THE UNITED REPUBLIC OF TANZANIA

AGRICULTURAL SECTOR DEVELOPMENT PROGRAMME

PHASE II (ASDP II)

“SEKTA YA KILIMO KWA MAENDELEO YA VIWANDA”

“AGRICULTURAL SECTOR FOR INDUSTRIAL DEVELOPMENT”

November, 2017
 THE UNITED REPUBLIC OF TANZANIA

AGRICULTURAL SECTOR DEVELOPMENT

PROGRAMME PHASE II

(ASDP II)

“Agricultural Sector for Industrial Development”

November, 2017
 TABLE OF CONTENTS

Contents

1 Introduction ........................................................................................1
2 ASDP I Key Achievements.................................................................1
3 ASDP I - Key Challenges...................................................................2
4 Lessons Learnt from ASDP I.............................................................. 3
5 ASDP II transformation agenda/focus................................................ 3
6 ASDP II Objective, Strategy and Outcome........................................ 5
7 ASDP II Programme Components, Investment Areas and
Projects framework........................................................................... ..5
8 ASDP II implementation plan, Sequencing and Scheduling..............9
9 The key drivers for ASDP II Implementation .................................. 14
10 ASDP II Sector Coordination...........................................................16
11 Governance and Institutional Framework under ASDP II................ 18
12 Monitoring and Evaluation of ASDP II ........................................... 24
13 Programme Cost, Financing and Financial Management.................25

ASDP II i
1. Introduction
Tanzania is among the developing nations targeting to become middle
income country by 2025 as provided in the Tanzania Development
Vision 2025. The Agricultural Sector contributes significantly to the
socio-economic growth of Tanzania. The smallholder farmers (including
livestock and fishery) dominate production, with more than 90%
of cultivated land. The sector provides about 65.5% of employment;
provides livelihood to more than 70% of population, 29% of GDP; 30%
of exports and 65% of inputs to the industrial sector (URT 2014).
The government through Agriculture Sector Lead Ministries (ASLMs)
in collaboration with other stakeholders has formulated the Agricultural
Sector Development Programme phase two (ASDP II). This is a ten-
years programme (2017/2018–2027/2028) that will be implemented in
two (2) phases each divided into five-year implementation period. The
First Phase will start in 2017/2018 – 2022/2023. The program is a follow
up to the ASDP I implemented from 2006/2007 to 2013/2014.

The aim of ASDP II is to address critical constraints and challenges to

sector performance and to speed up agriculture GDP, improve growth
of smallholder incomes and ensure food security and nutrition by
2025. The programme builds on and strengthens successful investments
under ASDP-1, consistent with the long-term and medium-term policy
frameworks, the sector development strategy developed in Agricultural
Sector Development Strategy (ASDS 2001), the signed sector investment
plan (Tanzania Agriculture and Food Security Investment Plan - TAFSIP,
2011), the revised ASDS-II (2015) and key lessons learned from ASDP-
1 implementation.

2. ASDP I Key Achievements

ASDP was launched in 2006 to provide a sector-wide investment vehicle
to deliver the Programme and to contribute to the targets of reducing
rural poverty from 27% to 14% by 2010, and raising agricultural growth
to 10% per year by 2010.
i. Among ASDP I key achievements was realizing bottom up-
planning approach which ensured participatory planning through
District Agricultural Development Plans (DADP) and 75% of
ASDP II 1
 budget was spent at the LGAs, 20% at national and 5% at regional
level.
ii. Improvement of human and physical capacity at District, Region
and Nation levels, a capacity which can now support ASDP II
activities and provide an environment for new initiatives to use and
contribute to the higher level sector goals.
iii. Improved Agriculture Research Services including increased
number of research conducted for crops, livestock for improved
varieties etc.
iv. Improved support to agricultural inputs use: some improved seeds
were produced and used; there was increased agricultural fertilizer,
farmer access and use of agricultural mechanization such as tractors,
power tillers, oxen-plough, all of which resulted in increased area
under cultivation by 148%.
v. The rehabilitation, improvement and construction of a number
of irrigation schemes- resulted in increased irrigated area from
264,338 hectares in year 2005/06 to 461,326 hectares in year 2014.
vi. Marketing infrastructure and marketing systems for commodity
value addition were developed. They include rehabilitation of
warehouses; developing crop and livestock markets and developing
marketing systems for cash products- receipt systems.
vii. Food Self Sufficiency Ratio was improved from 103% in 2009/10
to 123% in 2015/16.
viii. Food versus inflation: The food prices remained stable leading to
declining inflation rate, 7.01% in year 2006 to 5.56% in year 2010,
and 5.6% in 2015; by October 2016 inflation was 4.5%. The export
volume and value also increased for cash crops (coffee, cotton,
sisal, tea, tobacco and cashew nuts).

3. ASDP I - Key Challenges

Some of the challenges identified during the implementation of ASDP I:
i. Inadequate governance, management and coordination (horizontal
and vertical coordination). This resulted to unclear roles and
responsibilities; inadequate accountability systems and failure to
coordinate sector players/stakeholders. Consequently, there were
fragmentation, thinly spread of resources; and overcrowding in
cases which led to low results/impact, generally difficult to measure

2 ASDP II
 programme attribution.
ii. Lack of sector enablers. The programme was implemented in a
constrained enabling environment with inconsistent policies and
regulations.
iii. The inadequate data and data systems also hindered the sector and
program monitoring and evaluation.
iv. Inadequate technical and financial capacity (particularly in
irrigation schemes) and
v. Inadequate capacity to plan, manage and deliver investments. This
led to delayed disbursement and caused carry over of funds from
year to year.

4. Lessons Learnt from ASDP I

Several lessons and experiences were drawn from the implementation of
ASDP I which guided the design of ASDP II.
i. The Sector Wide Approach (SWAp) in agriculture is possible when
there is sufficient leadership, commitment and well-resourced
decentralization of agricultural development planning and
implementation;
ii. Need for improved farmer empowerment and organization;
iii. Need for program focus and prioritization on high impact areas,
which beyond productivity also strengthen upstream levels of
targeted value chains;
iv. Need for good governance, management, coordination, and
harmonized monitoring and evaluation (M&E) of the program;
v. Need for improved sector enablers;
vi. Need more investments in agricultural sector (the government,
private sector and development partners). There is therefore a need
for harmonization and coordination on how the public sector should
facilitate and enhance private sector participation; Development
Partners and other stakeholders’ involvement in the agricultural
sector.

5. ASDP II Transformation Agenda/focus

5.1 Prioritized Value Chains and Agricultural Ecological Zones
(AEZ). The scope and focus of the programme under ASDP-1
was national and interventions were in almost all agricultural
ASDP II 3
 sub-sectors and scales, depending on LGA prioritization and
investment decisions. Under ASDP II the intervention will
cover all districts in terms of public service delivery (basic
support for capacity building, demand-driven advisory services,
etc.); however, investment coverage will focus on prioritized
high potential commodities along the Value Chain (VC) and
Agricultural Ecological Zones (AEZ) considering selected
priority crop, livestock and fish commodities.
5.2 The implementation approach will be a “one- priority crop/
product per AEZ”. Regions will be “clustered” so that service
provision and technological recommendations can be channelled
to similar production systems and rural household types. Public
service delivery interventions will cover all districts and will be
supported by other programmes and projects that are funded by
various multilateral agencies, bilateral donors and NGOs. District
coordination mechanisms established by ASDP II using DADP
will improve local coordination among all sector interventions,
including private sector.
5.3 The selection of the AEZ/ clusters considered five criteria starting
with the zone’s production level and importance. Others are high
production of prioritized value chains, as a percent of national
production, the potential market demand for raw and processed
products within the region and zone the processing level/existing
processing capacity within the zone, sustainable systems or
contribution to sustainable local production systems, to household
food security and income generation and potential growth - for
productivity and value addition improvements, including local
agribusiness development and increased agricultural exports.
5.4 Regarding institutional capacity strengthening, the programme
will focus on: (a) empowering and strengthening small-scale
farmer organizations, towards enabling farming as a business;
(b) supporting agribusinesses linked and integrated with farmer
production systems for markets and value chain development; (c)
strengthened public and private support services for enhanced use
of improved technologies and agribusiness; (d) development of
markets (policies and infrastructure) and productive infrastructure;
and (e) institutional capacity building at various levels, for state
and non-state actors.
4 ASDP II
6. ASDP II Objective, Strategy and Outcome
OBJECTIVE: Transform the agricultural sector (crops, livestock &
fisheries) towards higher productivity, commercialization level and
smallholder farmer income for improved livelihood, food security and
nutrition

STRATEGY: Transform subsistence smallholders into sustainable

commercial farmers by enhancing and activating sector drivers
and supporting smallholder farmers to increase productivity
of target commodities within sustainable production systems
and forge sustainable market linkages for competitive surplus
commercialization and value chain development

OUTCOME: Increased productivity, enhance marketing level,

value addition, farmer income, food and nutrition security and
Gross Domestic Product.

7. ASDP II Programme Components, Investment Areas and

Projects/ framework
7.1 The programme entails four interlinked components under which
a total of 23 priority investment areas were developed. Figure 1
below shows the ASDP II ‘building’ with the main objective as
the ‘roof’ of the building, the ‘walls’ representing Components
1, 2 and 3 and Component 4 as the base or ‘foundation’ of the
building; and Figure 2 below shows the ASDP II components
priority investment areas.

ASDP II 5
 Figure 1: ASDP II Programme Objectives and Components

Figure 2: ASDP II Components Priority Investment Areas

6 ASDP II
7.2 Priority Commodity Value Chains (CVC) in Agro-
Ecological Zones/ clusters

7.2.1 The priority CVC for the first five years of ASDP II includes
maize, rice, sorghum and millet, cassava, horticultural crops, oil
seed crops, cotton, coffee, sugarcane, cashew nuts, tea, potatoes,
pulses, banana, dairy, beef, goat and sheep, poultry, fish and
seaweed. Table 1 illustrate the priority commodity value chain in
agro-ecological zones.
7.2.2 The criteria for selection of Commodity Value Chain are the
contribution to food security and nutrition, impact to smallholder
farmers/livelihood improvement, availability of technology
for improving productivity and profitability of the crop, on-
going projects to be completed first, contribution to the national
industrialization development agenda, five years’ Development
Plan (phase II) and local market and exportation potential are as
shown in Table 1 below.

ASDP II 7
 Table 1: Priority Commodity Value Chains in Agro-Ecological
Zones/ clusters
Agro- Priority commodities
Targeted
Ecological Regions
HHs Crops Livestock & Fish Cash Crops
Zone

Meat: Goat
Maize Oil crops
715,000 Meat: Beef
Central Tobacco
(8%)

Sorghum Poultry
&Millet Horticulture

Rice Dairy Cashew

2,300,000
Coastal (25%) Maize Meat: Goat Sugar cane

Cassava Fish Oil crops

Sea weeds
Beans Horticulture

Meat:
Beef Cotton
2,100,000
Rice
Meat: Goat
Coffee
Lake

(23%) Maize Fish Sugar cane

Horticulture and
Cassava
Banana

Maize Dairy Coffee

Northern 1,035,000
Highlands (11%) Legumes
Meat: Beef
& Pulses: Horticulture
Beans
Banana

8 ASDP II
Agro- Priority commodities
Targeted
Ecological Regions
HHs Crops Livestock & Fish Cash Crops
Zone

Meat:
Cassava
Goats

570,000
South Oil crops Poultry
(6%)
Cashew
Maize Fish

Meat: Beef
Maize Tea/ coffee
Southern 2,395,000
Potatoes
Highlands (26%) (Irish and
Poultry Horticulture
Sweet)

Rice Dairy Sugar cane

Fish

8. ASDP II Implementation Plan, Sequencing and Scheduling

8.1 The program has 4 components and several projects to implement
for 5 years. The only way to achieve the objective is through
prioritization, clustering and sequencing the projects and
activities. For implementation ASDP II components and projects
are sequenced and scheduled to create and bring greatest change
and impact. The implementation plan, sequencing, scheduling
process considered the potential for components and projects
which will address immediate sectoral challenges, take advantage
of opportunities, and bring positive change. Also, there is
need to implement projects that create the necessary enabling
environment (“Unclog the pipe and let the water flow”).
8.2 Hence, implementation will start with Component 4 which
creates the necessary enabling environment for both private
and public sector to function including the small holder farmer.
Then Component 3 (Commercialization and Value Addition)
will create markets pull effect which will attract enhanced
agricultural productivity and profitability under Component

ASDP II 9
 2. The implementation of these components will necessitate
sustainable water and land use management under Component
1. However, the proposed implementation sequence is meant
to guide implementation of the programme depending on the
availability of resources and the primary focus of the programme.
Ideally, all projects should begin at the same time if the required
funding is available.
8.3 For ease programme implementation, each investment area
was also broken down into various projects/frameworks for
implementers, especially the LGAs. The programme therefore
has a total of 56 implementable projects as shown in Table 2
below. For the same purposes, 56 projects concept notes were
also prepared and can be improved to suit the situation during
the implementation. But at the LGA level, projects/framework
can also be broken into smaller projects as it may be necessary.
Although this was done to facilitate implementation at all levels,
it is proposed that the investments focus at the level of investment
area.
Table 2: ASDP II 56 Prioritized Projects
Component 1: Sustainable Water & Land Use Management
1.1.1.1 Integrated land use planning and management for conflict
resolution, sustainable agricultural production and
industrial development (all products/all zones).
1.1.1.2 Strengthening pasture production and conservation for
sustainable livestock productivity.
1.1.1.3 Enhancing access to agricultural land for youth
empowerment.
1.1.1.4 Improving coordination of watershed management and
monitoring systems for sustainable resource utilization (all
products).
1.2.1.1 Rehabilitation and development of irrigation infrastructure
for increased production and productivity
1.2.1.2 Promotion of micro irrigation systems for improved crop
production and productivity.

10 ASDP II
Component 1: Sustainable Water & Land Use Management
1.2.2.1 Strengthening Irrigation schemes management and
operations.
1.2.3.1 Development of water infrastructures for livestock
productivity.
1.2.3.2 Promoting and construction of modern integrated water
facilities for crop, livestock and fisheries.
1.3.1.1 Promoting and developing Climate Smart Agriculture and
Conservation Agriculture technologies.
1.3.1.2 Promoting Ecosystem Approach to Fisheries and
Aquaculture Management.
1.3.1.3 Strengthen Comprehensive Agricultural Early Warning
System and Emergency Preparedness.
Component 2: Enhanced Agricultural Productivity and
Profitability
2.1.1.1 Strengthening agricultural extension and promotion (all
commodities)
2.1.1.2 Strengthening agricultural competence-based training and
promotion (all commodities)
2.2.1.1 Improving availability and access to quality and affordable
agricultural inputs for increased productivity and
profitability (all commodities)
2.2.1.2 Improving access and availability of quality Poultry inputs
2.2.1.3 Development of National Tuna Fishing Fleet for increased
productivity
2.2.1.4 Strengthening and establishing landing sites for improved
fishery profitability
2.2.1.5 Development of Marine Capture fishing harbour for
increased profitability
2.2.1.6 Upgrading Artisanal Fishery to enhance Fish Production
and Productivity

ASDP II 11
Component 1: Sustainable Water & Land Use Management
2.2.1.7 Strengthening Beach Management Units (BMUs) for
sustainable management, protection and conservation of
fisheries resources
2.2.1.8 Improvement of plant health services
2.2.1.9 Production of vaccines and drugs
2.2.1.10a Improvement of livestock health services
2.2.1.10b Improvement of aquatic health services
2.3.1.1 Strengthening agricultural research capacity for
technologies development, industrial linkages and transfer
of results (all sub-sectors)
2.3.2.1 Integrated technologies development and dissemination for
increased production and productivity (all commodities)
2.3.2.2 Promoting and Strengthening livestock genetic potential
through modern breeding technologies
2.4.1.1 Strengthening and promote agricultural mechanization for
improved value chain
2.5.1.1 Improving availability, quality access and utilization of
essential nutrient rich food sources (all commodities)
2.5.1.2 Increasing production and promoting sorghum and millet
for food and local consumption
Component 3: Commercialization and Value Addition
3.1.1.1 Improving and development of market infrastructure for
accessing domestic and export markets
3.1.2.1 Improving and developing livestock & fish market
infrastructure for increased domestic revenues and
expanded market
3.1.2.2 Improving local and improved chicken market access
3.1.2.3 Strengthening livestock & fisheries traceability
(identification) system to promote trade and marketing
3.1.2.4 Promoting and enhancing involvement of private sector in
the commodity value chain

12 ASDP II
Component 1: Sustainable Water & Land Use Management
3.2.1.1 Strengthening and development of agro processing
industries for value addition for all priority commodities
3.2.1.2 Improving milk value chain
3.2.1.3 Strengthening hides and skin value chain
3.2.1.4 Strengthening value chain for horticultural commodities
3.2.1.5 Developing strategic warehouse facilities to be linked to
commodity warehouse exchange
3.2.1.6 Development and enhancement of value addition for
priority fisheries and aquaculture products
3.2.1.7 Enhancing beef, chevron, mutton value addition
3.2.1.8 Improving Postharvest Management Along Food Supply
Chain for sustainable food security and nutrition
Component 4: Strengthening Sector Enablers
4.1.1.1 Review and harmonize agricultural sector related policy
and regulatory frameworks for improved business
environment
4.1.1.2 Enhancing Monitoring, Control and Surveillance (MCS)
for mitigated Illegal, Unreported and Unregulated Fishing
(IUU Fishing)
4.1.1.4 Strengthening and control of child labour in Agriculture
4.1.1.5 Promoting decent work, occupational health and safety in
agricultural sector
4.2.1.1 Strengthening Cooperatives, Farmer- based organisations
and other value chain actors’ associations in the
agricultural sector
4.2.2.1 Improving benefits of women and youth along agricultural
commodity value chain (WAYA)
4.3.1.1 Strengthening agricultural sector institutional frameworks
for improved vertical and horizontal coordination and
communication

ASDP II 13
 Component 1: Sustainable Water & Land Use Management
4.4.1.1 Capacity building and integration of agricultural data
collection and management systems (e. g. ARDS, NSCA,
AASS) for improved result based management at all levels.
4.4.2.1 Strengthening and integrating agricultural sector
monitoring and evaluation systems for efficient and
effective accountability at all levels.
4.5.1.1 Improving capacity at national, RS and LGAs (number and
quality) for all levels
4.5.2.1 Developing comprehensive knowledge management and
ICT system at all levels.
4.6.1.1 Access to agricultural financing for improved commodity
value chain

9 The Key Drivers for ASDP II Implementation

These key drivers for ASDP II implementation are summarized as
follows:
i. Committed leadership and changed mind-set at all levels will
enhance program delivery.
ii. Sector-wide coordination (results-oriented sector-wide planning,
implementing and M&E) including all ‘public good’ programme
and projects in the agricultural sector: (i) at national level, efficient
coordination within Agriculture Sector Lead Ministries (ASLMs)1
and between government systems and other sector support
programmes and projects; and (ii) at local level initiatives, through
participatory planning/implementation systems, capacity building
and focused investments;
iii. Focus of local investments targeting prioritized commodity
value chains (CVCs) with improved balance between sub-sectors
in line with their comparative advantage in each AEZ and focused
supports to district clusters, with gradual out- and up-scaling
(prioritization criteria) and phasing to be defined.
1 ASLMs includes Ministry of Agriculture, Ministry of Livestock and Fisheries,
Ministry of Industry Trade and Investment, Ministry of Water and Irrigation,
Ministry of land Housing and Human Settlements, and President Office
Regional Administration and Local Government (PO-RALG)
14 ASDP II
iv. Key thematic investment areas identified as main sector
drivers and benefiting from a higher growth of budget support,
including: (i) irrigation—remains a priority as also identified in
ASDP II; (ii) research–extension linkages, including zonal/district
driven adaptive research and AR4D liaison units; (iii) farmers
access to enhanced technical knowledge (improved technologies)
expanded private sector-driven input distribution networks (seeds/
breeds/fingerlings, fertilizer, feeds, veterinary drugs and vaccines,
etc.); (iv) expanded access to competitive mechanization services
for production and post-harvest processing/value addition; (v)
reduction of post-harvest losses for crops and livestock (calf
mortality); (vi) providing specialized private sector-driven
agribusiness support services at regional/zonal level; and (vii)
detection capacities vectors/pests/pathogens and access to quality
vaccines.
v. Use of modern information and communication technologies
for efficient coordination, data collection, processing and
dissemination, but also stakeholders access to up/downwards
information demand and supply flows (i.e., technical, markets,
M&E).
vi. Farmer empowerment and (higher level) farmer organization
strengthening to consolidate engagement and ownership
of rural development, driving towards improved livelihood,
including strengthened economic associations (e.g., around local
warehouses), cooperatives, strengthened internal information and
technical services to their members.
vii. Enhancing sustainable production systems and use of natural
resources by promoting conservation agriculture/farming,
integrated soil water and fertility management (soil health systems),
integrated pest management, livestock husbandry, keeping livestock
based on the carrying capacity, etc.
viii. Use of integrated sector level outcome and impact evaluation
using national agricultural statistics services from the National
Bureau of Statistics (NBS) for effective implementation of the
National Agriculture and Livestock Sample Census (NASC
implemented every 10 years) and the Annual Agricultural Sample
Survey (AASS) and ensuring sound and timely analyses of this
information.
ASDP II 15
ix. Strengthened support to policies and regulations to facilitate
harmonization and expanded involvement of an inclusive private
sector and continued support to strengthening decentralization and
local level capacities and ownership advocacy of such policies to
be understood and win stakeholder support.
x. Flexible and harmonized financing modalities and management
to integrate on-budget (budget support, Basket Fund (BF)
(preferred), earmarked and ring-fenced programmes and projects)
and off-budget programme and budgets. Core programme elements
such as coordination (planning, implementation, M&E), capacity
strengthening at national and local level will need to be financed
either by the Basket Fund (government and non-earmarked
development partner contributions) and/or ‘voluntary’ contributions
(e.g. 5%) from each (on- and off-budget) programme and project
in the sector.
xi. Functioning governance, accountability, and administrative
structures, systems, processes and procedures. There is need to
have clear roles and responsibilities and authorities at all levels,
with accountability systems focused on delivery.

10. ASDP II Sector Coordination

The implementation of ASDP II sector coordination will be mainstreamed
and strengthened into the existing government systems and structures.
This will allow continuation of efforts to strengthen government systems
at national and local levels for enhanced results and sustainability.
However, ASDP II will also take account of off-budget programme
components and the reporting system will be expanded to encompass
such components that fall within the wider objectives of the programme.
This also implies the need for enhanced cooperation of all agriculture
sector programmes/projects in complying with Sector Wide Approach
(SWAp) under ASDP II, whether they are on-budget or off-budget. The
Programme decision making organs are as shown in Figure 3 below.

16 ASDP II
 Figure3: ASDP II Programme Decision Making Organs

Pesident’s Office for Regional and National Agricultural sector

Ministry of Agriculture (MoA)
Local Government (PORALG) Stakeholders Meeting (NASSM)

• Implementation arm of the gov’t

• Chaired by PM; Secretariat - PS - MoA
at LGA
• Review implementation progress
• Reviews and budgets District National Agricultural Sector
• Advisory to stakeholders
Agriculture Development Plans Coordination Unit (NCU) • Corrective action guidance
(DADPs)

Regional secretariat 1. Program Coordination, Governance and Agricultural Steering Agricultural Sector
Project Management Committee (ASC) Consultative Group (ASCG)
• Assistant Administrative Secretary a. Implementation Backstopping and Problem
• Chaired by Minister -
for Economics and Production, Solving Chaired by
MoA; Secretariat - NCU
with support from regional ASDP b. Project Management: (Procurement, PS - MoA/ASLMs
• Reviews & Approves annual
Coordination support planning and investment mapping, problem solving) workplans, budgets and
provide technical advice 2. Program Planning, Budgeting, Financial M & E reports
Management and Auditing • Tack financial progress and
District Council Management a. Planning and Budgeting: finalize consolidation audit results
Team of program annual work plan and budgets, • Discuss key agricultural issues
Coordinate agriculture sector projects)
• DADPs are formulated based on
b. Financial Management: (Maintenance of ASDP II Technical Committee of
VADPs by District Irrigation and
financials, following up with Treasury to disburse
Cooperative Officers and/or Directors (TCD)
funding, support ASC with financial progress and
District Livestock and Fisheries
audit results of project implementation) • Chaired by Ps - MoA; Secretariat - NCU
Officers
c. Auditing: Facilitate and Coordinate ASDP II • Government only participation
Ward Development financial audit and follow-up on implementation • Advices on technical issues
Committee of audit findings • Develop and implement policy
3. Monitoring and Evaluation • Prepares workplans and budgets
• Led by Ward Councilor 4. Stakeholder Engagement, partnerships, dialogue
• VADPs (~3-6) collected by Ward and capacity building Technical Working • TWGs include Monitoring and Evaluation TWG and
Agricultural Extension Officer a. Capacity Building and Accountability Groups (TWG) Planning and Budgeting TWG
• VADPs submitted to DED b. Comunication and knowledge Management • Each Lead Component will have a TWG, Leader of TWG will
c. Marketing the Program and Projects: Lead Component serve as secretariat
Village Planning Committees 5. Analytical support on agricultural policies and Working Groups • Flexible membership, size and purpose (meets monthly)
availability of markets • Provide technical and managerrial advice to TCD and LGAs
• Members of DP-AWG and PSD are represented in the TWG
• Village Agriculture Development (VADP)
• Dispatch national facilitation teams for project problem
are developed by Village Agricultural

ASDP II
solving
Extension Officers & Village Executive Officer
• Provide technical and managerial support to LGAs via
District Value Chain Components (DVC),

17
11. Governance and Institutional Framework under ASDP II

11.1 Under ASDP II, the implementation needs to have a clear

governance, institutional framework and coordination mechanism
from the national to the Local Government Authorities (LGAs).
These include government leadership in the coordination of all
stakeholders and effective stakeholder collaboration; clear roles
and responsibilities; and authority and accountability of lead
and implementing agencies; focus in achieving program/project
objectives, outcomes, and KPIs through the Results Framework
(RF); development and dissemination of proper program/project
guidelines, procedures, and documentations for implementers;
facilitate proper financial management and auditing systems for
the program and projects; and ultimately all will be accountable
to the Prime Minister. The ASDP II National Coordination and
Management Unit (NCU) will ensure effective planning and
implementation of ASDP II projects in partnership with various
key stakeholders.
11.2 The hierarchy of coordination organs under ASDP II at central
level will include National Agricultural Sector Stakeholders
Meeting (NASSM), Agricultural Steering Committee (ASC),
Agricultural Sector Consultative Group (ASCG), Technical
Committee of Directors (TCD), Thematic Working Groups
(TWGs) and ASDP II National Coordination and Management
Team (NACOTE). Table 3 below provides summary of ASDP II
sector coordination components.

18 ASDP II
Table 3: ASDP II Coordination Organs, Mechanisms, Membership
and Functions
Organ/ Chair Members Functions and
mechanism purpose
i) National Prime Ministers of The agenda of this
Agricultural Minister ASLMs, Other annual meeting
Sector Central Government may include
Stakeholders Ministers Permanent policy guidelines
Meeting Secretaries, DPPs to the agricultural
(NASSM). from ASLMs and transformation agenda
Senior government and provide advice
officials; Component and guideline to the
Leaders; RSs; DEDs; implementation of
DAICOs, DLFOs; ASDP II etc.
Research and Training
officials; Academia
representatives;
Commodity boards;
Development
Partners supporting
and involved
in Agriculture,
Representatives from
Private Sector/ Non-
State Actors/NGOs,
Financial Institutions;
Associations and
Cooperatives, other
related stakeholder
organizations/players
in the Agricultural
Sector.

ASDP II 19
Organ/ Chair Members Functions and
mechanism purpose
Agricultural Minister- Permanent Secretaries Review and approve
Steering Ministry of of Lead Components ASDP II plans,
Committee Agriculture and related ministries budgets, monitoring
(ASC) (ASLMs and others); and evaluation
Representatives reports, financial
of Development and audit reports;
Partners; Approve ToR for Joint
Representatives of Annual Reviews/
Private Sector and Sector reviews/Public
Representatives of Expenditure reviews
NGOs/ NSAs. and Monitoring and
Evaluation etc.
Agricultural Permanent Permanent Secretaries Provide Advise on
Sector Secretary - of Lead Components sector policies, plan,
Consultative Ministry of and related ministries budgets, public and
Group (ASCG) Agriculture (ASLMs and others); agricultural expenditure
Meeting All Development review
Partners/Donors and Coordinate
Private Sector, NGOs/ stakeholders dialogue
NSA); Training and regularly on sector
Research Institutions policies,
Provide support
(financial, material and
others) to the sector
Participate in the
annual joint planning
and budgeting meetings
Dialogue and voice of
development partner
opinion, Private sector,
NGOs/NSAs/CBOs.

20 ASDP II
Organ/ Chair Members Functions and
mechanism purpose
Technical PS - Directors of ASLMs, Review, scrutinize
Committee Ministry of Component Leaders, and harmonize
of Directors Agriculture Chairs of Lead individual Lead Agency
(TCD) Components, and Component ASDP
PO-RALG ASDP II II plans, budgets,
Coordination monitoring and
evaluation reports;
Recommend guidelines
and procedures for
implementation of
ASDP II;
Recommend ToR for
Joint Annual Reviews/
Sector reviews/Public
Expenditure reviews
etc.
Lead Agency DPP Chairperson(s) of the Review submitted
Component of Lead Thematic Working component plans,
Technical Component Group (TWG) and budgets; review and
Meeting Representative from analyze reports;
NCU Submits to ASDP II
National Coordination
Unit (NCU) for
compilation and
onward submission to
TDC
Thematic Component/ Component /Sub- Prepare and review
Working Sub- Component Leaders, ASDP II component
Groups Component Selected technical plans and budgets
(TWGs) Leaders Experts of different and submits to Lead
ASLMs Agency-ASDP
II Component
Coordination meeting
etc.

ASDP II 21
Organ/ Chair Members Functions and
mechanism purpose
ASDP II National Experts in Provide a catalytic
National Program Productivity and and supportive role
Coordination Coordinator Commercialization; to the agricultural
Unit (NCU) Markets and Value transformation agenda
chain (for crops, Compile all
livestock, and interventions/Project
fisheries); Monitoring Plans and Budgets
and Evaluation; under ASDP II
Agricultural Policy and develop draft
Analyst; consolidated annual
work plans and
budgets;
Coordinate joint
planning and
budgeting;
Manage, monitor,
evaluate, harmonize
and coordinate
implementation of
ASDP II and Provide
secretariat to ASDP II

11.3 Coordination at the PO-RALG will start with the Annual Regional
and Local Government Consultative Meeting to be chaired
by the Minister. This will be followed by: (i) the Agricultural
Sector Consultative Meeting chaired by the Permanent Secretary
PO-RALG; (ii) the Technical Committee of Component
Leaders (TCCL-PO_RALG) chaired by the Director of Sector
Coordination, and (iii) the regional Consultative Committee
(RCC) chaired by the Regional Commissioner. Table 4 presents
the detailed levels from village to the PO-RALG.
11.4 Coordination at local level: ASDP II will strengthen structures for
local activities established under ASDP I. District Agricultural
Development Plan (DADP) will continue to be the key instrument
for agricultural development at local level. The District Executive
Director (DED) will hold overall responsibility for activities and
funds used at local level. The Council Management Team (CMT),
which is chaired by the DED and attended by all the department
22 ASDP II
 heads including District Agricultural Irrigation and Cooperative
Office Officers (DAICO) and District Livestock and Fisheries
Officer (DLFO), is informed on the agricultural development
issues and status under the DADP. A summary of ASDP II PO-
RALG Level coordination organs, mechanisms, and membership
is presented in Table 4.
Table 4: ASDP II PO-RALG Level Coordination Organs,
Mechanisms and Membership

Institution Chair Members

Annual Regional Minister Po- Permanent Secretaries ASLMs,
and Local RALG Directors (DPPs) of Agricultural
Government Lead Ministries, Development
Consultative Partners Supporting RS & LGAs,
Meeting Private Sector, NGOs/CBOs;
FBOs, DED, Ward, District,
Regional Experts etc.
Agricultural Sector Permanent Directors (DPPs) of Agricultural
Consultative Secretary-PO- Lead Ministries
Meeting RALG
Technical Director Component Leaders of PO-RALG
Committee of of Sector Plus other Directors at PO-RALG
Component Coordination-
Leaders(TCCL- PO-RALG
PO-RALG)
Regional Region Administrative and Assistant
Consultative Commissioner Administrative Secretaries, Head of
Committee (RCC) Units
District District District Executive, Head of
Consultative Commissioner Departments
Committee
Full Council Council Members of Council Management
Chairperson Team (CMT), DED
Ward Councillor Members of WDC
Development
Council (WDC)

ASDP II 23
Institution Chair Members
Village Council Village Members of Council Meeting
Meeting Chairperson
Village Assembly Village All villagers above 18 years with
Chairperson sound mind

12. Monitoring and Evaluation of ASDP II

Under ASDP II there will be both internal and external monitoring
and evaluation. Immediate level within the GoT will carry the internal
monitoring and evaluation e.g. Ward Executive Officer (WEO)
will monitor and evaluate the Village Executive Officer (VEO).
Monitoring and Evaluation Management system will be established at
all coordination levels (National, PO-RALG, Regional and District).
National Coordination Management Team (NACOTE) will coordinate
national joint annual reviews and evaluations. Both at National and PO-
RALG level there will be a common Monitoring and Evaluation Thematic
Working Group (M &E-TWG). The frequency of the monitoring and
evaluation has been set in order to attain the required results. ASDP II
results framework (RF) is centered on improving farmer livelihoods and
meeting national and regional growth priorities.

24 ASDP II
 13. Programme Cost, Financing and Financial Management
13.1 By combining the base development budgets for each component,
the overall investment costs of ASDP II were derived. The base
cost of ASDP II is estimated at TZS 13.819 Trillion (USD 5.979
billion) and annual investment base costs range from TZS 2.284
Trillion (USD 988 million) to 3.238 Trillion (USD 1.400 million)
over a 5-year period. The distribution of estimated programme
costs by components is as shown in Table 5 below.
Table 5: ASDP II Component Budget Requirements for the Period
of First Five Years.
Estimated Cost
Components
T Sh USD %
Component 1 Sustainable Water and Land 2,024,646,012,085 875,988, 893 15%
Use Management
Component 2 Enhanced Agricultural 8,081,495,303,009 3,496,561,907 58%
Productivity and Profitability
Component 3 Commercialization and value 3,575,493,642,854 1,546,982,879 26%
addition
Component 4 Sector Enablers, 137,442,668,522 59,466,322 1%
Coordination and
Monitoring and Evaluation
Total Estimated costs 13,819,077,626,470 5,979,000,000 100%
13.2 The main sources of the development budgets for ASDP II
will include the Government, Development Partners and other
stakeholders like Private sector, NGOs and Farmers. For each
programme sub-component, the proportions of the budget
for which the respective financiers would provide funds were
determined to derive a tentative financing plan for ASDP II.
13.3 On the financing modality, the Government prefers Basket
funding for ASDP II. However, standalone direct project
financing will also be considered. It is important that there is clear
communication, transparency, and coordination during the joint
planning and budgeting and implementation of the program.

ASDP II 25
ASDP II NATIONAL COORDINATION UNIT