The document provides an overview and background information on the New Alliance for Food Security and Nutrition. Some key points:
- The New Alliance is a partnership between African governments, private sector, and development partners committed to agricultural development in Africa.
- Progress updates show that most governments have made progress on policy commitments, and development partners have disbursed over half of intended funds. Private sector investments through Letters of Intent are on track in most countries.
- The objective of the new New Alliance Operating Unit is to provide coordination and support to help oversee and increase the effectiveness and sustainability of New Alliance implementation across partner countries.
- The Unit will be staffed by 3 people and will undertake activities like country
1. 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 and
Samson Jemaneh Mekasha
2. OUTLINE OF PRESENTATION
1. Background
2. New Alliance Countries
3. Highlights from progress in 2014-2015
4. Objectives of the New Alliance Operating Unit
5. Tasks for the New Alliance Team
6. Team Composition
7. Summary list of activities for 2015/2016
3. 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
4. BACKGROUND CONT’D
The 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
farmers
Promoting responsible FDI
Enabling 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
5. 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
7. Progress on Government Policy Commitments
17%
22%
27%
37%
43%
50%
50%
62%
83%
72%
73%
54%
57%
50%
50%
38%
6%
9%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
Trade and Markets
Nutrition
Land and Resource Rights and Policy
Enabling Environment for Private…
Resilience and Risk management
Other
Policy Institutions
Inputs Policy
PROGRESS AGAINST POLICY AREAS
DUE BY JUNE 2015
Complete Some Progress No progress
11%
11%
28%
33%
100%
100%
89%
78%
61%
67%
11%
11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Nutrition
Infrastructure Development
Land and Resource Rights and Policy
Policy Institutions
Enabling Environment for Private sector…
Inputs Policy
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.
8. Progress on Development Partners Financial
Commitments
6,249
3,587
3,07
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Original Funding
Intention
Prorated Funding
Intention
Disbursement to Date
MillionUSD
• 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
9. Private Sector Letters of Intent Progress
3%
12%
43%
37%
7%
Letters of Intent
Implementation Progress
Complete (%)
Performing
well/ ahead of
schedule (%)
On plan (%)
Minor problems
(%)
• 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.
10. 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.
11. 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
12. Team Composition
The 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 Coordinator
Program Analyst
Program Assistant
13. 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…..