WORKING DRAFT
Last Modified 3/4/2013 3:08 PM E. Africa Standard Time
Printed 2/26/2013 6:22 PM E. Africa Standard Time
Republic of South Sudan
The National Effort
for Agricultural
Transformation (NEAT)
DRAFT Investment Plans—
For Development Partners’ Feedback
Juba, South Sudan
March 1, 2013
The National Effort for Agricultural Transformation (NEAT) will drive
South Sudan towards its 2040 Agricultural Vision
South Sudan has a vision for a
transformed agricultural sector
The National Effort for Agricultural Transformation
(NEAT) will achieve this vision

Improved production so the
country is food secure and
self-sufficient in the region
 NEAT has two integrated components: the Zonal
Effort for Agricultural Transformation (ZEAT) and
the Comprehensive Agricultural Master Plan
(CAMP)

Improved health and
nutrition across the country
1)

ZEAT is a highly prioritized zonal approach
ready for rapid implementation by the rainy
seasons of 2013 and 2014
Agriculture as an alternative
economic engine
complementing oil and gas
2)

Increased incomes for >80%
of the population
IN PROGRESS: CAMP is a complete strategy
covering agriculture and related sectors for all
states and communities, to guide the country to
full national and household food security;
implementation should begin by 2015
Republic of South Sudan
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Achieving this vision requires a comprehensive and coordinated response
from all stakeholders
NEAT is an RSS-led effort with clear roles
for all stakeholders:
Ultimately we will achieve the new vision
of agriculture in South Sudan
MAF, State governments, Private
sector entrepreneurs, donors,
implementing partners, and farmers will
follow Paris declaration principles:
Fundamental Operating Principles:
Ownership: Partner countries exercise effective
leadership over development strategies and coordinate actions
Alignment: Donors base overall support on
partner countries' national strategies, institutions
and procedures
Harmonization: Donors' actions are more
harmonized, transparent and collectively effective
Managing for Results: Managing resources and
improving decision-making for results
Mutual Accountability: Donors and partners are
accountable for development results
1 Mobilize the private sector to unleash
agriculture as the core
driver of future growth and stability
2 Employ market-based solutions to
activate public and private
investments
3 Empower farmers and entrepreneurs to
reach their full
potential
4 Integrate interventions to achieve
momentum and scale
5 Collaborate with diverse stakeholders
to build on strengths
and distribute risk
Republic of South Sudan
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There are four types of agricultural programs that are part of this vision
Direct support to ZEAT activities
Investments targeted at high potential market-ready
farmers to increase national food production and make it
accessible through aggregation and marketing
Programs supporting cross-cutting enabling activities
Investments that promote a strong enabling
environment for agriculture via research, trade, land,
and private sector development programs and policies
Support to ZEAT implementation unit
Investments that promote the recruiting, staffing,
training, and ongoing administrative needs of the
NEAT implementation organization
Additional agricultural programming (outside ZEAT)
Programs that support households to grow enough
food and meet basic needs throughout the country
All four types of programs are essential for agricultural development
A shared vision for each type of program will help align all stakeholders
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Preparing a shared investment framework for the NEAT
Documenting all programs in South Sudan
▪
This plan will serve as a framework to align all stakeholders around a common approach
towards agricultural investments in South Sudan, including zonal transformations and
coordinating investments
▪
This framework allows stakeholders to share information about their ongoing programs
and proposed new investments in four sections:
 Direct support to ZEAT activities
 Programs supporting cross-cutting enablers
 Support to the NEAT Implementation Unit
 Additional aligned activities (outside of ZEAT)
▪
An Excel file with detailed instructions will be distributed for all Development
Partners to easily list programs. Then the NEAT technical working team will compile all
programs in this plan
▪
The compiled program summary from these worksheets will be shared across all
stakeholders to provide a common information base and allow the Ministry of Agriculture
to balance resources against programs
▪
In order to ensure a quick path to implementation, please return the completed
investment plan worksheets to the NEAT team by 6 March
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Guiding principles to help complete investment matrices
PRINCIPLE
EXAMPLE
Donors/Development Partners should
ideally commit to most of the activities
for a geography to reduce handoffs
A single donor should support farmers
in production and marketing rather than
dividing and risking a failure to link
Donor/Development Partner commitments
should be for multiple years to build local
knowledge
Development Partner A funds the
training of 30 entrepreneurs in year 1,
and builds on successes to scale to 100
by year 3
Investment commitments should take
advantage of the unique strengths of
the implementer
Implementer A specializes in
warehouse management, while
Implementer B utilizes teams already
on-the-ground in some counties
State ministries must contribute
resources to activities, not just depend on
donor commitments
State Ministry of Agriculture trains highperforming extension agents and
deploys them to priority counties
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Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Republic of South Sudan
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The ZEAT planning process is being rolled out across the country in 2013;
state workshops are being conducted to develop strategies in 3 phases
 To date, the ZEAT team has




completed the Greenbelt
investment plan
Over the next 12 months,
MAF intends to develop
complete plans for all
remaining zones led by state
ministries in partnership with
other line ministries and
development partners
For now, please review the
Greenbelt plans and identify
areas where you can support
immediate investment needs
For all other zones, please
catalog your support in the
“other plans” section
When ZEAT planning is
complete in other zones, we
will work together to realign
programs to overall strategy
following a similar process as
completed in the Greenbelt
1
Phase 1 (ongoing):
▪ Greenbelt
▪ Hills and Mountains
▪ Eastern Flood Plains
- North
2
3
1
2
Phase 2:
▪ Western Flood Plains
▪ Ironstone Plateau
▪ Arid
3
Phase 3:
▪ Eastern Flood Plains
- South
▪ Nile Sobat
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Greenbelt Transformation will aggregate smallholder maize and
connect to markets
The integrated Greenbelt transformation will tailor interventions to local contexts
Build large associations in
Western Equatoria
▪ Develop 4 existing and 4
new large farmer
associations
▪ Link association output to
large traders
▪ Develop market
information system and
rehabilitate trunk and
feeder roads
Foster agro-entrepreneurs
in Central Equatoria
▪ Develop 100 agroentrepreneurs providing
storage, mechanization,
improved seeds, and
value addition
▪ Provide intensive technical
and business training
▪ Rehabilitate roads to Juba
market
Develop community block
farms in Eastern Equatoria
▪ Organize smallholders
onto 90 cleared farms
▪ Subsidize land clearance,
inputs, and plowing
▪ Provide intensive
production training
▪ Rehabilitate roads and
develop marketing system
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WESTERN EQUATORIA
In Western Equatoria, prioritize supporting cooperative associations and
commercial farmers to buy and sell at scale
Our interventions will be:
Our projected results and costs:
▪ Support 3 existing associations and
▪ Support 15,000 farmers over 3
develop 4 new associations
– Build on existing successes (e.g.,
YAFA in Yambio with 2500 members)
– Construct or rehabilitate warehouses
and ensure proper fumigation
– Link associations to large traders and
develop processing opportunities
– Provide quality extension and input
subsidies
▪ Boost commercial farmers to expand land or develop
outgrowers through loans and input subsidies
▪ Rehabilitate trunk roads to Juba and Wau and area
years with 40 M SSP of public funds
and 45 M SSP of farmer/ association
funding:
Engage 15,000 farmers
over 3 cultivated
years
– Average
land from
–
–
2.5 to 3.5 feddans
Yield from 1 to 2 MT/feddan
Post-harvest loss reduces from
40% to 15%
▪ Rehabilitate 1,260 km of road at
SSP 605 M cost
feeder roads
Critical requirements for success:
 Funding for roads mobilized quickly so increased
production does not spoil
 Farmer associations are sustainable and privatesector oriented—not dependent on relief
▪ Agriculture cost: SSP 88 M
▪ Infrastructure cost: SSP 605 M
▪ Total cost: SSP 693 M
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WESTERN EQUATORIA
Key success factors for strong, independent associations in Western
Equatoria
What will it take?


Identify leaders of small farmer groups to
form the foundation of each cooperative,
through intensive recruitment and training

Facilitate access to finance for each
association to ensure sustained success
beyond government/development partner
support

Connect associations to institutional
buyers and private traders to purchase
harvest
Provide training to create a small,
professional management group for each
cooperative to represents the interests of its
members
What will be created?
Co-operative
associations that are
profit-oriented
businesses that
independently
organize and support
farmers
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WESTERN EQUATORIA
Summary: Western Equatoria Investment Plan
3-year costs, SSP, ‘000
PRELIMINARY
Component
Co-op
organization
Input supply
Land
clearance
Major activities (over 3 years)
1,040
-
1,040
▪
Grants for 7 co-ops to purchase 10 kg seeds, 500 mL crop
protection per feddan for 1 year
5,670
39,480
45,150
22,000
-
22,000
1,180
75
1,255
285
65
350
13,745
3,700
17,445
945
0
945
▪ Grants for 7 co-ops to to expand land under cultivation by 1
feddan/farmer
500 MT warehouses for 4 new co-ops
Grants for equipment/fumigation for 7 co-ops for 1 year
Processing
▪
▪
2 MT/day maize mills for 7 co-ops
Grants for fuel/maintenance for 1 year
Market information system
Infrastructure
Total
Organizers to form 4 new co-ops and strengthen 3existing coops
▪
▪
Training/
Extension
Private/
Farmer
▪
Warehousing
Marketing
Public/
Donor
▪ Trucks for 3 existing co-ops
▪ Grants for truck hire for 4 new co-ops
▪ Radio advertising of produce for 7 co-ops
▪ Extension agents for farmers in 20 focus payams
▪
Build market information team at the state level to track and
communicate prices (3 analysts)
165
0
165
▪
Trunk and feeder roads connecting Greater Yambio, Mundri
and Maridi to Juba, Wau and Rumbek
604,450
0
604,450
649,480
43,320
692,800
Total
SOURCE: Ministry of Agriculture, implementation partner, field interviews
Republic of South Sudan
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WESTERN EQUATORIA
Western Equatoria Year 1: Public/Donor investments (1/2)
PRELIMINARY
Strong Co-ops
Ezo
Input supply
▪ Management training
▪ Management training
▪ Management training
▪ Start-up grants for 425 MT ▪ Start-up grants for 425 MT ▪ Start-up grants for 425 MT
Land clearance
Warehousing
each)
each)
seed
Start-up grants for 10,625 L
insecticide
seed
Start-up grants for 10,625 L
insecticide
seed
Start-up grants for 10,625 L
insecticide
▪ Start-up grants for to clear
▪ Warehouse equipment
▪ Fumigation
▪ Warehouse management
training
2 MT/day maize mills
Fuel/maintenance
Processing
▪
▪
Marketing
▪ 25MT trucks
▪ Business skills/marketing
Salaries
Support
Support
▪ Strengthen co-op (2,500
each)
▪
▪ Start-up grants for to clear
2,500 feddans
Salaries
M.I.S.
▪ Strengthen co-op (2,500
Yambio
▪ Strengthen co-op (2,500
training
Extension
Nzara
Organization
▪
Cooperative
associations
RSS commitments
▪
▪ Start-up grants for to clear
2,500 feddans
▪ Warehouse equipment
▪ Fumigation
▪ Warehouse management
▪
▪
training
2 MT/day maize mills
Fuel/maintenance
▪ 25MT trucks
▪ Business skills/marketing
training
2,500 feddans
▪ Warehouse equipment
▪ Fumigation
▪ Warehouse management
▪
▪
training
2 MT/day maize mills
Fuel/maintenance
▪ 25MT trucks
▪ Business skills/marketing
training
▪ 20 agents (1 per payam); 2 managers
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
Republic of South Sudan
1 50% take-up expected
| 12
WESTERN EQUATORIA
Western Equatoria Year 1: Public/Donor investments (2/2)
PRELIMINARY
Emerging Co-ops
Ibba
Maridi
Mundri East
Mundri West
Organization
▪ Form co-op (250
▪ Form co-op (250
▪ Form co-op (250
▪ Form co-op (250
Input supply
▪ Mgmt training
▪ Start-up grants for
each)
50 MT seed
Cooperative
associations
Warehousing
50 MT seed
each)
▪ Mgmt training
▪ Start-up grants for
50 MT seed
each)
▪ Mgmt training
▪ Start-up grants for
50 MT seed
▪ Start-up grants for
▪ Start-up grants for
▪ Start-up grants for
▪ Start-up grants for
2,500L insecticide
2,500L insecticide
2,500L insecticide
2,500L insecticide
▪ 500 MT warehouse ▪ 500 MT warehouse ▪ 500 MT warehouse ▪ 500 MT warehouse
and equipment
Marketing
Salaries
Support
Salaries
Support
and equipment
and equipment
and equipment
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Truck hire grant
▪ Business skills/
▪ Truck hire grant
▪ Business skills/
▪ Truck hire grant
▪ Business skills/
▪ Truck hire grant
▪ Business skills/
marketing training
M.I.S.
each)
▪ Mgmt training
▪ Start-up grants for
Land clearance
Processing
Extension
RSS commitments
marketing training
marketing training
marketing training
▪ 20 agents (1 per payam); 2 managers
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
Republic of South Sudan
1 50% take-up expected
| 13
WESTERN EQUATORIA
Western Equatoria Years 1-3: Public/Donor investments (1/2)
PRELIMINARY
Strong Co-ops
Ezo
Input supply
▪ Management training
▪ Management training
▪ Management training
▪ Start-up grants for 425 MT ▪ Start-up grants for 425 MT ▪ Start-up grants for 425 MT
Land clearance
Warehousing
each)
each)
seed
Start-up grants for 10,625 L
insecticide
seed
Start-up grants for 10,625 L
insecticide
seed
Start-up grants for 10,625 L
insecticide
▪ Start-up grants for to clear
▪ Warehouse equipment
▪ Fumigation
▪ Warehouse management
training
2 MT/day maize mills
Fuel/maintenance
Processing
▪
▪
Marketing
▪ 25MT trucks
▪ Business skills/marketing
Salaries
Support
Support
▪ Strengthen co-op (3,000
each)
▪
▪ Start-up grants for to clear
8,000 feddans
Salaries
M.I.S.
▪ Strengthen co-op (3,000
Yambio
▪ Strengthen co-op (3,000
training
Extension
Nzara
Organization
▪
Cooperative
associations
RSS commitments
▪
▪ Start-up grants for to clear
8,000 feddans
▪ Warehouse equipment
▪ Fumigation
▪ Warehouse management
▪
▪
training
2 MT/day maize mills
Fuel/maintenance
▪ 25MT trucks
▪ Business skills/marketing
training
8,000 feddans
▪ Warehouse equipment
▪ Fumigation
▪ Warehouse management
▪
▪
training
2 MT/day maize mills
Fuel/maintenance
▪ 25MT trucks
▪ Business skills/marketing
training
▪ 20 agents (1 per payam); 2 managers
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
Republic of South Sudan
1 50% take-up expected
| 14
WESTERN EQUATORIA
Western Equatoria Years 1-3: Public/Donor investments (2/2)
PRELIMINARY
Emerging Co-ops
Ibba
Maridi
Organization
▪ Form co-op (1,500
▪ Form co-op (1,500 ▪ Form co-op (1,500 ▪ Form co-op (1,500
Input supply
▪ Mgmt training
▪ Start-up grants for
each)
50 MT seed
Cooperative
associations
Land clearance
Warehousing
Marketing
Support
Salaries
M.I.S.
Support
50 MT seed
each)
▪ Mgmt training
▪ Start-up grants for
50 MT seed
Mundri West
each)
▪ Mgmt training
▪ Start-up grants for
50 MT seed
▪ Start-up grants for
▪ Start-up grants for
▪ Start-up grants for
2,500L insecticide
2,500L insecticide
2,500L insecticide
2,500L insecticide
▪ Start-up grants for
▪ Start-up grants for
▪ Start-up grants for
▪ Start-up grants for
to 6,000 feddans
to 6,000 feddans
to 6,000 feddans
to 6,000 feddans
▪ 500 MT warehouse ▪ 500 MT warehouse ▪ 500 MT warehouse ▪ 500 MT warehouse
and equipment
and equipment
and equipment
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Fumigation
▪ Mgmt training
▪ Maize mills
▪ Fuel/maintenance
▪ Truck hire grant
▪ Business skills/
▪ Truck hire grant
▪ Business skills/
▪ Truck hire grant
▪ Business skills/
▪ Truck hire grant
▪ Business skills/
marketing training
Salaries
each)
▪ Mgmt training
▪ Start-up grants for
Mundri East
▪ Start-up grants for
and equipment
Processing
Extension
RSS commitments
marketing training
marketing training
marketing training
▪ 20 agents (1 per payam); 2 managers
▪ Training in agronomy, organizing, and marketing; support package
▪ 2 market information system analysts; 1 manager
▪ Analytical/database training for price monitoring; support package
Republic of South Sudan
1 50% take-up expected
| 15
WESTERN EQUATORIA
Western Equatoria Years 1-3: Road investments
PRELIMINARY
Yambio-Wau
435 kilometers - 274 million SSP
Mundri-Rumbek 250 kilometers - 110 million SSP
Mundri-Juba
185 kilometers – 89 million SSP
Yambio-Maridi
130 kilometers – 62 million SSP
Maridi-Mvolo
155 kilometers – 37 million SSP
Nzara-Sakure
37 kilometers – 15 million SSP
Roads
Mundri-Bangolo 27 kilometers – 11 million SSP
Mundri-Amadi
20 kilometers – 6 million SSP
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CENTRAL EQUATORIA
In Central Equatoria, prioritize supporting agro-entrepreneurs and farmer
associations to provide smallholder value-chain services
Our interventions will be:
Our projected results and costs:
▪ Spur 100 entrepreneurs to fill gaps in
▪ Support 12,000 farmers over 3
▪
▪
the value-chain for farmers and groups
– Mechanization service (tractor and
bulldozer) expands land clearance
– Input dealers sell quality seeds and
plant protection
– Warehouses and processing improve
market opportunities
RSS provides extension training and
subsidies
Support 4 private associations with outgrowers to
through organizing, warehouse and transport support
▪ Rehabilitate Juba-Yei and Juba-Kajokeji roads, and
years with 20M SSP of public funds
and 100M SSP of ongoing
entrepreneur
costs
Engageoperating
15,000 farmers
over
3 years increases from
– Land
cultivated
–
–
2 to 3 feddans
Yield increases from 0.8 to 1.6
MT/feddan
Post-harvest loss reduces from
30% to 15%
▪ Rehabiliate 545 kms of road at 455M
SSP
construct new feeder roads
Critical requirements for success:
▪ Solid talent-pool and financial resources to mobilize
entrepreneurs
▪ Quick improvement of roads connecting farmers and
markets
SOURCE: Source
Agriculture cost: SSP 120M
Infrastructure cost: SSP 455 M
Total cost: SSP 575M
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CENTRAL EQUATORIA
Key success factors for private sector agro-entrepreneurs in Central
Equatoria
What will it take?

Establish clear expectations and contracts
with entrepreneurs detailing support,
performance targets, and consequences
for management failure

Provide ongoing training to each entrepreneur
on business and technical management (e.g.
accounting, marketing, warehouse cleaning)


Connect entrepreneurs with service support (e.g.
mechanics for tractors & mills, warehouse suppliers)
What will be created?
Private sector
entrepreneurs that are
able to connect with
smallholder farmers
and FBOs and create
sustainable linkages
along the value chain
Connect entrepreneurs to smallholder farmer
groups to help groups to grow and ensure
businesses have a market for their services
Republic of South Sudan
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CENTRAL EQUATORIA
Summary: Central Equatoria Investment Plan
3-year costs
SSP, ‘000
PRELIMINARY
Component
Major activities (over 3 years)
Public/
Donor
PRELIMINARY
Private/
Farmer
Total
Warehouse
operator
Establish/train 35 warehouse operators to purchase locally
▪ Construct 40 500MT warehouses and equipment
▪ Start-up capital for seasonal offtake purchases
8,240
77,550
85,790
Tractor/Bull
dozer hire
Establish/train 24 mechanization providers across CES
▪ Purchase 20 75hp 4-wheel tractors and 4-bulldozers
▪ Ongoing fuel and maintenance
4,560
3,140
7,700
Establish/train 20 processing operations focused on maize
▪ Purchase 20 2MT/day maize mill
▪ Construct 20 150MT stores near mills
2,170
14,230
16,400
Processors
Seed
dealers
Establish/train 20 seed and input dealerships
▪ Support 20 stores to start-up
▪ Subsidize initial stock of improved seed
2,800
3,750
6,550
Private
association
Organize/train 4 private associations to aggregate supply
▪ Construct 4 1000MT warehouse
▪ Purchase 4 20MT-capacity lorry
2,950
1,580
4,530
20 public extension agents reactivated to cover all payams
▪ Agent salary
▪ Motorcycle
710
0
710
Extension
Infrastructure
430 kilometers of trunk and feeder roads connected to
Yei/Kajokeji
453,600
0
453,600
Total
475,030
100,250
575,280
Republic of South Sudan
| 19
CENTRAL EQUATORIA
Central Equatoria Year 1: Public/Donor investments
RSS commitments
PRELIMINARY
Mechanization hire
Entrepreneur
support
Lainya
▪ 1 tractor
▪ Operation
training
▪ 1 dealer
Seed dealer ▪ Seed training
▪ Startup grant
Processor
Warehouse
operator
Yei
▪ 2 tractors
▪ Operation
training
▪ 2 dealers
▪ Seed training
▪ Startup grant
Morobo
▪ 1 tractor
▪ Operation
training
▪ 1 dealer
▪ Seed training
▪ Startup grant
▪ 2 dealers
▪ Seed training
▪ Startup grant
▪ 1 mill
▪ 1 150MT store
▪ Mill training
▪ 2 mills
▪ 1 mill
▪ 2 150MT stores ▪ 1 150MT store
▪ Mill training
▪ Mill training
▪ 2 mills
▪ 2 150MT stores
▪ Mill training
▪ 2 500MT
▪ 4 500MT
▪ 4 500MT
▪
warehouses
Mgmt training
▪
warehouses
Mgmt training
▪ 2 500MT
▪
warehouses
Mgmt training
▪
warehouses
Mgmt training
▪ Organizing 1
Association Organizing
with
outgrowers Infrastructure
Extension
service
Kajokeji
▪ 2 tractors
▪ Operation
training
large coop
▪ 1000MT store
▪ Lorry
Salary
▪ 4 extension agents (1 agent per county)
Support
▪ 4 motorcycles and supplies
▪ Agronomy training
Republic of South Sudan
| 20
CENTRAL EQUATORIA
Central Equatoria Years 1-3: Public/Donor Investments
RSS commitments
PRELIMINARY
Lainya
Extension
service
Kajokeji
▪ 6 tractors
▪ 1 bulldozer
▪ Oper. training
▪ 4 tractors
▪ 1 bulldozer
▪ Oper. training
▪ 6 tractors
▪ 1 bulldozer
▪ Oper. training
▪ 4 dealers
Seed dealer ▪ Seed training
▪ Startup grant
▪ 6 dealers
▪ Seed training
▪ Startup grant
▪ 4 dealers
▪ Seed training
▪ Startup grant
▪ 6 dealers
▪ Seed training
▪ Startup grant
Processor
Warehouse
operator
Association
with
outgrowers
Morobo
▪ 4 tractors
▪ 1 bulldozer
▪ Oper. training
Mechanization hire
Entrepreneur
support
Yei
▪ 4 mills
▪ 6 mills
▪ 4 mills
▪ 6 mills
▪ 4 150MT stores ▪ 6 150MT stores ▪ 4 150MT stores ▪ 6 150MT stores
▪ Mill training
▪ Mill training
▪ Mill training
▪ Mill training
▪ 8 500MT
▪
warehouse
Mgmt training
▪ 12 500MT
▪
warehouse
Mgmt training
▪ 8 500MT
▪
▪ 12 500MT
warehouse
Mgmt training
▪
warehouse
Mgmt training
▪ Organizing 1
▪ Organizing 1
▪ Organizing 1
▪ Organizing 1
large coop
large coop
large coop
large coop
Infrastructure
▪ 1000MT store
▪ Lorry
▪ 1000MT store
▪ Lorry
▪ 1000MT store
▪ Lorry
▪ 1000MT store
▪ Lorry
Salary
▪ 20 extension agents (1 agent per payam)
Support
▪ 20 agent motorcycles and supplies
Organizing
▪ Agronomy training
Republic of South Sudan
| 21
CENTRAL EQUATORIA
Central Equatoria Years 1-3: Road investments
PRELIMINARY
Roads
Juba-Kajokeji
75 kilometers - 36 million SSP
Juba-Kaya
185 kilometers - 304 million SSP
Yei-New Lasu
45 kilometers - 18 million SSP
MoroboKajokeji
125 kilometers - 50 million SSP
Limbe-Kajokeji
115 kilometers - 46 million SSP
Republic of South Sudan
| 22
EASTERN EQUATORIA
In Eastern Equatoria, prioritize establishing community block farms that
clear new land and aggregate production
Our interventions will be:
Our projected results and costs:
▪ Support 90 community block farms
▪ Support 9,000 farmers over 3 years
over a 3 year period
– Each farm has 100 smallholders
with 2 feddans (18,000 total)
– Subsidize land clearance
– Provide intensive training through
extension and subsidize seeds, crop
protection and plowing
– Construct warehouses to aggregate
output on each farm
▪ Rehabilitate feeder roads around Magwi, Torit and
Ikotos
with 186 million SSP of public funds
and 37 million SSP of farmer/
association
funding:
Engage
15,000 farmers
over 3 years
– Cultivated
land from 2 to 4
feddans (2 at home; 2 on block)
– Yield from 0.4 to 1.2 MT/feddan
– Post-harvest loss reduces from
30% to 15%
– Participating farmers also improve
home plot production
– Farmers go to market with surplus
▪ Rehabiliate 326 kms of road at 130
million SSP
Critical requirements for success:
▪ Funding and labor mobilized quickly to clear huge
amounts of land (possible army or DDR program)
▪ Market focused training and connection to output
markets
Agriculture cost: SSP 84 million
Infrastructure cost: SSP 130 million
Total cost: SSP 214 Million
Republic of South Sudan
| 23
EASTERN EQUATORIA
Key success factors for self-sustaining block farms in Eastern Equatoria
What will it take?

Identify and develop capable farm
managers for block farm operations—
ensuring managers are incentivized
based on farm success

Facilitate access to finance and
training for each block farm to ensure
success after development partners
leave

Connect block farms to institutional
buyers and private traders to purchase
harvest
What will be created?
Self-sustaining block
farms that are
business-minded and
do not need ongoing
subsidies or support
Republic of South Sudan
| 24
EASTERN EQUATORIA
Summary: Eastern Equatoria Investment Plan
PRELIMINARY
3-year costs, SSP, ‘000
PRELIMINARY
Major activities (over 3 years)
Component
Group
formation
Land
clearance
Farming
Aggregation
Marketing
Infrastructure
▪
▪
▪
▪
▪
▪
▪
Identify 90 farm groups interested in block farming
Develop and agree by-laws
Build capacity for group to work as an institution
Select and hire farm managers
Secure 90 separate 200-feddan tracts of land
Clear land while reserving necessary trees
Hire surveyor to demarcate farm into 2 feddan plots
Public/
Donor
Private/
Farmer
Total
3,300
…
3,300
16,600
…
16,600
▪
▪
▪
▪
Conduct on-farm agronomic training course (extension) 32,900
Seed purchase (25% subsidy each year)
Plowing and harrowing (100% subsidized in the first year)
Crop protection (50% subsidy each year)
25,200
58,100
▪
▪
▪
▪
Construct 100 MT warehouses
Train co-op manager on systems and fumigation
Annual fumigation costs (100% subsidy in first year)
5,100
300
5,400
150
390
540
130,000
…
130,000
188,050
25,890
213,940
▪
▪
Build market information team at the state level to track
and communicate prices (3 analysts)
Market-oriented training on how to link to buyers
Radio advertisements of output
▪ 5 priority feeder roads to connect output and markets
within Eastern Equatoria
Total
SOURCE: Ministry of Agriculture, implementation partner, field interviews,
Republic of South Sudan
| 25
EASTERN EQUATORIA
Eastern Equatoria Year 1: Public/Donor investments
RSS commitments
PRELIMINARY
Magwi: 5 Farms
Group Formation
Land Clearance
Block
Farms
▪ 500 farmers organized
▪ 10 farm managers hired and
trained
▪ 500 feddans cleared and
trained
▪ 1,000 feddans cleared and
demarcated
▪ Seed and crop protection
Farming Support
▪
subsidies
Plowing subsidies
demarcated
▪ Seed and crop protection
▪
subsidies
Plowing subsidies
Warehouses
▪ 5 constructed and fumigated ▪ 10 constructed and fumigated
▪ Management training
▪ Management training
Salary and training
▪ 15 dedicated extension worker salaries
Support
▪ Support package (motorcycle, fuel, office supplies)
Salary
▪ 3 dedicated analyst salaries
Support and training
▪ Analytical/database training for price monitoring
▪ Support package (cell phone, airtime, motorcycle)
Extension
Market Info
System
▪ 250 farmers organized
▪ 5 farm managers hired and
Torit-Ikotos: 10 Farms
Republic of South Sudan
| 26
EASTERN EQUATORIA
Eastern Equatoria Years 1-3: Public/Donor investments
RSS commitments
PRELIMINARY
Magwi: 30 Farms
Group Formation
Land Clearance
Block
Farms
▪ 6,000 farmers organized
▪ 60 farm managers hired and
trained
▪ 6,000 feddans cleared and
trained
▪ 12,000 feddans cleared and
demarcated
▪ Seed and crop protection
Farming Support
▪
subsidies (3 years)
Plowing subsidies (1 year)
demarcated
▪ Seed and crop protection
▪
subsidies (3 years)
Plowing subsidies (1 year)
Warehouses
▪ 30 constructed and fumigated
▪ Management training
Salary and training
▪ 90 dedicated extension worker salaries
Support
▪ Support package (motorcycle, fuel, office supplies)
Salary
▪ 3 dedicated analyst salaries
Support and training
▪ Analytical/database training for price monitoring
▪ Support package (cell phone, airtime, motorcycle)
Extension
Market Info
System
▪ 3,000 farmers organized
▪ 30 farm managers hired and
Torit-Ikotos: 60 Farms
▪ 60 constructed and fumigated
▪ Management training
Republic of South Sudan
| 27
EASTERN EQUATORIA
Committed construction
by World Bank
Eastern Equatoria Years 1-3
Road Investments
PRELIMINARY
Roads
Magwi-Labone
70 kilometers - 28 million SSP
Torit - Ikotos
71 kilometers - 28 million SSP
Magwi-Torit
54 kilometers - 22 million SSP
Lafon-Torit
81 kilometers - 32 million SSP
Pajok-Pageri
50 kilometers - 20 million SSP
Republic of South Sudan
| 28
Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Republic of South Sudan
| 29
Documenting financial institution contributions to ZEAT strategy
Financial
offering
Cooperative
lending
Institution
Lender A
Geographic
focus (States)
No. loans
extended
▪ W. Equatoria 200
▪ E. Equatoria
PRELIMINARY
Average loan
size
Total ag. lending
outstanding
SSP 40,000
SSP 8,000,000
Loans to registered
coops/ FBOs
Loan
guarantees
Sharing risk with
lenders
Asset-backed
lending
Allowing farmers to
use farming assets
as collateral
Commercial
farm lending
Agriculture-focused
commercial loan
products
Republic of South Sudan
| 30
Documenting other cross-cutting enablers for ZEAT strategy
Institution
Supporting strong
local
research
EstablishIng land
security
Creating
growthfriendly
trade
policy
▪
AGRA
Enabling environment programs
Established seed research centers for
breeding and testing varieties (e.g.
Palotaka)
▪
(add actor here)
▪
USAID
 (add contributing activities)
Surveying and titling farmer
landholdings in 2 counties
▪
(add actor here)
 (add contributing activities)
▪
Ministry of
Commerce
Duty-free agricultural inputs, Customs
(add actor here)
 (add contributing activities)
▪
policy (e.g. border clearance)
Republic of South Sudan
| 31
Documenting private sector investment in ZEAT strategy
Investor
Tractor
dealer A
Geographic focus for
investment
Value chain focus
Nature of investment
▪ Central Equatoria
▪ Western Equatoria
Production
(mechanization)
Discounted leasing of
tractors/bulldozers to 5
private associations
(Add investment details here)
SOURCE: Source
Republic of South Sudan
| 32
Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Republic of South Sudan
| 33
The success of the transformation will depend on a creating a
dedicated implementation unit
National transformations are
deeply complex …
Size and complexity of the
challenge: NEAT encompasses 7
different zonal strategies across 10
states
Speed required: RSS has
established a very near-term food
self-sufficiency goal
Number of stakeholders:
Transforming agriculture requires
multi-sector cooperation as well
as support from many development
partners and the private sector
Large financial commitments:
Public sector and donor funding
requirements are large and
interdependent
… Implementation units help overcome
many of these challenges
a single,
 Follow
coordinated action and
investment plan
bureaucracy with
 Minimize
a fast-acting unit
together a team
 Bring
of high performing
leadership
joint donor/
 Develop
government monitoring to
track progress
Republic of South Sudan
| 34
The unit will be responsible for the execution and management
of the ZEAT agenda in each zone
The implementation unit will drive three consecutive processes :
Strategic design
Implementation planning
Delivery coordination
Design the quick-win
strategic opportunity for each
zone (focus on incomplete
zones)
Translate strategic plans
into clear, detailed action
and investment plans for
implementation
Coordinate implementation
in priority zones—including
regular progress reviews to
course-correct
Republic of South Sudan
| 35
In Year 1, the Implementation Unit would support the first 3 zones with
~30 field staff--mostly seconded from existing Ministry employees
First phase implementation:
Eastern Flood Plains – North (Renk)
▪ 1 Zonal Director
▪ 2 Data/M&E Collection Agents
▪ 1 County Implementation leaders
Renk
A State Effort for
Agricultural
Transformation
(SEAT) team will
provide policy and
implementation
guidance in each
state
Mundri
Ibba
West Mundri
East
Yambio Maridi
Nzara
Torit
Yei Lainya
Kajo- Magwi Ikotos
Keji
Ezo
Morobo
Greenbelt Zone
▪ 1 Zonal Director
▪ 6 Data/M&E Collection Agents
▪ 12 County Implementation Leaders
Hills and Mountains
▪ 1 Zonal Director
▪ 5 County Implementation Leaders
▪ Data collection shared with Greenbelt
1 Only includes new costs (i.e. salaries for staff who are already in the ministry are not counted)
Republic of South Sudan
| 36
Summary: Implementation Unit
PRELIMINARY
Component
Salary
Transport
Communicati
on
Major activities (over 3 years)
▪
▪
▪
▪
▪
CEO (SSP 400,000/yr)
Director of M&E (SSP 50,000/yr)
2 Zonal Directors (SSP 50,000/yr)
1 office manager (SSP 9,600/yr)
1 administrative assistant (SSP 7,200/yr)
▪
Car, Driver, Fuel and Maintenance for
salaried positions
Motorcycle for State Data Collectors and
County Implementers
▪
▪
▪
3-year costs
SSP, ‘000
Total
1,870
2,640
Laptop and Modem for CEO, M&E Director, Zone
Directors, State Data Collectors, and Office Manager
Cell phone and Airtime for National positions and staff,
State Data Collectors, and County Implementers
Total
140
4,650
Republic of South Sudan
| 37
Implementation Unit Year 1: Public/Donor Investments
PRELIMINARY
National
Salary
Salary
County
▪
State Data
Collectors
▪
County
implementers
▪
State Data
Collectors
▪
County
implementers
▪
County
implementers
▪ CEO
▪ M&E Director
▪ Zone Directors
▪ Office mgr & asst
▪
▪
▪
CEO
M&E Director
Zone Directors
Driver
▪
▪
▪
CEO
M&E Director
Zone Directors
Maintenance
▪ CEO
▪ M&E Director
▪ Zone Directors
Motorcycle
▪
▪
▪
CEO
M&E Director
Zone Directors
Fuel
▪
▪
▪
CEO
M&E Director
Zone Directors
▪
Laptop/ modem
▪ CEO
▪ M&E Director
▪ Zone Directors
▪ Office mgr
State Data
Collectors
Cell phone/
Airtime
▪
▪
▪
▪
▪
State Data
Collectors
Car
Transport
State
Communication
CEO
M&E Director
Zone Directors
Office mgr/asst
Republic of South Sudan
| 38
Implementation Unit Years 1-3: Public/Donor Investments
National
PRELIMINARY
Salary
Salary
County
▪
State Data
Collectors
▪
County
implementers
▪
State Data
Collectors
▪
County
implementers
▪
County
implementers
▪ CEO
▪ M&E Director
▪ Zone Directors
▪ Office mgr & asst
▪
▪
▪
CEO
M&E Director
Zone Directors
Driver
▪
▪
▪
CEO
M&E Director
Zone Directors
Maintenance
▪ CEO
▪ M&E Director
▪ Zone Directors
Motorcycle
▪
▪
▪
CEO
M&E Director
Zone Directors
Fuel
▪
▪
▪
CEO
M&E Director
Zone Directors
▪
Laptop/ modem
▪ CEO
▪ M&E Director
▪ Zone Directors
▪ Office mgr
State Data
Collectors
Cell phone/
Airtime
▪
▪
▪
▪
▪
State Data
Collectors
Car
Transport
State
Communication
CEO
M&E Director
Zone Directors
Office mgr/asst
Republic of South Sudan
| 39
Contents
Direct support to ZEAT activities
Programs supporting cross-cutting enabling activities
Support to ZEAT implementation unit
Additional agricultural programming (outside ZEAT)
Republic of South Sudan
| 40
Ongoing successful programs outside the ZEAT will continue to receive
support to promote household self-sufficiency
MAF promotes food security through two complementary and necessary approaches
National food security
Eliminate the country’s food
deficit by aggregating and
marketing smallholder
production and supporting
commercial farming
Immediate goal of the ZEAT
Take advantage of zones with a high
number of market-ready farmers to
quickly achieve increased production
Household self-sufficiency
Support households to
grow enough food to meet
basic needs and ultimately
see farming as a business
Ongoing support for successful
programs
Coordinate support from government
and development partners to provide
basic training and inputs to
households and farmer groups
MAF should catalog all ongoing government and development partner agriculture
programs to balance resources against them
Republic of South Sudan
| 41
Documenting additional agricultural programs outside direct ZEAT strategy
Name of donor/development partner:
Government and development partners should describe programs outside of ZEAT on the worksheet below
Program
Target population
(Market-driven or
household food
security)
Target zone and
specific state(s)
(e.g., W. Flood
Plains / NBEGS)
Both market-driven Greenbelt / WES,
Example:
and household
CES, EES
On-Farm
Demonstration food security
Trials
Commodity
focus (e.g.,
maize,
livestock)
Maize
Value-chain focus
(e.g., inputs, postharvest, marketing)
# smallholders
reached
Production
(improved inputs
and agronomic
techniques)
300
households
Total
increased
production
(MT)
660 MT
(Yield from
800-3000
kg/ HH )
1)
2)
3)
4)
Republic of South Sudan
| 42
Appendix: Further Greenbelt Zone details available upon request
▪
Line-by-line costs for Years 1-3
▪
Monthly action plans for Year 1
Republic of South Sudan
| 43