1. Agricultural Development Agency (ADA) of Tanzania Mandate, Positioning, and Organizational Structure Institutional set up May 2013

2. © 2012 Bill & Melinda Gates Foundation | 2 The ADA’s mission and objectives will be aligned to national policy outcomes and targets in Tanzania Mission: The Agricultural Delivery Agency will support the Government of Tanzania and its partners to deliver agricultural sector performance outcomes of (i) production growth, (ii), market efficiencies, and (iii) the effective public systems that create an enabling environment for smallholder farmers. Vision: Rapid growth in the agricultural sector, including greater yields, higher value realized by farmers, and a highly professional and efficient system and for the target products that ADA supports. Mandate and legal status Aligning with broader agricultural strategies (ASDS, MKUKUTA II, Kilimo Kwanza, and the CAADP target of 6% agricultural sector growth), the ADA should target agricultural sector outcomes of: Productivity: Increased output of key crops and commodities, which will drive food security and livelihoods Market efficiencies: Generating a demand pull for commodities, leading to economic growth from agriculture, including contribution to GDP, rural income, exports, and the public revenue base Partnerships: Professional coordination, capacity building, and tracking and performance management in effective systems that lead to private sector and other stakeholder engagement, on-time delivery, and continuous improvement in implementing interventions (such as extension services, market information and warehouse receipt systems, input subsidies, etc.) Key Objectives of ADA Discrete, measurable targets should be set across all the above, taking guidance from national sector strategies and the operational resources that will be available and accountable to ADA. Scope: In order to ramp up gradually and achieve “Big Results Now”, the mandate for ADA should start activities and responsibilities with several specific sub-sectors, e.g. maize and rice.

3. ADA will start by supporting delivery in priority sub-sectors 3 Value chains within commodities and enablers In alignment with the broader sector strategies, ADA will focus on specific sub-sectors to launch and grow effectively. While going through this ramp-up process over time and with a track record of delivery, ADA will also take a value chain approach within each sub-sector and align with national strategies. *Flexibility to target different sub- sectors according to a matrix of commodities and enablers will allow ADA to focus and grow effectively. Commodities, for example: Maize and rice Horticulture Livestock Oil seeds Enablers, for example: Water Gender Land use & planning Infrastructure Science, technology, and research Mandate and legal status Agriculture Sector Development Strategy (ASDS) Kilimo Kwanza MKUKUTA and Vision 2025 Initial ADA focus*

4. © 2012 Bill & Melinda Gates Foundation | 4 To support the mission and vision, four functions should be performed or significantly enhanced by the ADA 1.Problem solving and analytics for data-driven policy making and national level advisory to address critical gaps in the fact base and information alignment between stakeholders. 2.Performance management and capacity building to track and ensure a results-driven mindset in programmatic activities and investments, especially by public sector actors. 3.Catalytic incubation to identify discrete value chain opportunities and support the implementation of programmes to address these opportunities. Incubation will build long-term capacity for ASLM ownership and delivery, as well as civil and private sector participation, by facilitating partnerships and investments. 4.Underlying all of the above is an additional key function of coordination and stakeholder engagement, to support communication and clarity on government and partner strategies across ASLMs; other MDAs, LGAs, and other stakeholders. Core Functions of ADA Mandate and legal status Aligning with broader agricultural strategies (ASDS, MKUKUTA II, Kilimo Kwanza, and the CAADP target of 6% agricultural sector growth), the ADA should target agricultural sector outcomes of: Productivity: Increased output of key crops and commodities, which will drive food security and livelihoods Market efficiencies: Generating a demand pull for commodities, leading to economic growth from agriculture, including contribution to GDP, rural income, exports, and the public revenue base Partnerships: Professional coordination, capacity building, and tracking and performance management in effective systems that lead to private sector and other stakeholder engagement, on-time delivery, and continuous improvement in implementing interventions (such as extension services, market information and warehouse receipt systems, input subsidies, etc.) Key Objectives of ADA

5. We have proposed positioning ADA as a semi-autonomous executive agency Agricultural Transformation & Delivery Council Board Divisions and Directorates of MAFC and others MAFC (and other ASLMs, RALG, MDAs) ADA Departments Reporting relationship Communication, technical, and measurement relationship Key Functions of Agricultural Transformation & Delivery Council Provide guidance and leadership Key Functions of MAFC / MIT / PMO- RALG / others across productivity, market efficiencies, public systems Decision making Resource allocation Implementation Key Functions of ADA with problem solving, analysis and implementation support across Productivity Market efficiencies Partnerships Coordination Capacity building Performance tracking and management National Key Results Areas (excluding agriculture) Positioning Agricultural Delivery Agency Presidential Delivery Bureau CEO

6. Rationale for the positioning structure 6 Benefits Ensures Presidential level prioritisation of Agricultural sector Semi-autonomous status creates focus on the sector and direct accountability for delivery Senior-level position and resources enables responsiveness (as well as stakeholder convening) Somewhat disconnected from Presidential Delivery Bureau process and MAFC organizational structure, leading to potential duplication of activities and communication Positioning Challenges Working relationship with various groups PDB MAFC RALG Other ASLMs Other MDAs Close technical consultation; attendance of CEOs and staff to each other’s Presidential update meetings Very close working relationship, including MAFC representation on governance structures, technical consultation, and potential seconded staff Close technical consultation, particularly with D(A)(L)DOs on major investment initiatives, linked with ASDP II Technical consultation on critical agricultural investments, e.g. close consultation with MIVARF (housed in MIT/PMO) for processing Technical consultation on critical agricultural investments, e.g. land planning and management for agricultural investment with MLHSD and SAGCOT

7. Proposed governance structure for the Tanzania ADA 7 Agricultural Transformation & Delivery Council ADA Governing Board Chair: HE President (1 member) Vice Chair: Hon. Minister of Agriculture, Food Security, and Cooperatives (1 member) Secretary: Chief Secretary (1 member) Other Members Ministers of the ASLMs (PMO-RALG, MLFD, Water, MIT, 5 members), with Permanent Secretaries as support staff to respective Ministers Minister of Finance (1 member) CEO of ADA (1 observing secretariat) Meets semi-annually (every six months) to review sector performance and make executive decisions, including the setting of policy priorities and high-level sector targets for ADA to support Meets quarterly to review organization and senior management performance, taking annual decisions on budget and staff performance review, and to support strategic planning. Also responsible for formal external communications. Government of Tanzania (1 MAFC, 1 POPC) Development partners (1 group representative) Government of Tanzania (1 LGA representative) Independent experts (3 professionally skilled representatives, e.g. from private agribusinesses, NGOs, research / academia) Governance & organisation ADA (1 CEO as an observing Secretary)