents that the project is part of a

bilateral agreement between the European Union and the Government of Sri Lanka. This also

links to the Implementing Partner (Ecorys) and the beneficiary agency (the Government of the

Republic of Sri Lanka ). Therefore, the Sri Lankan government emblem will be displayed at one

extreme of all visibility content produced, and the European flag will be displayed at the other

extreme. Ecorys’ logo will then be juxtaposed or below the European flag and the GoSL’s emblem

will be juxtaposed with the EU flag. The project title will then be placed in the middle of the flags

and logos.

http://ec.europa.eu/europeaid/work/visibility/index_en.htm_en

10


2. Communications and Visibility Activities Below is a table indicating the planned Communications and Visibility activities:

Means of


Means of

Verification

1. General project materials

1.1 House style

project

templates

Letterhead, report template, internal minutes,

PowerPoint template, etc. stored as templates on

project staff computers and produced in hard copy as

and when required

Internal and external

people coming into

contact with paper-

based communications

relating to the project

House styles

developed and

approved by August

2018;

Business Cards for

TAMAP team

developed by end of

inception

Project

documentation

and templates;

Business Cards 1.2 Business Cards Business cards for Key Experts, bearing the house

style, including the GoSL emblem, Ecorys and EU logos

All externals coming into

contact with the

individuals representing

the project

1.3 Project Pop-up

Banner

A standard project pop-up banner will be commissioned

(non-date or event specific) which can be used at all

events or visibility opportunities (including the project

Launch Event and all training events and workshops).

In addition to the generic banner, each result area will

have its own pop up banner, which may be used and

can be ‘owned’ by the relevant ministry. Banners for

some of the key outputs which will require significant

cross-sector consultation will be developed - this is

particularly relevant for the development of the NAP and

for the development of PPPs.


people that come into

contact with all types of

project events

One general pop up

banner designed and

printed for inception

workshop;

Three specific result

area banners

designed and printed

by August 2018;

Pop-up banners

Project Banners in

place at project

events

1.4 Project Leaflets

and newsletters

A standard project leaflet and newsletter will be

developed (non-date or event specific) which can be

used at all events of visibility opportunities. This will be



General Project

Leaflet designed and

approved for

Project leaflets ;

11


Means of


Means of

Verification

available at all times from the EUD and Beneficiary

Ministries in English, Sinhalese and Tamil

A Newsletter about project activities will be developed

on a 6 monthly basis, on the same cycle as the progress

reports to the EUD. A template for this newsletter will be

developed by the visibility expert .



distribution by month

9;

Project Leaflets

stocked in Ministries

and EUD by month

10;

5 Project Newsletters

distributed by

January 2021

Bookshelves at

EUD Colombo;

Leaflets in

communal areas

of relevant

ministries

1.5 Photo library

and video

footage/ DVD

where

appropriate

Every effort will be made to capture photographs of

project events and special occasions. A download

facility will be established on the TAMAP website so that

interested stakeholders can have access to those.

All attendees to events will be presented with the option

to provide consent for the use of their images. This will

be in the form of a section of the attendance sheet or a

separate consent form if appropriate. The consent

clause will be presented in English, Sinhala and Tamil.

The project hired a professional photographer for the

project launch event and will do so for other large, high

profile workshops, trainings or events.

DVDs or video files can be produced as a resource for

training purposes, analyses of Video Conferences and

as a programme monitoring tool.

The EUD is will hold the copyright of all footage and

images produced by the project.





Project photo library

developed by

December 2018, to

be updated every six

months

TAMAP.EU

website ‘gallery’

section;

Internal project

photo library

Project photo

library in EUD

1.6 Contacts

Database

A contacts database will be developed using Excel, with

communications and contact details for all project

stakeholders. All these stakeholders will be requested

for their permission for details to be stored.

Stakeholders, TAMAP

team

Full contact database

to be developed by

August 2018;

Internal project

database on

project server

12


Means of


Means of

Verification

Contact database to

be updated and

backed up annually.

1.7 Project Reports

– report

database and

library

An Inception Report, Half-Year Progress Reports and a

Final Report to be submitted to major stakeholders in

addition to mission reports by NKE and service

providers. These will be developed in accordance with

the EU Communication and Visibility Manual for EU

External Actions.

All stakeholders Inception Report

month 4;

Project Progress

Reports months 7,

13, 19, 25, 31

Draft final report

submitted January

2021;

STTA reports

submitted to EUD

and ministries two

weeks after

conclusion of mission

Inception,

progress and final

reports

1.7.1 Covers and

Folders for

Project

Documents

Document folders and covers for the project will be

produced, with visuals approved by both counterparts

and EUD. The folders will include an opening remark or

statement from the EU Head of Delegation.

Images (and relevant consent) will be gathered from the

field by the team in the early stages of the project.

All stakeholders Templates for covers

and folders for the

project developed by

August 2018 updated

with relevant photos

according to their

content.

Project covers

and

documentation

2. Meetings communications

2.1 Project Steering

Committee

(PSC) Meetings

PSC meetings to be held at least twice a year.

The steering committee shall oversee and validate the

overall direction and policy of the project and organize

donor monitoring of the project.

Minutes will be drafted by the PSC Secretary and

circulated to PSC members.

Ministry of National

Policies and Economic

Affairs

Ministry of Agriculture

Ministry of Primary

Industries

PSC Meeting

Minutes circulated

two weeks after the

conclusion of the

each meeting;

PSC Meeting

Minutes

13


Means of


Means of

Verification

The Delegation of the

European Union

The three Key Experts

Provincial level

ministries in the

agricultural sector

Other ministries and

entities depending on

the agenda and

endorsements /

decisions to be made.

2.2 Stakeholder

meetings

Stakeholder meetings will be held as and when required

for technical discussions, for consultations and

planning/monitoring of programme events. Sector

working groups

A record will be kept by the project team of all major

communications.

All project stakeholders Meeting Minutes

circulated within two

weeks of conclusion

Meeting Minutes

3. Technical Documentation 4.

4.1 National

Agriculture

Policy drafts

and relevant

documentation

The project will include the sharing of a significant

amount of documentation for the consultation around

the NAP. This should allow for comments and

feedback to be collated.

A ‘One Drive’ for TAMAP has been developed for the

KEs to share and comment on documents. If

appropriate, this will be expanded to include

Government Counterparts.

If counterparts are more comfortable using an existing

service, such as Dropbox or Google Drive, a dedicated



appropriate

Draft NAP developed

by December 2018;

‘One Drive’

operational by June

2018;

NAP drafts and

comments

Project

documents stored

in the One Drive

14


Means of


Means of

Verification

account will be established for the purpose of the

project.

4.2 Proceedings of

conferences,

study tours,

DVDs etc

These outputs will be generated on the basis of sector

conferences, and any relevant study tours undertaken

as part of the project.



appropriate

Study tour reports

generated two weeks

after the conclusion

of the tour;

Conference reports

generated two

months after the

conclusion of the

conference

Reports and

photo

documentation

5. Media Communications and Events

5.1 Launch Event Launch event to be held at start of Implementation

Phase. A professional photographer will be contracted

for this event and local press will be invited.

All direct and additional

target audiences.

Launch event held

April 2018;

Press Release on

the Inception

workshop issued to

coincide with

workshop

Inception

Workshop report

and photographs

Press Release;

Media Articles on

topic of TAMAP

IW

5.2 Press Releases

and Press

Conferences

The Key Experts will support the MoA, MNPEA and

MoPI if needed in drafting press releases prior to major

project events. These should be issued to a range of

media contacts in order to ensure media coverage, for

print, broadcast, radio and internet media.

Government, donors,


civil society

Major news outlets and

members of the press

A minimum of 9

press releases by

January 2021;

At least 3 TAMAP

press conferences

Number of press

releases

circulated by

project;

15


Means of


Means of

Verification

A table of milestones ad the corresponding visibility

activities is included below.

Press briefings will be held to announce and mark

project milestones. The press conferences will be held

with representatives from the Ministries under the

project and the Head of Delegation from the European

Union, if possible.

All materials produced for media dissemination will be

produced in coordination with the Press Offices relevant

Ministries, and once approved it will be shared with the

EUD for their own dissemination channels.

held by January

2021

Number of press

conferences held

by project

5.3 Media articles The Key Experts will support the MoA, MPI, MNPEA

and EUD if needed in drafting ad hoc media articles, in

order to increase and promote visibility for the activities

and achievements of the programme.

Government, donors,


civil society

TA team to support

the drafting of 6

media articles by

January 2021;

15 media articles

generated by

TAMAP project

activities by January

2021

Media articles in

online and print

media

5.4 Media visits to

project sites

Where appropriate and where activities or outputs are

produced at field sites, representatives from the media

will be invited to visit project sites. This will be relevant

in the case of PPPs developed under the project.

However, we do not foresee this being a significant

visibility activity.

Government, donors,


society and general

publicity

One media site visit

by 2021

Articles about

project visits in

media

5.5 Social Media

and website

The project has purchased the ‘TAMAP.EU’ domain

name. The Key Expert Team have all been provided

with email addresses under this name, and an ‘info’

address for general enquiries will be monitored. The

project might develop a Twitter profile to share general

information around the project (4.1-4.3), and after month

Government, donors,


society and general

public

TAMAP Twitter

account developed

by August 2021;

Twitter account;

Website

16


Means of


Means of

Verification

6 a www.tamap.eu website will be developed. The

website will provide a newsfeed of project activities, and

also make available relevant documents appropriate to

share in the project domain.

TAMAP.EU live by

August 2018;

30 tweets per annum

developed by the

project

5.6 Case Studies/

Stories of Most

Significant

Change

Stories of Most Significant Change and Case Studies

will be gathered by the TA team throughout

implementation, and on an annual basis these will be

compiled by the Visibility Expert and submitted to the

EUD and Ministries for their use and dissemination.

They will also be published on the TAMAP website.

These stories may also be collected as small video clips

which can be circulated by the Ministries, shared by the

EU and published on the TAMAP website.

Use the project to address the lack of youth

engagement in the agricultural sector. This will include

a particular focus on case studies which include

successful and professional young farmers.

Government, donors,


society and general

public

3 case studies

developed per year

by the project up to

2021;

5 stories of Most

Significant Change

developed by

January 2021;

At least one of the

stories of MSC , and

one Case Study per

annum, focuses on

youth engagement

6. Direct Beneficiary engagement

6.1 Signage in rural

areas, and

public

information

campaigns

where

appropriate, for

key campaign

messaging

Information around the project objectives, with relevant

messaging in English, Sinhala and Tamil, will be

developed.

In addition to these general project messages, key

project campaign messaging around key issues in the

agricultural sector will be developed. It is expected that

they will be relevant to the following activities:

• A2.1.3: Develop a website giving easy access to

harmonised market information

Rural Beneficiaries 3 rural signboards

developed and in

place by June 2020;

Rural signboards

http://www.tamap.eu/

17


Means of


Means of

Verification

• A2.2.3: Promoting new technologies and

diversification;

• A2.3.2: Engage stakeholders in consultations on

green agriculture

• A2.5.4: Development of training programme and

conducting training of trainers on group formation,

lead farmer approach and farmer field schools;

• A2.7.2: Building Trust and understanding around

PPPs

This may be done through the use of ‘champions’ or

local celebrities.

18




Annex 9

Detailed work plan for TAMAP



9_Annex_9_Work_Plan_TAMAP_2018_06_20.xlsx

Month

No. OUTPUTS KE1 KE2 KE3 SNKE JNKE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41

RESULT 1: An overarching Agriculture Policy in line with the Government Development Goals is developed

A1.1

Provide expertise and support to the preparation of an overarching Agriculture Policy (including actions related to

women/social exclusion and environment/climate change) that covers all sub-sectors, based on extensive

consultations with, and the full participation of, all stakeholders

A1.1.1Stakeholder consultation, participatory needs assessment conducted and policies including crosscutting issues in key

associated ministries and sectors reviewed ✓ ✓ ✓

Organising working groups to i) agree on the overall approach and methodology to accomplish Result 1 and ii) monitor,

guide and mentor the process of accomplishing result 1✓ ✓

Continuous stakeholder consultation to make GoSL aware on the need of an overarching agricullture policy, marketing its

advantages and lobbying for approval ✓ ✓

Awareness raising and tailoring communication strategy to make stakeholders aware that sharing information, policies and

strategies is a must to accomplish the results.✓ ✓

Stakeholder analysis of major ministries, departments and private sector entities✓ ✓

Assessment of key agriculture sectors and subsectors with a view to challenges, potential, recommendations for

improvement and way forward ✓ ✓

A1.1.2 Identification and formation of cross sector planning working group for the NAP✓ ✓

Development of Terms of Reference for the planning working groups in accordance with the 4 results ✓ ✓

Identification & appointment of core members and additional members for the working groups in accordance with the

results and subjects to be discussed and agreed upon ✓ ✓ ✓

Agreeing on the mode of communication related to working group organisation (e-mail with distribution list and no formal

letters to each entity) ✓

Organisation of the first working group discussing and agreeing upon way forward as proposed in the inception report✓ ✓ ✓

A1.1.3 Review of recently developed agricultural policies & strategies in Sri Lanka and conducting SWOT analyses✓ ✓ ✓

Assessment of existing policies and strategies dealing with agriculture in broader context which are made available by

stakeholders with a view to core tasks and inclusion of crosscutting issues using SWOT analysis ✓ ✓ ✓

Lobbying and making GoSL stakeholders aware on the need for transparency and sharing documentation which is required

for successful project implementation ✓ ✓

Assessment of policies and strategies which have been recently developed or which are currently under development with

a view to core tasks and inclusion of crosscutting issues using SWOT analysis ✓ ✓ ✓

A1.2Support the design of a strategy, action plan and a clear roadmap to implement the policy together with the

institutional framework for its implementation

A1.2.1 Development of Action Plan and Strategy for NAP implementation ✓ ✓

Development and agreement of the change management plan following the 8 step approach ✓ ✓

A1.2.2Supporting the Institutional Framework (annual reviews) with a view to align it as much as possible with the way NPD has

been monitoring national policies✓ ✓

Extensive stakeholder consultation to enhance ownership and buy-in✓ ✓ ✓

A1.2.3Support the Government to get up to date data, information and analysis in support to the implementation of the policy,

notably at sub-sectoral level and develop applicable models and methodologies (see Result 4)✓ ✓ ✓

A1.2.4Capacity building in prioritisation of data compilation in line with the NAP, data collection, compilation and analysis (see

Result 4)✓ ✓ ✓

Period in which activities related to Result 1 are implemented

Jan - June 2020 Jul - Dec 2020 Jan - June 2021Jul - Dec 2019ResponsibilitiesIndicative

Inputs

Indicative TAMAP Work Plan in Detail

Jan - June 2018 Jul - Dec 2018 Jan - June 2019

Work_Plan_details 2 of 21


Month




InputsJan - June 2018 Jul - Dec 2018 Jan - June 2019

A1.3Share all relevant budget processes/analyses to show the costs and funding of policy implementation over the

medium term (including the use of Medium Term Expenditure Framework guidelines (MTEF))

A1.3.1Support in the development of short-term, Medium Term Expenditure Framework and also long-term budgets for NAP

implementation✓

A1.3.2 Needs assessment/costing of interventions as a tool for aligning development plans and objectives to budgets ✓

A1.3.3Support public policies and reforms coherence with resource planning in close collaboration with the upcoming EU funded

PFM programme✓ ✓

A1.3.4Introducing Mechanisms and Methods of Public Expenditure Tracking (PET) in close collaboration with the upcoming EU

funded PFM programme✓ ✓

Support the finalisation of (sub) sector strategic plans, support the development and finalisation of all budgets on central

and provincial level and training of key officers and coaching and mentoring in budgeting ✓ ✓

A1.4Support the Government to acquire international best practices in agricultural development and knowledge that

can be replicated in the Sri Lankan context

A1.4.1 Organising study tours and international conferences with a view to learning international best practices ✓ ✓

A1.4.2 Facilitation participation at twinning programmes ✓ ✓

A1.4.3 Conducting desk studies to assess agricultural policies from other countries ✓ ✓ ✓

Sharing results of desk studies with stakeholders through organsiation of working groups, discussion of contents and tis

applicability for Sri Lanka and obtainign common understanding✓ ✓ ✓

A.1.5

Support the Government and the EU Delegation (EUD) to prepare the future sector reform contract in agriculture:

preparing the necessary analysis and documentation for the identification and formulation of the programme

including the selection of SMART indicators

A1.5.1Sensitisation of key personnel through training, study tours around the requirements of the Sector Reform Contracts

(SRCs)✓ ✓

A1.5.2 Developing the analysis and tools including SMART indicators to monitor and evaluate budget support ✓ ✓ ✓

Compilation of case studies (successes and failures) and training of key stakeholders in accordance with these case

studies with a view to get their interest, support and commitment and obtain common understanding✓ ✓

A1.5.3 Preparation of a road map and the institutional set up for implementation of budget support (PSC, M&E). ✓ ✓

Continuous training, lobbying, mentoring with a view to convice stakeholders on budget support ✓ ✓

A1.5.4Development of a draft Action Document (AD) including Annexes for submission to the quality review by the EU and

support to the EUD SL in developing the PFM and transparency assessment report.

A1.6Support the development of a communication strategy to promote TAMAP and its activities among all

stakeholders

A1.6.1 Tailoring a communication strategy according to nature of stakeholders / beneficiaries ✓ ✓

Design of communication messages for diversified stakeholders, e.g. newsletters, briefing notes for professionals,

guidebooks for semi-professioanls and drama / role plays, radio spots for farmers / less educated stakeholders✓ ✓

A1.6.2 Develop an action plan for the Communication Strategy ✓ ✓

Developing and implementing a concrete roll-out plan for various communication messages and actions ✓ ✓

A1.7 Support the Government to coordinate the sectors, including development partners

A1.7.1 Mapping of External Assistance Interventions (Content, Scope, Periodic Results) ✓ ✓ ✓

A1.7.2 Specific Periodical Meetings with the agriculture sector stakeholders using the development partners working groups ✓ ✓ ✓



Month





Indicative assignments using NKE work days or subcontracting using incidental budget

Agricultural Policy and Strategy: review of past and current policies on sector and macro level, needs assessment how

policies need to be designed to reach long-term vision 2030 in Sri Lanka✓ 50 70

Agricultural extension: assessment of current extension service provided by all entities (public and private) on ACS and

village level, recommendations how services should be improved within given political environment, proposing capacity

building activities, budgeting of recommended efficient and effective extension service.✓ 50 50

Research Review: assessment of the agriculture research system, who is doing what, how and how is research linked to

extension, agriculture development and private sector interventions, which are funding sources and how are linkages to

international research organisations.✓ 50 70

Subsector Study (follow up on Verité assignment): assessment of policy environment for each sector, subsector, how

should policy designed to make sector work, which government internventions should be pursued (core functional

analysis), how should research be tailored, how should input supply and marketing system developed. This assignment is

linked to the previous assignments. Use of incidental budget

✓ ✓ ✓

Institutional / Decentralisation: review and assessment of decentralisation system on all levels, how are institutions

performing, what is required to make them better work, which services should be decentralised and which not,

development of change management strategy using the 8 step approach.✓ ✓ ✓ 70 50

Public Sector Expert / PET training expert: Prepare mechanisms and methods of Public Expenditure Tracking (PET),

provide a budgetary analysis of the impact of adopting budgetary support, roll out training programme development.

Support the development of a PFM and transparency assessment report.✓ ✓ 50 125

Legal expert: review all major legal acts the current policies are based on and support the policies the project is

developing on this legal compliance.✓ 20

Field Coordinators: support in organising field missions for KE and NKE. ✓ ✓ 25

Workshop facilitators ✓ ✓ ✓ 30 70

Communication & Visibility Expert ✓ ✓ ✓ 25

SUB-TOTAL 320 485

Result 2: An enabling environment is created, and relevant reforms and policies for the modernisation and

diversification of existing agriculture production implemented and exports to meet expanding international

demands promoted

A2.1

Assist the Government to improve its market intelligence so as to obtain updated trends in demand for agro-

export products, and thus help agro-processors to restructure their production to meet revised agro-export

targets

A2.1.1Harmonisation of data collection and compilation for all crops along the entire value chain (e.g. producer, processor,

marketing) (Market information management system)✓

Organising working groups to i) agree on the overall approach and methodology to accomplish Result 2 and ii) monitor,

guide and mentor the process of accomplishing result 2✓ ✓

A2.1.2 Develop software for harmonised market information, software installation and training (IT component) ✓

Advising on an improved system of data collection and storage for such information ✓

A2.1.3 Develop a website giving easy access to harmonised market information ✓

A2.1.4 Harmonise methodology of Value Chain Analysis for import substitution and export products ✓ ✓ ✓

A2.1.5 Develop training in Value Chain Analysis for all relevant ministries dealing with agriculture ✓ ✓ ✓

Keeping all stakeholders well informed through workshops, regular meetings and information sharing. ✓ ✓ ✓




Month





A2.2Assist the Government of Sri Lanka to strengthen its value chain development research and analytical capacities

in export market driven approaches and use it to promote new technologies

A2.2.1 Promotion of market led commodity research ✓

Conducting Value Chain Analysis based on market study for tea, paddy, coconut, rubber, minor export crops excluding

spices, other food crops and livestock (Good VC studies have been recently done for spices and vegetables)✓ ✓ ✓

Promoting assignments to researchers based on proposals related to demand driven research both from large as well as

medium and small-scale companies ✓

Presenting findings of research in stakeholder meetings ✓

A2.2.2 Research on components of value chains ✓ ✓

Conduct workshops between researchers, extension workers and value chain stakeholders where value chain stakeholders

can articulate their priorities in research✓ ✓ ✓

A2.2.3 Promoting new technologies and diversification ✓ ✓ ✓

A2.2.4 Developing a capacity building programme on value chain development ✓ ✓

Developing VCD training for stakeholders based on the findings of the research ✓ ✓ ✓

Faciltating the establishment of collaboration between Sri Lankan universities and international universities and research

organisations e.g. members of the CGIAR group such as IFPRI, ILRAD, ICRISAT or twinning programmes with

international universities✓ ✓ ✓

A2.3 Assist the Government to promote sustainable green production practices among agri-businesses

A2.3.1 Clarify the definition for sustainable green production in the Sri Lankan context ✓

A2.3.2 Increasing outreach to the private sector around green production techniques ✓

Engage stakeholders in consultations on green agriculture and organise workshops and trainings and drafting guidelines on

achieving green production practices✓

Organise a study tour for stakeholders to Kenya's green agriculture in horticulture and floriculture export sector, namely

Oserian Development Corporation ✓ ✓

A2.4Assist the Government in developing a website where all companies involved in value chains can voluntarily

register in order to enhance transparency and facilitate their de-fragmentation

A2.4.1 Registration and institutionalisation for cooperation (horizontal and vertical) ✓

Develop a website and publish the informatnio online ✓

A2.4.2 Promoting use of the registration system ✓

Implementing an active campaign to Sri Lankan export and import companies in agriculture sector to explain the

registration system and its benefits for the companies. ✓

Facilitation of simple and transparent registration and information sharing via the website to allow registered companies to

conduct network and knowledge sharing via the web site.✓

A2.4.3 Ensuring sustainability of the registration process and the operation of the website ✓

Designing the website in such a way that it provides benefits for companies to register and update their information

(website provides relevant news and access to market and import/export requirements and document formats for

companies that register)✓



Month





A2.5Help the Government to improve its support to farmers and farmer organisation, including support to the

extension service

A2.5.1Review farmer organisations and conducting needs assessment on areas related to agricultural extension, cooperative

development, water management, contract farming and mainstreaming farming as a business✓ ✓

Organise a study tour for farmers in potential high value-added VCs to showcase successful collective action, ✓ ✓

A2.5.2Development of training programme for farmer organisations based on the needs assessment and conduct training of

trainers on group formation, lead farmer approach and farmer field schools✓ ✓

Conducting follow-up training on collective action through workshops and meetings with farmers and stakeholders. ✓ ✓

Prepare an inventory of cooperatives, producer groups, credit and saving schemes and water user groups active in SL

agriculture and agribusiness✓

Identify potentially feasible collective action and faciliate establishment of groups for collective action ✓

Supporting the introduction of lead farmers to public sector extension in value chains and piloting farmer field schools. ✓

A2.5.3Review agricultural extension service and needs assessment on areas related to agricultural extension, cooperative

development, water management, contract farming and mainstreaming farming as a business ✓ ✓ ✓

A2.5.4 Development of training programme and conducting training of trainers in the areas under 2.5.3 ✓ ✓ ✓

Developing plan for upscaling lead farmer and farmer field schools from pilot to countrywide coverage ✓ ✓ ✓

A2.6Assist the Government to establish surveillance systems for the certification of organic production and good

agriculture practices (GAP) and good manufacturing practices (GMP)

A2.6.1 Defining the organic approaches for Sri Lanka in line with GAP and GMP ✓

Agreeing with Institute of Standards on guidelines for organic as well as Fairtrade production along value chains ✓

A2.6.2 Assist in the establishment of a surveillance system ✓

Organising research, workshops, meetings and information sharing on market segmentation on basis of organic and GAP

and GMP. Promote further introduction of organic, GAP and GMP surveillance in VCs.✓ ✓ ✓

Studying market segmentation on basis of organic and GAP and GMP in other countries (India, Indonesia, Vietnam,

Malaysia etc) for spices and tea✓

Presenting findings of study in a workshop with SL collectors and exporters of spices and tea to verify findings and prepare

an outline for a market segmentation ✓

Conduct two pilots (one with stakeholder group in spices and one stakeholder group in tea) based on market

segmentation. ✓

Facilitation of public and private sector support and service provision to the two pilots ✓

Monitoring and discussing the findings of the pilot with stakeholders in regular stakeholder meetings ✓



Month





A2.7

Develop a platform for dialogue between the Government and the private sector to support the formation of public

/ private partnerships with which to raise technical performance in the agriculture sector and increase agro-

exports

A2.71. Agreeing on approach to PPPs for smallholder farmers ✓ ✓

A2.7.2 Building trust and understanding around PPPs ✓ ✓

In the frame work of the VC Analysis and Development activities recommended under 2.1 initiate annual stakeholder

meetings for participants of key export-oriented value chains (minor export crops, horticultures and plantation crops) and

key import substitution value chains (paddy, other field crops, livestock)✓ ✓

Assist and train stakeholders to conduct such meetings annually to discuss bottlenecks in the value chains of crops and

find solutions as well as discuss general principles of cooperation in the chains (supply contract conditions, harvest

estimates etc)✓ ✓

A2.7.3 Developing model options for PPPs ✓ ✓


Market Intelligence Assignment: study databases on market information systems, design and install improved system,

design and upload website of system and company registration, training of identified staff members in operation and

maintenance of systems and website✓ 100 150

Value Chain analysis & training including food processing technology: conduct VC analysis for 11 subsectors,

prepare research reports and present findings, develop VC training and carry out training, suport mainstreaming VC

analysis in public sector, study market segmentation on the basis of GAP / GMP and organic production, conduct 2 pilots.✓ ✓ 200 200

Farmer organisation (collective action): Establish inventory of farmer groups, credit and saving groups, water user

groups (associations), conduct needs assessment, identify feasibile collective actions, introduce lead farmer and farmer

field schools approach, pilot farmer field schools, conduct gender study.✓ ✓ 50 50

PPP Analysis: Study on PPP options in potential high value-added VCs in agriculture, Present findings and options of

study in meetings with stakeholders of such VCs, Prepare a road map for PPP development in agriculture sector✓ ✓ 30 30

Field Coordinators: support in organising field missions for KE and NKE. ✓ ✓ 40

Workshop facilitators ✓ ✓ 20 40


SUB-TOTAL 400 535

Result 3: The existing systems and practices used by central and provincial ministries involved in Agriculture for

planning, budgeting/resource allocation, implementation of sectoral and sub-sectoral policies are improved

A3.1Review the Government's planning, budgeting, resource allocation, implementation and coordination system on

central, provincial council and district level related to agriculture development

A3.1.1 Identifying relevant priority areas for coordination on all levels ✓ ✓

Organising working groups to i) identify priority areas and to agree on the overall approach and methodology to accomplish

Result 3 and ii) monitor, guide and mentor the process of accomplishing result 3✓ ✓

A3.1.2Improving the channels for coordination and policy dialogue and impact assessment at line ministries level, provincial

councils, district level and farmer / community organisations and groups✓ ✓

A3.1.3 Establishment of best practice coordination and communication structures using IT and traditional channels ✓ ✓

A3.2Develop capacity building programme for planning, budgeting, resource allocation on central, provincial and

district level based on needs assessment and its implementation

A3.2.1 Conducting thorough Needs Assessment among all relevant stakeholders and dissemination of results ✓

A3.2.2 Developing and implementing training programme based on needs assessment ✓




Month





A3.3

Develop capacity building and technical support to Government staff on central, provincial and district level for

private sector development and farming as a business and its implementation (through a Training-of-Trainers'

programme), and then "rolled out" at district level

A3.3.1 Mutual agreement on who benefits from which training, and on the capacity building approach ✓

A3.3.2Refinement of the content of the training programme targeted for the ministries / stakeholders related to agricultural

development and translation into Sinhalese and Tamil✓

A3.3.3 Identification of Trainers of Trainers ✓

A3.3.4Develop MoUs with existing Training Service Providers and implementation of training programme through existing

structures and implementing training programme✓ ✓

A.3.4Facilitate exchange of practices and information with other countries, including visits and workshops / seminars /

conferences

A3.4.1Facilitate exchange of practices and information with other countries, including visits and workshops/seminars/conferences

(addressed as part of A1.4)✓


Budget Expert: Reviewing the budgetary processes employed by key stakeholders, taking a preferred approach for

budgeting, supporting the TAMAP Team to carry out training needs assessment, Design and roll-out of broad training .

Training will focus on Training of Trainers (ToT) programme.✓ 40 125

Farm Business Training: Design a training programme for participants to understand the business dynamics of farming.

Training will include: organisational structures, human resources management, conflict management, resource planning,

budgeting, gross margin analysis and cash flows, financial management, bookkeeping, dealing with banks, marketing,

stores management.

✓ ✓ ✓ 40 125

Field Coordinators: support in organising field missions for KE and NKE. ✓ ✓ ✓ 40

Workshop facilitators ✓ ✓ ✓ 20 30


SUB-TOTAL 100 345

Result 4: The impact of implementing Government's overarching Agriculture Policy through an improved

statistical and data analysis system is monitored and assessed

A4.1Design an overall M&E framework to assess the impact of Government's Policy on Agriculture development,

export diversification and development of guidelines for carrying out impact assessment studies

A4.1.1 Review of the current M&E framework on national policies pursued by GoSL and recommendations for improvements ✓ ✓

A4.1.2Engaging stakeholders to develop a participatory M&E framework through the organisation of working groups and the use

of national expertise and experience as much as possible.✓ ✓

Awareness raising and tailoring communication strategy to make stakeholders aware that sharing information, existing

M&E systems, policies and strategies is a must to accomplish the results.✓ ✓

Developing M&E system using as much as possible local expertise and experience to enhace ownership and hence,

sustainability✓ ✓

A4.2

Inform, train and sensitise all stakeholders and implementers of the M&E framework through communication

activities, training sessions, conferences and workshops, so that they can contribute to its implementation, as

well as provide regular feedback

A4.2.1 Regular update of M&E framework ✓

A4.2.2 Dissemination and communication of events around M&E Framework ✓

Regular feedback on M&E to all stakeholders through workshops, briefing notes and progress reports. ✓




Month





A4.3

Capacitate stakeholders in analyzing the information gathered within the M&E framework, draft analytical notes,

feed reports into decision-making processes at central and decentralised levels, and ensure all actions are

followed through

A4.3.1 Assistance in developing the performance assessment using score cards ✓ ✓ ✓

A4.3.2 Training in output based and impact monitoring ✓ ✓ ✓

Conducting class-room training but also on the job training in the operation of the M&E system ✓ ✓ ✓

Awareness raising through tailored communication strategy to enhance ownership of the M&E system with a view to

increase likelihood towards sustainable oepration of the M&E system.✓ ✓ ✓

A4.4Develop ToR and train stakeholders in conducting pilot sample surveys to measure the results and potential

impact of specific aspects of implementation of the Agriculture Policy e.g. actions related to crosscutting issues

A4.4.1 Selecting the Random Sample ✓

Identification of field survey staff, particularly fied supervisors and enumerators and corresponding training ✓

A4.4.2 Preparing Structured Survey Templates and Field Surveys ✓

A4.4.3 Conducting sample surveys and analysis of data ✓

Training and capacity building of field survey staff in carrying out surveys and to analyse data ✓

A4.4.4 Review of outputs of sample surveys and deriving recommendations for improvement ✓

A4.5Review the statistical system in agriculture and all agriculture related subsectors, and provide ad hoc support

where necessary

A4.5.1Stocktaking, review and assessment of the statistical system with a view to clarify "who is using which methodology, how

is it done and how is the quality of the outcomes"✓

A4.5.2 Development and implementation of training for improvement of the statistical system ✓

Continuous coaching and mentoring of the staff members trained ✓


Monitoring & Evaluation Experts: This assignment should be carried out as a tandem. Whereas the international expert

is designing and drafting the framework of the M&E system in a participatory way, the national expert will finetune the

framework in close collaboration with the stakeholders. Both experts will provide training and mentoring and coaching on

the application of the M&E framework.

✓ ✓ ✓ 80 50

Baseline Survey: survey on indicators following the M&E framework using data from the latest Household Income and

Expenditures Survey. ✓ 25 125

Agricultural Statistics Team: team of international and national experts . Thorough assessment of the current system on

sampling, data collection, compilation system, analysis and result dissemination system of the various entities currently in

charge of agriculture data; developing in a participatory manner an efficient and easy to apply agriculture statistics system

with the major entities; capacity building on selected case surveys, coaching and mentoring throughout the project

implementation period.

✓ 70 125

Field Coordinators: support in organising field missions for KE and NKE. ✓ ✓ ✓ 30

Workshop facilitators ✓ 5 30


SUB-TOTAL 180 385

TOTAL NKE INPUTS 1,000 1,750



Month





MILESTONES TO BE ACCOMPLISHED

RESULT 1

1 Draft overarching agriculture policy developed

2 Overarching NAP approved by GoSL

3 Overarching agriculture policy effective

4 NAP Implementation Strategy developed

5 MTEF and PMF system strengthened and SL eligible for Budget Support using SRC

6 Needs assessment carried out and recommendations for outsourcing of services

RESULT 2

7 Domestic trade barriers reviewed & revised to ease importation of inputs and exportation of commodities

8 Market information system for inputs, agric. Commodities and export commodities established and in operation

9 Website developed, in operation where value chain actors in SL can voluntarily register with detailed contacts

10 At least 3 Public Private Partnerships facilitated by the project by December

11 Road map for the establishment of a surveillance system for selected value chains developed and agreed upon

12 Concept and road map developed and agreed upon for improved agricultural extension services

13 Road map developed to strengthen farmer organisations mainstreaming farming as a business

RESULT 3

14Current coordination & planning system reviewed, recommendations for improvement made and implementation guidelines

developed

15Comprehensive TNA assessment for planning & budgeting teams of ministries dealing with agriculture on central and

provincial level related to budget support eligibility conducted.


17 Training programme developed and 80 key staff members of the district planning teams capacitated.

18TNA in private sector and market driven approaches related to related to export commodities and VCs for relevant ministry

staff members conducted


20 Training programme on VCs developed and 80 key staff members of the district planning teams capacitated.

RESULT 4

21 A monitoring system developed & in operation

22 Stakeholders trained in operating the M&E system

23 Baseline sample surveys designed on crosscutting issues conducted & repeated



Month





Management of TAMAP

24 Final Inception Report

25 Final Progress Reports

26 Exit Strategy developed and agreed upon

27 PSC meetings

28 End of assignment report

Continuous activity

Intermittent activity

Reports

Milestone

Event
