1. 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

2. Republic of South Sudan | 11111 The National Effort for Agricultural Transformation (NEAT) will drive South Sudan towards its 2040 Agricultural Vision  NEAT has two integrated components: the Zonal Effort for Agricultural Transformation (ZEAT) and the Comprehensive Agricultural Master Plan (CAMP) 1)ZEAT is a highly prioritized zonal approach ready for rapid implementation by the rainy seasons of 2013 and 2014 2)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 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  Improved health and nutrition across the country  Agriculture as an alternative economic engine complementing oil and gas  Increased incomes for >80% of the population South Sudan has a vision for a transformed agricultural sector

3. Republic of South Sudan | 2 Achieving this vision requires a comprehensive and coordinated response from all stakeholders MAF, State governments, Private sector entrepreneurs, donors, implementing partners, and farmers will follow Paris declaration principles: NEAT is an RSS-led effort with clear roles for all stakeholders: Ultimately we will achieve the new vision of agriculture in South Sudan Ownership: Partner countries exercise effective leadership over development strategies and co- ordinate 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 Collaborate with diverse stakeholders to build on strengths and distribute risk 5 Fundamental Operating Principles:

4. Republic of South Sudan | 3 There are four types of agricultural programs that are part of this vision Direct support to ZEAT activities Programs supporting cross-cutting enabling activities Support to ZEAT implementation unit Additional agricultural programming (outside ZEAT) Investments targeted at high potential market-ready farmers to increase national food production and make it accessible through aggregation and marketing Investments that promote a strong enabling environment for agriculture via research, trade, land, and private sector development programs and policies Investments that promote the recruiting, staffing, training, and ongoing administrative needs of the NEAT implementation organization 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

5. Republic of South Sudan | 4 Preparing a shared investment framework for the NEAT ▪ 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 Documenting all programs in South Sudan

6. Republic of South Sudan | 5 Guiding principles to help complete investment matrices PRINCIPLE State ministries must contribute resources to activities, not just depend on donor commitments State Ministry of Agriculture trains high- performing extension agents and deploys them to priority counties EXAMPLE 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 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 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

7. Republic of South Sudan | 6 Contents Direct support to ZEAT activities Programs supporting cross-cutting enabling activities Support to ZEAT implementation unit Additional agricultural programming (outside ZEAT)

8. Republic of South Sudan | 7 The ZEAT planning process is being rolled out across the country in 2013; state workshops are being conducted to develop strategies in 3 phases 3 Phase 3: ▪ Eastern Flood Plains - South ▪ Nile Sobat 1 Phase 1 (ongoing): ▪ Greenbelt ▪ Hills and Mountains ▪ Eastern Flood Plains - North 2 3 1 2 Phase 2: ▪ Western Flood Plains ▪ Ironstone Plateau ▪ Arid  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

9. Republic of South Sudan | 8 Greenbelt Transformation will aggregate smallholder maize and connect to markets Develop community block farms in Eastern Equatoria Foster agro-entrepreneurs in Central Equatoria Build large associations in Western Equatoria ▪ Organize smallholders onto 90 cleared farms ▪ Subsidize land clearance, inputs, and plowing ▪ Provide intensive production training ▪ Rehabilitate roads and develop marketing system ▪ Develop 100 agro- entrepreneurs providing storage, mechanization, improved seeds, and value addition ▪ Provide intensive technical and business training ▪ Rehabilitate roads to Juba market ▪ 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 The integrated Greenbelt transformation will tailor interventions to local contexts

10. Republic of South Sudan | 9 In Western Equatoria, prioritize supporting cooperative associations and commercial farmers to buy and sell at scale ▪ Support 3 existing associations and 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 Our interventions will be: Engage 15,000 farmers over 3 years Our projected results and costs: Critical requirements for success:  Funding for roads mobilized quickly so increased production does not spoil  Farmer associations are sustainable and private- sector oriented—not dependent on relief ▪ Support 15,000 farmers over 3 years with 40 M SSP of public funds and 45 M SSP of farmer/ association funding: – Average cultivated 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 ▪ Agriculture cost: SSP 88 M ▪ Infrastructure cost: SSP 605 M ▪ Total cost: SSP 693 M ▪ Boost commercial farmers to expand land or develop outgrowers through loans and input subsidies ▪ Rehabilitate trunk roads to Juba and Wau and area feeder roads WESTERN EQUATORIA

11. Republic of South Sudan | 10 What will it take? Identify leaders of small farmer groups to form the foundation of each cooperative, through intensive recruitment and training Provide training to create a small, professional management group for each cooperative to represents the interests of its members Facilitate access to finance for each association to ensure sustained success beyond government/development partner support What will be created? Co-operative associations that are profit-oriented businesses that independently organize and support farmers Connect associations to institutional buyers and private traders to purchase harvest WESTERN EQUATORIA Key success factors for strong, independent associations in Western Equatoria

12. Republic of South Sudan | 11 Summary: Western Equatoria Investment Plan 3-year costs, SSP, ‘000 Major activities (over 3 years)Component 1,040 - ▪ Organizers to form 4 new co-ops and strengthen 3existing co- ops Co-op organization SOURCE: Ministry of Agriculture, implementation partner, field interviews 1,180751,255 ▪ 500 MT warehouses for 4 new co-ops ▪ Grants for equipment/fumigation for 7 co-ops for 1 year Warehousing PRELIMINARY 5,67039,48045,150 ▪ Grants for 7 co-ops to purchase 10 kg seeds, 500 mL crop protection per feddan for 1 year Input supply 22,000- ▪ Grants for 7 co-ops to to expand land under cultivation by 1 feddan/farmer Land clearance 28565350 ▪ 2 MT/day maize mills for 7 co-ops ▪ Grants for fuel/maintenance for 1 year Processing Marketing 13,7453,70017,445 ▪ Trucks for 3 existing co-ops ▪ Grants for truck hire for 4 new co-ops ▪ Radio advertising of produce for 7 co-ops Training/ Extension 9450 ▪ Extension agents for farmers in 20 focus payams Market infor- mation system 1650 ▪ Build market information team at the state level to track and communicate prices (3 analysts) Infrastructure 604,4500 ▪ Trunk and feeder roads connecting Greater Yambio, Mundri and Maridi to Juba, Wau and Rumbek WESTERN EQUATORIA Private/ Farmer Public/ Donor Total 649,48043,320 Total 692,800

13. Republic of South Sudan | 12 Coope- rative associ- ations Strong Co-ops Organization Input supply Land clearance Warehousing Processing Marketing Exten- sion M.I.S. Western Equatoria Year 1: Public/Donor investments (1/2) Salaries Support Salaries Support ▪ Training in agronomy, organizing, and marketing; support package ▪ 2 market information system analysts; 1 manager ▪ Analytical/database training for price monitoring; support package 1 50% take-up expected WESTERN EQUATORIA ▪ 25MT trucks ▪ Business skills/marketing training ▪ Strengthen co-op (2,500 each) ▪ Management training ▪ Start-up grants for to clear 2,500 feddans ▪ Warehouse equipment ▪ Fumigation ▪ Warehouse management training ▪ 2 MT/day maize mills ▪ Fuel/maintenance ▪ 20 agents (1 per payam); 2 managers ▪ Start-up grants for 425 MT seed ▪ Start-up grants for 10,625 L insecticide PRELIMINARY ▪ 25MT trucks ▪ Business skills/marketing training ▪ Strengthen co-op (2,500 each) ▪ Management training ▪ Start-up grants for to clear 2,500 feddans ▪ Warehouse equipment ▪ Fumigation ▪ Warehouse management training ▪ 2 MT/day maize mills ▪ Fuel/maintenance ▪ Start-up grants for 425 MT seed ▪ Start-up grants for 10,625 L insecticide ▪ 25MT trucks ▪ Business skills/marketing training ▪ Strengthen co-op (2,500 each) ▪ Management training ▪ Start-up grants for to clear 2,500 feddans ▪ Warehouse equipment ▪ Fumigation ▪ Warehouse management training ▪ 2 MT/day maize mills ▪ Fuel/maintenance ▪ Start-up grants for 425 MT seed ▪ Start-up grants for 10,625 L insecticide EzoNzaraYambio RSS commitments

14. Republic of South Sudan | 13 Coope- rative associ- ations Emerging Co-ops Organization Input supply Land clearance Warehousing Processing Marketing Exten- sion M.I.S. Western Equatoria Year 1: Public/Donor investments (2/2) Salaries Support Salaries Support ▪ Training in agronomy, organizing, and marketing; support package ▪ 2 market information system analysts; 1 manager ▪ Analytical/database training for price monitoring; support package 1 50% take-up expected WESTERN EQUATORIA ▪ 20 agents (1 per payam); 2 managers PRELIMINARY ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (250 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Mundri West ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (250 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Mundri East ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (250 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Maridi ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (250 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Ibba RSS commitments

15. Republic of South Sudan | 14 Coope- rative associ- ations Strong Co-ops Organization Input supply Land clearance Warehousing Processing Marketing Exten- sion M.I.S. Western Equatoria Years 1-3: Public/Donor investments (1/2) Salaries Support Salaries Support ▪ Training in agronomy, organizing, and marketing; support package ▪ 2 market information system analysts; 1 manager ▪ Analytical/database training for price monitoring; support package 1 50% take-up expected WESTERN EQUATORIA ▪ 25MT trucks ▪ Business skills/marketing training ▪ Strengthen co-op (3,000 each) ▪ Management training ▪ Start-up grants for to clear 8,000 feddans ▪ Warehouse equipment ▪ Fumigation ▪ Warehouse management training ▪ 2 MT/day maize mills ▪ Fuel/maintenance ▪ 20 agents (1 per payam); 2 managers ▪ Start-up grants for 425 MT seed ▪ Start-up grants for 10,625 L insecticide PRELIMINARY ▪ 25MT trucks ▪ Business skills/marketing training ▪ Strengthen co-op (3,000 each) ▪ Management training ▪ Start-up grants for to clear 8,000 feddans ▪ Warehouse equipment ▪ Fumigation ▪ Warehouse management training ▪ 2 MT/day maize mills ▪ Fuel/maintenance ▪ Start-up grants for 425 MT seed ▪ Start-up grants for 10,625 L insecticide ▪ 25MT trucks ▪ Business skills/marketing training ▪ Strengthen co-op (3,000 each) ▪ Management training ▪ Start-up grants for to clear 8,000 feddans ▪ Warehouse equipment ▪ Fumigation ▪ Warehouse management training ▪ 2 MT/day maize mills ▪ Fuel/maintenance ▪ Start-up grants for 425 MT seed ▪ Start-up grants for 10,625 L insecticide EzoNzaraYambio RSS commitments

16. Republic of South Sudan | 15 Coope- rative associ- ations Emerging Co-ops Organization Input supply Land clearance Warehousing Processing Marketing Exten- sion M.I.S. Western Equatoria Years 1-3: Public/Donor investments (2/2) Salaries Support Salaries Support ▪ Training in agronomy, organizing, and marketing; support package ▪ 2 market information system analysts; 1 manager ▪ Analytical/database training for price monitoring; support package 1 50% take-up expected WESTERN EQUATORIA ▪ 20 agents (1 per payam); 2 managers PRELIMINARY ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (1,500 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Mundri West ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (1,500 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Mundri East ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (1,500 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Maridi ▪ Truck hire grant ▪ Business skills/ marketing training ▪ Form co-op (1,500 each) ▪ Mgmt training ▪ 500 MT warehouse and equipment ▪ Fumigation ▪ Mgmt training ▪ Maize mills ▪ Fuel/maintenance ▪ Start-up grants for 50 MT seed ▪ Start-up grants for 2,500L insecticide Ibba ▪ Start-up grants for to 6,000 feddans RSS commitments

17. Republic of South Sudan | 16 Western Equatoria Years 1-3: Road investments Roads 185 kilometers – 89 million SSP250 kilometers - 110 million SSP435 kilometers - 274 million SSP 130 kilometers – 62 million SSP PRELIMINARY WESTERN EQUATORIA Mundri-Bangolo Mundri-Amadi Yambio-Maridi Mundri-Juba Yambio-Wau Mundri-Rumbek Maridi-Mvolo Nzara-Sakure 155 kilometers – 37 million SSP37 kilometers – 15 million SSP27 kilometers – 11 million SSP20 kilometers – 6 million SSP

18. Republic of South Sudan | 17 SOURCE: Source ▪ Spur 100 entrepreneurs to fill gaps in 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 Our interventions will be: Engage 15,000 farmers over 3 years Our projected results and costs: Critical requirements for success: ▪ Solid talent-pool and financial resources to mobilize entrepreneurs ▪ Quick improvement of roads connecting farmers and markets ▪ Support 12,000 farmers over 3 years with 20M SSP of public funds and 100M SSP of ongoing entrepreneur operating costs – Land cultivated increases from 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 Agriculture cost: SSP 120M Infrastructure cost: SSP 455 M Total cost: SSP 575M ▪ Support 4 private associations with outgrowers to through organizing, warehouse and transport support ▪ Rehabilitate Juba-Yei and Juba-Kajokeji roads, and construct new feeder roads In Central Equatoria, prioritize supporting agro-entrepreneurs and farmer associations to provide smallholder value-chain services CENTRAL EQUATORIA

19. Republic of South Sudan | 18 What will it take? 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 CENTRAL EQUATORIA 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) Connect entrepreneurs to smallholder farmer groups to help groups to grow and ensure businesses have a market for their services Key success factors for private sector agro-entrepreneurs in Central Equatoria

20. Republic of South Sudan | 19 Summary: Central Equatoria Investment Plan Component Warehouse operator Tractor/Bull dozer hire Processors Seed dealers Extension Infra- structure Private association 3-year costs SSP, ‘000 Major activities (over 3 years) 8,24077,55085,790 4,5603,1407,700 2,17014,23016,400 2,8003,7506,550 7100 453,6000 2,9501,5804,530 475,030100,250 Total 575,280 Establish/train 35 warehouse operators to purchase locally ▪ Construct 40 500MT warehouses and equipment ▪ Start-up capital for seasonal offtake purchases Establish/train 24 mechanization providers across CES ▪ Purchase 20 75hp 4-wheel tractors and 4-bulldozers ▪ Ongoing fuel and maintenance Establish/train 20 processing operations focused on maize ▪ Purchase 20 2MT/day maize mill ▪ Construct 20 150MT stores near mills Establish/train 20 seed and input dealerships ▪ Support 20 stores to start-up ▪ Subsidize initial stock of improved seed Organize/train 4 private associations to aggregate supply ▪ Construct 4 1000MT warehouse ▪ Purchase 4 20MT-capacity lorry 20 public extension agents reactivated to cover all payams ▪ Agent salary ▪ Motorcycle 430 kilometers of trunk and feeder roads connected to Yei/Kajokeji PRELIMINARY CENTRAL EQUATORIA Private/ Farmer Public/ Donor Total PRELIMINARY

21. Republic of South Sudan | 20 Central Equatoria Year 1: Public/Donor investments Organizing Infra- structure Association with outgrowers Extension service Salary Support Entre- preneur support ▪ 1000MT store ▪ Lorry Mechaniz- ation hire Seed dealer Warehouse operator ▪ 1 tractor ▪ Operation training MoroboKajokejiLainyaYei ▪ 1 dealer ▪ Seed training ▪ Startup grant ▪ 2 500MT warehouses ▪ Mgmt training Processor ▪ 1 mill ▪ 1 150MT store ▪ Mill training ▪ 2 mills ▪ 2 150MT stores ▪ Mill training ▪ 1 mill ▪ 1 150MT store ▪ Mill training ▪ 2 mills ▪ 2 150MT stores ▪ Mill training CENTRAL EQUATORIA ▪ 1 tractor ▪ Operation training ▪ 2 tractors ▪ Operation training ▪ 2 tractors ▪ Operation training ▪ 2 dealers ▪ Seed training ▪ Startup grant ▪ 1 dealer ▪ Seed training ▪ Startup grant ▪ 2 dealers ▪ Seed training ▪ Startup grant ▪ Organizing 1 large coop ▪ 4 motorcycles and supplies ▪ 4 extension agents (1 agent per county) ▪ Agronomy training ▪ 2 500MT warehouses ▪ Mgmt training ▪ 4 500MT warehouses ▪ Mgmt training ▪ 4 500MT warehouses ▪ Mgmt training PRELIMINARY RSS commitments

22. Republic of South Sudan | 21 Central Equatoria Years 1-3: Public/Donor Investments ▪ 4 tractors ▪ 1 bulldozer ▪ Oper. training ▪ 6 tractors ▪ 1 bulldozer ▪ Oper. training Mechaniz- ation hire Seed dealer Processor Warehouse operator Organizing Infra- structure Salary Support ▪ 4 tractors ▪ 1 bulldozer ▪ Oper. training ▪ 6 tractors ▪ 1 bulldozer ▪ Oper. training ▪ 4 dealers ▪ Seed training ▪ Startup grant ▪ 6 dealers ▪ Seed training ▪ Startup grant ▪ 4 dealers ▪ Seed training ▪ Startup grant ▪ 6 dealers ▪ Seed training ▪ Startup grant ▪ 4 mills ▪ 4 150MT stores ▪ Mill training ▪ 8 500MT warehouse ▪ Mgmt training ▪ 12 500MT warehouse ▪ Mgmt training ▪ 8 500MT warehouse ▪ Mgmt training ▪ 12 500MT warehouse ▪ Mgmt training ▪ Organizing 1 large coop ▪ 1000MT store ▪ Lorry ▪ 1000MT store ▪ Lorry ▪ 1000MT store ▪ Lorry ▪ 1000MT store ▪ Lorry ▪ 20 agent motorcycles and supplies MoroboKajokejiLainyaYei ▪ 20 extension agents (1 agent per payam) ▪ Agronomy training Entre- preneur support Association with outgrowers Extension service ▪ 6 mills ▪ 6 150MT stores ▪ Mill training ▪ 4 mills ▪ 4 150MT stores ▪ Mill training ▪ 6 mills ▪ 6 150MT stores ▪ Mill training CENTRAL EQUATORIA ▪ Organizing 1 large coop PRELIMINARY RSS commitments

23. Republic of South Sudan | 22 Central Equatoria Years 1-3: Road investments Roads Juba-Kaya Morobo- Kajokeji Yei-New Lasu 45 kilometers - 18 million SSP 185 kilometers - 304 million SSP Juba-Kajokeji 75 kilometers - 36 million SSP 125 kilometers - 50 million SSP PRELIMINARY CENTRAL EQUATORIA Limbe-Kajokeji 115 kilometers - 46 million SSP

24. Republic of South Sudan | 23 In Eastern Equatoria, prioritize establishing community block farms that clear new land and aggregate production ▪ Support 90 community block farms 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 Our interventions will be: Engage 15,000 farmers over 3 years Our projected results and costs: 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 ▪ Support 9,000 farmers over 3 years with 186 million SSP of public funds and 37 million SSP of farmer/ association funding: – 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 Agriculture cost: SSP 84 million Infrastructure cost: SSP 130 million Total cost: SSP 214 Million ▪ Rehabilitate feeder roads around Magwi, Torit and Ikotos EASTERN EQUATORIA

25. Republic of South Sudan | 24 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 EASTERN EQUATORIA What will be created? Self-sustaining block farms that are business-minded and do not need ongoing subsidies or support

26. Republic of South Sudan | 25 Private/ Farmer Public/ Donor Total Summary: Eastern Equatoria Investment Plan 3-year costs, SSP, ‘000 Major activities (over 3 years) EASTERN EQUATORIA Component 3,300… ▪ 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 Group formation 16,600… ▪ Secure 90 separate 200-feddan tracts of land ▪ Clear land while reserving necessary trees ▪ Hire surveyor to demarcate farm into 2 feddan plots Land clearance 32,90025,20058,100 ▪ Conduct on-farm agronomic training course (extension) ▪ Seed purchase (25% subsidy each year) ▪ Plowing and harrowing (100% subsidized in the first year) ▪ Crop protection (50% subsidy each year) 5,1003005,400 ▪ Construct 100 MT warehouses ▪ Train co-op manager on systems and fumigation ▪ Annual fumigation costs (100% subsidy in first year) Farming 150390540 ▪ 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 Infra- structure 130,000… ▪ 5 priority feeder roads to connect output and markets within Eastern Equatoria SOURCE: Ministry of Agriculture, implementation partner, field interviews, Marketing Aggrega- tion PRELIMINARY 188,05025,890 Total 213,940 PRELIMINARY

27. Republic of South Sudan | 26 Eastern Equatoria Year 1: Public/Donor investments EASTERN EQUATORIA Torit-Ikotos: 10 FarmsMagwi: 5 Farms Block Farms Extension Market Info System ▪ 5 constructed and fumigated ▪ Management training ▪ 250 farmers organized ▪ 5 farm managers hired and trained ▪ 500 farmers organized ▪ 10 farm managers hired and trained ▪ 500 feddans cleared and demarcated ▪ 15 dedicated extension worker salaries ▪ Support package (motorcycle, fuel, office supplies) ▪ 3 dedicated analyst salaries ▪ Analytical/database training for price monitoring ▪ Support package (cell phone, airtime, motorcycle) Group Formation Land Clearance Farming Support Warehouses Salary and training Support Salary Support and training ▪ Seed and crop protection subsidies ▪ Plowing subsidies ▪ Seed and crop protection subsidies ▪ Plowing subsidies ▪ 1,000 feddans cleared and demarcated ▪ 10 constructed and fumigated ▪ Management training PRELIMINARY RSS commitments

28. Republic of South Sudan | 27 Eastern Equatoria Years 1-3: Public/Donor investments Block Farms Extension Market Info System Group Formation Land Clearance Farming Support Warehouses Salary and training Support Salary Support and training Torit-Ikotos: 60 FarmsMagwi: 30 Farms ▪ 30 constructed and fumigated ▪ Management training ▪ 3,000 farmers organized ▪ 30 farm managers hired and trained ▪ 6,000 farmers organized ▪ 60 farm managers hired and trained ▪ 6,000 feddans cleared and demarcated ▪ 90 dedicated extension worker salaries ▪ Support package (motorcycle, fuel, office supplies) ▪ 3 dedicated analyst salaries ▪ Analytical/database training for price monitoring ▪ Support package (cell phone, airtime, motorcycle) ▪ Seed and crop protection subsidies (3 years) ▪ Plowing subsidies (1 year) ▪ Seed and crop protection subsidies (3 years) ▪ Plowing subsidies (1 year) EASTERN EQUATORIA ▪ 12,000 feddans cleared and demarcated ▪ 60 constructed and fumigated ▪ Management training PRELIMINARY RSS commitments

29. Republic of South Sudan | 28 Eastern Equatoria Years 1-3 Road Investments Roads Torit - Ikotos Pajok-Pageri Lafon-Torit Magwi-Torit 54 kilometers - 22 million SSP 71 kilometers - 28 million SSP Magwi-Labone 70 kilometers - 28 million SSP 81 kilometers - 32 million SSP 50 kilometers - 20 million SSP Committed construction by World Bank PRELIMINARY EASTERN EQUATORIA

30. Republic of South Sudan | 29 Contents Direct support to ZEAT activities Programs supporting cross-cutting enabling activities Support to ZEAT implementation unit Additional agricultural programming (outside ZEAT)

31. Republic of South Sudan | 30 Documenting financial institution contributions to ZEAT strategy Cooperative lending Loan guarantees Asset-backed lending Commercial farm lending Financial offering PRELIMINARY Institution Lender A Geographic focus (States) ▪ W. Equatoria ▪ E. Equatoria Average loan size SSP 40,000 Total ag. lending outstanding SSP 8,000,000 No. loans extended 200 Loans to registered coops/ FBOs Sharing risk with lenders Allowing farmers to use farming assets as collateral Agriculture-focused commercial loan products

32. Republic of South Sudan | 31 Documenting other cross-cutting enablers for ZEAT strategy InstitutionEnabling environment programs Establish- Ing land security  Surveying and titling farmer landholdings in 2 counties  (add contributing activities) ▪ USAID ▪ (add actor here) Creating growth- friendly trade policy  Duty-free agricultural inputs, Customs policy (e.g. border clearance)  (add contributing activities) ▪ Ministry of Commerce ▪ (add actor here) Support- ing strong local research  Established seed research centers for breeding and testing varieties (e.g. Palotaka)  (add contributing activities) ▪ AGRA ▪ (add actor here)

33. Republic of South Sudan | 32 Documenting private sector investment in ZEAT strategy SOURCE: Source Investor Geographic focus for investment Value chain focus Tractor dealer A ▪ Central Equatoria ▪ Western Equatoria Production (mechanization) Nature of investment Discounted leasing of tractors/bulldozers to 5 private associations (Add investment details here)

34. Republic of South Sudan | 33 Contents Direct support to ZEAT activities Programs supporting cross-cutting enabling activities Support to ZEAT implementation unit Additional agricultural programming (outside ZEAT)

35. Republic of South Sudan | 34 The success of the transformation will depend on a creating a dedicated implementation unit … Implementation units help overcome many of these challenges National transformations are deeply complex … Size and complexity of the challenge: NEAT encompasses 7 different zonal strategies across 10 states Follow a single, coordinated action and investment plan Number of stakeholders: Transforming agriculture requires multi-sector cooperation as well as support from many development partners and the private sector Bring together a team of high performing leadership Speed required: RSS has established a very near-term food self-sufficiency goal Minimize bureaucracy with a fast-acting unit Large financial commitments: Public sector and donor funding requirements are large and interdependent Develop joint donor/ government monitoring to track progress

36. Republic of South Sudan | 35 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 : 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 Strategic designImplementation planningDelivery coordination

37. Republic of South Sudan | 36 In Year 1, the Implementation Unit would support the first 3 zones with ~30 field staff--mostly seconded from existing Ministry employees Ezo Nzara Mundri West Maridi Ibba Yambio Mundri East Torit Ikotos Magwi Yei Lainya Morobo Renk Eastern Flood Plains – North (Renk) ▪ 1 Zonal Director ▪ 2 Data/M&E Collection Agents ▪ 1 County Implementation leaders Eastern Flood Plains – North (Renk) ▪ 1 Zonal Director ▪ 2 Data/M&E Collection Agents ▪ 1 County Implementation leaders Greenbelt Zone ▪ 1 Zonal Director ▪ 6 Data/M&E Collection Agents ▪ 12 County Implementation Leaders Greenbelt Zone ▪ 1 Zonal Director ▪ 6 Data/M&E Collection Agents ▪ 12 County Implementation Leaders First phase implementation: 1 Only includes new costs (i.e. salaries for staff who are already in the ministry are not counted) Hills and Mountains ▪ 1 Zonal Director ▪ 5 County Implementation Leaders ▪ Data collection shared with Greenbelt Hills and Mountains ▪ 1 Zonal Director ▪ 5 County Implementation Leaders ▪ Data collection shared with Greenbelt Kajo- Keji A State Effort for Agricultural Transformation (SEAT) team will provide policy and implementation guidance in each state

38. Republic of South Sudan | 37 Summary: Implementation Unit Component 3-year costs SSP, ‘000 Major activities (over 3 years) Total 4,650 2,640 ▪ Car, Driver, Fuel and Maintenance for salaried positions ▪ Motorcycle for State Data Collectors and County Implementers 140 ▪ 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 PRELIMINARY Total 1,870 ▪ 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) Salary Transport Communicati on

39. Republic of South Sudan | 38 Implementation Unit Year 1: Public/Donor Investments PRELIMINARY Salary Car Driver Maintenance Motorcycle Fuel Laptop/ modem Cell phone/ Airtime ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ Office mgr & asst ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ State Data Collectors CountyNationalState Salary Transport Communication ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ Office mgr ▪ State Data Collectors ▪ County implementers ▪ State Data Collectors ▪ County implementers ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ Office mgr/asst

40. Republic of South Sudan | 39 Implementation Unit Years 1-3: Public/Donor Investments PRELIMINARY Salary Car Driver Maintenance Motorcycle Fuel Laptop/ modem Cell phone/ Airtime ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ Office mgr & asst ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ State Data Collectors CountyNationalState Salary Transport Communication ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ Office mgr ▪ State Data Collectors ▪ County implementers ▪ State Data Collectors ▪ County implementers ▪ CEO ▪ M&E Director ▪ Zone Directors ▪ Office mgr/asst

41. Republic of South Sudan | 40 Contents Direct support to ZEAT activities Programs supporting cross-cutting enabling activities Support to ZEAT implementation unit Additional agricultural programming (outside ZEAT)

42. Republic of South Sudan | 41 Ongoing successful programs outside the ZEAT will continue to receive support to promote household self-sufficiency National food security Eliminate the country’s food deficit by aggregating and marketing smallholder production and supporting commercial farming Household self-sufficiency Support households to grow enough food to meet basic needs and ultimately see farming as a business Immediate goal of the ZEAT Take advantage of zones with a high number of market-ready farmers to quickly achieve increased production Ongoing support for successful programs Coordinate support from government and development partners to provide basic training and inputs to households and farmer groups MAF promotes food security through two complementary and necessary approaches MAF should catalog all ongoing government and development partner agriculture programs to balance resources against them

43. Republic of South Sudan | 42 Documenting additional agricultural programs outside direct ZEAT strategy Name of donor/development partner: Target population (Market-driven or household food security) Target zone and specific state(s) (e.g., W. Flood Plains / NBEGS) Value-chain focus (e.g., inputs, post- harvest, marketing) # small- holders reached Total increased production (MT) Program Commodity focus (e.g., maize, livestock) Both market-driven and household food security Greenbelt / WES, CES, EES Example: On-Farm Demonstration Trials MaizeProduction (improved inputs and agronomic techniques) 300 households 660 MT (Yield from 800-3000 kg/ HH ) 1)2)3)4) Government and development partners should describe programs outside of ZEAT on the worksheet below

44. Republic of South Sudan | 43 Appendix: Further Greenbelt Zone details available upon request ▪ Line-by-line costs for Years 1-3 ▪ Monthly action plans for Year 1