1. AfDB Partnerships Forum March 2010
Agriculture and Agri-Business New Strategy, Major Thrusts and Resource Gaps
Mr. Aly Abou-Sabaa
Director, Agriculture and Agro-Industry Department
African Development Bank

2. Agriculture Sector Strategy - Pillars and Areas of Intervention

3. Key Agricultural Sector Performance Indicators by 2014
Outputs
Outcomes
10,000 KM of rural roads built and/or rehabilitated
4. 50,000 people trained in good agricultural practices
1. Yield Increase: %
2. 500,000 Ha of land under improved water management**
5. Twenty five percent decrease in agricultural land and forests degraded
2. Reduction in post harvest losses 3% over six years (0.5% per year)
billion Cubic meters of water mobilized for multiple purpose development**
6. Seventy five percent of Bank agricultural operations are climate proofed
3. Production increase: 5% per annum
**Prepared and secured necessary investments by 2014 for operations to develop 500,000 ha under improved water management and increase water storage capacity by at least 8.5 billion cubic meters.

4. Indicative Pipeline of Projects / Programs for Financing, 2010 - 14
Pillar I
Pillar II
Cross-cutting

5. Agriculture Water Development and Water Storage Enhancement- Business Plan Targets and Focus Area ( )
Agricultural Water Development. Develop 500, 000 ha including:
(a) new areas under full control of water, (b) rehabilitation and modernization of existing schemes, and (c) development of Community/Private driven Small-Scale Irrigation
Water Storage Enhancement: Develop infrastructure to increase water storage capacity in Africa by at least 1% (8.5 BCM) for multi-purpose use.
This will secure additional water capacity for hydro power generation, sustainable water supply and irrigation development, as well as helping mitigate climate change impact.
Institutional Support and Project Preparation Studies:
including capacity building activities, policy formulation and the identification and preparation of operations in support of AWM and water storage enhancement.

6. Business Plan-Work program 2008-2013(UA)

7. Post Harvest Loss Reduction Program
The PHLP is a five-year programme ( ) with a total indicative cost US$ 1,692 million
COMPONENTS
Brief Description
Estimated Cost
(US$ millions)
Policy formulation and institutional strengthening
Capacity building for agricultural ministries
100
Rural infrastructure
Feeder roads, dry and cold storage, markets and rural energy
1,142
Technologies for PHL reduction and value addition
Preservation and agro-processing technologies
300
Market development
Value chain development, farmer groups, business development services, market information systems and grades and standards
150
TOTAL
1,692

8. Capacity Building Program
Objective:
Increase capacity of Agricultural institutions on a sustainable basis for effective and results-oriented execution and management of agricultural development interventions consistent with the AgSS (i.e. focus on capacity for agricultural water and agri-business infrastructure development; renewable natural resources management; climate change adaptation)

9. Capacity Building Program (cont’d)
The 5-year Rolling Program starting 2012:
Support to Human resources Development in relevant institutions
Institutional Development/Organisational Strengthening
Program Cost & Financing (2012 – 2016):
Total Estimated Cost – UA 265 million
ADF Financing UA 100 million
Financing Gap UA 165 million

10. Africa Fertiliser Financing Mechanism (AFFM)
The AFFM will:
Assist RMCs in increasing Agriculture Productivity within the context of MDGs; and
Create an enabling environment for mobilizing investment needed to increase fertilizes use from current average of 8 to 50 Kg/Ha by 2015, target set by the Abuja Summit, 2006.

11. (AFFM –Needs)
A. Immediate: US$ 9.85 million to ensure that the AFFM Fund is effective and operational.
B. Immediate: TA/bilateral grant funding to assist in undertaking the following studies:
Feasibility study for the Africa Fertilizer Procurement facility (West and Central Africa)
Feasibility study on establishment of regional blending and bagging facilities in each region (West Africa, Central Africa, East and Southern Africa)
Feasibility study on establishment of regional fertilizer production plants (West Africa, Central Africa, East and Southern Africa)
C. TA staffing needs: Fertilizer Manufacturing Engineer, Financial Analyst, Investment Expert, Fertilizer Market Expert, M&E Specialist, and Communication Officer.

12. Congo Basin Trust Fund (CBFF)
CBF, launched in London, June 2008, intendeds to:
Improve food security and the livelihoods of the population, alleviate poverty and address climate change challenges by reducing the rate of deforestation in the Congo Basin.
The Fund supported mainly by the UK and Norway (initial contribution of US$ 155 million) will be used over a ten-year agreement period up to 2018, to finance Central African Forests Commission (COMIFAC)’s Action-Plan in different strategic areas aimed at conserving the Congo Basin rainforest.
CBFF supports the Congo Basin Countries in their implementation of REDD+ policies.
Needs:
TA and Secondments to support the CBFF

13. OSAN CONTACTS Mr. Aly Abou-Sabaa
Director, Agriculture and Agro-Industry Department
Tel: ;
Mr. Chiji Ojukwu
Manager, Agriculture & Agro-Industry 1 Division (North and East regions)
Tel: ’
Mr. D. Keita
Manager, Agriculture & Agro-Industry 2 Division (West Region)
Tel: ;
Mrs. J. Mwangi
Manager, Agriculture & Agro-Industry 2 Division (Central and South Regions)
Tel: ;
Mr. K. Johm
Manager, Natural Resources and Environmental Management Division
Tel: ;
Mr. T. Bedingar
Lead Expert, Agriculture Portfolio, Agriculture and Agro-Industry Department
Tel: ;
Mr. B. Kanu
Lead Expert, Initiatives and collaborative programs, Agriculture & Agro-Industry
Tel: ;
Mr. H. Kandil
Chief Water Resources Engineer, Agriculture & Agro-Industry
Tel: ;