The New Alliance: Overview and Guiding

Information

CAADP/ NEW ALLIANCE TEAM BUILDING RETREAT 9-13 NOVEMBER 2015

Cape Town, South Africa

By: Dr. Nalishebo Meebelo andSamson Jemaneh Mekasha

OUTLINE OF PRESENTATION 1. Background 2. New Alliance Countries3. Highlights from progress in 2014-2015 4. Objectives of the New Alliance Operating

Unit5. Tasks for the New Alliance Team6. Team Composition7. Summary list of activities for 2015/2016

BACKGROUND The New Alliance for Food Security and Nutrition:

Initiative of the G8 – launched in 2012 NA responds to the CAADP Vision; and seeks to achieve the Malabo Declaration Targets Is a shared commitment to achieve sustained inclusive agriculture-led growth in Africa. Given the overwhelming importance of African agriculture in rural livelihoods and its

enormous potential to bring people out of poverty, public investments in agriculture and food security are noted to have significantly increased over the last decade.

While public investment is reported to have had an impact in the sector, the path to sustainable food security and nutrition cannot be forged by our Governments alone.

Agricultural transformation in Africa is a shared interest of the public and private sectors and this presents a unique opportunity for a new model of partnership

…,,and so? Enter the New Alliance for Food Security and Nutrition & its related partnerships such the Grow Africa initiative

BACKGROUND CONT’DThe New Alliance was designed to:

Reaffirm continued Donor commitment to reducing poverty and hunger Accelerate implementation of key components of the Comprehensive

Africa Agriculture Development Programme (CAADP) Leverage the potential of responsible private investment to support

development goals including strengthening both domestic private sector & capacities of small

holder farmersPromoting responsible FDIEnabling implementation of/linkages with, the AU Agribusiness Strategy

Help lift 50 million people out of poverty in Africa by 2022 Achieve sustained inclusive agriculture-led growth

BACKGROUND CONT’D • The New Alliance is a partnership in which stakeholders commit to

specific policy reforms and investments, outlined in Cooperation Frameworks, that accelerate implementation of African country food security strategies.

• These commitments, along with a set of Enabling Actions, address key constraints to agriculture-led growth in Africa, including those that prevent smallholder farmers, particularly women, from increasing their productivity and accessing markets.

• Partners agree to hold themselves accountable to these commitments, reporting annually on progress.

• NA receives guidance from the Leadership Council (2012), an informal group of leaders (made up of eminent persons) from the continent and beyond. The LC is committed to realising the commitments of Govts, DPs and PS.

• Strong commitment and implementation at the country level is key to New Alliance success

New Alliance Countries (10 countries)

Progress on Government Policy Commitments

Trade and Markets

Land and Resource Rights and Policy

Resilience and Risk management

Policy Institutions

0% 20% 40% 60% 80% 100%17%22%27%

37%43%

50%50%

62%

83%72%

73%54%

57%50%50%

38%

6%

9%

Progress Against Policy areas due by june 2015

Complete Some Progress No progress

NutritionInfrastructure Development

Land and Resource Rights and Policy Policy Institutions

Enabling Environment for Private sector investment Inputs Policy

0% 10%

20%

30%

40%

50%

60%

70%

80%

90%10

0%

100%100%

89%78%

61%67%

11%11%

28%33%

11%11%

Progress against polciy areas due after 2015

Complete Some Progress No progress

• Overall, the results show that governments across the continent are committed to making policy reforms in agriculture.

• Overall, 33 percent of policy commitments were complete, 59 percent had made good progress.

• For policy commitments that were due by June 25, 37 percent were complete and 54 percent had made significant progress.

• For policy commitments due after June 2015, 20 percent were complete and 72 percent made some progress.

Progress on Development Partners Financial Commitments

Original Funding Intention

Prorated Funding Intention

Disbursement to Date

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000 6,249 3,587

3,073

Milli

on U

SD

• Donors for which disbursement data is provided included the G8 Donors: Canada, France, Germany, Italy , Japan, United Kingdom and the United States of America and the European Union.

• Non G8 Donors included AfDB, Belgium, Ireland, Norway and the World Bank.

• Total Disbursement (including G8 and non-G8 donors) reached 86% of Prorated funding intentions. This accounts 50% of original funding intentions.

• The actual amounts are indicated on the graph

Total Donor Funding Intentions and Disbursements in 2014

Private Sector Letters of Intent Progress

3%12%

43%

37%

7%

Letters of Intent Im-plementation Progress

Complete (%)Performing well/ ahead of schedule (%)On plan (%)Minor prob-lems (%)Major prob-lems (%)

• Private companies participating in the Grow Africa partnership provided progress reports for 56% of the 292 Letters of Intent (LOIs).

• Through these LOIs, companies intend to invest close to $10.2 billion, of which over $ 684 million was reported invested in 2014 in 12 partner countries

• Overall, the majority of LOIs (80 percent) were either on plan or facing minor implementation problems.

• Overall, 3% of LOIs were successfully completed in 2014; 12 % of LOIs were performing well, 43 % were on plan, while 37 % faced minor implementation problems. Only 7 percent of LOIs had major implementation challenges.

Objective of the New Alliance Operating Unit at DREA The purpose of the New Alliance Operating Team is

to augment the capacity of the AUC-DREA to oversee implementation of the New Alliance for Food Security and Nutrition, in support of the overall CAADP agenda.

This team will increase the sustainability and effectiveness of the New Alliance by providing coordination, technical and administrative support.

The success of the team and NA requires working closely with the permanent lead (AUC) and the private sector co-lead, Grow Africa, Donors, NA WGs at country level.

Tasks of the NA Team Manage communication with all in-country New Alliance lead

groups on behalf of AUC and Grow Africa. Number of member countries may increase in future years.

Provide in-country implementation support as needed: Eg. To assist the country lead group in organizing country annual review of New Alliance commitments

Conduct and facilitate consultation and coordination with different stakeholder groups including private sector and civility society

Draft Guidance for New Alliance implementation Draft Global New Alliance Report on behalf of co-leads. Support integration of NA reporting and accountability into the

CAADP mutual accountability process (collaboration with country JSR process)

Support enhanced M&E of New Alliance implementation and outcomes

Team CompositionThe team will be located within AUC-DREA’s offices in Addis Ababa, Ethiopia. It will be comprising of three full time staff with the following compositions;

Senior CoordinatorProgram AnalystProgram Assistant

Summary of the NA Unit Activities for 2016 Revise/finalize and disseminate country eligibility criteria

Review, validate and implementation the Learning Framework Conduct impact evaluation/other M&E activities Draft, review and operationalize various New Alliance Guidelines Coordinate and facilitate Leadership Council meetings Support New Alliance working group activities at country level Conduct stock taking (priority studies to feed into the CAADP agenda) Expand New Alliance Countries (undertake awareness raising activities

to clarify what the NA is about & added values of NA membership) Revise the Cooperation Frameworks Manage relationships (between AUC, Grow Africa, country programs) Produce the 2016 progress report and website maintenance Develop a Communications Strategy for the NA & GA Align with the AU-DREA Clusters Participate in the CAADP Support Team Meetings etc…..

Thank You