National Ecological Organic Agriculture Strategy (2023 - 2030)

NATIONAL ECOLOGICAL ORGANIC AGRICULTURE STRATEGY (2023 - 2030) September, 2023 NEOAS 2023-2030 i TABLE OF CONTENTS TABLE OF CONTENTS ............................................................................. i LIST OF TABLES ..................................................................................... iv LIST OF ANNEXES ................................................................................... v ABBREVIATIONS AND ACRONYMS ...................................................... vi DEFINITION OF TERMS .......................................................................... ix FOREWORD ............................................................................................. xi ACKNOWLEDGEMENTS ........................................................................ xii EXECUTIVE SUMMARY ........................................................................ xiv CHAPTER ONE ......................................................................................... 1 INTRODUCTION ....................................................................................... 1 1.0 Overview .............................................................................................. 1 1.1 Background .......................................................................................... 2 1.2 Rationale .............................................................................................. 4 1.3 Approaches and Layout ....................................................................... 7 CHAPTER TWO ...................................................................................... 10 SITUATIONAL ANALYSIS ...................................................................... 10 2.0 Overview ............................................................................................ 10 2.1 Analysis of Critical Issues .................................................................. 10 2.1.1 Ecological Organic Agriculture Inputs .......................................... 10 2.1.2 Markets of EOA Products ............................................................ 16 2.1.3 Processing and Value Addition .................................................... 20 2.1.4 Research, Training and Technology Transfer .............................. 20 2.1.5 Coordination ................................................................................ 21 2.2 Cross-Cutting Issues .......................................................................... 22 2.2.1 Marketing Information System and Entrepreneurship .................. 23 2.2.2 Ecological Organic Agriculture Financing ................................... 24 2.2.3 Capacity Building ......................................................................... 25 2.2.4 Communication, Education and Awareness ................................ 26 2.2.5 Women and Youth Empowerment ............................................... 27 NEOAS 2023-2030 ii 2.2.6 Gender Mainstreaming ................................................................ 27 2.2.7 Public-Private Partnerships .......................................................... 28 2.3 Analysis of Strengths, Weaknesses, Opportunities and Challenges .. 29 2.4 Analysis of Key Stakeholders ............................................................. 30 CHAPTER THREE................................................................................... 41 STRATEGIC PLAN.................................................................................. 41 3.0 Overview ............................................................................................ 41 3.1 Vision ................................................................................................. 41 3.2 Mission ............................................................................................... 41 3.3 Core Values ....................................................................................... 41 3.4 Priority Areas ..................................................................................... 42 3.5 Overall Goal of the Strategy ............................................................... 42 3.6 Strategic Objectives ........................................................................... 43 3.7 Description of the Strategic Objectives .............................................. 43 CHAPTER FOUR..................................................................................... 59 POLICIES, LEGAL AND INSTITUTIONAL FRAMEWORK .................... 59 4.0 Overview ............................................................................................ 59 4.1 Policy Context .................................................................................... 60 4.1.1 National Policies .......................................................................... 60 4.1.2 Regional Policies ......................................................................... 62 4.1.3 Continental Policies and Frameworks .......................................... 63 4.1.4 Global Policies and Frameworks ................................................. 64 4.1.5 Development Framework ............................................................. 65 4.2 The Legal Framework ........................................................................ 66 4.3 Strategy Framework ....................................................................... 66 4.4 NEOAS Programmes ...................................................................... 67 CHAPTER FIVE ....................................................................................... 69 IMPLEMENTATION ARRANGEMENT .................................................... 69 5.0 Overview ............................................................................................ 69 5.1 Institutional Arrangement ................................................................... 69 5.2 Coordination ....................................................................................... 71 NEOAS 2023-2030 iii 5.3 Information and Communication Approach ........................................ 72 5.4 Planned Budget ................................................................................. 73 5.5 Implementation Plan .......................................................................... 74 5.6 Sustainability Strategy ...................................................................... 119 CHAPTER SIX ....................................................................................... 123 MONITORING, EVALUATION AND LEARNING .................................. 123 6.0 Overview .......................................................................................... 123 6.1 Result Framework ............................................................................ 124 6.2 Monitoring and Evaluation Arrangements ........................................ 155 6.3 Risk and Uncertainties ..................................................................... 156 6.4 Reporting Management .................................................................... 156 REFERENCES ...................................................................................... 158 ANNEXES .............................................................................................. 162 NEOAS 2023-2030 iv LIST OF TABLES Table 1: Stakeholders analysis matrix...................................................... 31 Table 2: Implementation plan ................................................................... 74 Table 3: Result Framework Matrix ......................................................... 124 Table 4: Reporting Plan ......................................................................... 157 NEOAS 2023-2030 v LIST OF ANNEXES Annex 1: Main Budget for NEOAS Implementation ................................ 163 Annex 2: All Strategic Objectives Cost ................................................... 196 NEOAS 2023-2030 vi ABBREVIATIONS AND ACRONYMS AEZ Agro-Ecological Zones AfrONet Africa Organic Network ASA Agricultural Seed Agency ASDP Agriculture Sector Development Programme AU Africa Union CAADP Comprehensive African Agriculture Development Programme CAMARTEC Centre for Agricultural Mechanization and Rural Technology CBOs Community Based Organizations CCRO Certificate of Customary Rights of Occupancy CEDAW Convention on the Elimination of all forms of Discrimination Against Women CSA Climate Smart Agriculture CSOs Civil Society Organizations DPs Development Partners DREA Department of Rural Economy and Agriculture EA Ecological Agriculture EAC East African Community EAOPS East African Organic Products Standard EOA Ecological Organic Agriculture EPOPA Export Promotion of Organic Products from Africa FAB Farming as a Business FAO Food and Agriculture Organization of the United Nations GOT Government of Tanzania ICS Internal Control Systems ICT Information and Communication Technology IEC Information Education and Communication INGOs International Non-Governmental Organizations IPCC International Panel for Climate Change KIHATA Kilimo Hai Tanzania NEOAS 2023-2030 vii LTPP Tanzania Long Term Perspective Plan M&E Monitoring and Evaluation MoFP Ministry of Finance and Planning NAP National Agriculture Policy NEOAS National Ecological Organic Agriculture Strategy NGOs Non-Governmental Organizations NPGRC National Plant Genetic Resources Centre NTA National Technical Award PELUM Participatory Ecological Land Use Management PGS Participatory Guarantee Systems PLUM Participatory Land Use Management PPP Public-Private Partnerships SADC Southern African Development Community SAT Sustainable Agriculture Tanzania SDGs Sustainable Development Goals SDSC Strategy Development Steering Committee SDT Strategy Development Team SIDA Swedish International Development Cooperation Agency SIDO Small Industries Development Organization SUA Sokoine University of Agriculture SWOC Strengths Weaknesses Opportunities and Challenges TAFIRI Tanzania Fisheries Research Institute TAFORI Tanzania Forest Research Institute TALIRI Tanzania Livestock Research Institute TARI Tanzania Agricultural Research Institute TBS Tanzania Bureau of Standards TDV Tanzania Development Vision TFRA Tanzania Fertilizer Regulatory Authority TMX Tanzania Mercantile Exchange TOAM Tanzania Organic Agriculture Movement NEOAS 2023-2030 viii TOSCI Tanzania Official Seed Certification Institute TPHPA Tanzania Plant Health and Pesticides Authority UNFCCC United National Framework Convention on Climate Change VAC Village Adjudication Committee VETA Vocational and Education Training Authority VLC Village Land Council VLUMC Village Land Use Management Committee WHO World Health Organization WVG World Vegetable Centre NEOAS 2023-2030 ix DEFINITION OF TERMS Agriculture is an applied science which encompasses all aspects of plants and animals‟ production including crops, livestock rearing, fisheries and forestry. Organic Agriculture is defined as an integrated production management system which promotes and enhances agro ecosystem health, including biodiversity, biological cycles, and soil biological activity (FAO/WHO Codex Alimentarius Commission, 1999). Ecological Agriculture or sometimes termed as Agro ecology aims at growing healthy plants, livestock, and fisheries with good defence capabilities, stressing pests and enhancing populations of beneficial organisms through habitat management both above ground and in the soil. These practices include conservation agriculture that promotes and maintains a permanent soil cover, minimum soil disturbance, and diversification of plant species and agro forestry. It is a dynamic, ecological-based, natural resources management system. The integration of trees on farms and in the agricultural landscape diversifies and sustains production for increased social, economic, and environmental benefits for land users at all levels. Ecological Organic Agriculture is a relatively new term which is used to describe a holistic system that considers a combination of more than one production entities (soil, water, air, sun) in an ecologically sound manner and promotes rational and sustainable use of inputs and conservation of environment. Conventional agriculture is a production system heavily dependent on the use and or application of external synthetic inputs to boost crop and livestock production. Conservation Agriculture is a sustainable approach to agricultural production which aims to protect soil from erosion and degradation, improve its quality and biodiversity to contribute in the preservation of natural resources, water, and air whilst optimizing yields. Traditional farming is defined as an indigenous way of farming that involves the use of labor-intensive, traditional knowledge, tools, natural resources, organic fertilizers, old customs and cultural beliefs of the farmers. NEOAS 2023-2030 x Agro forestry is the intentional integration of trees and shrubs into crop and animal farming systems to create environmental, economic, and social benefits. Indigenous crops/seeds are seeds or crops that originate within the country. Case in Tanzania includes finger millet, nightshade (mnavu) and sorghum. Traditional crops/seeds are Crops/seeds that originated outside Tanzania but have been domesticated and integrated as key cultural crops like maize, beans and green gram. NEOAS 2023-2030 xi FOREWORD Ecological Organic Agriculture has emerged as a cross cutting, multifunctional tool advancing food security, farm incomes, soil restoration, climate resilience, biodiversity and participation in a growing global market for organic foods. As a result, the FAO, World Food Security Committee, IPCC, UN Food Systems Summit and many development partners are increasingly promoting and investing in agro-ecological farming and food production. Tanzania is embracing transformative approaches to agriculture which entail, among others, traditional ecological knowledge with modern scientific knowledge to create more sustainable and resilient food systems. In addition, it recognizes the important contribution of ecological actors and donors already engaged in successful upscalingof ecological organic farming and developing new practices and markets for our farmers. The National Ecological Organic Agriculture Strategy (NEOAS) is designed to accelerate impacts from on going initiatives for sustainability, income generation and food security by providing a framework for government and private sector initiatives and supporting new actions and partnerships in line with Tanzania‟s priorities for agricultural transformation. The government is determined to fulfill the objectives of this strategy in collaboration with key actors in the value chainsuch as farmers, researchers, Development Partners, NGOs and donor agencies. With NEOAS, we have created a strong platform for collaborations and seeking partners who will support implementation of priority initiatives. The commitment of the government, strategic partnerships and available potential for agroecology will make Tanzania shine as a model for green growth surfaced by sustainable and resilient agri-food systems. Therefore, we call upon all stakeholders to take active part in supporting implementation of the National Ecological Organic Agriculture Strategy 2023-2030. Gerald G. Mweli, ndc Permanent Secretary Ministry of Agriculture NEOAS 2023-2030 xii ACKNOWLEDGEMENTS The National Ecological Organic Agriculture Strategy (NEOAS) development involved determined individuals and institutions who worked tirelessly to ensure its completion. This strategy being a need of both farmers and practitioners owes its completion to all stakeholders and DPs who at various stages of preparation were consulted to share experience, information, and support. Acknowledgements are due to the NEOAS development steering committee under the leadership (Chairperson) of the Late Mr. Beatus Malema who was the Assistant Director (Crop Development Division) in the Ministry of Agriculture and Mr. Bakari Mongo, the Chief Executive Officer of the Tanzania Organic Agriculture Movement (TOAM). Appreciations are extended to the NEOAS technical committee under the leadership of Mr. Revelian Ngaiza (Senior Economist) from the Ministry of Agriculture (Division of Policy and Planning) for their dedication in making this document a reality. The Technical committee comprised experts from the Ministry of Agriculture, Ministry of Livestock and Fisheries, TOAM, Sustainable Agriculture Tanzania (SAT), Participatory Ecological Land Use Management (PELUM) Tanzania and Sokoine University of Agriculture (SUA), Special thanks go to , Prof. Kallunde P. Sibuga and Prof. Gration M. Rwegasira who led the experts in the development of this strategy. The DPs and Donors provided the much needed technical and financial support towards development of this strategy. Heartfelt appreciations are due to Biovision Foundation, SWISSAID Tanzania, GIZ Organic Cotton Programme, Norwegian Embassy in Tanzania, Iles de Paix, Food and Agriculture Organization of the United Nations, and HELVETAS whose dedicated cooperation and support were invaluable. In particular, thanks go to all Regional Secretariats, Districts Councils, farmers and other stakeholders for supporting the Technical Committee by sharing their opinions, comments and insights which makes this strategy a notional tool for EOA development in Tanzania. Special thanks go to the African Union Commission for the guidance provided through EOA Action Plan (2015-2020) and EOA Strategic Plan (2015-2025) that entail to boost organic agriculture in Africa. Consequently, thanks to East African Community (EAC) and Southern Africa Development Community (SADC) for Ecological Organic Agriculture initiatives that have been implemented in member states used as one of NEOAS 2023-2030 xiii the references to the development of this strategy. Since it cannot be possible to mention each and every one, the contributions made from all stakeholders to support the development of this strategy were recognized and mark the success of the EOA strategy we all see in Tanzania. NEOAS 2023-2030 xiv EXECUTIVE SUMMARY The agriculture sector in Tanzania has enjoyed a steady growth with enormous contribution to the livelihood of citizens and the nation at large. The current contribution of agriculture to the Gross Domestic Product is estimated at 26.1 percent (MoFP, 2022). Agricultural productivity has been steady for more than a decade qualifying the country to few food exporters both regionally and internationally. With the exception of wheat, edible oil and sugar that are being partly imported, although at declining rate, the country is self-sufficient in other crops with recent remarkable increase in export for fruits and vegetables. Beyond the voluminous increase in food production with significant contribution to foreign market, the safety of produced and consumed food is of paramount importance. Food safety relies on the safe means of production and the processing environment. Thus, safe food can only be qualified if it is produced and processed in healthy environment while considering sustainable utilization of resources. The agenda on food safety for human health and other fauna and desire to overcome unreasonable use of agricultural inputs while conserving ecosystem services has been among the top priorities among nations for the past four decades. These are often proclaimed through various initiatives including the use of agro-ecological practices, organic agriculture, sustainable agriculture, sustainable resource utilization, healthy living and many others. In Tanzania, much of agricultural production is subsistence and could easily fit into all desired qualities of healthy food despite a small segment of growers particularly in the horticulture sector which has been abusing the inputs, compromising the suitability of the agricultural produce. Inefficiencies of working tools and established authorities to regulate the safe production and control of the product qualities specifically on Ecological Organic Agriculture, have been among critical setback to assess the production of healthy food in safe environment. The first National Ecological Organic Agriculture Conference (NEOAC) held in 2019 acknowledged the need to improve small holder livelihood, protection of their health, conservation of the environment (particularly soils) and the biodiversity, conquering new export markets and increasing foreign currency saving and deliberated to the development of the “National Ecological Organic Agriculture Strategy” (NEOAS), the outcome of which is the present strategy. NEOAS 2023-2030 xv The present strategy covers various aspects of ecological organic agriculture in Tanzania and the implementation modalities as well as the monitoring and evaluation (M&E). Preliminary coverage includes the basic information on various EOA initiatives in Tanzania, rationale, objectives of the current strategy, definition of terms and key policies and regulations considered in the development and implementation of the NEOAS. The situation analysis meant to present the current circumstances and facts on the ground whereby analysis of critical issues namely; the seed systems in EOA, soil health management practices, aspects of plant and animal health in relation to pesticide use and environmental safety, food processing and value addition, mechanization and marketing systems for EOA products has been undertaken. Furthermore, issues on research, training, technology transfer and coordination have been thoroughly covered. The cross-cutting issues inclusive of information management (development, access and sharing), capital investments and finances, capacity building, awareness creation, women & youth empowerment, gender mainstreaming, Public Private Partnership (PPP) have also been well articulated followed by a SWOC analysis on EOA and a thorough dissect of stakeholders‟ roles and responsibilities. In addition, strategic implementation plans have been drawn which includes the vision, mission, core values, priority areas and twelve key strategic objectives inclusive of their interventions. Detailed assessment of the policies, legal and institutional framework that are meant to facilitate the implementation of the strategy is made. Various policies and strategies (categorized and cross cutting) which exists in Tanzania particularly the ones that aligns well with the present EOA strategy have been reviewed and presented for reference. Sequel to that, the regional initiatives and international agreements that are likewise aligned to the EOA have been explored and presented. Detailed coverage of the implementation arrangements for the strategy have been made. These include the institutional arrangements, coordination, information, and communication approaches as well as the implementation plans for each of the twelve strategic objectives. Additional details include the targets, performance indicators, activities, responsible institution(s) and the time frame during which effective implementation is expected. The sustainability of the strategy, resource mobilization and funding modalities have also been considered. NEOAS 2023-2030 xvi The last component of the strategy covers aspects of monitoring, evaluation and learning which are necessary for assessing the levels of accomplishment and the lessons learnt from implementing the strategy. The M&E will be executed under custodianship of the focal persons in the responsible ministry and the tools shall be developed as may be seen suitable. Following M&E, the lead ministry shall establish the platform and modalities for sharing the M&E findings and lessons learnt. The modalities to minimize risks and uncertainty during implementation of the strategy have been well-guided. NEOAS 2023-2030 1 CHAPTER ONE INTRODUCTION NEOAS 2023-2030 1 CHAPTER ONE INTRODUCTION 1.0 Overview Tanzania‟s economy is highly dependent on agriculture which employs about 61.5 (men 30.9 and women 30.6) per cent of the population and provides about 65 per cent of raw materials for manufacturing industries (MoA Budget Speech, 2022). The sector contributes approximately 26.1 per cent of the country's Gross Domestic Product (MoFP, 2022) while playing a critical role in ensuring food and income security. Thanks to its agriculture Tanzania is not far from complete self-sufficiency. This makes its advancement vital in securing food and nutritional security, generating income, providing employment, and earning foreign currency. Here, the role of smallholder farmers is particularly important. Not only does it make a decisive contribution to the indicators mentioned above, but it also provides the labor force needed for the industrialization of the country and a hinterland that ensures social peace since it can be a place of refuge for urban workers in difficulty. To address the mentioned challenges, the Government supports various initiatives to boost agricultural production. Ecological Organic Agriculture (EOA) is among the initiatives being employed in the country to address environmental conservation, sustainable utilization of land and water resources, biodiversity, health and safety and climate change mitigation. EOA through Organic Agriculture (OA) has also proved to generate income and employment as it was testified by farmers during the field consultation. Therefore, the significance of EOA in contribution to environmental conservation, the health of ecosystems, generating income and employment make it necessary to have policy instruments for its implementation in the country. National Ecological Organic Agriculture Strategy (NEOAS) aims to ensure the effectiveness of ecological organic agriculture initiatives and addressing critical development issues in Tanzania. It is geared to explore and utilize opportunities for developing ecological organic agriculture to contribute to the improvement of food and nutrition security, income, and livelihood in general, preservation of natural resources and biodiversity NEOAS 2023-2030 2 and climate change mitigation and completing to other ongoing agriculture initiatives. This strategy also looks to address Target 10 of the Kunming-Montreal Global Biodiversity Framework which acknowledges agro-ecological approaches as vehicle to manage agriculture sustainably. 1.1 Background Most farmers in Tanzania, before and after independence, have been practicing low-market-input agriculture known as traditional farming with a strong bias towards organic principles (Taylor, 2006). In fact, indigenous and traditional farming practices are necessarily based on ecology and when the best of this knowledge is combined with the latest advances in agro-ecological science, it offers farmers in developing countries an opportunity to success. Immediately after independence the government introduced a number of interventions that were aimed at speeding up rural and socio-economic development. Enhancement of food security and raising household income were set as priorities. Interventions were based on the then called Green Revolution principles that required intensive use of synthetic fertilizers, and pesticides, hybrid seeds, mechanization, and irrigation. Production increased tremendously, however, with time productivity began to decline which was attributed to, among other things, mismanagement of agricultural inputs. In addition, the price of agro-inputs continued to rise due to the introduction of trade liberalization and privatization policies. This increase led to a decline in the use of agricultural inputs particularly pesticides and gave rise to an increase in crop pests and diseases (Taylor, 2006). With intention to assist farmers, especially subsistence farmers, to address the problems associated with production and increase in agro-input prices, stakeholders including public and private institutions, DPs, donors, private companies, and NGOs launched sustainable, organic, and in some cases ecological farming initiatives. Most of these initiatives are based on practices and principles embedded in ecological organic agriculture. In launching of these initiatives, NGOs such as EGAJ, Inades- formation Tanzania, PELUM-Tanzania, Sunhemp Seed Bank, ADP-Mbozi and Kilimo Hai Tanzania (KIHATA) were involved. Some of the projects including SECAP-GTZ, Meatu Cotton Project, Hifadhi Mazingira (HIMA) NEOAS 2023-2030 3 and Babati Land Use Management Programme (LAMP) (Taylor, 2006) were implemented by the mentioned NGOs. With the aim to consolidate the efforts to promote organic agriculture, Kilimo Hai Tanzania (KIHATA) brought together various actors and initiated efforts to promote OA. KIHATA handled the organic sector until TOAM was established in 2005 and a strategic plan with five pillars to guide its future activities was developed. Since then, numerous NGOs operates in almost every region and play an important role in promoting organic agriculture as well as marketing in the country (Keldal-kwai, 2010). Although terms such as conservation agriculture, agroforestry, and agroecology are not familiar to most players, they represent ecological practices including minimum tillage, mixed cropping, mixed farming, use of farm-yard manure, compost, and green manure, terracing and mulching. These practices were employed in various areas of the country for many years to address diversification of livelihoods, adaptation to climate change, soil fertility maintenance and sustainable land use. In the efforts of addressing farmers‟ livelihoods the need to promote market access for organic products was addressed by Swede Corp (which was later incorporated into SIDA) through the Export Promotion of Organic Products from Africa (EPOPA) program in 1994. This was done to increase and diversify exports, while at the same time exposing the agricultural and agro-industrial sectors to environmentally sound farming techniques. In 2003 the first local certification body, a Civil Society Organization (CSO) named Tanzania Certification Association (TanCert) was established to support the certification of organic products for the export market but due to insufficient funding it later collapsed (Rosinger, 2013). At present, various initiatives in ecological organic agriculture are taking place in various regions of Tanzania as it is elaborated through the situational analysis in chapter two, but among those, organic agriculture has proved to be more significant. This is because its connection to specific markets provides incentives to producers and necessitates documentation. It is important to note that over the years the number of certified organic farmers in Tanzania increased from 85,366 in 2009 to 148,607 in 2020 making it the 3rd in the world and certified agricultural land increased from 72,188 ha in 2009 to 278,467 ha in 2020, making it the 2nd in Africa behind only Tunisia and the 31st in the world (FiBL,2021). The number of organic producers coupled with many others that are involved in NEOAS 2023-2030 4 various ecological practices in Tanzania necessitate the country to have frameworks by which they will be guided and assisted. 1.2 Rationale One of the greatest challenges of our time is how to improve farming practices to meet the ever-increasing global food demand in a sustainable way. Although the industrialized or conventional approaches to farming are favoured by current policies and some market conditions, there are growing concerns about their long-term sustainability and pressure on planetary boundaries. For long-time food systems have been challenged by the impacts of unsustainable practices: the increase of resistant pathogenic strains, deterioration of soil structure, organic status and biofauna, deterioration of biodiversity (particularly the agrobiodiversity) and food diversification. Therefore, agro-ecological practices are proposed to help accomplish a transition towards more sustainable food systems that promote nutrient recycling, enhance soil health, substantially reduce use of external inputs, and promote biodiversity conservation and mitigate climate change. Likewise, agroecology targets to improve the performance of farming practices while minimizing environmental impacts and reducing dependency on external inputs through integration of ecological principles. The demand for organically produced agricultural commodities has been on the increase within the last two decades, expanding market opportunities and new areas of investments that targets both international and local markets. Such increased demand has triggered interest of the Government, non-governmental organizations, and private companies to fill in the gaps. Despite the current National Agriculture Policy, 2013 article 3.21 recognizing the potentials and commercial values embedded in organically produced goods, and viewing it as a new potential window of opportunity to exploit towards enhancing the national and household incomes, it equally acknowledges the challenges facing this subsector. They include among others, undifferentiated market between conventional and EOA produced products on the internal market, the inadequate coordination among stakeholders, weak regulation and certification of organic products, high certification charges of organic products and inaccessible organic inputs such as seeds, pesticides and fertilizers. Furthermore, the organic seeds have been one of the most challenging parts in organic subsector, therefore, there is a need for researchers to come up with breeder seeds and later foundation seeds treated with NEOAS 2023-2030 5 appropriate standard for organic agriculture that comply with the National seed certification institute. The stated objective on promoting organic agriculture (article 3.21.2 of NAP 2013) targets on enhancing foreign earnings and household incomes from exportation of high value organic produce through increased supply of safe and organic produce to consumers. In addition, the policy statements (article 3.21.3) indicates that registration and availability of organic inputs shall be facilitated; also, the government shall facilitate accreditation of organic products in order to reduce certification costs. Furthermore, the initiatives for regulation and certification of organic products shall be promoted; and in collaboration with the private sector, effective coordination among stakeholders shall be enhanced. The Livestock Policy, 2006, highlights plan for advocating minimum or completely ensuring no-use of industrial chemicals such as fertilizers, pesticides, antibiotics, and other drugs following the increasing use and sometimes misuse of such chemicals resulting into human health hazards. One of the policy‟s objectives is to promote organically produced livestock products in order to exploit special market demands. The policy statements include promoting investment and creating awareness for encouraging organic livestock farming practice, strengthening technical support services in organic livestock farming, and ensuring the environment is conserved for sustainable livestock production. As stated in the Fisheries policy, 2015, its objective is ensuring effective management of fisheries resources through proper conservation, protection, and rational utilization for sustainable development. The National Environmental Policy, 2021 acknowledges the continued different forms of land degradation including deforestation, loss of vegetation cover, soil erosion, soil pollution, deterioration of aquatic systems and loss of biodiversity. The policy statements include among others, promoting the integration of environmental issues in land use and management, promote restoration of degraded land, conservation of water sources, ecosystem-based approaches to the conservation of wildlife habitat and biological diversity, integrated practices in addressing deforestation, development and transfer of green affordable technologies and enhance regional and international cooperation on bio-safety issues. At regional level, African Union developed a Strategic Plan (2015-2025) for the EOA initiative which was agreed by the head of states with the aim of promoting the use of EOA practices to contribute in solving challenges NEOAS 2023-2030 6 of food insecurity for a rapid growing population in continent. Therefore, AU encouraged the member states to start supporting the initiative due to the increase of health consciousness, improve biodiversity, and ecosystem services as well as income generation to the community due to increased market demand of organic products. However, there is an increasing concern on how the different sectors will contribute to sustainable use of production resources aiming on promoting ecological sustainability and genetic security of agricultural products. Similarly, there is increased concern with the mismanagement of agricultural inputs such as pesticides, fertilizers, use of antibiotics and other mineral substances which translates to human health and environmental hazards. Issues on seeds, natural resource management and sustainability of agricultural production systems have also recently featured as main challenges that could be addressed by adopting EOA practices. Therefore, in realization of the stated objectives and attaining success on the various given policy statements, it calls for having guidelines and directives on how such foreseen targets will be achieved. Hence, a need for a strategy document on what, who, why, how, and when issues related to EOA that shall stipulate ways and means to realise the stated objectives and the underlying policy statements in place. The proposed EOA strategy is anticipated to support the design of different paths for agriculture and food systems transformation. Therefore, NEOAS is a fundamental guiding tool for supporting the implementation of other sectoral policies for the next eight (8) years (2022 – 2030). It aims at enhancing operationalization of the agricultural sectors that are transforming into modern, commercial, highly productive, resilient, and competitive in the national and international markets. It also helps in protecting soils and water, promote biodiversity, and improve ecosystem services. The strategy will contribute to achieving sustainable food sovereignty and poverty reduction hence, the realization of Tanzania Development Vision 2025 (TDV-2025) and Agriculture Sector Development Programme phase II targets. It will also be a guiding tool for sustainable crops, livestock, and fish production. It envisages encouraging farmers to take part in practicing EOA as a viable venture to improve food security and income at household to national levels. NEOAS 2023-2030 7 1.3 Approaches and Layout Development of the National Ecological Organic Agriculture Strategy (NEOAS) was among the deliberations made in the first National Ecological Organic Agriculture Conference (NEOAC) held in 2019. The Ministries responsible with production and productivity in the agriculture sector which has been highly impacted with climate changes and environmental degradation resolved to have a strategic tool which could address adaptation and mitigation measures. In 2021, The Ministry of Agriculture in collaboration with other stakeholders including the Ministry of Livestock and Fisheries, the Food and Agriculture Organization of the United Nations (FAO), SWISSAID, GIZ, the French Embassy to the United Republic of Tanzania, Tanzania Organic Agriculture Movement (TOAM), Sustainable Agriculture Tanzania (SAT) and Participatory Ecological Land Use Management (PELUM), formed the Strategy Development Steering Committee (SDSC) and its technical team (SDT) to develop the NEOA strategy. The roles of implementing bodies and organizations under the Tanzania Organic Agriculture Movement (TOAM) umbrella were also explored to ensure that the strategy developed is practical and reflects the real situation on the ground. In addition, the NEOAS was developed taking into account the economic, political, and social realities on the continent in order to anchor the strategy firmly within the African context. This strategy has been developed through mainly two processes. The deskwork review which included synthesis of literature and studies on EOA from available resources inside and outside Tanzania including case studies from neighbouring countries; and field consultations with EOA stakeholders reached in all Agro-Ecological Zones (AEZ) of Mainland Tanzania who are involved in various stages of EOA value chains. The field consultation task was carried in Singida, Simiyu, Mwanza, Ruvuma, Mtwara, Lindi, Mbeya, Songwe, Iringa, Njombe, Arusha, Manyara, Kilimanjaro, Katavi, Kigoma, Kagera, Tabora, Tanga, Morogoro, Pwani and Dar-es-salaam regions. Within these regions the SDT visited stakeholders in 44 districts who were classified as farmers (Both conventional and EOA producers), extensionists (public and private), decision-makers (Ministries and LGAs), politicians (Parliamentarians and Councilors), researchers (public and private), practitioners (DPs and NGOs), processors and private companies. NEOAS 2023-2030 8 Important lessons synthesized from deskwork review and field consultations were consolidated to generate the first draft of the strategy which was then shared to the SDSC and the Agriculture working group before presenting it to a wider stakeholder workshop where comments were received and incorporated to improve the 1st draft into the second draft of the strategy. The 2nd draft was then submitted for ministerial procedures which included review by key ministerial departments and presentation to the Ministry of Agriculture management team. Comments from the ministerial processes improved the 2nd draft into the 3rd draft which was presented to stakeholders for final validation and finally submitted to the Ministry for final approval and signing by the Minister responsible for Agriculture. This Strategy is organized into six chapters. Chapter One defines Ecological Organic Agriculture in Tanzania (EOA), Organic Agriculture (OA), Climate Smart Agriculture (CSA), EA, CA, gives background information on EOA, OA, CSA, EA and CA in the Country; the past and current initiatives of the country; livelihood benefits through organic agriculture; achievements and challenges that have been attained and faced; rationale of the strategy; and policy context. Chapter two details the Situational Analysis whereby results of analysed critical issues, SWOC and Stakeholders analysis are presented. Chapter Three addresses Strategic Plan where Vision, Mission, Priority Areas, Strategic objectives, Targets, Key Performance Indicators and Strategic Interventions (Activities) have been covered. Chapter Four presents the National, Regional and Continental Policies, Legal and Institutional Frameworks that align with the National Ecological Organic Agriculture Strategy (NEOAS 2022-2032). Chapter Five is the Implementation Arrangement which lays out institutional arrangement, coordination, information and communication arrangements, reporting management, implementation plan, M&E arrangements, sustainability strategy and resource mobilization and funding arrangements. Finally, Chapter six presents monitoring, evaluation and learning. Some issues related to M&E implementation plan, risk and uncertainties, reporting plan and result framework. NEOAS 2023-2030 9 CHAPTER TWO SITUATIONAL ANALYSIS NEOAS 2023-2030 10 CHAPTER TWO SITUATIONAL ANALYSIS 2.0 Overview This chapter presents summary of the analysis of the situation of Ecological Organic Agriculture system in Tanzania mainland. Established findings on Critical issues, Stakeholders, Strengths, Weaknesses, Opportunities and Challenges (SWOC) are presented in relation to environment; policy, legal and institutional framework; EOA practices, knowledge and awareness; EOA inputs; EOA researches; accreditation for certification of organic products; and market for EOA products. Identified key stakeholders are presented and analysed. Key stakeholders‟ analysis was necessary for the identification of key issues which are critical in meeting the expectations of stakeholders. The key stakeholders are categorized into Government Institutions; Non-Government Organizations; DPs and UN Agencies; Business Companies/Communities; Investors; Media and Farmers. In addition, a review of relevant information and results of the analysis of cross-cutting issues in relation to: financing, communication, education, awareness, capacity building, women and youth empowerment, research and systematic observation, gender mainstreaming, technology use, development and transfer and Public Private Partnership (PPP) are presented. The detailed situation analysis which provides a brief description of the EOA issues is presented. 2.1 Analysis of Critical Issues 2.1.1 Ecological Organic Agriculture Inputs Ecological organic agriculture inputs comprise of EOA seeds, pesticides, fertilizers, and mechanization. These are components that reinforce natural cycles, and without which expected productivity will be compromised. Agriculture in Tanzania is mainly practiced by smallholder farmers that depend on rain as source of water in their agro-enterprise. This makes the smallholder farmers highly vulnerable to climate change as it has been identified in the ACRP, 2014. Climate change in Tanzania has NEOAS 2023-2030 11 resulted in prolonged dry spells, inter and intra spatial and temporal seasonal rainfall variations, compromised soil health, prevalence of insect pests and diseases not recorded before, occurrences of new invasive weed species and loss of crop diversity with ultimate decline in productivity. It has also increased pressure on the use of resources like land and water to support agriculture production. These impacts have affected both conventional and ecological producers alike and to ensure that production is achieved agro inputs and in this case, ecological sourced inputs are of profound importance as they provide sustainable, accessible and affordable solutions. 2.1.1.1 Ecological organic agriculture seeds and other generative resources In agriculture, generative resources determine the quality and quantity of production. This was also noted throughout the field consultation where farmers highlighted seeds to be a critical subject in EOA advancement. Farmers declared that some of the indigenous varieties/breeds are resilient to the impacts of climate change and have some attributes that are superior to modern varieties/breeds advocated through conventional farming. For example, traditional maize varieties were found to have good milling quality, heavy seeds/ high weight flour resulting in the use of less amount of flour to cook ugali, very good taste, and resistance to pests and diseases and resilience to drought. Nevertheless, most of these seeds are late maturing and their yield is low to moderate. Most traditional species/landraces whose farmers tend to keep and manage their seeds were cereals and leguminous crops. They are famously known as farmer managed seeds. Researchers from the National Plant Genetic Resources Centre (NPGRC)1 and the World Vegetable Centre (WVG)2 revealed that some varieties are more resilient to drought and soil nutrient depletion. Research on these varieties would be very beneficial to promote their development and supply. They also stressed that local generative resources are the 1 NPGRC is a national institute that collects, processes and preserves plant genetic resources in the country. The institute characterizes, evaluates and sometimes multiplicate these resources as processes for preservation. It also does on-farm conservation and sometimes using community seed banks for farmer managed seeds. Seeds involved are mainly pumpkins, rice and maize. The institute encourages use of these seeds as a way for preservation. 2 WVG is the SADC project hosted by the Government of Tanzania. The institute collects, characterizes and preserves vegetable germplasm and other crop varieties. The WVG supports NPGRC functions but also are involved in research which mainly breeding and releasing of new lines. NEOAS 2023-2030 12 main source of germplasm for local research institutions. Their preservation is vital for future use and food sovereignty. NPGRC has a modern storage facility for genetic resources from various areas of the country and the center works in close collaboration with farming communities to identify the traditional species or landraces and farmer managed seeds for preserving them. National Herbarium of Tanzania (NHT) collect and preserve physical collection of plant material in special Herbarium cabinets and keeps data and other associated information of the collected plant specimens in electronic database (Herbarium database). NHT in collaboration with other conservation organization, prepares checklist of plants occurring in their respective areas/ zones and identify invasive and alien plant species that may occur for the first time in the country and suggest their control measures. Further, NHT provides advice, instructions, and education in relation to aspects of plant taxonomy. It establishes and maintains botanical gardens for the purpose of gaining knowledge and enjoyment; and contribute and participate in the development of research proposals. Unfortunately, due to greater diversity of crops and other plants‟ varieties in the country, the storage facility‟s capacity is no longer adequate resulting in declining acceptance of new resources for storage and improper storage management. The center which is mainly externally funded (DPs and NGOs) faces insufficient funding which curtails its functions threatening the future availability of local genetic resources for use. To ensure storage of some farmer-managed seeds, the center encourages in-situ conservation which is mainly done by farmers. Some farming communities with help from DPs and NGOs have constructed community seed banks where storage is done using available and affordable techniques. The techniques are not always viable for maintaining the propagation qualities of the stored seeds. As awareness on EOA continues to get consolidated and new markets for traditional foods with unique palate characteristics emerge, producers are in search for seeds to meet the market requirements. For example, through a traditional meals event, PELUM Tanzania discovered that, there is a number of people who prefer traditional cuisines which are highly enriched with nutrients, texture and flavors. However, sharing and trading of these farmer managed seeds has not been adequately covered by the Seed Act, 2003. Thus, farmers called for some improvement of regulatory NEOAS 2023-2030 13 frameworks to set better guidelines for farmer-managed seeds which will also recognize and provide mechanisms for conservation and preservation and permit them into the market. Nevertheless, stakeholders (both private and public) acknowledge the complications that may arise from the recognition of farmer managed seeds by formal mechanisms. Thus, stringent protection measures that will ensure these farmer managed seeds and generative resources are documented and published as farmer-managed seeds under the ownership of farmers‟ communities were called for. Given the described situation, this strategy recognizes that there are farmer-managed seeds that owe their existence to local farming communities. These seeds should be preserved using modern technologies and conserved through in-situ and ex-situ techniques. Public and private support for preservation and conservation mechanisms is critical coupled with setting better regulatory frameworks for recognition, sharing and trading. 2.1.1.2 Ecological organic agriculture soil health improvement techniques and fertilizers Among the most highlighted challenges, by not only EOA farmers but also conventional farmers visited, were soil health (chemical, physical and biological) characteristics. EOA farmers and stakeholders alike narrated how poor soils is a concern and how it is addressed using various techniques. Practices like agroforestry, mixed cropping, intercropping, crop-livestock integration and conservation agriculture have been proven to increase the productivity potential of soils and hence provide economic benefit commercially as testified by farmers and practitioners like Tree for the Future in Tabora, SAT in Morogoro, ECHO in Arusha, FLORESTA and SJS organic farm in Mwanga. Although research data on practices used are scanty, practices identified above have been proven to be affordable, effective and farmers confirmed on their applicability and how they sustainably improved soil fertility. To ensure sustainable use of farmlands, EOA farmers use mostly Farm Yard Manure (FYM), compost and green manure. Among these are farmers in Kigoma who have been trained by Jane Goodall Foundation on the use of Heap compost. These fertilizers were found to be used in various crop production situations but mostly by organic farmers. Some farmers like the Little Sisters of St. Francis use slurry from cattle dung to fertilize their vegetable gardens for environmental conservation and fertility NEOAS 2023-2030 14 maintenance of their farms. EOA farmers were also found to use bio- fertilizers and foliar boosters to improve health of their crops. The said techniques together with procedures for preparation were likewise well demonstrated by organic cotton producers supervised by GIZ and HELVETAS in the Central Agro-ecological Zone (AEZ). The need for bio- fertilizers has resulted in individuals, some of them farmers, venturing into bio-fertilizer production and trade. Developers and traders of bio-fertilizers and foliar boosters were found in Arusha, Tanga, Mtwara and Morogoro in some cases, operating informally. By implication, extension and training preceded by research on the viability of these fertilizers and the zones in which they are most appropriate is vital to avoid blanket recommendations for fertilizers use on crops. Coordination, extension, and regulatory authorities involved in fertilizers, including foliar boosters are therefore required to direct attention to this growing venture considering its importance in addressing sustainability of soil and land management, reduction of cost of production and being affordable to farmers. 2.1.1.3 Ecological organic agriculture pesticides and plant health Plant health is among problems facing production of EOA products. Insect pests, diseases and weeds have been increasingly attacking Agro- producers and EOA farmers are not exceptional. To address this, EOA farmers have generated various alternatives which were recorded during the field consultation. Most of EOA farmers were found to use ecological practices like crop rotation and furrow cropping to terminate pests‟ cycles in farms, push-pull techniques and mixed cropping and agroforestry with plants that have allelopathic characteristics like Neem tree. It was also deduced that there is an increasing use of bio-pesticides and self-prepared organic pesticides among EOA farmers. This has been inspired by the need to meet certain markets, increased consciousness about human and ecosystem health and conservation of environment. An example may be given of farmers in Masasi supported by the SWISSAID project, who were well knowledgeable on diversity and ecosystem maintenance and how the use of naturally derived pesticides would support existence of important organisms above and below soils that would in turn support fertility and pollination. The bio-pesticides used are mainly produced from plants and animals. Farmers use Neem oil from Neem tree-Azadirachta indica, Sodom apple fruits-Solanum incanum, and others. Some organic cotton farmers in Singida have been able to dry NEOAS 2023-2030 15 Sodom apple fruits and pack them for continued use. Although most of the raw materials for production of bio-pesticides were found to be abundant in farmers‟ locality there were increasing concern with the adequacy and reliability of the available quantities for possible commercial production. Discussion with environmental conservation stakeholders raised concern that commercializing of these bio-pesticides without developing their replenishment mechanism may in some way result in ecosystem imbalance. To ensure sustainable production and use of bio-pesticides, research on sources, efficacy, rates, timing, and frequency of application is essential as it was illustrated by researchers from TARI-Ukiriguru who are researching on the effectiveness of pest traps and molasses in cotton farms in Simiyu region. Analyses and identification of active ingredients responsible with suppressing insect pests, diseases and weeds will provide an avenue for manufacturers to produce bio-pesticides commercially to increase accessibility by farmers through EOA markets. Currently, most farmers acquire materials for use through projects or private companies (e.g., organic cotton ginneries) which is not sustainable. The current modalities of processing EOA acceptable pesticides are highly varied, and the effectiveness depends on the precision and keenness demonstrated by farmers during preparation of the concoctions and the growing conditions of the pesticide plants from which raw materials are obtained. Farmers further revealed that the preparation of these bio-pesticide is labor- intensive and time-consuming especially for women and men based on their gender roles. The management of insect pests, diseases and weeds are among the proposed areas of research work in this strategy. The research on bio- pesticides should also be strengthened to include methods for preparation, packaging and use in line with other policy and legal frameworks that govern bio-pesticides and preservation of ecosystems. 2.1.1.4 Mechanization in EOA In farming and processing of EOA products, farmers were found to use various farm implements, tools, machines, and technologies. Some of these technologies used during on-farm cultivation are rippers and subsoilers that ensure minimum tillage of land as well as jab planter during planting. It seemed that the processes of preparing inputs for use in EOA was found to be cumbersome and thus new techniques for handling these NEOAS 2023-2030 16 functions would be beneficial for farmers and make EOA more accessible to women and youth. Due to the small average farm size, mechanization is a challenge in Tanzania. However, it is essential for improving productivity and working conditions. Two avenues are open: the first one is the use of machinery designed for large farms, which would be entrusted to agricultural machinery cooperatives or to private operators. The second would be the use of machines adapted to the size of the farms. This second option has the advantage of allowing the development of a national agricultural machinery production sector, based on the experiences of other countries and local research led by TARI Uyole Center. 2.1.2 Markets of EOA Products Most of the EOA-practicing farmers depend on EOA production for the income generation. Thus, market availability and access is a vital incentive to EOA. It was observed that lack of this incentives discouraged farmers who were already involved in EOA production. Principally, market is the most sought-after incentive as it involves livelihood support to producers. Most farmers that were found to be connected to EOA markets for their produce persevered in production even with some production challenges. Most of these farmers were organic producers and they were connected to markets for organic cotton, coffee, cocoa, vegetables, and fruits. There is a growing export and domestic organic market in the country due to increased knowledge and awareness of consumers, especially those of middle and upper socio-economic status, on food safety and nutritional factors of the food products they consume. Furthermore, during the field consultation, marketers of organic products revealed that there is a growing demand for EOA products mostly in cities and urban centres mostly by the working class who have become more conscious of food safety. Despite the growth of the organic market, this opportunity is still untapped to its fullest potential. There is a need to strengthen the linkages among stakeholders to the market that offers premium prices for EOA products, the necessary motivation for farmers‟ engagement in producing organic products. It must be noted though that qualification of produce to fit into the EOA markets requires confirmation of suitability based on set standards, the process commonly regarded as certification. Generally, any business related to food production can be certified. Certification of organic products is regarded as the market instrument NEOAS 2023-2030 17 which allows producers to access certain markets, both domestic and export ones. Certification requires a clear understanding of the standards, compliance, documentation, planning, and fee payments. Each standard has its requirements including legal (like TBS), market, regulatory, environmental and workers safety. In Tanzania, there are two types of certifications namely; Participatory Guarantee Systems (PGS) and third- party- Internal Control Systems (ICS). Most of the EOA farmers are certified under PGS and cannot afford third-party (ICS). The process of certification takes long time, and it is expensive which poses challenge to the development of the lucrative organic market. Hence, the high cost of certification could eventually slow down access to specific markets as the associated costs are passed on to farmers and consumers triggering price increases to unaffordable levels. As such, the private certification companies are mostly focused on the commodities that have secured large export markets neglecting others which could have significantly contributed to farmers‟ returns. The discussion with one private organization responsible for certification revealed that the company has no plan to register accreditation for certification of organic products on the claim that the business volume for organic products is too low to pay back the required investments which will involve training auditors/inspectors and retaining them, accreditation fees and facilities. Government certification would require this same investment and long-time horizon. There are, however, private certifiers already working professionally with organic certifications required in the lucrative and North American Markets. Several of these are very active in Tanzania and other East African nations. The scenario suggests the need for the Tanzania government to initiate dialogue with one or more certifies to ease the costs and allow access to organic markets by farmers who cannot afford costly certification. A key strategy benefitting many small holder organic farmers today is collective certification of grower groups. The European Union has recently tightened requirements on such grower groups but a focused effort, in collaboration with one or more private certifiers specializing in grower group certification would assist small holders in achieving grower group certification, significantly reducing costs, and gaining access to global markets. A professional and early focus on assisting farmers could put Tanzanian small holders in front. IFOAM - Organics International and the NEOAS 2023-2030 18 Swiss research institute FiBl have developed guidelines for this certification. Parallel to work with third-party organic certification, and access to global markets for both small and larger organic producers, the NEOAS pursues the opportunities for market development for EOA (organic and agro- ecological) products on local and regional markets. As a pathway to stronger livelihoods based on local economies, but also as a strong platform for green entrepreneurship, not least for women and youth, and as a launching pad for producers to later enter global markets. Participatory Guarantee Systems (PGS) are a viable tool for peer-based quality assurance for EOA products. A significant investment in developing Tanzanian standards for organic/agro-ecological PGS and upscaling training in PGS would open this pathway to not just thousands, but hundreds of thousands of small producers. Design and promotion of a Tanzanian organic PGS label would assist with consumer awareness and producer interest. PGS producers would be a growing and capable pool of candidates for initiating processing (value added) and for third party certification to global markets, These opportunities call therefore for a multipronged market development strategy for EOA including:  Strategic partnerships with private certifiers to achieve frontrunner status on third-party organic grower group certification and gain access to global markets, also for smallholder farmers.  Support for the promotion of the East African Organic Standard and label for development of regional markets  Expand training and standards for EOA Participatory Guarantee Systems to increase access to affordable certification for smallholder organic and agro-ecological farmers selling on local and regional markets.  Explore development of a PGS standard and label for use in national and east African markets.  Develop goals and policy for EOA public procurement, requiring EOA products in hospitals, universities, schools, public administration and military canteens, and support supply chain collaboration on delivery of EOA products to these public institutions, preferably from local areas. Create lighthouse cases and expand best practices. NEOAS 2023-2030 19  Invest in EOA organisations capacity in market development and training and assistance in EOA supply-chain development and EOA entrepreneurship, with special focus on women and youth.  Initiate dialogue with international donor partners regarding investments in these market access initiatives. In order to improve market access for EOA farmers in Tanzania, human capacity development in terms of skills and knowledge of market demands and gaining market access for EOA products is very important. Training institutions based in the EOA sector and close to the market should design tailor-made short courses to groom expertise on this cadre and alleviate the mismatch between the market demand and farmers readiness. Furthermore, local certification companies and PGS training institutions need to be empowered to match with the ever-increasing demand for EOA products. This may include review and benchmarking of EAOPS with international standards to avoid, where possible, the necessity for double certification. Weak links between points of supply and demand were also established. The point of production of most organic products are based in rural areas contrary to the lucrative, markets which are concentrated in urban centres. While EAO farmers in rural areas were complaining of limited market access and lack of recognition of the nutritional values associated with their produce at their respective local markets, the EOA markets in cities were complaining of inadequate supplies of the produce. Thus, the need to establish market linkages (networking) among producers and consumers requires deliberate efforts including better market knowledge, supply-chain development training, EOA entrepreneurship and marketing as well as online EOA sales approaches that have been successful in other nations. Rich opportunities exist for women and youth in EOA entrepreneurship. The marketer urged that there is huge potential for EOA products in the local market but there is no constant supply of EOA products to the market. On the other hand, most EOA farmers claim to have limited marketing information for EOA products signifying the need to strengthen flow of market information on EOA products. The state also may help to open niche markets by requiring that a proportion of collective catering be from EOA origin (schools, universities, hospitals, army, etc.). In this case, certification by PGS may be sufficient. NEOAS 2023-2030 20 2.1.3 Processing and Value Addition The consultation team established that most EOA products are sold fresh due to limited avenues for processing except for spices which are the most processed to meet demands of certain markets. Another product found to be processed was coffee in Kagera at Ibosa village. Through consultation, it was deduced that limited knowledge of processing and value addition to preserving the nutritional qualities of EOA products was among the major challenges in accessing distant markets. Lack of access to processing machinery and knowledge for value addition aggravated the challenges hindering access to EOA (both inputs and products) markets by most products produced by small-holder farmers. Logistical issues like the negotiation for assured markets and product prices, transportation of produce, packaging, branding, marketing and storage, business licences and taxes all remain unresolved hurdles to EOA that requires dedicated undertakings. 2.1.4 Research, Training and Technology Transfer An increase in farm productivity relies among other things, upon farmers‟ adoption of innovations resulting from research across the agriculture sector value chains. Field consultation revealed that despite numerous research and training conducted by stakeholders involved in ecological organic agriculture to farmers aimed at promoting agro-ecological practices, research gaps and limited skills are amongst key limitations hindering the development of EOA. Farmers testified that controlling new pests and diseases through ecological organic agriculture control methods is very challenging due to the limited effectiveness and inefficacy of the methods. This signifies the need to have more research on ecological organic farming solutions including ready-made formulation which has been tested and proved to work against the pests. Furthermore, some pests are suspected to develop resistance against most of ecological organic agriculture control methods, as is the case in conventional agriculture. Despite having diverse initiatives in knowledge and skills dissemination, farmers still face limited hand on techniques to make practical use of knowledge acquired through training on EOA practices. Investing in research will promote the adoption of validated EOA practices, increase the effectiveness of organic inputs including manure and bio- pesticides and increase the productivity of local seeds. Research geared NEOAS 2023-2030 21 to resolving challenges associated with production, processing, and marketing along the EOA product value chain is scanty and funding is inadequate. During the field consultation, several challenges were identified including a lack of knowledge on EOA market requirements and processes, pests and diseases management and climate change all of which requires practical solutions through research. Dedicated research to establish local solutions that are relevant to most of these local problems to allow easy access to local and international EOA product markets is paramount. This is as emphasized by Ohly et al., 2023 that local experiential and indigenous knowledge must be integrated with scientific knowledge through a collaborative, iterative and equitable research process.3 The field consultation revealed that most of the extension officers have limited knowledge and skills on EOA which signifies the need to have regular on-the-job training for extension workers. A lot of efforts have been invested to this effect by the Ministry of Agriculture in collaboration with SAT where EOA issues have been mainstreamed in agriculture training curricula for mid-college levels. More should be done on integrating EOA into the primary and secondary educational curricula of Tanzania. Furthermore, the establishment of ecological organic clinics and laboratories and training to manage them is essential. The stakeholders urged that utilizing village meetings and other local community forums assemblies to promote and disseminate the EOA knowledge and information to the communities is of paramount importance. SUA has developed a PhD programme in agroecology with the purpose of developing human resource capacity that can utilize agro-ecological approaches to address the needs of farmers, traders and consumers”. SUA has also several on-going research programmes on agroecology. In this way, the University trains those who will in turn train new researchers, technicians and extension workers in the field of agroecology. 2.1.5 Coordination Throughout the field consultation, the team was able to meet and witness ecological organic agriculture initiatives in different parts of Tanzania mainland. Stakeholders both public and private; producers, processors 3 Ohly, H., Ibrahim, Z., Liyanage, C., & Carmichael, A. (2023). A scoping review of participatory research methods in agroecology studies conducted in South Asia. Agroecology and Sustainable Food Systems, 47(2), 306-326. NEOAS 2023-2030 22 and traders; policymakers and researchers; politicians and practitioners; were found in all Agro-Ecological Zones of the country. They are involved in almost all crops, livestock and fisheries and operate at all stages along the whole value chain of certain agro-products. The team found that initiatives made by stakeholders were sometimes replicated in the same areas. Other areas were also found to have challenges in EOA farm operation or production which had already solutions in other AEZ. Communication among stakeholders was found to be less than expected. It was also learnt that some of the challenges required different governing levels to come up with solutions. The EOA, require mechanism of coordination‟s like conventional agriculture. Furthermore, EOA should have its recognized and well- established mechanisms for research and development, training and technology transfer, inputs systems, markets and value addition and planning and budgeting. To better serve ecological organic agriculture, the country should have a coordination system that will organize and provide directives, provide platforms for mapping stakeholders and sharing information, highlight priorities that should be researched and trained and connect EOA producers with respective markets. Coordination will also make use of experience from organizations like TOAM and SAT who have been involved in organizing stakeholders both farmers and private practitioners. It is therefore important to have a coordination arrangement that will originate from the Ministry responsible for agriculture. This coordination arrangement will oversee the implementation of this strategy, provide guidance, and ensure targets set forth are met. 2.2 Cross-Cutting Issues These are pertinent issues established as challenges especially to smallholder farmers during consultative visits which cannot be resolved under one system of command but require multiple lines of governance. Most farmers fall short of important support to carry out their routine activities to enhance EOA practices. Lack of knowledge and limited resources to promote EOA production through Marketing Information System (MIS), clear financing mechanisms, capacity building, instruments NEOAS 2023-2030 23 for communication, awareness and education, women and youth empowerment and mechanisms for gender mainstreaming was obvious. 2.2.1 Marketing Information System and Entrepreneurship Scanty information on markets including access and requirements, certification process and guidelines and regulations for EOA products curtails not only the realization of benefits from the sector but also the investment by potential entrepreneurs. Limited knowledge on marketing skills and access to marketing information affects certainty of engagement in EOA. Interviews with stakeholders in EOA sector revealed that poor linkage to markets for organic produces and complex certification issues continue to challenge farmers‟ confidence and zeal to produce and access reliable organic markets. As such, the organic products are sold at the same price as any conventional product in most of local markets. These are characterized by unreliable supply of products and consumers unavailability, price instability and ultimate fluctuation of EOA product markets. Marketing strategies for EOA products such as contractual farming, agricultural insurance, and EOA product certification are not easily accessible to stimulate investments in EOA and allow delineation between organic and conventional products for varied pricing. On the other hand, imparting farmers with knowledge on Farming as a Business (FAB) could help to minimize the marketing challenges including setting farm gate price in consideration of commodity health safety measures. Available information through survey indicated that there is a huge potential in the local market for organic products, but the products are not readily available in the market but at the same time, the few organic products are not fetching the attention of the market. This is a paradox that needs to be addressed for example who is producing what and who needs what? The use of media (social and mass) and Information and Communication Technology (ICT) applications could be helpful. Consequently, creation of local entrepreneurs‟ platforms especially among youth who may engage in supplying specialized products and services such as preparation and selling of organic manure and bio pesticides could promote EOA and product thereof. Imparting farmers with the entrepreneurial skills to support them to farm as a business and NEOAS 2023-2030 24 understanding the market requirements before they start producing and other support business skills. Having marketing systems in place could allow fair competition amongst buyers which deter market monopoly by a single or few buyers. Lack of locally available markets for organic produce that would recognize and absorb the small quantities produced organically is a clear manifestation of the unavailability of a tool that could provide framework to unlock market potentials. These challenges and identified gaps could be sorted out with specific strategic interventions designed within this strategy. Businesses of EOA products need to be promoted through increased production, awareness to consumers, diversity of products and uncompromised access to markets. 2.2.2 Ecological Organic Agriculture Financing Limited financing of the EOA activities was established to be among the top challenges affecting investment in the sector. Farmers in the visited regions were found to have been affected by inadequate financing. As a result, most EOA activities are at small scale supported through farmers‟ own funding, some donor organizations, NGOs and a few companies mostly supported by DPs. Securing loans from financial institutions is far from being possible due to the unstructured nature of EOA subsector and absence of policy instruments to foster its recognition and trust by lending institutions. This has not only affected production and productivity to scale but grossly affected the farmers‟ ability to mitigate the adverse impacts of climate change on their EOA business. Obviously, the climate change has posed unbearable shocks to crops and animals including excessively high temperature and prolonged drought spells that pushes farmers to require funds for boreholes and dams‟ construction, purchase of equipment such as water pumps and construction of wells for clean water, projects that require adequate funding. Recent trend has shown that funding mitigation to climate change including response and redress actions in Tanzania has grown notably and will continue growing despite being less focused on EOA projects. Stakeholders in EOA believe that lack of national policies and strategies to promote EOA has contributed to being overlooked or left out during implementation of climate change mitigation projects including access to funds from international bodies under bilateral and multilateral agreements NEOAS 2023-2030 25 on climate change mitigations. This issue can be resolved by inclusion of EOA as a recommended tool in climate adaptation and mitigation strategies, and to target NEOAS interventions for financing in these plans. This would also be the case for the national Biodiversity Strategy. Accessing climate finance particularly from international financing mechanisms is rather cumbersome and takes long which is exacerbated by inadequate capacity among stakeholders to prepare bankable proposals (NCCRS, 2021). Assistance should be provided to the EOA sector to support access to these funding sources. Nevertheless, EOA financing for Climate change of local initiatives was found in a few districts during the survey and were limited to project-based approach and ad-hoc calls for application. Notably, there is inadequate framework and mechanisms to finance climate change which generally suggests unreliability and lack of sustainability of such financing. Therefore, it is of paramount importance to devise reliable funding mechanisms and processes that will sustain EOA activities and enhance the adaptation and mitigation of bad effects of climate change. Budgetary allocations by the GOT and collaborative funding with DPs alongside strengthening transparency and responsiveness to hazardous calamities to sustain EOA activities will help strengthen and stabilize the sectoral growth. 2.2.3 Capacity Building In the course of stakeholder consultation, the team analysed their capacity on EOA. This included knowledge on the support mechanisms, inputs, benefits, markets, practices, and technologies. The general indication is that knowledge on EOA and its benefits is increasing among stakeholders but at a slow pace. Decision makers, for example, were found to be aware of the impacts of climate change and the need to rescue the situation but not informed enough that adoption of EOA would be among the ways to go. Capacity of stakeholders to apply different EOA technologies and practices is minimal. Stakeholders declared that the most important factor hindering capacity building was finance. Capacity building to farmers, decision makers, politicians and policy makers is essential to ensure sustainability of EOA farming and increase commitments in its advancement. NEOAS 2023-2030 26 Best practice in other nations indicates that, in particular, lack of capacity in organizations representing farmers and supply-chain actors hinders implementation of EOA interventions and delays EOA sector development. This strategy has a goal therefor to strengthen capacity in organic stakeholder organizations to implement initiatives developing organic farm practices, education, supply chain collaboration, market development, product innovation, improved access to inputs, certification and appropriate technology. 2.2.4 Communication, Education and Awareness The importance of EOA is underlined by its potential contribution to national food security, sustainable food systems, maintenance of ecosystem services, foreign exchange earnings, gross domestic product, and employment, in both formal and informal sectors. But due to inadequate information to support these facts as highlighted by stakeholders, adoption of EOA has been rather slow in most parts of the country. Farm Radio International declared that limited availability of EOA information and knowledge on the needed contents and limited feedback mechanism are the main challenges facing them in knowledge sharing through digital platform such as jingles, uliza (ask) platform and radios. In addition to that finding eligible personnel to provide EOA information for content creation is also challenging. However, with the growing interest among the public and potential investors on ecological organic agriculture, there is need to provide more information on EOA such as information on agro-ecological methods, best practices, success stories, EOA standards and certification, how to find credible inspectors and market dynamics. As it is now, such wide spectrum of information is not available in consolidated form. Hence there is a need to collect and consolidate EOA information. The validated information on EOA practices and other related services to be disseminated by using different communication platforms such as media, trade fairs, exhibitions, conferences, and publications shall be systematically used to reach different segments in the public, while case studies, exchange visits and workshops shall be used to reach specific audiences. NEOAS 2023-2030 27 2.2.5 Women and Youth Empowerment Economic growth is determined by the productivity of its own determinants such as capital and labour. This strategy has posed a necessity to build capacities to women and youth through deliberate inclusive programs that are geared to ensure that women and youth do not only engage in ecological organic agriculture as a new line of opportunities but remain champions of change for its positive development. However, the agricultural activities particularly EOA are correlated with informal employment and employ many women who hold fewer land property rights than male farmers. Many people visited reported that a better access to land tenure among youth and women could enhance access to credit in agribusiness particularly EOA. Therefore, there is need to empower youth and woman to fully engage in EOA in order to enhance their productivity and the overall competitiveness of this niche. The utilization of innovative solutions offered by digital agriculture could also be an option to further attract more youth and women in EOA. 2.2.6 Gender Mainstreaming The Government has been making efforts in mainstreaming of gender issues into national policies, plans and strategies. The promotion of gender equality in the country is guided mainly by the Convention on the Elimination of all forms of Discrimination Against Women (CEDAW), the AU Charter on Human and Peoples Rights, which is reinforced by the Protocol of the African Charter on Human and Peoples‟ Rights on the Rights of Women in Africa, the AU Gender and Climate Change Policy (2009); and the Southern African Development Community (SADC) Declaration on Gender and Development (1998). Tanzania has also signed other related international agreements such as the Declaration of Human Rights (1948), the Convention for the Rights of Children (1989) and the ILO Convention for the Elimination for the Worst Forms of Child Labour (1999). Tanzania‟s National Development Vision 2025 as a long-term policy that contemplates gender equity/equality as underlying principles: “In particular by the year 2025, racial and gender imbalances will have been redressed such that economic activities will not be identified by gender or race. All social relations and processes that manifest and breed inequality in all NEOAS 2023-2030 28 aspects of the society (i.e., politics, employment, education, and culture) will have been reformed”. The Government has put in place National Ecological Organic Strategy for mainstreaming gender in ecological organic agriculture with the objectives for ensuring gender consideration with the overall objective of ensuring that gender considerations are mainstreamed into national policies, programs and strategies related to organic agriculture. The strategy will ensure both women and men, including people with disabilities, have access to, participate in, contribute to, and hence benefit from organic agriculture initiatives. The Strategy provides a framework for gender considerations into four priority sectors that include agriculture, livestock, fisheries and water. Despite significant progress from the above efforts by the Government and other stakeholders, there remain needs for increased mainstreaming of gender at all levels of Organic farming, interventions, including in policy, programs, strategies and activities using appropriate gender lens and mainstreaming instruments. Implementation of National Ecological organic agriculture Strategy (NEOAS) for mainstreaming gender in EOA strengthened the engagement of various actors in across sectors and at all levels. 2.2.7 Public-Private Partnerships Public-Private Partnerships (PPP) involves collaboration between the Government or Government agencies and private entities in finance, physical, and operations undertakings. Agriculture in Tanzania owes its success to PPP in various developmental projects operations and implementation, EOA included. During the field consultation, the team appreciated various interventions that were implemented through partnerships. An example of these was the use of government extensions by organic cotton ginneries, the training of teachers from agriculture training institutes on EOA by NGOs and many others. These initiatives witnessed during the consultation provided the basis that PPP is essential for advancement of EOA in the country. PPP accelerate adoption as both partners contribute toward the same intended goal and implementation of this strategy will not be different. NEOAS 2023-2030 29 2.3 Analysis of Strengths, Weaknesses, Opportunities and Challenges Building on the cases studied during consultations with stakeholders, analysis was done to determine the Strengths, Weaknesses, Opportunities and Challenges (SWOC) associated with EOA in Tanzania. Key issues pertaining to these in reference to EOA development are detailed below: Strengths i. Compatibility of EOA with the existing indigenous farming knowledge and practices; ii. Existence of various policies and policy instruments that support EOA implementation in Tanzania; iii. Political will and Government commitment to support EOA; iv. Availability and easy accessibility of arable land and rangeland; v. Growing interest by developed and developing nations and international bodies in EOA and related activities; vi. Existence of research institutions that are willing and capable of collaborating in EOA activities; vii. Existence of umbrella organization facilitating EOA; viii. Availability of improved local crop varieties and breeds of livestock; ix. Existence of diversified production systems which integrate crops and livestock, a base for a circular production system; x. Growing demand for EOA products; xi. Existence of community seeds-based systems for conserving traditional varieties/species; xii. Dependency on naturally existing resources; and xiii. Presence of EOA modules incorporated in teaching curricula at mid-colleges (NTA level 4 to 6) and tertiary institutions (NTA level 7 to 10). Weaknesses i. Weak coordination among stakeholders; ii. Limited awareness of the benefits of EOA; iii. Inadequate and irregular supply of EOA products to the market; iv. Limited technical expertise on EOA; v. Low investment in EOA research and extension services; vi. Inadequate market incentives on EOA products due to lack of clear separation between EOA and conventional products; NEOAS 2023-2030 30 vii. Lack of incentives (farm, system, landscape) for sustainable land management; viii. Drudgery and time-consuming preparations of EOA inputs; ix. Lack of National standards governing EOA operation across the value chains; x. Lack of local certification bodies or agencies; xi. Lack of a mechanism for generating farm data by farmers, particularly the uncertified farmers, thus making it difficult to determine the state of EOA products in the country. xii. Limited promotion of local markets for EOA products Opportunities i. Potential growth of the local and export markets; ii. Support from Government, development agencies and NGOs to promote ecological organic agriculture in Tanzania; iii. Growing global concern for the environment which presents EOA with a huge opportunity; iv. Health food consciousness among the community; and v. Promotion of sustainable food systems. Challenges i. Emergence of new pests and diseases; ii. High costs of certification; iii. Climate change impacts (drought, rainfall variability, floods); 2.4 Analysis of Key Stakeholders This section presents an analysis of stakeholders who have significant interest and influence on EOA by virtue of their position, capability, knowledge, scope of work or function, and the motivation, interests and patterns of behavior that work in favor or against EOA. Identification of the stakeholders should be based on legitimacy and functions of the stakeholder in relation to EOA. The analysis is presented according to six broader categories of stakeholders: Public Institutions, Private Institutions, CSOs, DPs, Farmers and their organizations, and the Media. The analysis considered key entities comprising each of the identified broader categories of stakeholders. The key entities covered in the analysis of the Public Institutions included Responsible Ministries, Regional and Local Government Authorities, Research and Academic NEOAS 2023-2030 31 Institutions, Government Agencies and Regulatory Bodies. The entities covered in the analysis of Private Institutions included buyers, exporters and processors of agricultural commodities, input producers and suppliers, manufactures and suppliers of agricultural equipment. The entities analyzed within the CSOs included NGOs, Associations and DPs. The analysis of farmers and their organizations covered smallholder farmers, medium and large-scale farmers, and farmers‟ cooperatives. Based on the analysis the section presents a summary of the roles and responsibilities of the stakeholders in relation to EOA. The summary also presents the interests and expectations of the stakeholders from the NEOAS as well as the specific roles the stakeholders are expected to play in implementing the strategy. Table 1: Stakeholders analysis matrix Stakeholders Roles and Key responsibilities in EOA Ministries responsible for Agriculture and other sector ministries The Central Government through the Ministries responsible for Agriculture: The Ministry of Agriculture; Livestock and Fisheries; Lands, Housing and Human Settlements Development; Water; Investment, Industries and Trade; Vice-Presidents Office – Environment; President‟s Office - Regional Administration and Local Government; Health; and Natural Resources and Tourism have been playing a major role in supporting EOA initiatives. Their emphasis is on increasing production and productivity for food security, nutrition, safety, quality and income generation. Based on the significant role of these institutions, majority of stakeholders proposed the ministries to put emphasis on creating enabling environment through formulation of reliable policy framework and consistently enact, review and undertake enforcement in order to promote investment in EOA; register EOA stakeholders to increase traceability and coordination; incentivize EOA products to trigger farmers‟ adoption; facilitate innovative institutional arrangements amongst EOA stakeholders; building evidence through M&E in facilitation and enabling environment for EOA; observe and establish national quality standards and aligning them with the international standards; NEOAS 2023-2030 32 allocate funds into national budgets for EOA initiatives; and identify EOA lands. President‟s Office - Regional Administration and Local Government; Regional Secretariats and Local Government Authorities are the administrative bodies embedded to farming communities at regional and district levels. They have been supporting EOA initiatives in their areas of reach by attracting organization to work with farmers in order to improve production and productivity. In most cases, they are willing to continue supporting the EOA movements aimed on increasing production and productivity. For the purpose of enhancing EOA, stakeholders proposed Regional and Local Government Authorities to incorporate EOA into their development plans; facilitate acquisition of agricultural land in collaboration with Village Councils and other DPs; provide necessary support services including roads, market centers, extension services and business support to agro-based entrepreneurs; develop and enact bylaws on EOA in consultation with other stakeholders; establish effective land use plans; support capacity building for farmer organizations; promote rural credit support framework and financial services; sensitize communities to build understanding on EOA; and ensuring adherence to rule of law for and by private sector working within the respective region or district. Research Institutions. There are several research and academic institutions whose roles in relation to EOA are in areas of technology and skill development. Their emphasis has been focusing on mitigation measures against impact of climate change and resilience. Such institutions include TARI, TALIRI, TAFIRI, TAFORI, and TPHPA. Based on stakeholders‟ comments, research institutions should engage on further research to develop appropriate EOA technologies; register and conserve indigenous technologies; and provide information and knowledge to the audience on EOA. Universities and A number of public and private universities and NEOAS 2023-2030 33 colleges colleges are operational in the country. Some of them have specific teaching programs which aim at developing experts in EOA like SUA. They expect this strategy will develop a coordination framework to mainstream efforts of these institutions in promotion agenda of EOA Regulatory bodies There are several institutions whose roles in relation to EOA are in the areas of product quality assurance and marketing. This category includes TFRA, TBS, TPHPA, TOSCI, and Crop boards. Some of them are commodity specific while others are responsible with agro-inputs and agricultural products. They have been focusing on ensuring adherence to commodity quality standards. In recognition of the important roles of such institutions, stakeholders proposed the regulatory bodies to continue or initiate registration of EOA related issues; enhance establishment of protocols governing indigenous varieties/breeds, organic inputs and certification; and liaise for strengthening quality assurance centers for EOA inputs. Government agencies There a number of Government agencies who are engaged in manufacturing, multiplication and supply of agricultural machinery and inputs. These agencies have great potential for developing and supplying technologies for EOA. Such agencies include ASA, VETA, SIDO and CAMARTEC. According to stakeholders‟ opinions, these agencies need to extend their reach by facilitating availability of EOA inputs and related machinery; provide trainings on proper use of inputs & machinery; and support development of cost effective EOA technologies. Development partners A large number of DPs support development programs. There is growing interest among DPs to promote EOA. They are expecting this strategy to provide operational arrangements which define windows for DPs to support EOA in the country. The Media The media network is very well established in Tanzania. A large number of media is operating in the country including TV, Radio, Newspapers, and NEOAS 2023-2030 34 online media. There are community radios and circular TV visibility in almost every district council. Moreover, mobile phone coverage is almost available everywhere. These media instruments have huge potential of audience that this strategy can use for promoting EOA. Some of the media are currently focusing on promoting farming practices and dissemination of production and marketing information. They expect from this strategy a framework through which they can operate to provide relevant, accurate and reliable information on EOA. NGOs NGOs have been acting as pioneers of the EOA initiative in the country to complement government efforts in developing the Agriculture Sector. They have been supporting various projects and programs with an intention of enhancing food security and income through adoption of practices which improve productive resources for sustainable production. With respect to the roles of NGOs, stakeholders pointed out the organizations to continue supporting the government in issues ranging from institutional capacity building to other kinds of support including promotion of EOA technology development and use; advocating for policy reform; community awareness, mobilization, and marketing; provision of financial and extension services; and enhancing availability of EOA inputs/machinery. NGOs have influenced remarkable development of EOA including adoption of EOA farming practices, preparation of EOA inputs, market access linkages, advocacy, and awareness campaigns on EOA products and best practices in EOA have been established. They expect from this strategy to develop program frameworks and initiatives which scale up best practices for wider impact. They also expect the strategy to develop coordination mechanism among EOA stakeholder for sharing and exchanging issues on EOA. Buyers and exporters of EOA products A number of companies are operating in the country buying and exporting organic products especially cotton, coffee, spices, cocoa, fruits especially avocadoes, and pyrethrum. Some of the companies NEOAS 2023-2030 35 offer premium prices for organic inputs. They expect from this strategy to establish a legal and trade framework and guideline to enable the companies operate effectively through contract farming with farmers to guarantee reliable supply of quality organic products from farmers. They also expect the strategy to establish a framework of business operation which distinguish between conventional and organic products. Processors of organic products and organic inputs. Existing processing companies for EOA products are operating mostly on spices in Morogoro, Pwani, Ruvuma and Tanga. A new initiative for processing cassava flour is being established in Karagwe. The processing companies‟ expectation from this strategy is to promote farmers incentives to produce the raw organic products. They also expect the strategy to facilitate access to certification of organic products. A few companies and individuals are engaged in developing organic inputs technologies in processing. Their expectations from the NEOAS is to foster recognition of their products by standardization and regulatory authorities, and establishment of legal framework for processing and trading EOA inputs. Supermarkets dealers A few supermarkets selling organic products operate in Tanzania particularly in large cities. Some of the visited supermarkets during field consultation had in their stocks organic produce particularly fresh products. According to the supermarket managers, the local market for organic products is still dependent on elite and diplomatic societies. Their expectations from the NEOAS are to boost production and quality control of organic products to increase supply from producers. Also, they expect the strategy to promote awareness of mainstream consumers on the benefits of organic products. The increase in consumer demands and supply of organic products will boost the economies of scale of organic product business which will influence decrease in the prices of organic products to NEOAS 2023-2030 36 consumers and be affordable to a wider section of the local population. Input producers and suppliers, Agro Dealers, agents, and traders There are agro input dealers at all levels in the country from national, region, district, and village levels. Most of them are trading conventional inputs. The expectations of agro dealers from the NEOAS strategy are to boost EOA farming production and promotion of EOA inputs. If these two ends of the supply chain of EOA inputs are developed it will be a business opportunity which the agro dealers will promptly capture. This will also require established legal and trade regulations for EOA inputs. Certification Agencies There are local (resident in the country) and international agencies entrusted and accredited for certification of crop products for specialized markets. Some agencies operating in Tanzania such as GreenCert are not yet accredited for organic products. Certification of organic products from Tanzania is done by companies from outside the country particularly Kenya and South Africa. Dependency on foreign (nonresident) companies for crop certification is claimed to be contributing to unreliable and expensive certification of organic products. The expectation of the resident certification agencies is that this strategy will promote EOA to boost the business volume of organic products to be profitable for the resident certification agencies to invest in building their capacities to be accredited for certification of organic products. Farmers‟ cooperatives are Mandated to aggregate farmers efforts for production, marketing and accessing services. Cooperatives are Trusted membership bodies bringing together a large number of farmers. The cooperatives have infrastructures, operating systems, management and operational experiences and capacity to support members to access production and marketing services. They are responsible to facilitate implementation of national policies and regulations. They facilitate farmers to access inputs, extension, financial credit, and markets. Therefore, they are key instruments for promoting EOA with greater and wider impacts. NEOAS 2023-2030 37 Their expectations from the NEOAS is establishment of guidelines, rules and legal framework for enabling them supporting both EOA and conventional farming practices without compromising any of the two practices. The farmers are distinguished in two categories smallholder and Medium/large farmers. Smallholder: In This analysis the definition of small holders, as adopted from FAO, 2015 definitions4 are those farmers whose land holding is smaller than 3 Ha. They depend on family labor and spend little or no financial investment in the farming operations. Farming is their livelihoods strategy and therefore, land is part of their life. The analysis of farmers is presented in two categories of farmers as different types of stakeholders in the NEOAS. This is because their roles and expectation in the strategy are not necessarily the same. Smallholder farmers dominate the agricultural sector in Tanzania, cultivating 5.1 million hectares annually, of which 85% is food crops. They contribute to over 75% of total agricultural outputs in Tanzania, producing mainly for home consumption, and using traditional technologies (Jamie, et al 2016)5. These are the primary role players for implementation of EOA practices. They are primary beneficiaries of EOA technology transfer and services. They are producers of EOA products. They are skilled and experienced in traditional crop production systems which are a building block for EOA technologies. Field consultation confirmed that smallholder farmers are motivated to engage in EOA because: EOA practices do not necessarily require financial capital, EOA practices build on traditional skills and farming systems; EOA practices is a farming system which increase productivity of the traditional practices and EOA farming is a food production system enabling them to have secure and reliable supply of a variety of nutritional foods and income; With EOA farming system some smallholder farmers have been able to produce sufficient food for their family and surplus for the market; As producers of staple foods, smallholder farmers prefer to consume EOA 4 https://www.fao.org/3/i5251e/i5251e.pdf 5 https://www.cgap.org/sites/default/files/Working-Paper-Smallholder-Survey-Tanzania-May- 2016.pdf https://www.fao.org/3/i5251e/i5251e.pdf NEOAS 2023-2030 38 AND Medium Farmers: Their farm land holding is larger than 3ha. They use substantial financial investment to hire labor, purchase inputs and farm equipment. Farming and livestock keeping is one of the main livelihoods‟ strategies having more than one sources of incomes other than on farm. products because are testier, nutritious and safer. Expectations of smallholder farmers from this strategy include: increasing access to effective and affordable EOA inputs and promotion of access to affordable and effective inputs for controlling diseases and pests; increasing access to appropriate technologies for providing water for production and access to capital/support for investing for developing water resources/systems for production; and promoting market access for EOA products. Medium farmers have knowledge, skills, and experience in both traditional and conventional farming practices. Their farming system is mainly mono cropping on the relatively larger fields and diverse crops on relatively smaller fields particularly those closer to households. They invest financial resources substantially in crop and livestock production. They are target beneficiaries/customers of financial institutions (World bank Group, 2016)6 who provide financial services in agriculture. They are reliable suppliers of farm products to buyers and processors because they produce large amounts of products and some aggregate produces from others for marketing. They are important customers of inputs and farming equipment. They are recipients of extension services and are active participants as pilot farmers for development and transfer of farm technologies. The motivation of medium farmers in EOA practices is mainly for producing commercial products that have promising markets. Some of the medium farmers consulted on the field are engaged in EOA practices for food security focusing on safe and nutritious products and are dedicated custodians for rejuvenating vegetation of the community landscape and water sources. The medium farmers also prefer to consume EOA products because are testier, 6 https://www.findevgateway.org/sites/default/files/publications/files/bankers guide to avcf 0. pdf, Staff of the World Bank Group, https://www.findevgateway.org/sites/default/files/publications/files/bankers guide to avcf 0.pdf https://www.findevgateway.org/sites/default/files/publications/files/bankers guide to avcf 0.pdf NEOAS 2023-2030 39 nutritious and safer than conventional products. Explicitly they would produce food crops for their own consumption using EOA practice wherever it is possible and produce conventional products for the market only. Expectations of the medium and large famers from this strategy include: Increasing availability of quality, reliable and effective EOA inputs in the market as well as availability of skilled labor to hire for preparing EOA inputs at farm gate; Increasing access to markets for EOA products particularly for export through reliable and affordable Certification services of Organic products. Consumers Foods that are cultivated without the application of chemical pesticides can be called organic foods. Organic foods are perceived to be healthy and environmentally safe, as chemical pesticides and fertilizers which could lead into the accumulation of residues are not used in their production. Some of the consumers consulted shared their concerns over increasing incidences of non-communicable diseases which are a result of poor eating habits. Consumers‟ expectations from this strategy include: Increasing access to diverse organic foods which are affordable and reliable. NEOAS 2023-2030 40 CHAPTER THREE STRATEGIC PLAN NEOAS 2023-2030 41 CHAPTER THREE STRATEGIC PLAN 3.0 Overview This chapter highlights the future position of EOA in the country, describing the Vision, Mission, Core Values, Priority Areas, , overall goal of the strategy, Strategic Objectives and Strategic Interventions. 3.1 Vision To be a leading ecological organic agriculture subsector for enhanced conservation of the environment, human health, climate resilience, food and nutrition security, farmers‟ livelihood and national economic growth. 3.2 Mission To develop and implement supportive policy instruments, investments and partnerships for upscaling ecological organic agriculture interventions and capacity building in research, awareness raising, training, extension, processing, supply-chain management and market development in the EOA subsector for increased access to domestic and international markets. 3.3 Core Values The NEOAS core values are anchored around sustainable ecological organic agricultural practices as follows: i. Enhance biodiversity in view of nature conservation and sustainable development. ii. Promote farming systems that incorporate indigenous knowledge. iii. Promote environmental conservation. iv. Embrace fairness and justice to ecosystem. v. Improve and secure farmers‟ market access and livelihoods. NEOAS 2023-2030 42 vi. Promote safe, nutritious, and healthy food. vii. Protect nature and water sources. viii. Reduce climate impacts from farming and improve resilience to climate change. ix. Enhance and protect indigenous and improved EOA seeds/breeds. 3.4 Priority Areas i. EOA Inputs and other generative resources; ii. Marketing of EOA products; iii. Processing and value addition; iv. Research and development; v. Coordination; vi. Training and technology transfers; vii. Networking and partnerships; viii. Cross-cutting issues; a. Marketing Information System and Entrepreneurship; b. EOA financing; c. Capacity building; d. Communication, education and awareness; e. Women and youth empowerment; f. Public Private Partnerships; g. Technology development and transfer; h. Gender mainstreaming. 3.5 Overall Goal of the Strategy To accelerate development and mainstream ecological organic agriculture subsector into existing national frameworks for agricultural sector development in order to enhance sustainable environmental conservation for improved health, income and food security by 2030. NEOAS 2023-2030 43 3.6 Strategic Objectives In a view of the priority areas identified, the following are the strategic objectives, to be reached by 2030: i. Enhance capacity of institutions for research, training and extension systems in developing and disseminating appropriate EOA technologies and practices. ii. Promote availability and accessibility of EOA inputs and appropriate farm machineries (tools, equipment and implements) iii. Strengthen Information and Communication Technology (ICT) system to access and disseminate appropriate EOA information. iv. Strengthening networking, capacity in EOA sub-sector organizations and institutional coordination framework v. Ensure compliance of standards and certification of EOA products at affordable cost vi. Facilitate development of EOA value chains vii. Strengthen environmental conservation using Ecosystem-based Adaptation and Nature-based Solution. viii. Mainstream cross-cutting issues in EOA sub-sector ix. Facilitate acquisition and accessibility of financial resources for EOA investment. x. Facilitate development and use of irrigation infrastructure in EOA production systems xi. Enhance availability, accessibility and utilization of land for EOA xii. Increase the business and trade volumes of EOA products in the national, regional and international markets. 3.7 Description of the Strategic Objectives For each strategic objectives, there are specified strategic interventions to be implemented, targets and key performance indicators as elaborated in subsequent sections. NEOAS 2023-2030 44 SO1: Enhance capacity of institutions for research, training and extension systems in developing and disseminating appropriate EOA technologies and practices. Rationale Research, training institutions and extension services, in combination are the drivers for farmers to acquire skills and knowledge through adoption of new technologies and enhancing indigenous knowledge that works better to improve social well-being. Research and Development (R&D) is important for agribusiness because it provides powerful knowledge and insights to farmers, leading to improvements of an existing agricultural processes that may increase efficiency and reduce costs. It also allows agribusiness to develop new products and services that will survive and thrive in competitive markets. Classically, training institutes produces extensionists who themselves train farmers., It is essential for the strategy to set modalities for resourcing, capacity building and equipping training institutes on EOA practices and technologies. Consequently, efficient extension systems help farmers to incorporate the latest scientific advances and developed technologies into their daily operations. The results of enhancing their operations with these technologies increase efficiency and can also lead to reduced food contamination and maintain ecosystem. But the design of new agricultural extension approaches is also required which pursue novel and appropriate knowledge co-creation from the dialogue between the technical-scientific knowledge and the traditional one. “This leads to integrative farmer-led and community-led extension support programs” (FAO 2022). Moreover, since there are no turnkey solutions in EOA but always localized solutions, adapted to the agro- ecological and socio-economic circumstances of each concerned area, research and extension systems must include a participatory diagnostic component prior to any development operation. They should also develop a type of M&E protocol well adapted to EOA specificities. In agriculture, scientists actively seek to discover procedures that will increase livestock and crop yields, improve farmland productivity, reduce losses due to pest and diseases, develop more efficient equipment, and increase overall food quality. While agricultural extension service offers technical advice to farmers and supply them with the necessary inputs and NEOAS 2023-2030 45 services to support their agricultural production. It provides information and new ideas to farmers developed by agricultural research stations. Extension services plays a crucial role in boosting agricultural productivity for food security, improving rural livelihoods, and pro-poor economic growth. Despite of existing research, training and extension services institutions, knowledge, and practices for EOA is still limited among farmers and other stakeholders while increasing agricultural productivity remains a central concern of developing countries like Tanzania. A transformed agricultural research system helps to achieve sustainable food and income security for all agricultural producers and consumers, particularly for resource-poor households, whether they are in rural or urban areas. Furthermore, EOA research and extension services have not been equipped fully in terms of resources particularly human and finance. In addition, there is a weak link between research and extension systems, hence low prioritization of EOA issues in research and extension service provision. With emerging challenges that results from climate change such as new pest and diseases which do not respond to the current treatment, research interventions will help to come up with solution to reduce impact on production. Strategic Intervention: i. Develop multi-disciplinary research, training and extension approaches and initiatives in support of EOA. ii. EOA different research initiatives conducted by various institutions is validated and harmonized. iii. More EOA information and knowledge needed by value chain actors through demand-driven, multi-disciplinary, gender sensitive and participatory research are disseminated. iv. Need based EOA training to stakeholders to improve production and enhance markets is conducted. v. Extension services on EOA to farmers strengthened. vi. Significant upscaling of effective peer-to-peer learning models used by EOA organizations e.g., Farm Family Learning Groups. vii. Research institutions capacitated to carry out EOA research. viii. EOA demonstration plots/farms developed and implemented. ix. Develop international partnerships focusing research on the most acute challenges in EOA in Tanzania NEOAS 2023-2030 46 SO2: Promote availability and accessibility of EOA inputs and appropriate farm machineries (tools, equipment and implements) Rationale Availability of EOA inputs at the right quantity, quality, place and timely is fundamental for EOA development. Currently, there is a limited promotion, supply and research on EOA inputs like machinery, pesticides, fertilizers and seeds which can be used. Few farmers are using organic fertilizers and other inputs in crop production due to low purchasing power, low supply, distance from the source and low motivation due to unstable markets of EOA products. Furthermore, crop production in Tanzania is not fully mechanized. Farmers are using simple farming tools such as hand hoe and few are using machinery. Poor land preparation and crop management affect the performance of crop and yield due to lower use of agricultural machinery led to farmers having small plots of land and increased costs of production per unit area. In that regard, the strategy will provide enabling environment for crop mechanization along the value chain, increase availability and accessibility of farm machinery and implements, pesticides, fertilizers and seeds. The strategy will also initiate support to the existing small manufacturers and investors to manufacture a wide range of good quality tools and implements, and form agriculturally based service centres that absorb labour displaced by mechanizing farm operations and reduce the rural to urban migration. Therefore, a more detailed strategy and new partnerships with donor nations will kick start vibrant market and supply systems to increase the availability and accessibility of farm machinery and agricultural inputs. This strategy aims to inspire the private sector to invest in innovating and producing sufficient farm machinery and organic inputs. The Tanzanian EOA Inputs Strategy will include a gap analysis (prioritizing most acutely needed inputs), new partnerships, coordination platform, and interventions for entrepreneurship in priority supply chains, quality documentation and assurance, labelling, knowledge dissemination, inclusion of EOA inputs in subsidy programmes, and decentralized approaches to input accessibility that improve food sovereignty and EOA farm incomes. NEOAS 2023-2030 47 Strategic interventions i. Development of a detailed strategy and partnerships to finance, guide and motivate development of a Tanzanian EOA input sector advancing growth in EOA in country and creating a platform for input exports. ii. Production, supply, and use of EOA inputs and machinery promoted. iii. EOA breed/fingerlings/seed systems strengthened. iv. Institution capacities (public and private) engaging in EOA inputs and machinery strengthened. v. Appropriate use of EOA inputs advocated and promoted. vi. Collection and conservation of germplasm promoted. vii. Use of appropriate agricultural mechanization technologies in EOA production promoted. S03: Strengthening Information and Communication Technologies (ICT) system for dissemination of appropriate EOA information. Rationale Information and Communication Technology (ICT) is the bedrock for national economic development in a rapidly changing global environment. It is an essential component for effective operation and decision making at all levels in any sector. It plays role in conveying different kinds of facts and messages needed for use in important matters. However, development of ICT has greatly taken a significant role in all modern aspects including the agriculture sector worldwide. ICTs have changed the way people interact with each other while conducting businesses and how they manage different affairs. The application of ICT in agriculture, commonly termed as e-agriculture is realized as an emerging field focusing on the enhancement of farm production and productivity. In the context of EOA, ICT is used to encompass all information and communication technologies including devices, networks, mobiles, services, and applications. Various dissemination tools have so far been adopted for use through knowledge databases like M-Kilimo; publications; Information Education and Communication (IEC) materials like brochure, fliers, newsletters, animations, videos, and social media in addition to other pre-existing aids such as fixed telephones, televisions, radios, and satellites. This mean, NEOAS 2023-2030 48 ICT has expanded the scope of information access through mobile or smart phones, tablets, personal computers and will progressively deploy more advanced devices based on technological advancement. Despite of the advancement in information dissemination and access, the majority EOA stakeholders particularly smallholder farmers are still constrained with limited interaction to the reliable counterparts along the respective EOA value chains. Such limitations are due to inadequate access to modern communication technologies amongst the most resource poor EOA farmers and rural communities at large in the country. The following interventions are set to achieve the stated objective: Strategic Interventions: i. Enabling environment such as regulatory framework and ICT solutions that respond to the needs of smallholder farmers and other stakeholders in the EOA value chains enhanced and promoted. ii. Awareness of EOA value chain actors of potential ICT-based solutions and their prospective added value enhanced. SO4: Strengthening networking, capacity in EOA sub-sector organizations and institutional coordination framework. Rationale Strengthening networking and institutional coordination is important to allow access to opportunities that organizations and or any other EOA partners, including the farmers themselves, might not be able to locate on their own. Networking has the potential of providing insights into relevant information on the potentials of EOA. Therefore, improving institutional coordination and networking enhances the exchange of information, advice, and recommendations. There is imbalance in management and planning capacities of nascent EOA institutions. Hence, efforts will be made to establish, strengthen, and support these institutions‟ organizational capacities; as well as equip their professionals with skills and competences to promote EOA in Tanzania and to expand geographic reach and influence of EOA activities. Networks and movements in Tanzania as the EOA Forum of Agricultural Research institutions, national organic movements, regional organic movements, and partners such as governments, farmers, private sector, civil society among others will be engaged to optimize impact, leverage experiences, NEOAS 2023-2030 49 and expand geographic reach and influence of EOA activities in the country. Institutional strengthening will increase the capacity or ability of EOA institutions and implementing partners to perform their functions. This will ultimately improve governance in the area of the environment, sustainability and development of EOA. The focus will be on enhancing the institutional set-up, its environmental, gender, sustainable development and related interventions and development with an intention of detecting weaknesses in networks, avoiding duplication of efforts, impoverished understanding and implementation of legislation and policy and a need for better EOA knowledge management and dissemination. Best practice in other nations indicates that lack of capacity in organizations representing farmers and supply-chain actors hinders implementation of EOA interventions and delays EOA sector development. This strategy has a goal therefore to strengthen capacity in organic stakeholder organizations to implement initiatives developing organic farm practices, education, supply chain collaboration, market development, product innovation, improved access to inputs, certification, and appropriate technology. In this way, the ministry functions also as a catalyst and policy innovator, up scaling Ecological Organic Agriculture through other actors enabling and driving change. Strategic Interventions: i. Establish investments and donor partnerships to strengthen capacity in organic stakeholder organizations to implement NEOAS interventions in EOA production, training, supply-chain collaborations, and market development. ii. Networking among EOA stakeholders strengthened, promoted, and coordinated for knowledge and technology development, solicitation of funding opportunities as well as market access. iii. National and International stakeholder‟s forums / workshops/ conferences for sharing information of EOA strengthened, supported and promoted. NEOAS 2023-2030 50 SO5: Ensure compliance of standards and certification of EOA products at affordable cost. Rationale In general, any business directly involved in food productions can be certified, including seed producers, seed suppliers, farmers, food processors, retailers and restaurants. Certification is essentially aimed at regulating and facilitating the sale of EOA products to consumers. In that case, certification of EOA products is viewed as market instrument, which allows producers to reach a certain market both domestic and export markets. Requirements for EOA certification varies from country to country and generally involves a set of standards for growing, storage, processing, packaging and transporting of EOA products. Furthermore, certification of EOA requires clear understanding of the standards, compliance, documentation, planning, record-keeping, and fee payments incurred by the actors who want to be certified. In many cases, EOA standards are formulated and overseen by the government. Despite of efforts of stakeholders in certifying producers under Participatory Guarantee System (PGS) which is based on the active participation of stakeholders and are built on a foundation of trust, social networks and knowledge exchange still constrained by lack of national organic standards and certification schemes, high cost of certifications, lack of supporting transparent auditing and verification systems as well as lack of national organic mark/ seal which align with the TBS quality standards. Therefore, this strategy aims at ensuring EOA value chain actors comply with the standards and certification of EOA products at the affordable cost to meet the requirement of domestic and export markets through establishment of National Organic Standards and certification schemes (new national standards and certification is not a viable pathway). The primary approach will be to establish a partnership with one or more private certifiers with strong access to the more lucrative organic export markets, while formalizing and up scaling Participatory Guarantee Systems (PGS), and possibly PGS labelling for organic and agro- ecological products as a pathway for more EOA smallholders and accelerating smallholder access to regional and global markets by up scaling certification of grower groups. Other actions can include facilitating development of national organic mark/seal that will be aligned with TBS standards, strengthening auditing and verification systems through NEOAS 2023-2030 51 establishment and cost sharing of laboratory tests for EOA products within the country, equitable access of certification agencies, inspections and verification of organic standards and products along the value chains. To attain this objective, the following interventions will be implemented. Strategic Interventions: i. National OA products standard aligned and benchmarked with international standards developed and promoted. ii. Capacity of OA value chain actors on compliance of standards and certification of products enhanced. SO6: Facilitate development of EOA value chains. Rationale Tanzania is endowed with a wide range of agro-ecological zones and diverse range of farming systems. A number of Ecological Organic (EO) products produced in the farming systems have been registered. Several Projects for certified organic products including business firms for export and the local market operate in Tanzania. There is a high prospect for more EOA products to be registered in future. The value chain nodes of organic products are functioning. However, the business trade volumes for EOA products are still low. This is due to challenges impending business growth in the EOA value chains which include: Inability to meet certification requirements, non-compliance to quality standards, inadequate knowledge and skills for production and processing of EO products, limited availability of production services and inputs and fragmented coordination of the value chain actors. In order to increase the business viability of the EOA value chains these challenges need to be addressed. The following interventions will be implemented. Strategic interventions: i. Capacity of EOA producers and processors on production techniques and quality compliance strengthened. ii. Out-grower models of EOA crops, livestock and aquaculture producers and processors to enhance economies of scale in trading and certification process strengthened. iii. Cooperatives and associations‟ competitiveness and capacity for profitable business engagement in the value chain enhanced and strengthened. iv. OA farmers supported with affordable certification cost. NEOAS 2023-2030 52 SO7: Strengthening environmental conservation using Ecosystem- based Adaptation and Nature-based Solution (NbS). Rationale Farmers in Tanzania have been using local available knowledge to develop practices mainly to adapt to the ever-changing climate such as Ngitili System and Ngoro Farming System. These practices together with all others that restore, maintain, and enhance nature‟s contribution to people including ecosystem functions and services as described in Target 11 of the Kunming-Montreal global biodiversity framework, should be enhanced, cost effective, readily available and accessible. These practices may be termed as Ecosystem-based Adaptation and Nature-based Solutions suitable to certain agro-ecological zones. This strategy should objectively intend to clearly identify and select these solutions according to respective agro-ecological zones and farming systems, document and set systems to ensure sustainability and knowledge transferring mechanisms. To attain this objective, the following interventions will be implemented; Strategic interventions i. Nature based solutions and Ecosystem based Adaptation enhanced. ii. Nature based solutions and Ecosystem Based Adaptation up scaled in different societies. SO8: Mainstream cross-cutting issues in EOA sub-sector Rationale The level of involvement of cross-cutting issues in EOA is inevitable. Cross-cutting issues such as gender, youth, health issues (HIV and AIDS and COVID-19), nutrition, climate change issues and people with special needs are of utmost importance to the EOA. Participation of youth and gender balance in agribusiness is still noteworthy and therefore this strategy needs to empower them to effectively participate in EOA and ensure sustainable agriculture sector growth. Here also, peoples‟ health especially HIV/AIDS and COVID-19 poses threats in the sustainable engagement in EOA value chain because they may have adverse direct or indirect health issues resulting into reduced manpower in the sector. Furthermore, implementation of awareness programmes to sensitize NEOAS 2023-2030 53 farmers on climate change impacts and ways to mitigate them is essential. Cross-cutting issues will be deeply mainstreamed by emphasizing their recognition and application of mitigations measures and practices in all interventions. Strategic interventions i. Capacity building to youth, women, and people with disabilities along the EOA value chain provided and strengthened. ii. Sensitization/awareness on gender mainstreaming, HIV/AIDS and COVID-19 in the EOA sub sector created and promoted. iii. Environmental Conservations and rational utilization of natural resources on EOA interventions mainstreamed. iv. Nutrition and value addition interventions on EOA mainstreamed. SO9: Facilitate acquisition and accessibility of financial resources for EOA investment. Rationale Smallholder farmers play an important role in contributing to the economic growth of many countries for creating incomes and jobs. Although farmers and numerous business entrepreneurs are the main drivers of economic growth, they fail to acquire and access financial resources due to lack of financial knowledge and how to raise adequate capital. Loans for smallholder farmers particularly for agricultural investment have been minimal because of difficult collateral requirements, high interest rates, on financial institutions providing loans and bureaucracy in getting loans. Notably, the significance of financial sector on agricultural development projects has been recorded in large scale commercial farmers unlike the small-scale farmers who often ventures in EOA activities. It is imperative that, financial institutions establish l access conditions that are conducive for small scale growers including those practicing EOA. Alternatively, farmers need to be encouraged to form Savings and Credit Cooperative Societies (SACCOS) that may guarantee their members on loans solicitation without the need of immovable assets as collateral for investment in EOA. In achieving the objective that aim to facilitate acquisition and accessibility of financial resources for EOA investment, there is need to continue engaging the financial institutions, international funding agencies and NEOAS 2023-2030 54 other players for implementation of EOA activities to contribute in improving livelihoods of stakeholders. Strategic Interventions: i. Financial schemes to facilitate EOA activities established. ii. EOA activities through knowledge on financial access and management supported iii. EOA Fund to strengthen and sustain capacity building to farmers established iv. Private sector engaging in financial investment of EOA activities strengthened v. EOA co-operative services to farmers strengthened SO10: Facilitate development and use of irrigation infrastructure in EOA production systems Rationale The field case studies revealed that reliable availability of water for production was necessary for EOA farming systems to be successful. Apart from ensuring continuous production around the year, reliable availability of water increases effectiveness of EOA practices. Preparation of all types of organic manure and pesticides require substantial amount of water. Well balanced soil moisture facilitates maintenance of soil health and reduces susceptibility of crops to diseases and pests that are favorable in water stressed conditions. Therefore, in the current situation of climate change characterized by increased drought and unreliable rainfall, success of EOA farming will continue to be a nightmare without appropriate irrigation systems to provide supplementary water on crop fields. Great care must be taken to ensure that this irrigation does not lead to salinization problems, as is the case for 20% of irrigated soils in the world. Strategic Interventions i. Appropriate irrigation systems suitable for EOA production identified. ii. Suitable irrigation systems for EOA established iii. Use and management of irrigation systems for EOA production promoted NEOAS 2023-2030 55 iv. Sustainable use of water and agricultural land under EOA well managed SO11: Enhance availability, accessibility and utilization of land for EOA. Rationale Ecological Organic Agriculture (EOA) targets to use land sustainability through appropriate practices and avoidance of input with negative impacts to the land. Consequently, land improvement strategy is a continuous process. As such hired/rental land is unsuitable for EOA activities. The information obtained during the consultation visit revealed lack of land available and accessible for proper utilization under EOA. It is essential for EOA farming to be distinguished from conventional agricultural farming based on their requirement for soil healthy, environmental safety and ecosystems maintenance processes. Certification of EOA products require adherence to GAP from land management, input utilization and other requirements for crop production management. As such the land required for EOA activities should be particularly set/allocated to allow fitting of the product into market requirements. This strategy should therefore engage stakeholders to ensure there is land identified, mapped and demarcated for EOA production. This land should be accessible, and infrastructure invested to be suitable for production of ecological organic products. To attain this objective, the following interventions are proposed: Strategic interventions: i. Enabling land availability, accessibility, and utilization for EOA established. ii. Plan for utilization of government owned farmland for EOA demonstration/training farms and for making land available for landless young, disabled and female EOA farmers. iii. EOA land assessment and clusters established and supported, seek global climate credit financing for land acquisition and transition as part of a landscape approach to agroecology and/or establishment of organic districts. iv. Effective/detailed land use plans for EOA established. NEOAS 2023-2030 56 v. Regulations that minimize conflicts on land use among actors established SO12: Increase the business and trade volumes of EOA products in the national, regional and international markets. Rationale Research and market analysis studies revealed the growing demand for EOA commodities as a result of increased awareness on consumption of healthy and safe foods. Findings from the studies show increasing demand for organic products in the high- and middle-class markets. Companies and consumers who are willing to offer premium prices for EOA products are increasing. This is an indication of a promising future for the sector to contribute to the increase in business and trade volumes. On the other hand, Tanzania is one of the countries globally with the largest organic area and with a large number of farmers growing EOA products. Therefore, the country has a high potential for EOA sub sector to contribute for economic growth in line with national economic growth aspirations in the Tanzania Long Term Perspective Plan (LTPP) of 2011/12 – 2025/26. In order to realize the business potentials of EOA, there is a need to address the challenges in growth of the sub sector in the country, regional markets such as EAC and SADC and international levels beyond regions. Key challenges facing value chains in the sub sector include low volumes produced, low quality and unreliable supplies of EOA products, limited capacity for certification of EOA products required in the potential markets and undeveloped business among the value chain actors. Government intervention on market and business development is always imperative. This is because of tax review to increase trading across the region and beyond. For example, tax reductions/ lowering of duties on exports/reduction of taxes on inputs used to produce goods for export to make them cheaper/increase their demand/to reduce cost of production. Improve /adopt of modern technology in order to increase the volume of goods for exports. Government can also strengthen EOA market development by purchasing EOA products in public procurement to government institutions. A wealth of experience with this in other nations can be utilized. NEOAS 2023-2030 57 Experiences in several nations indicate that EOA market development and coordination activities can be stimulated via capacity building in the EOA sector organisations.. An EOA Market Team could develop consumer awareness campaigns and better EOA market information and drive a market development strategy targeting several priority market opportunities: partnerships with urban retail supermarkets; EOA visibility in local markets; export promotions; and restaurant and hotel chains. Strategic Intervention: i. Support initiatives for local markets for EOA products ii. Build market development capacities in EOA sub sector organizations. iii. Coordinate export promotions and accelerate investment and trade to tap local, regional, and international market opportunities. iv. Tax reforms to harness trade advantages related to EOA products advocated. NEOAS 2023-2030 58 CHAPTER FOUR POLICIES, LEGAL AND INSTITUTIONAL FRAMEWORK NEOAS 2023-2030 59 CHAPTER FOUR POLICIES, LEGAL AND INSTITUTIONAL FRAMEWORK 4.0 Overview The preparation of this NEOAS considered key existing policy and legal institutional framework in Tanzania. Reference was made to the Tanzania Development Vision 2025; as elaborated in the National Five Year Development Plan III (2021/22 – 2025/26) which aims at competitive led export growth; CCM Election Manifesto (2020-2025) and Sector Policies, Strategies and programmes such as National Agriculture Policy (2013), National Environmental Policy (2021), Small and Medium Enterprise Development Policy (2002), National Employment Policy (2008), National Climate Change Response Strategy (2021), Climate-smart Agriculture guidelines (2017), National Investment Promotion Policy (1996), Agriculture Sector Development Programme phase two (ASDP II- 2017/18 – 2017/28), Agenda10/30 which aims at growth of Agriculture Sector at 10 percent and increase export revenue from the current One billion US Dollar to Five Billion US Dollar at 2030, The Africa Agenda 2063-“The Africa We want” which focuses among others on increasing incomes, jobs and decent work, agricultural productivity and production, health and nutrition and social security and protection including Persons with Disabilities. The context also cover International, Regional and domestic Laws including but not limited to The Constitution of United Republic of Tanzania of 1977 and its amendments, The Environmental Management Act of 2004, The Food Security Act of 1991, The Standard Act, Cap 130 and its Regulations, The Plant Protection Act of 1997, The Seeds Act of 2003 and other domestic laws related to EOA. Other are The Universal Declarations of Human‟s Rights of 1945, The International Covenant on Economic, Social and Cultural Rights (1966) and African Charter on People and Human‟s Right of 1981. The Global policies and frameworks emphasize on the importance of EOA for the livelihood and environmental management. The frameworks focus on conservation and sustainable use of genetic resources and ensuring fair access and equitable sharing of the benefits. A few of these frameworks are Convention on Biological Diversity (CBD) 1988, The International Treaty on Plant Genetic Resources for Food and Agriculture NEOAS 2023-2030 60 (ITPGRFA) 2001 and Nagoya Protocol 2010. The NEOAS is also reflected on Sustainable Development Goals (SDGs, 2015-2030) that emphasis on Protection, restoration, and promotion of sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and biodiversity losses. 4.1 Policy Context The development of National Ecological Organic Agriculture Strategy is aligned to a number of National, Regional, Continental Policies and Development Frameworks as outlined hereunder. 4.1.1 National Policies 4.1.1.1 Tanzania Development Vision 2025 Tanzania‟s development aspirations are outlined in the Tanzania Development Vision 2025 (TDV 2025) which was developed in the late 1990s to guide economic and social development efforts up to the year 2025 targeting food self-sufficiency and food security, access to quality primary health care for all and competitive economy among others. 4.1.1.2 National Five-Year Development Plan III (2021/22 – 2025/26) The NEOAS is aligned to the National Five-Year Development Plan III (FYDP III). FYDP III builds on Tanzania Development Vision and aims to transform agricultural sector and commercialize it consistently with considerations of Climate Smart Agriculture (CSA) that farmers are incentivized to invest beyond food security needs, sustainably increase productivity and incomes, adapt and build resilience to climate change, and where possible reduce and/or remove greenhouse gas emissions. 4.1.1.3 National Agriculture Policy, 2013 The NEOAS is aligned to National Agriculture Policy (NAP 2013) which promotes: registration and availability of organic inputs to farmers; accreditation of organic products in order to reduce certification costs; regulation and certification of organic products; and agricultural practices that sustain the environment and collaboration with the private sector, and enhance effective coordination among stakeholders. . NEOAS 2023-2030 61 4.1.1.4 National Livestock Policy, 2006 Organic livestock farming is among the specific key policy issues addressed by National Livestock Policy, 2006. It is an emerging concept of agricultural production advocating minimum or non - use of industrial chemicals such as fertilizers, pesticides and drugs which are all in tandem with the present NEOAS. The concept was developed to counteract the increased use and sometimes misuse of such chemicals resulting into human health and environmental hazards. One of the policy‟s objectives is to promote organically produced livestock products in order to exploit special market demands. Specifically, the Government in collaboration with other stakeholders will promote investment and create awareness encourage organic livestock farming practice; and will strengthen technical support services in organic farming. 4.1.1.5 National Fisheries Policy, 2015 The NEOAS is aligned with the national Fisheries Policy, 2014. The Policy promotes collaborative and ecosystem approach to fisheries management and establishment of an authority to deal with conservation and protection of fisheries resources and environment in marine and freshwater areas. In addition, the policy guides fostering investments in sustainable manner as well as equitable and secure access to fisheries and aquaculture resources for food, income and employment and thus contributing to poverty reduction.. 4.1.1.6 National Water Policy, 2002 The National Water Policy, 2002 seeks to improve the management and conservation of ecosystems and wetlands. It directs to have in place appropriate principles and procedures for managing the quality and conservation of water resources, as well as improve and protect the ecological systems and wetlands. Similar requirements are prioritized in the current NEOAS. 4.1.1.7 National Environmental Policy, 2021 The NEOAS also aligns with National Environment Policy, 2021, since it addresses environmental concerns associated with chemicals management. It specifies that, improper use, handling and disposal of industrial chemicals and pesticides is a great challenge. To address this challenge, the policy promotes collaboration with stakeholders to continue to make more efforts particularly strengthening institutional capacity for NEOAS 2023-2030 62 sound management of chemicals; increasing public awareness on the safe use of chemicals; and strengthening enforcement of legislation related to chemical management. 4.1.1.8 Agricultural Marketing Policy, 2008 One of the key objectives of Agricultural Marketing Policy, 2008 is to mainstream environmental matters in all agricultural marketing related interventions. Therefore, the implementation of the policy and legal framework promotes environmental conservation and management by all stakeholders; and advocates for awareness to agricultural marketing stakeholders on environmental conservation and management. The current market liberalization is envisaged to have positive effects through opening up new export markets for activities that are environmentally friendly, including production of organic or specialty products for markets with premium prices based on fulfilling certain environmental management practices. The NEOAS is therefore in line with the Agriculture Marketing Policy as it seeks to address marketing of products in environmentally friendly manner while banking on stakeholders for effective implementation. 4.1.1.9 The National Healthy Policy of 2007 This Policy aims at providing direction towards improvement and sustainability of the health status of all people, by reducing disability, morbidity and mortality, improving nutritional status and raising life expectancy. 4.1.2 Regional Policies 4.1.2.1 Agriculture and Rural Development Policy for the East African Community, 2006 The overall objective of the Agriculture and Rural Development Policy for the East African Community, 2006 is to attain food security through increased agricultural production, processing, storage, and marketing. Therefore, EAC through members states promotes: development and sustainable utilization of marine and inland aquatic resources; research and development of traditional food crops and food processing; development of regional referral laboratories for food quality assurance and certification; appropriate use of agricultural inputs; and sustainable use and management of natural resources (soil, water, fisheries and forest) in order to conserve environment. These have been critically NEOAS 2023-2030 63 considered in the development of the present NEOAS under section 4.1.3 on Continental Policies and Frameworks 4.1.3 Continental Policies and Frameworks 4.1.3.1 Comprehensive Africa Agriculture Development Programme (CAADP) results framework (2015-2025) The present NEOAS is aligned to the Comprehensive African Agriculture Development Programme (CAADP) Results framework and the Malabo declaration. The NEOAS is aligned to the Malabo declaration on CAADP and commitment to accelerate Agricultural Growth and transformation for Shared Prosperity and Improved Livelihoods and on Nutrition Security for Inclusive Economic Growth and Sustainable Development in Africa which was ratified by Heads of States and Governments of the African Union meeting in June 2014. The EOA Initiative through its sixth implementation strategies will contribute to the realization of the commitments which are: the Principles and Values of the CAADP Process; enhancing investment finance in Agriculture; ending hunger by 2025; halving poverty through inclusive agricultural growth and transformation; boosting intra-African trade in agricultural commodities and services; enhancing resilience of livelihoods and production systems to climate variability and other related risks as spelt out in the seven priority areas of the declaration. . 4.1.3.2 The Africa Agenda 2063- “Africa we want” Environmentally sustainable and climate resilient economies and communities is among the agenda for Africa 2063. Biodiversity, conservation and Sustainable natural resource management, Water security and Climate resilience and natural disasters preparedness are the key priority areas of this goal which are in tandem with the present NEOAS. The Africa agenda of 2063 on Africa we want reveals Africa as a major partner in global affairs and peaceful co-existence and therefore emphasize on building partnerships as one of the critical areas addressed by this strategy. Africa takes full responsibility for financing her development Goals through African capital markets, fiscal systems, development assistance and public sector revenue to bring about sustainable financing development. Another important goal in this context is on a high standard of living, quality of life and well-being for all citizens. This goal considers Incomes, jobs and decent work, poverty, inequality and hunger, social security and protection, including persons with disabilities. NEOAS 2023-2030 64 4.1.4 Global Policies and Frameworks 4.1.4.1 The Convention on Biological Diversity (CBD) (1988). The Convention on Biological Diversity (CBD), known informally as the Biodiversity Convention, conceived at a United Nations Environment Programme (UNEP) is a multilateral treaty with three main goals: the conservation of biological diversity (or biodiversity); the sustainable use of its components; and the fair and equitable sharing of benefits arising from genetic resources. The conservation of biodiversity is a common concern of humankind, and the CBD covers biodiversity at all levels: ecosystems, species and genetic resources as described under Article 10; Sustainable Use of Components of Biological Diversity Article 11; Incentive Measures Article 12; Research and Training Article 13; Public Education and Awareness Article 14; Impact Assessment and Minimizing Adverse Impacts Article 15; Access to Genetic Resources Article 16; And Access to and Transfer of technology Article 17; This strategy will also provide guidance for the implementation of the Kunming-Montreal Global Biodiversity Framework Target 10 which identifies agro-ecological approaches as among biodiversity conservation approaches in agriculture. 4.1.4.2 The Nagoya protocol (2010). The Nagoya Protocol on Access to Genetic Resources and the Fair and Equitable Sharing of Benefits Arising from their Utilization to the Convention on Biological Diversity, is a supplementary agreement that provides a framework for the effective implementation. The Nagoya protocol (2010) expounds on ensuring fair access and equitable sharing of benefits (Access and Benefit Sharing (ABS)) arising out of the use of genetic resources, including biological control agents. It sets out obligations for its contracting parties to take measures in relation to access to genetic resources, benefits sharing and compliance, thereby contributing to the conservation and sustainable use of biodiversity. 4.1.4.3 The International Treaty on Plant Genetic Resources for Food and Agriculture (ITPGRFA) 2001 This was adopted by the Thirty-First Session of the Conference of the Food and Agriculture Organization of the United Nations held on 3 November 2001. The Conference emphasized that the conservation and sustainable use of plant genetic resources for food and agriculture are key to ensuring that the world will produce enough food to feed its growing https://en.wikipedia.org/wiki/Biodiversity NEOAS 2023-2030 65 population in the future. Aims at recognizing the enormous contribution of farmers to the diversity of crops that feed the world. Therefore, calls for protecting the traditional knowledge of the farmers, increasing their participation in national decision-making processes and ensuring that they share in the benefits from the use of these resources. Furthermore, emphasizes on the need for establishing a global system to provide farmers, plant breeders and scientists with access to plant genetic materials and ensuring that recipients share benefits they derive from the use of these genetic materials with the countries where they have been originated. 4.1.5 Development Framework 4.1.5.1 UN-Sustainable Development Goals (SDGs) The UN-Sustainable Development Goals (SDGs) aim to transform the world targeting developed and developing countries. They are universal call to actions to end poverty and inequality, protect the planet on environment and climate, and ensure that all people enjoy health, justice and prosperity. The NEOAS aligns with a number of UN-Sustainable Development Goals. They include; Goal number one on End poverty in all its forms everywhere; Goal number two on End hunger, achieve food security and improved nutrition and promote sustainable agriculture; Goal number three on ensuring healthy lives and promote well-being for all at all ages and Goal number eight on Promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all. Other goals are number twelve to ensure sustainable consumption and production patterns; Goal number thirteen on taking urgent action to combat climate change and its impacts; Goal number fourteen on Conserve and sustainably use the oceans, seas and marine resources for sustainable development; Goal number fifteen to protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss. Goal number seventeen is on strengthening the means of implementing and revitalizing the global partnership for sustainable development and other related goals under SDGs. NEOAS 2023-2030 66 4.2 The Legal Framework The operation of companies, Governments, and citizens in Tanzania are governed by rules, rights and obligations set forth in a system of legal documents called legal frameworks. Documents in legal frameworks include International and domestic' constitution, legislations, regulations, guidelines and contracts. Various operations in the agricultural sector in Tanzania are governed by laws inclusive of Land laws reinforced through the agricultural and other laws such as The food Security Act of 1991, The Plant Healthy Act of 2020, The Environmental Management Act of 2004, The Land Act Cap, 113, the Village Land Act Cap, 114 and The Standard Act Cap 130 and its Regulations. Others are the Plant Breeders Rights Act of 2012 and its Regulations of 2018 and the Tanzania Agriculture Research Institute Act of 2016. A regulatory framework that protects both private sector and farmers, as well as a framework that sets the rules governing the provision of goods and services in the agriculture sector, will be adequately articulated in view of NEOAS implementation. Consequently, appropriate institutions, both private and public, will be set up to implement key regulatory functions including bylaws in respective areas. Along with other policy and legal frameworks, the listed policies, strategies and programs will be referred during implementation of this strategy. 4.3 Strategy Framework The NEOAS has been designed to align the following strategies: National Climate Change Strategy 2012; National Climate Change Response Strategy 2021; and National Environmental Master Plan for Strategic Interventions 2022-2032. Other strategies are National Invasive Species Strategy and Action Plan 2019-2029; Climate-smart Agriculture guidelines 2017 and Agriculture Climate Resilient Plan; National Adaptation Program for Action (2007) and the Guidelines for Integrated and Participatory Village and Land Use Planning, Management and Administration in Tanzania 2020. Guidelines for Preparation of Environmental Action Plan for Sectoral Ministries and Local Government Authority 2010; the National Horticultural Development Strategy 2022; and the National Health Sector Strategic Plan 2021-2026. . NEOAS 2023-2030 67 4.4 NEOAS Programmes A programme is a set of related projects and activities, managed in a coordinated fashion and under a structure that allows for the delivery of outcomes and leads to realization of intended benefits. Programmes are usually long term, and sometimes spanning in years. Implementation of NEOAS will accelerate the sector to attain actions identified in the, Agriculture Sector Development Programme Phase Two (ASDP II) which in its first component emphasises on actions that sustainably manage water, land and climate-smart agriculture technologies and practises; Tanzania Livestock Master Plan 2017-2022 and Agriculture sector Environment Action Plan. Experience gained during implementation of these programmes will possibly have a bearing effect in realization of the goals targeted by the current NEOAS. . NEOAS 2023-2030 68 CHAPTER FIVE IMPLEMENTATION ARRANGEMENT NEOAS 2023-2030 69 CHAPTER FIVE IMPLEMENTATION ARRANGEMENT 5.0 Overview This chapter outlines Institutional arrangement, Coordination, Information and Communication approach, Reporting Management, and Implementation Plan. It also covers sustainability strategy and resource mobilization and funding plans. It describes the implementation arrangement of the NEOAS mainly through existing institutional structures. The chapter is based on the implementation arrangement to mainstream EOA interventions as discussed earlier in Chapter Three. It should be noted that almost all EOA activities have been running depending on individual efforts or certain institutions‟ interventions without a particular tool to guide their implementations. To strengthen and support the EOA sub-sector, it is necessary to seek solutions to regulate the implementation of this strategy using the existing national policy framework. This chapter uses information gathered during field excursion and the situation analysis on EOA to develop proposals that would improve the institutional structures and implementation arrangements, to enhance its effectiveness and development of EOA. Consequently, this chapter details how strategic interventions prescribed in chapter three should be executed considering the existing institutional framework, challenges and weaknesses highlighted in chapter two. The success in resolving these challenges will rely entirely on the strengths and opportunities narrated in chapter two. 5.1 Institutional Arrangement A wide range of stakeholders have been involved in the formulation of NEOAS and will continue participating during the implementation phase. The implementation of NEOAS will adopt the existing Government systems while acknowledging the Public Private Partnership (PPP) arrangement. The management of this strategy will be under the Ministries responsible for the agriculture sector. These Ministries will have the mandate to establish rules and guidelines to supervise the implementation, monitoring, evaluation, and coordination of all activities of NEOAS 2023-2030 70 the strategy. In this regard, the Ministries responsible for the Agricultural sector in collaboration with the PO-RALG will facilitate resource mobilization, oversee the implementation of the strategy, and ensure institutional coordination among various EOA actors. They will further facilitate the provision of EOA extension support for effective dissemination and adoption. Likewise, these Ministries will create awareness amongst EOA stakeholders to influence their involvement in ecological organic farming for increasing production, productivity, and conserving environment. To do this, The Ministry responsible for Agriculture will establish a Unit to oversee and support Ecological Organic Agriculture including setting plans and budgets in the National Budget for advancing EOA in the country. Furthermore, the Ministry of Agriculture and the Ministry Livestock and Fisheries will be responsible for the provision of training/education and awareness campaigns in crops, livestock and fisheries sub-sectors including inputs access and utilization, processing, and marketing of EOA and promoting capacity building on the benefits and use of EOA products. The Ministries will be responsible for monitoring, reporting, and verifying EOA in crop, livestock and fisheries sub-sector. Public institutions (academic and research), regulatory bodies and agencies such as Universities and Colleges, TARI, TALIRI, TFRA, TBS, Crop bodies, TAFIRI, TAFORI, TPHPA, ASA, VETA, SIDA, TOSCI and CAMARTEC will take the role in areas of technology and skill development on EOA through training and research. Furthermore, the institutions will oversee EOA product quality assurance and marketing including registration of EOA-related issues; enhance the establishment of protocols governing indigenous varieties/breeds, organic inputs, and certification. Liaison for the establishment of accreditation centers for EOA products, engagement in manufacturing, multiplication and supply of agricultural machinery and inputs shall be facilitated through these institutions. The participation of the non-state actors was the first task in developing NEOAS, and the strategy has been developed through collaborative efforts among public and private representatives who formed the national strategy steering and development teams capitalizing on the PPP philosophy. The role of the private sector does not stop at the strategy designing phase, but it becomes even more important in the implementation of the strategy for realization of the stated objectives and their strategic interventions. The private sector such as NGOs, INGOs, CSOs, and companies involved in EOA will undertake the interventions to complement the Government efforts in the implementation of this strategy. NEOAS 2023-2030 71 These non-state actors will participate in activities such as input supply, community mobilizations and strengthen on EOA practices, financial services, marketing, technological development, storage, and extension services. The non-state actors are also expected to invest in the EOA sector and execute most undertakings along the agricultural value chain. Development Partners (DPs) have been playing a vital role in supporting the development of the EOA sub sector in the country through provision of funds and technical assistance. The Ministry will therefore continue and deepen its dialogue with DPs individually and in the joint Working Group to achieve direct investment in the financing of NEOAS initiatives. It is, , therefore, expected that DPs will continue with their support to complement the implementation of the NEOA Strategy through financing and vital advice with reference to EOA international policies geared to the improvement of land production and productivity. Media bodies which also comprise mass media will be involved in awareness creation of EOA through information publication and knowledge transfer to the public and, dissemination of business opportunities. They will facilitate linkages amongst EOA stakeholders across the entire value chains in the country. Documentation of success stories, challenges, opportunities and key lessons learnt under EOA implementation shall be a continuous responsibility of media bodies. 5.2 Coordination Successful implementation of the EOA strategy and improved performance of the agriculture sector will depend on both vertical and horizontal coordination. Vertical coordination implies interaction between responsible Ministries with decision-making powers and other EOA stakeholders while horizontal coordination implies inter-ministerial interactions in dealing with EOA issues. This will include ensuring coordination with other Agricultural sector-related ministries, Institutions, DPs, Agencies, and other stakeholders such as farmers and their associations/organizations. For effective and efficient coordination, the government will have to play a regulatory role by focusing in preparing, reviewing, and putting in place appropriate instruments for the agriculture industry, to monitor their uses, and ensure participation of all stakeholders through the national platform, stakeholder cooperation and association/organization, research findings, available technical support NEOAS 2023-2030 72 services, early warning system, different professional fora and the agriculture marketing system. In order to ensure this coordination, dialogue and monitoring of NEOAS implementation the government will establish an EOA Council tasked with monitoring the implementation of the NEOAS and advising the Minister and Ministry in all policy matters related to or impacting on organic and agro-ecological farming, food production and market development. 5.3 Information and Communication Approach Information and Communication approach is developed to facilitate key stakeholders to implement the strategy to deliver the intended results. It comprises of the description of the type of information, communication structure, and information management units. The types of information which will be communicated among key stakeholders regularly include operational information, M&E reports, documentation of success stories, challenges, opportunities, and key lessons learnt. The communication structure for the strategy includes the EOA focal person at the Ministry responsible for Agriculture, EOA focal persons at region and district levels, and EOA focal persons for key stakeholders who are actively implementing the strategy. A dedicated information management team will be established under the EOA unit with the role to collect, process and disseminate EOA information. The collected and processed information will be subject to scrutiny before being shared with the wider public/audience. The team at the Ministry will be developing operational and action plans which will be communicated back and forth through dedicated focal persons. Likewise, the M&E reports will be compiled and communicated as appropriate. It will also establish tailor -made information to share with specific groups. Furthermore, the team will consolidate information and upload it in the EOA portal located in the Website of the Ministry responsible for Agriculture. Television, radio programs, newspapers and documentaries will also be used as means for sharing information to the public. NEOAS 2023-2030 73 5.4 Planned Budget Planned budget for the Implementation of 12 strategic objectives of the National Ecological Organic Agriculture strategy is estimated to be TZS 52,729,340,575. NEOAS 2023-2030 74 5.5 Implementation Plan The implementation plan details of NEOAS is as indicated in Table 2. Table 2: Implementation plan TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 SO1: Enhance capacity of institutions for research, training and extension systems in developing and disseminating appropriate EOA technologies and practices. SI.1.1 Develop multi-disciplinary research, training and extension approaches and initiatives in support of EOA 100 institutions with EOA intervention s reached by 2030 Number of institutions with EOA interventions i. Identify research and training institutions to implement EOA Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, DPs, Donors 2023/24 - 2029/30 ii. Identification of research gaps and challenges across the EOA value chain through mapping of challenges Government and agencies, Research institutions, NGOs, CBOs, CSOs, private sectors, DPs, and donor 2023/24 - 2025/26 iii. Conduct research on the Government and agencies, 2023/24 - 2029/30 NEOAS 2023-2030 75 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 EOA identified challenges in collaboration with lead farmers Research institutions, NGOs, CBOs, CSOs, private sectors, DPs, and donor iv. Create of Awareness on EOA to research and training institutions Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, DPs, Donors 2023/24 - 2029/30 v. Conduct needs assessment for the research and training institutions Government and Agencies, Academic and research institutions, NGOs, private sector, DPs, Donors 2023/24 - 2029/30 vi. Develop EOA initiatives/ approaches Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24 - 2029/30 SI.1.2 Disseminate EOA information and knowledge needed by value chain actors through demand-driven, multi-disciplinary, gender sensitive, and participatory approaches. NEOAS 2023-2030 76 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 500 service providers identified and commission ed to disseminate ICE materials to farmers by 2030 Number of service providers i. Identify relevant service providers and audience Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 1,000,000 Information Communica tion and Education materials prepared, printed and disseminate d by 2030 Number of ICE materials ii. Design and prepare knowledge materials in soft and print media. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 77 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 3,000,000 practitioners along the EOA value chain received and gained knowledge on EOA practices by 2030. Number of practitioners along the value chain access information iii. Disseminate relevant EOA materials through online and print media Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SI.1.3 Conduct training needs for EOA stakeholders to improve production and enhance markets. 1,000,000 Stakeholder s along the EOA value chain reached by 2030. Number of stakeholders i. Conduct training needs assessment for EOA stakeholders Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 Number of trainings ii. Conduct training based on stakeholders need Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 SI.1.4 Validate and harmonize different EOA research initiatives conducted by various institutions NEOAS 2023-2030 78 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 200 EOA research initiatives validated and harmonized by 2030 Number EOA initiatives i. Review existing EOA research initiatives Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 ii. Identify challenges that require research Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 iii. Share research findings among stakeholders Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SI.1.5 Extension services on EOA to farmers strengthened 5,000 extension officers capacitated on EOA by 2030 Number of extension officers i. Conduct training to extension officers annually on EOA Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 79 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 3,000,000 farmers reached by 2030 Number of farmers ii. Conduct trainings through Farmer Field School to reach farmers Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 iii. Identify and adopt the acknowledged EOA practices Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SI.1.6 Research institutions capacitated to carry out EOA research 50 research institutions capacitated by 2030 Number of capacitated research institutions i. Identify institutions conducting EOA research Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 Number of persons developed for EOA research ii. Develop human resources for EOA research Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, DPs, Donors 2023/24-2029/30 Number of key research areas supported iii. Provide support to key research areas Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 80 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 Type and number of infrastructures developed iv. Develop infrastructure for EOA research Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 SI.1.7 EOA demonstration plots/farms developed and implemented. 1,000 EOA demonstrati on farms developed and adopted by 2030  Number of demonstration farms  Number of farmers practicing EOA i. Mobilize and sensitize farmers ii. Identify areas for demonstration farms establishment iii. Develop demonstration farms iv. Validate relevant EOA technologies and practices v. Conduct farmer field days vi. Conduct survey to determine adoption Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SO2: Promote availability and accessibility of EOA inputs and appropriate farm machineries (tools, equipment and implements) SI.2.1 Production, supply and use of EOA inputs and machinery promoted NEOAS 2023-2030 81 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 50 factories or plants (small, medium and large) producing EOA inputs by 2030 Number of factories or plants Types of machinery adapted i. Identify small, medium and large factories producing and supplying EOA inputs ii. Evaluate the existing capacity on farm machineries used in production of EOA inputs iii. Improve existing on- farm technologies iv. Promote industrialization of EOA farm technologies v. Promote establishment/ construction of new factories through PPP/stakeholders vi. Support and facilitate procurement of farm machineries vii. Introduce initiatives for massive production of EOA inputs raw materials Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 82 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 Quantity of EOA inputs supplied to farmers by 2030 Quantity of EOA inputs supplied i. Promote and support the production and supply of different types of EOA inputs ii. Study the existing supply capacity and demand for production of EOA inputs. iii. Support and promote investments for input production iv. Create awareness to farmers on available EOA inputs v. Capacity building on utilization of EOA inputs to farmers Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 SI. 2.2 Strengthen EOA breed/fingerlings/seed systems NEOAS 2023-2030 83 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 200 Institutions/a ssociations (crops/livesto ck/fisheries) strengthened to produce EOA seeds/breeds and fingerlings by 2030 Number of institutions/associ ations producing and supplying EOA seeds/breeds and fingerlings i. Undertake inventory of existing institutions/ association/ society involved in production and conservation of EOA genetic materials ii. Support existing institutions /organizations to function efficiently in production and supply of seeds/breeds and fingerlings iii. Establish monitoring system for seeds/breeds at risk to be conserved iv. Enhance availability, accessibility and acquisition of seeds, breeds and fingerlings to farmers v. Promote and create awareness on utilization of seeds, breeds and fingerlings Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, Farmers, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 84 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 500 Farmer groups strengthene d to produce seeds/breed s and fingerlings by 2030 Number of farmer groups producing seeds/ breeds and fingerlings i. Facilitate training of trainers‟ programme for farmers on seeds/breed/fingerlings ii. Develop Training of Trainers programme for farmers iii. Sensitize and formulate farmer groups iv. Train farmers on seeds/breed/fingerlings production on their respective groups. v. Promote and create awareness on EOA farming vi. Establish, strengthen and control farmers group on EOA seeds/breeds recording system Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.2.3 Institution capacities (public and private) engaged in EOA inputs and machinery strengthened. NEOAS 2023-2030 85 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 200 institutions engaging in EOA inputs and machinery strengthene d by 2030 Number of institutions strengthened Number of machineries availed to institutions engaging in EOA i. Build capacities of institutions in developing grants wining proposals ii. Mobilize resources for EOA Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 iii. Train personnel in institutions engaging in EOA on inputs and machinery production iv. Facilitate procurement of machinery facilities for practical training on production of EOA inputs SI.2.4 Appropriate use of EOA inputs advocated and promoted. 1,000,000 farmers use EOA inputs appropriatel y by 2030 Types of inputs and number of farmers applying EOA inputs i. Create Inventory of EOA inputs existing and established Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish number of farmers using EOA inputs iii. Establish the level of input usage by farmers Guideline on use i. Develop guidelines for Government and Agencies, 2023/24-2029/30 NEOAS 2023-2030 86 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 of EOA inputs in place appropriate use of EOA inputs ii. Dissemination of guidelines to farmers Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors Number of farmers aware of appropriate use of EOA inputs Promote and create awareness on appropriate use EOA inputs through dissemination of brochures use of media, farmers field school, etc Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.2.5 Collection and conservation of Germplasm promoted. 1,000 accessions collected and conserved through gene bank and community seed bank by 2030 Number of accessions collected and maintained i. Prepare/ advocate gene bank conservation guidelines ii. Establish and strengthen in-situ and ex-situ germplasm conservation programmes Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 iii. Establish incentive mechanism for promoting conservation of seeds/breeds that are endangered/extinct NEOAS 2023-2030 87 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 iv. Facilitate finalization of National Plant Genetic Resources Act v. Facilitate National Herbarium of Tanzania (NHT) 100 community seed banks established by 2030 Number of community seed banks i. Facilitate establishment of community seed banks ii. Promote and strengthen the established community seeds banks. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 20 associations for in-situ conservatio n of animal breeds established by 2030 Number of associations iii. Facilitate establishment of associations for in-situ conservation of animal breeds Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.2.6 Use of appropriate Agricultural mechanization technologies in EOA production promoted. 1,000,000 farmers using Number of farmers using appropriate Promote usage of an appropriate agricultural mechanization technologies to farmers Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, 2023/24-2029/30 NEOAS 2023-2030 88 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 appropriate agricultural mechanizati on technologie s by 2030 agricultural mechanization technologies farmers, DPs and Donors 20 appropriate agricultural mechanizati on technologie s promoted by 2030 Number of agricultural mechanization technologies in place i. Identify agricultural mechanization technologies. ii. Promote the appropriate agricultural mechanization technologies. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 S03: Strengthening Information and Communication Technologies (ICTs) system for dissemination of appropriate EOA information. SI.3.1 Enabling environment such as regulatory framework and uptake of ICT solutions that respond to the needs of smallholder farmers and other stakeholders in the EOA value chains enhanced and promoted. 10 EOA information and communicat ion platforms The number of EOA information and communication platforms initiated. i. Identify existing EOA information and communication platforms. ii. Strengthen EOA information and communication platforms Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 89 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 initiated by 2030 SI.3.2 Awareness of EOA value chain actors of potential ICT-based solutions and their prospective added value enhanced. 5,000,000 actors reached by 2030. Number of EOA actors of potential ICT-based solutions reached i. Identify EOA actors utilizing ICT-based solutions Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish inventory of potential ICT-based solutions on EOA iii. Disseminate potential ICT-based solutions on EOA actors 5 ICT based solutions available by 2030. Number of ICT solutions available i. Identify ICT-based solutions for promoting EOA Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish and strengthen ICT-based solutions for promoting EOA SO4: Strengthening networking and institutional coordination framework SI.4.1 Networking among EOA stakeholders strengthened, promoted and coordinated for knowledge and technology development, solicitation of funding opportunities as well as market access. Networking Well-functioning i. Identify and map EOA Government and Agencies, 2023/24-2029/30 NEOAS 2023-2030 90 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 among EOA stakeholders strengthened by 2030 stakeholders‟ networks Number of EOA stakeholders identified Number of EOA stakeholders capacitated stakeholders. ii. Identify EOA existing networks. iii. Identify gaps among EOA stakeholders‟ networks. iv. Build capacity among EOA stakeholders. v. Share available initiatives or experience. vi. Identify the roles and responsibilities of each stakeholder within the networks. vii. Set governing bylaws Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors Networking among EOA stakeholder s promoted by 2030 Number of networks promoted. Type of promotion materials developed and disseminated. Number of i. Develop promotion materials on knowledge and technology development, solicitation of funds and market access. ii. Identify existing opportunities among stakeholders within networks. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 91 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 promotion materials developed and disseminated. Business model developed and disseminated iii. Develop and disseminate a business model for tapping the identified opportunities. iv. Pursue developed business model and contents to promote the relationship among EOA stakeholders within the networks. Networking among EOA stakeholders coordinated by 2030 Number of networks coordinated Strengthen the EOA coordination unit within the Ministry of Agriculture Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Enhance coordination among EOA stakeholders within their network such as AWG, Other Non-State Actors SI.4.2 National and International stakeholder forums/workshops/conferences for sharing information of EOA strengthened, supported and promoted. NEOAS 2023-2030 92 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 At least one conference/f orum/works hop conducted annually Number of conferences /forums /workshops organized and conducted i. Organize and conduct conference/forum/work ii. Mainstream EOA commemoration in the National Farmers exhibition (NaneNane) and international (World Food Day) Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO5: Ensure compliance of standards and certification of OA products at affordable cost SI.5.1 National OA products standard aligned and benchmarked with international standards developed and promoted. East African standards and label promoted and utilized in regional markets. i. Promotion of East African organic standards and label Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish a national certification and labelling for PGS utilizing existing EOA organizations as certifiers Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 iii. Support utilization of East African Organic Standards, Certification, and labelling. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 93 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 Partnership with private certifiers to gain access to global markets i. Strategic partnerships with private certifiers to achieve frontrunner status on third-party organic grower group certification and gain access to global markets, also for smallholder farmers. ii. Training program by certifiers for grower groups to give smallholders access to regional and global markets. iii. Accelerate smallholder access to affordable third-party organic certification via upscaled training and coordination of efforts for certification via grower groups Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 94 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 EOA PGS quality mark/seal established by 2030. EOA PGS mark/seal available and used i. Develop a national organic mark/seal for EOA PGS, ii. Develop EOA PGS certification system via EOA organization. iii. Expand training & standards for EOA Participatory Guarantee Systems to increase access to affordable certification for smallholder organic and agro-ecological farmers selling on local and regional markets. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.5.2 Capacity of OA value chain actors on compliance of standards and certification of products enhanced. 1,000,000 OA value chain actors capacitated by 2030 Need assessment conducted i. Conduct capacity needs assessment for value chain actors Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 95 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 1,000,000 value chain actors capacitated ii. Provide support to value chain actors based on the identified needs and priorities 1,000,000 OA value chain actors certified by 2030 Number of OA value chain actors certified in PGS and ICS i. Facilitate certification of OA value chain actors in PGS and ICS ii. Monitor compliance on the OA standards. Government unit/departm ent for EOA coordination strengthened Department/unit has capacity to regulate certification iii. Build the capacity of EOA coordination unit to regulate certification Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO6: Facilitate development of EOA value chains SI.6.1 Capacity of EOA producers and processors on production techniques and quality compliance strengthened 1,000,000 EOA producers and processors capacitated by 2030 Number of producers and processors capacitated Number of physical and i. Conduct value chain analysis for EOA commodities to select priority value chains Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Train producers and processors on production, processing and 2023/24-2029/30 NEOAS 2023-2030 96 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 online hubs established packaging techniques and compliance (certification, tax, standards) iii. Establish investment schemes for EOA producers and processors towards markets 2023/24-2029/30 iv. Construct processing and packaging physical and online hubs 2023/24-2029/30 SI.6.2 Out-grower models of EOA crops, livestock and aquaculture producers and processors to enhance economies of scale in trading and certification process strengthened. 3 out grower model sustainability operating in EOA value chains Number of functioning out grower models i. Identify and catalogue available out-grower opportunities Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Train EOA producers and processors for better capability towards out- grower trade negotiations 2023/24-2029/30 NEOAS 2023-2030 97 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 iii. Connect producers and processors to private sector supporting entities for accessing tailor-made services of loans, charges and auctions. 2023/24-2029/30 SI.6.3 Cooperatives and associations’ competitiveness and capacity for profitable business engagement in the value chain enhanced and strengthened 500 cooperative s and associations strengthene d by 2030 Number of cooperatives and associations capacitated i. Conduct capacity need assessment to strengthen market for cooperatives and associations‟ products Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Capacitate cooperatives and associations (human resource, infrastructure and capital) to better address EOA markets 2023/24-2029/30 SI.6.4 OA farmers supported with affordable certification cost 1,000,0000 farmers supported Number of farmers Number of OA i. Conduct SWOC analysis on available certification mechanisms Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, 2023/24-2029/30 NEOAS 2023-2030 98 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 by 2030 standards and certification Institutes capacitated farmers, DPs and Donors 30% of certification cost reduced 2030 Percentage of certification cost reduced ii. Develop capacity for local OA standards and certification institutes to align with international recognized standards and certification requirements 2023/24-2029/30 iii. Connect producers and processors to financial institution through setting customized schemes to attain required standards and certification requirements 2023/24-2029/30 SO7: Strengthening environmental conservation using Ecosystem-based Adaptation and Nature-based Solution. SI.7.1 Ecosystem-based Adaptation and Nature-based Solution enhanced. NEOAS 2023-2030 99 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 20 Ecosystem- based Adaptation and Nature- based Solution enhanced by 2030 Number of Ecosystem-based Adaptation and Nature-based Solution i. Identify and document appropriate Ecosystem- based Adaptation and Nature-based Solution ii. Facilitate improvement of the Ecosystem-based Adaptation and Nature- based Solution to be adopted by the practitioners along the EOA value chain through training Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.7.2 Ecosystem-based Adaptation and Nature-based Solution upscaled in different communities. NEOAS 2023-2030 100 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 20 Ecosystem- based Adaptation and Nature- based Solution up scaled by 2030 Number of Ecosystem-based Adaptation and Nature-based Solution i. Identify and document appropriate Ecosystem- based Adaptation and Nature-based Solution ii. Identify and map areas iii. for upscaling Ecosystem- based Adaptation and Nature-based Solution iv. Conduct training to farmers on the Ecosystem-based Adaptation and Nature- based Solution in the new areas v. Sensitize practice of identified Ecosystem- based Adaptation and Nature-based Solution to practitioners along the EOA value chain Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 101 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 SO8: Mainstream cross-cutting issues in EOA sub-sector SI.8.1 Capacity building to youth, women, and people with disabilities along the EOA value chain provided and strengthened 2,000,000 youth empowered by 2030 Number of youths i. Identify targeted youths Government and Agencies, Academic and research institutions, NGOs, 2023/24-2029/30 ii. Conduct need iii. assessment iv. Develop tailor-made programs for youths‟ groups CBOs, CSOs, private sector, farmers, DPs and Donors v. Provide support to youths engaged in tailor-made programs. 3,000,000 women empowered by 2030 Number of women i. Identify targeted women Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Conduct need assessment iii. Develop tailor-made programs for women‟ groups iv. Provide support to women engaged in tailor- NEOAS 2023-2030 102 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 made programs 500,000 people with disabilities empowered by 2030 Number of people with disabilities i. Identify people with disabilities ii. Conduct need assessment iii. Develop tailor-made programs for people with disabilities iv. Provide support to people with disabilities engaged in tailor-made programs Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.8.2 Sensitization/awareness on gender mainstreaming, HIV/AIDS and COVID-19 in the EOA subsector created and promoted; 3,000,000 actors aware of HIV/AIDS and COVID- 19 consequenc es by 2030 Number of actors i. Prepare and disseminate HIV/AIDS and Covid-19 publications Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 103 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 Awareness Campaigns conducted by 2030 Number of campaigns ii. Organize awareness campaigns on gender issues, HIV/AIDS and Covid-19 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.8.3 Environmental and social safeguards and utilization of natural resources on EOA interventions mainstreamed; 100 Institutions practicing environment al conservatio ns by 2030 Number of institutions i. Identify institutions relevant to EOA and create awareness of environmentally friendly conservation practices Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Support institutions to develop and implement institutional environmental smart management plans 500,000 stakeholder s trained on rational allocation and utilization of natural Number of stakeholders i. Identify stakeholders ii. Undertake training on rational allocation and utilization of natural resources iii. Advocate use alternative energy resources (renewable and non- 2023/24-2029/30 NEOAS 2023-2030 104 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 resources by 2030 renewable energy) SI.8.4 Nutrition and value addition interventions on EOA mainstreamed. 500,000 households trained on nutrition and value addition in EOA products Number of households i. Conduct need assessment Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Provide nutrition education to households 500,000 households capacitated on viable value addition technologies Number of households capacitated i. Identify households to be supported ii. Provide support to households on viable value-addition technologies Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO9: Facilitate acquisition and accessibility of financial resources for EOA investment SI.9.1 Financial products to facilitate EOA activities established Five effective Number of effective financial i. Identify the existing financial products in each of the agro Government and Agencies, Financial Institutions, Academic and 2023/24-2029/30 NEOAS 2023-2030 105 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 financial products in each of the agro ecological zones developed by 2030 products ecological zone ii. Support development of new effective financial products research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors iii. Advocate for establishment of conducive environment to support development of effective financial products SI.9.2 EOA activities through knowledge on financial access and management supported. 1,000,000 stakeholder s acquired knowledge on financial access and managemen t by 2030 Number of stakeholders i. Identify stakeholders to be supported ii. Conduct need assessment iii. Facilitate trainings on financial access and management to EOA stakeholders Government and Agencies, Financial Institutions, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 106 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 iv. Prepare and disseminate financial management materials to stakeholders v. Promote community saving and lending schemes SI.9.3 EOA Fund to strengthen and sustain capacity building to farmers established Fund established by 2030 Availability of fund i. Form stakeholders‟ committee for coordinating Fund establishment Government and Agencies, Financial Institutions, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Sensitize EOA stakeholders to establish EOA Fund iii. Mobilize funds from stakeholders SI.9.4 Private sector engaging in financial investment of EOA activities strengthened 500,000 private companies/i ndividuals engaged by Number of private companies/individ uals i. Identify Private Companies engaging in EOA activities ii. Conduct need assessment Government and Agencies, Financial Institutions, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 107 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 2030 iii. Facilitate workshops and trainings on EOA to Private Companies and Individuals SI.9.5 EOA co-operative services to farmers strengthened. 3,000,000 farmers reached by 2030 Number of farmers i. Identify cooperatives needs for capacity building ii. Establish farmers‟ cooperatives iii. Facilitate training on EOA to farmers in cooperatives Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 500 cooperative s strengthene d Number of cooperatives i. Train cooperative leaders on good governance, financial management and marketing ii. Train cooperatives members on their rights and responsibilities iii. Support and link cooperatives to access funds Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO10: Facilitate development and use of irrigation infrastructure in EOA production systems SI.10.1. Available water sources suitable for EOA production established. NEOAS 2023-2030 108 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 Supplement ary water requirement s for 10 different EOA farming systems established by 2030 Number of EOA farming systems with known water requirement for irrigation i. Conduct analysis on crop water demand for major crops in EOA farming systems Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Undertake soil water analysis in EOA farms iii. Analyze rainfall characteristics in EOA farming areas SI.10.2. Suitable irrigation systems for EOA established Five types of suitable irrigation systems established by 2030 Number of irrigation systems i. Identify different types of water sources for irrigation in EOA farms ii. Identify irrigation technologies suitable for each particular EOA farming system, based on available source of water and cost benefit analysis iii. Mobilize funds for irrigation systems Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.10.3 Use and management of irrigation systems for EOA production promoted NEOAS 2023-2030 109 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 1,000,000 farmers practicing EOA using irrigation to supplement water requirement s by 2030 Number of farmers i. Identify water user groups ii. Train farmers on water management practices iii. Formulate water use by laws governing water usage Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.10.4 Sustainable use of water and agricultural land under EOA well managed. 200 water user groups established under EOA by 2030 Number of farmer groups i. Sensitize formulation of farmers irrigation associations ii. Train farmers on water and land management skills Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO11: Enhance availability, accessibility and utilization of land for EOA SI.11.1 Enabling land availability, accessibility and utilization for EOA established. Enabling environment for land availability Existing workable systems for land availability and access i. Orient Land use planning authorities to delineate on EOA ii. Build the capacity of Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 110 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 and access ensured in each of the EOA agro- ecological zones by 2030 PLUM team, village council, Village land use conflict resolution organs and communities and other stakeholders on EOA iii. Identify existing forms of land access iv. Reinforce and operationalize village land use management organs v. Train Village Leaders, VAC, VLUMC Committee, VLC members, Influential leaders on land rights vi. Create awareness to the communities on land rights vii. Facilitate meetings at district level NEOAS 2023-2030 111 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 1,000,000 acres accessed and utilized on EOA activities by 2030 Number of acres i. Integrate EOA into village land use plan ii. Facilitate provision of CCRO Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Utilization of government owned farmland for EOA demonstrati on/ training farms improved Plan for utilization of government owned farmland for EOA demonstration/ training farms and for making land available for landless young, disabled and female EOA farmers. Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.11.2 EOA land assessment and clusters established and supported.. 100 EOA clusters established by 2030 Number of clusters i. Identify and demarcate EOA lands ii. Identify and select suitable area for EOA iii. Allocate and demarcate land in clusters for EOA Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.11.3 Effective/detailed land use plans for EOA established. NEOAS 2023-2030 112 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 Land use plans in areas practicing EOA in place by 2030 Number of locations equipped with land use plans i. Conduct detail village land use plans ii. Enforce land use plans iii. Support land use management iv. Support youth, women and special groups to access and or own EOA land Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.11.4 Regulations that minimizes conflicts on land use among actors established Regulations to minimize conflicts in place by 2030 Written regulations in place i. Facilitate village meetings to develop bylaws relating to EOA ii. Develop by laws to enforce land use plan iii. Support land organs to supervise enforcement of bylaws Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO12: Increase the business and trade volumes of EOA products in the national, regional and international markets SI.12:1. Support initiatives of local market for EOA products 100 markets for EOA products Number of EOA markets developed i. Conduct market analysis ii. Reform marketing systems Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, 2023/24-2029/30 NEOAS 2023-2030 113 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 developed and strengthene d iii. Capacitate EOA value chain actors to meet analyzed market demands. iv. Facilitate development and strengthen market for EOA by 2030 farmers, DPs and Donors SI.12:2 Build market development capacities in EOA subsector organizations. Strategy in place for multi- pronged market developmen t at local, national and global level Establishme nt of EOA Market Developme nt Fund 1,000,000 Number of producers linked i. Invest in EOA organizations capacity in market development, establishing a unified EOA Market Team tasked with developing and implementing a multi-pronged strategy for EOA market development. ii. Pursue establishment of a government- or donor administered EOA Market Development Fund that can finance market development Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 114 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 producers linked to existing and potential markets by 2030 and market access efforts. iii. Market awareness campaigns on national market. iv. Facilitate producers to be linked to existing and potential market by 2030. v. Expand training and assistance in EOA supply-chain development and EOA entrepreneurship, with special focus on women and youth. vi. Facilitate producers to be linked to existing and potential market by 2030 Strategy, goals, and mandates for use of EOA i. Develop Strategy, goals, and mandates for use of EOA products in public procurement, requiring EOA products in NEOAS 2023-2030 115 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 products in public procuremen t. 75% of all public procuremen t from EOA producers in 2030. hospitals, universities, schools, public administration, and military canteens, and supporting supply chain collaboration on delivery of EOA products to these public institutions, preferably from local areas. Create lighthouse cases and expand best practices. Market information accessible to EOA stakeholder s by 2030 Number of stakeholders accessing Market information. i. Identify existing market information system ii. Support existing market information system iii. Facilitate accessibility of market information to EOA stakeholders Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.12.3 Coordinate export promotions and accelerate investment and trade to tap local, regional and international market opportunities 500,000 investors participating Number of investors on EOA i. Facilitate investment forums. ii. Develop policies and Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, 2023/24-2029/30 NEOAS 2023-2030 116 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 in local and international market by 2030 regulations that favor investment and trade. iii. Facilitate supportive function of Private Sector Desks iv. Align OA products with TMX. v. Support initiatives for local markets for EOA product farmers, DPs and Donors SI.12.4 Develop products to suite local and external market requirements List of products that suit local and external markets developed by 2030 Availability of products required in the markets i. Develop a database of products that suit local and external market ii. Conduct Laboratory test for the products to confirm product compositions and issue appropriate certificates iii. Facilitate compliance to institutes responsible for product analysis and certification iv. Set product standards Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 117 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 requirements v. Facilitate quality packaging and branding of products List of market requirement s for EOA products Gazetted requirements for EOA markets Identify market requirement for EOA product Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.12.5 Tax reforms to harness trade advantages related to EOA products advocated Relevant taxes to reflects special consideratio n of EOA reviewed by 2030 Gazetted tax review in favour of EOA i. Identify types of taxes charged ii. Identify agencies responsible for taxation iii. Conduct training and meetings with stakeholders on taxation laws iv. Review taxation system EOA products along the value chains (processing machineries, import duties, packaging materials, ) Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 118 TARGET PERFORMANCE INDICATOR ACTIVITIES RESPONSIBLE INSTITUTIONS/ORGANIZATION Time frame 2023/24 -2029/30 v. Facilitate tax reforms related to EOA product by 2025 vi. Train tax payers for tax compliance vii. Identify challenges facing tax payers NEOAS 2023-2030 119 5.6 Sustainability Strategy The EOA strategy is attached to the existing national, regional and continental needs and priorities. This institutionalisation and mainstreaming of EOA into policies, programmes and frameworks create a natural sustainability strategy as these structures will outlive the individual projects to be implemented. The various existing and new continental and national organic and ecological institutions and Networks like TOAM, NOARA, NOAMs, IFOAM, FARA, AfrONet and other NGOs with EOA leaned visions and missions will continue to promote the EOA concept and initiatives and therefore including them from the EOA inception was vital. The strategy will be to mobilise as many of these networks and institutions in the country for buy- in and maintain interest and support for the EOA concept. Financial sustainability of EOA which currently relies heavily on external funding will depend on the success of the implementation of the „Malabo declaration‟. The strategies for EOA would be threefold:  National financing: To closely monitor and ensure at least 10% of the national budgetary resources is allocated to agriculture and rural development and rationally elaborates the proportion allocated for promoting EOA initiatives in terms of research and product development.  International donors: Presentation of NEOAS for the community of donor nations that prioritize agroecology, where donor nations are encouraged to support specific priority initiatives in the NEOAS and participate in a coordinated, longer-term financing for development of the ecological organic subsector in Tanzania. As member of the UN Agroecology Coalition, Tanzania can seek to secure support from this community of practice and donors for implementation of the NEOAS.  Market actors: To initiate a comprehensive market development, communication and product differentiation strategy in markets for EOA farm inputs and products creating strong value propositions and an economically robust ecological organic food sector capable of financing sector development activities in the future This will ensure self-sufficiency of EOA in a self-regulating market with benefits reaching the farmers. NEOAS 2023-2030 120 5.7 Resource Mobilization and Funding Arrangements This strategy needs funds for implementation to become substantial for community development and sustainability. This will require commitments from: Government through budget allocations based on the Maputo Declaration i.e., 10% of annual national budgets; DPs through both basket funding and direct project/programme support; Private Sector actors, including NGO, Business companies and farmers. Other source of fund includes,  Tap into Ecotourism- by providing tourism services like taking visitors to visit tourist attractions that include a contribution to local EOA development in the fee. Or even providing tours / visits to competent local EOA producers, processors, and markets. This will facilitate buffer zones as well as the creation of the GMO-free areas in Africa.  Fees from organized events i.e., farmers‟ markets, EOA dinners, Organic food days, localized conferences to link to markets could be used to fund some EOA initiatives.  Profiling of EOA champions and using their influence to help in fundraising,.  Raising funds from the Certification/PGS of Africa organic produce. 5.7.1 The Funding Area: To implement this Strategic plan successfully, the collected funds should cover the following budget areas; 1. Research, Technology Development and Dissemination The budget under research shall mainly cover inventory of on-going research in all EOA aspects such as inputs, technologies, marketing, building capacity of researchers, establishing, and strengthening inter and intra collaborative linkages between mainstream agricultural research and organic agriculture institutions. 2. Ecological organic agriculture education and training Budget under education and training shall mainly cover integration of ecological organic farming into education curricula at all levels of education along the value chain actors; supporting training institutions with organic farming materials, methodologies, and infrastructure; and supporting in-service training of agriculture extension agents. NEOAS 2023-2030 121 3. EOA Technological support The budget under EOA technology support shall cover establishment of genetic resource management systems; soil fertility and ecosystems management; rural and infrastructure development; mobilizing alternative rural finance; and certification/quality control. 4. Post-harvest handling, storage and value addition Budget under post-harvest and value addition shall mainly cover making available and affordable appropriate agricultural technologies that are scientifically-based for post-harvest handling, storage and value addition. 5. Standards, Certification and Accreditation The budget under standards and certification shall cover awareness creation, establishment and implementation of a certification system for production, processing, transportation and marketing of organic products and enforcement of the organic agriculture standards. 6. Sustainable use of Natural Resources and Conservation of Indigenous Knowledge The budget under sustainable use of natural resources shall cover initiatives that ensure sustainable use of natural resources for current and the future generations. NEOAS 2023-2030 122 CHAPTER SIX MONITORING, EVALUATION AND LEARNING NEOAS 2023-2030 123 CHAPTER SIX MONITORING, EVALUATION AND LEARNING 6.0 Overview The chapter describes the tracking of implementation of the planned interventions and subsequently takes corrective measures on the implementation strategy. In achieving the process of Monitoring, Evaluation and learning this chapter gives directions and description on Result framework, M&E Arrangements, Risks and Uncertainties, Reporting Management and Reporting Plan. NEOAS 2023-2030 124 6.1 Result Framework The result framework of NEOAS is as shown in Table 3. Table 3: Result Framework Matrix Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 SO1: Enhance capacity of institutions for research, training, and extension systems in developing and disseminating appropriate EOA technologies and practices. Develop multi- disciplinary research, training and extension approaches and initiatives in support of EOA 100 institutions with EOA interventions reached by 2030 Number of institutions with EOA interventions Baseline report, Annual Progress Reports, Administrative Records 2023 30 5 10 10 10 10 10 10 5 Leading: TOAM, TARI, MATI and PATI Others: SUA Disseminate more EOA information and knowledge needed by value chain 500 service providers identified and commissione d to disseminate Number of service providers Annual Progress Reports, Administrative Records 2023 100 30 40 50 600 60 60 60 40 Leading: TOAM LGA Others: Green cert Ltd, ARIs, SUA, Media NEOAS 2023-2030 125 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 actors through demand- driven, multi- disciplinary, gender sensitive, and participatory research. ICE materials to farmers by 2030 1,000,000 Information Communicati on and Education materials prepared, printed and disseminate d by 2030 Number of ICE materials Annual Progress Reports, Administrative Records 2023 1 8 0 ,0 0 0 1 0 0 ,0 0 0 1 1 0 ,0 0 0 1 0 0 ,0 0 0 1 1 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Leading: TOAM Others: GreenCert, Academic Institutions 3,000,000 Farmers received and gain knowledge on EOA Practices by 2030 Number of farmers practicing Annual Progress Reports, Training Reports 2023 1 ,0 0 0 ,0 0 0 1 0 0 ,0 0 0 2 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 2 0 0 ,0 0 0 Leading: TOAM Others: Green Cert SAT NEOAS 2023-2030 126 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Conduct need based EOA training to stakeholders to improve production and enhance markets. 1,000,000 Stakeholders reached by 2030 Number of stakeholders Number of trainings Annual Progress Report, Training Reports 2023 5 0 0 ,0 0 0 1 0 0 0 ,0 0 0 1 5 0 ,0 0 0 2 0 0 ,0 0 0 4 0 0 ,0 0 0 4 0 0 ,0 0 0 2 0 0 ,0 0 0 1 5 0 ,0 0 0 1 0 0 ,0 0 0 Leading: TOAM LGAs Others: Academic Institutions, SHIWAKUT A, IDP, MVIWATA, SUA SAT Green Cert Validate and harmonize EOA different research initiatives conducted by various institutions 200 EOA research initiatives validated and harmonized by 2030 Number EOA initiatives Annual Progress Report, Administrative Records 2023 30 15 20 20 25 25 25 20 20 Leading: SUA Nelson Mandela University Others: Research Institutions Extension services on EOA to farmers strengthened 10,000 extension officers capacitated on EOA by 2030 Number of extension officers Annual Progress Report, Training Reports 2023 2 0 0 1 0 0 ,0 1 2 0 ,0 1 3 0 ,0 1 4 0 ,0 1 4 0 ,0 1 4 0 ,0 1 1 0 ,0 1 0 0 ,0 Leading: PO-RALG CSOs Others: RSs, Town/Distri ct Councils NEOAS 2023-2030 127 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 3,000,000 farmers reached by 2030 Number of farmers Annual Progress Report, Administrative Records 2023 2 0 0 ,0 0 0 Leading: PO-RALG Others: RSs, Town/Distri ct Councils Research institutions capacitated to carry out EOA researches 50 research institutions capacitated by 2030 Number of research institutions Annual Progress Report, Administrative Records 2023 10 5 5 5 5 5 5 5 5 Leading: SUA Others: Research Institutions EOA demonstratio n plots/farms developed and implemented . 1,000 EOA demonstratio n farms developed and implemented by 2030 Number of demonstration farms Number of farmers practicing EOA Annual Progress Report, Administrative Records 2023 1 0 0 8 0 1 0 0 1 2 0 1 3 0 1 3 0 1 2 0 1 2 0 1 0 0 Leading: PO-RALG Research Institutions Others: RSs, Private sectors, Town/Distri ct Councils NEOAS 2023-2030 128 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 SO2: Promote availability and accessibility of EOA inputs and appropriate farm machineries (tools, equipment and implements) Production, supply and use of EOA inputs and machinery promoted. 50 factories or plants (small, medium and large) producing EOA inputs by 2030 Number of factories or plants Survey Report, Annual sales reports 2023 10 Leading: SIDO CARMATE C, TIRDO, Others: Input producers and suppliers. Agro Dealers, agents and traders Quantity of EOA inputs supplied to farmers by 2030 Quantity of EOA inputs supplied Survey Report, Survey TBD Leading: SIDO Others: Input producers and suppliers. Agro Dealers, agents and traders NEOAS 2023-2030 129 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Strengthen EOA breed/fingerli ngs/seed/ systems 200 Institutions/as sociations (crops/livestoc k/fisheries) strengthened by 2030 Number of institutions/asso ciations Annual Progress Report, Administrative Records 2023 5 20 20 30 30 30 25 20 20 Leading: TARI Others: LITA, TAFIRI Farmers‟ cooperative s/ groups 500 Farmer groups strengthened by 2030 Number of farmer groups Annual Progress Report, Administrative Records 2023 50 50 50 60 60 60 70 50 50 Leading: TCDC LGAs, CSOs Others: Farmers‟ cooperative s/ groups Institution capacities (public and private) engaging in EOA inputs 200 institutions engaging in EOA strengthened by 2030 Number of institutions Annual Progress Report, Administrative Records 2023 30 10 20 30 30 30 20 20 10 Leading: SUA, SIDO CARMATE C, TIRDO NEOAS 2023-2030 130 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 and machinery strengthened . Others: Research Institutions Appropriate use of EOA inputs advocated and promoted 1,000,000 farmers use EOA inputs appropriate by 2030 Number of farmers Types of inputs Annual Progress Report, Administrative Records 2023 2 5 0 ,0 0 0 7 5 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 7 5 0 ,0 0 0 Leading: PO-RALG, TOAM, CSOs Others: RSs, Town/Distri ct Councils Collection and conservation of Germplasm promoted. 1,000 accessions collected and conserved through gene bank and community seed bank by 2030 Number of accessions Annual Progress Report, Administrative Records 2023 1 0 0 1 0 0 1 0 0 1 0 0 1 5 0 1 5 0 1 0 0 1 0 0 1 0 0 Leading: PO-RALG, TABIO, TPHPA, SUA, World Vegetables Centre Others: RSs, Town/Distri ct Councils NEOAS 2023-2030 131 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 100 community seed banks established by 2030 Number of community seed banks Survey Report, Survey 2023 10 10 10 10 15 15 10 10 10 Leading: PO-RALG TABIO, TPHPA, SUA, World Vegetables Centre Others: RSs, Town/Distri ct Councils Use of appropriate Agricultural mechanizati on technologies in EOA production promoted. 1,000,000 farmers using appropriate Agricultural mechanizati on technologies by 2030 Number of farmers Survey Report, Survey 2023 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 1 0 ,0 0 0 1 2 0 ,0 0 0 1 2 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Leading: PO-RALG CARMATE C, CSOs, TIRDO, NGOs, SIDO Others: RSs, Town/Distri ct Councils NEOAS 2023-2030 132 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 20 appropriate agricultural mechanizati on technologies promoted by 2030 Number of technologies Survey Report, Survey 2023 5 1 2 2 2 2 2 2 2 Leading: MoA Others: CAMARTE C, TARI SIDO Research Institutions S03: Strengthening Information and Communication Technologies (ICT) system for dissemination of appropriate EOA information. Enabling environment such as regulatory framework and uptake of ICT solutions that respond to the needs of smallholder farmers and other stakeholders in the EOA value chains 10 EOA information and communicati on platforms enhanced and promoted by 2030 Number of platforms Annual Progress Report, Administrative Records 2023 3 0 1 1 1 1 1 1 1 Leading: MoA, FAO, Other: TOAM One (1) EOA information and communicati on systems established Number of systems Annual Progress Report, Administrative Records 2023 0 1 0 0 0 0 0 0 0 Leading: MoA, NEOAS 2023-2030 133 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 enhanced and promoted. by 2030 Other: TOAM Awareness of EOA value chain actors of potential ICT-based solutions and their prospective added value enhanced 5,000,000 actors reached by 2030 Number of actors Annual Progress Report, Administrative Records 2023 9 6 5 ,5 0 0 5 0 0 ,0 0 0 5 0 0 ,0 0 0 5 0 0 ,0 0 0 5 2 0 ,0 0 0 5 1 5 ,0 0 0 5 0 0 ,0 0 0 5 0 0 ,0 0 0 5 0 0 ,0 0 0 Leading: MoA, MNOs, NGOs, CSOs, LGAs Other: TOAM 5 ICT based solutions available by 2030 Number of ICT solutions Annual Progress Report, Administrative Records 2023 2 0 1 0 1 0 0 1 0 Leading: MoA, Other: TOAM SO4: Strengthening networking, capacity in EOA sub-sector organizations and institutional coordination framework Networking among EOA stakeholders strengthened , promoted and coordinated for 100 Institutions strengthened for knowledge and technology Number of institutions Annual Progress Report, Administrative Records 2023 60 3 4 5 6 6 6 5 5 Leading: SUA Nelson Mandela University NEOAS 2023-2030 134 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 knowledge and technology development , solicitation of funding opportunities as well as market access. development by 2030 Others: TARI, LITA, TOAM Networking among EOA stakeholders strengthened , promoted and coordinated for knowledge and technology development , solicitation of funding opportunities as well as market Networking among EOA stakeholders strengthened by 2030 Number of EOA stakeholders identified Annual Progress Report, Administrative Records TBD Leading: TOAM MoA NEOAS 2023-2030 135 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 access. Number of EOA stakeholders capacitated Annual Progress Report, Training Reports TBD Leading: SUA TOAM Others: Academic Institutions Well-functioning stakeholders‟ networks Annual Progress Report, Administrative Records TBD Leading: TOAM 250 solicitation of funding opportunities and coordination of EOA activities by 2030 Amount of funding solicited and activities executed Annual Progress Report, Administrative Records TBD Leading: MoA Others: TOAM NEOAS 2023-2030 136 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 500 EOA stakeholders linked and coordinated for market access by 2030 Number of stakeholders coordinated for market access Annual Progress Report, Administrative Records 2023 80 60 70 90 90 90 80 80 80 Leading: MoA TANTRAD E, TAHA Others: TOAM National and International stakeholder‟s forums/works hops/conferen ces for sharing information of EOA strengthened, supported and promoted. At least one conference/f orum/worksh op conducted annually Number of conference/foru m/workshops Number of reports/proceedi ngs Annual Progress Report, Administrative Records 2023 1 1 1 1 1 1 1 1 1 Leading: MoA SWISSAID Others: TOAM Networking among EOA stakeholders promoted by 2030 Number of networks promoted Annual Progress Report, Administrative Records TBD Leading: MoA Biovison, SAT Others: NEOAS 2023-2030 137 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 TOAM Type of promotion materials developed and disseminated Annual Progress Report, Administrative Records TBD MoA, TOAM, SAT, SWISSAID IDP Number of promotion materials developed and disseminated Annual Progress Report, Administrative Records TBD MoA and TOAM Business model developed and disseminated Annual Progress Report, Administrative Records TBD SAT, ADP SWISSAID Networking among EOA stakeholders coordinated by 2030 Number of networks coordinated Annual Progress Report, Administrative Records TBD Leading: MoA Others: TOAM NEOAS 2023-2030 138 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 SO5: Ensure compliance of standards and certification of OA products at affordable cost National EOA products standard aligned and benchmarke d with international standards developed and promoted. National EOA Standards developed by 2030 EOA standards in place Annual Progress Report, Administrative Records 2023 0 1 0 0 0 0 1 0 0 Leading: MoA TBS Others: Green Cert, TOAM EOA quality mark/seal established by 2030 EOA mark available and used Annual Progress Report, Administrative Records 2023 0 0 0 1 0 0 0 0 0 Leading: MoA TBS Others: Green Cert, TOAM Inspection and verification systems strengthened Establish domestic certifying bodies for inspection, Green Cert, Control Union TOSCI and other public institute to be esyablished NEOAS 2023-2030 139 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 verification and certification. Capacity of OA value chain actors on compliance of standards and certification of products enhanced. 1,000,000 OA value chain actors capacitated by 2030 Number of OA value chain actors capacitated Survey Report, Survey 2023 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Leading: SUA Others: Academic/ Research Institutions, Stakeholde rs, DPs Green Cert and Control Union 1,000,000 OA value chain actors certified by 2030 Number of OA value chain actors certified Survey Report, Survey 2023 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Leading: MoA Others: Green Cert, Certification Agencies SO6: Facilitate development of EOA value chains NEOAS 2023-2030 140 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Capacity of EOA producers and processors on production techniques and quality compliance strengthened . 1,000,000 EOA producers and processors capacitated by 2030 Number of producers and processors capacitated Annual Progress Report, Administrative Records 2023 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Leading: SUA SAT Others: Green Cert, Academic/ Research Institutions, Stakeholde rs, DPs Out-grower models of EOA producers and processors to enhance economies of scale in trading and certification process strengthened . 3 out grower model sustainably operating in EO subsector value chains by 2030 Number of functioning out grower models Annual Progress Report, Administrative Records 2023 1 0 1 0 0 0 1 0 0 Leading: MoA Others: TOAM Green Cert Cooperative s and associations‟ 500 Cooperative s and Number of cooperatives and associations Annual Progress Report, Administrative 2023 80 50 50 50 60 60 50 50 50 Leading: TCDC LGAs NEOAS 2023-2030 141 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 competitiven ess and capacity for profitable business engagement in the value chain enhanced and strengthened associations strengthened by 2030 capacitated Records CSOs OA farmers supported with affordable certification cost 1,000,000 farmers supported by 2030 Number of farmers Number of OA Standards and certification Institutes capacitated Survey Report, Survey TBD Leading: MoA Others: Certification Agencies Green Cert SO7: Strengthening environmental conservation using Ecosystem-based Adaptation and Nature-based Solution. Ecosystem based adaptation and Nature based solutions enhanced 20 Ecosystem based adaptation and Nature based solutions Number of Ecosystem based adaptation and Nature based solutions Annual Progress Report, Administrative Records 2023 5 1 2 2 2 2 2 2 2 Leading: MoA Others: MLF, PELUM NEOAS 2023-2030 142 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 enhanced by 2030 practices Ecosystem based adaptation and Nature based solutions up scaled in different societies. 20 Ecosystem based adaptation and Nature based solutions up scaled by 2030 Number of Ecosystem based adaptation and Nature based solutions practices Annual Progress Report, Administrative Records 2023 5 1 2 2 2 2 2 2 2 Leading: MoA Others: MLF, PELUM SO8: Mainstream cross-cutting issues in EOA sub-sector Capacity building to youth, women, and people with disabilities along the EOA value chain provided and strengthened 2,000,000 youth empowered by 2030 Number of youths Survey Report, Survey 2023 1 3 0 ,0 0 0 1 0 0 ,0 0 0 1 5 0 ,0 0 0 2 0 0 ,0 0 0 2 5 0 ,0 0 0 2 5 0 ,0 0 0 2 5 0 ,0 0 0 2 0 ,0 0 0 2 0 0 ,0 0 0 Leading: MoA Academic Institutions, Stakeholde rs, DPs NEOAS 2023-2030 143 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 3,000,000 women empowered by 2030 Number of women Survey Report, Survey 2023 5 0 0 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 3 5 ,0 0 0 3 5 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 Leading: MoA Academic Institutions, Stakeholde rs, DPs 500,000 people with disabilities empowered by 2030 Number of people with disabilities Survey Report, Survey TBD Leading: MoA Academic Institutions, Stakeholde rs, DPs Sensitization / awareness on Marburg Virus, HIV/AIDS and COVID- 19 in the EOA subsector created and promoted 3,000,000 actors aware of HIV/AIDS and COVID- 19 consequenc es by 2030 Number of actors National health reports Annual Progress Report, Administrative Records TBD Leading: MoH Awareness Campaigns conducted by 2030 Number of campaigns Annual Progress Report, Administrative Records TBD Leading: MoH NEOAS 2023-2030 144 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Environment al Conservatio ns and rational utilization of natural resources on EOA interventions mainstreame d 100 Institutions practicing environment al conservation s by 2030 Number of institutions Survey Report, Survey 2023 30 5 10 10 10 10 10 10 5 Leading: MoA Others: PELUM, SAT NEMC 500,000 stakeholders trained on rational allocation and utilization of natural resources by 2030 Number of stakeholders Survey Report/ Training Reports, Survey 2023 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 1 ,0 0 0 6 1 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 Leading: MoA Others: SUA, Academic Institutions NEOAS 2023-2030 145 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Nutrition and value addition interventions on EOA mainstreamed 500,000 trained on nutrition and value addition in EOA products by 2030 Number of trainings Survey Report/ Training Reports, Survey 2023 50,00 0 5 0 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 5 5 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 5 0 ,0 0 0 Leading: TNFC Others: MoA 500,000 incapacitate d on viable value addition technologies by 2030 Number of trained Number of technologies Annual Progress Report, Training Reports, Administrative Records 2023 20,00 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 6 0 ,0 0 0 Leading: MoA Others: SUA, Research Institutions SO9: Facilitate acquisition and accessibility of financial resources for EOA investment Financial schemes to facilitate EOA activities established. Five effective financial schemes in each of the agro ecological zones developed Number of effective financial schemes Survey Reports 2023 1 0 1 0 0 0 0 0 0 Financial Institutions NEOAS 2023-2030 146 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 by 2030 User friendly loan access regulations in the financial schemes established by 2030 Set of user- friendly regulations Survey Report, Survey TBD Financial Institutions EOA activities through knowledge on financial access and management supported 1,000,000 stakeholders acquired knowledge on financial access and management by 2030 Number of stakeholders Annual Progress Reports, Administrative Records/ Survey Report, Survey 2023 150,0 00 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 3 0 ,0 0 0 1 2 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Financial Institutions EOA Fund to strengthen and sustain capacity building to farmers Fund established by 2030 Availability of fund Annual Progress Reports, Administrative Records/ Survey Report, Survey 2023 0 0 1 0 0 0 0 0 0 Leading: MoA NEOAS 2023-2030 147 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 established . Others: TOAM Private sector engaging in financial investment of EOA activities strengthened 500,000 private companies/i ndividuals engaged by 2030 Number of private companies/indivi duals Annual Progress Reports, Administrative Records 2023 20,00 0 6 0 ,0 0 0 6 0 0 ,0 0 6 0 0 ,0 0 6 0 0 ,0 0 6 0 0 ,0 0 6 0 0 ,0 0 6 0 0 ,0 0 6 0 0 ,0 0 Leading: MoA Others: TOAM Financial Institutions EOA co- operative services to farmers strengthened . 3,000,000 farmers reached by 2030 Number of farmers Annual Progress Reports, Administrative Records 2023 250,0 00 3 0 0 ,0 0 0 3 0 0 ,0 0 0 4 0 ,0 0 0 4 5 0 ,0 0 0 4 5 0 ,0 0 0 3 5 0 ,0 0 0 3 0 0 ,0 0 0 3 0 0 ,0 0 0 Leading: MoA Others: MLF 500 cooperatives strengthened by 2030 Number of cooperatives Annual Progress Reports, Administrative Records 2023 80 50 50 50 60 60 50 50 50 Leading: TCDC NEOAS 2023-2030 148 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 SO10: Facilitate development and use of irrigation infrastructure in EOA production systems Available water sources suitable for EOA production established. 10 types of water sources identified by 2030 Number of water sources Annual Progress Reports, Administrative Records TBD NiRC Suitable irrigation systems for EOA established Five types of suitable irrigation systems established by 2030 Number of irrigation systems Annual Progress Reports, Administrative Records TBD NiRC NEOAS 2023-2030 149 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Use of irrigation systems for EOA production promoted 1,000,000 farmers practicing EOA using irrigation to supplement water requirements by 2030 Number of farmers Annual Progress Reports, Administrative Records 2023 50,00 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 5 0 ,0 0 0 1 5 0 ,0 0 0 1 5 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 NiRC Sustainable use of water and agricultural land under EOA well managed 200 water user groups established under EOA by 2030 Number of water user groups Annual Progress Reports, Administrative Records 2023 0 10 10 30 30 30 30 30 30 NiRC 250 farmer groups capacitated to manage agricultural land under EOA by 2030 Number of farmer groups Annual Progress Reports, Administrative Records TBD Leading: MoA, Others: MLF NEOAS 2023-2030 150 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 SO11: Enhance availability, accessibility and utilization of land for EOA Enabling land availability, accessibility and utilization for EOA established. Enabling environment for land availability and access ensured in each of the EOA agro- ecological zones by 2030 Existing workable systems for land availability and access Survey Report, Survey TBD Leading: MoA, Others: MLF, SAT, PELUM 500,000 farmers accessed and utilized land on EOA activities by 2030 Number of farmers Survey Report, Survey 2023 300,0 00 2 0 ,0 0 0 2 0 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 3 0 ,0 0 0 2 0 ,0 0 0 2 0 ,0 0 0 Leading: MoA Others: MLF, SAT, PELUM EOA land assessment and clusters established and 100 EOA clusters established by 2030 Number of clusters Survey Report, Survey 2023 10 10 10 10 20 10 10 10 10 Leading: MoA Others: NEOAS 2023-2030 151 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 supported TOAM Effective/det ailed land use plans for EOA established. Land use plans in areas practicing EOA in place by 2030 Number of locations equipped with land use plans Annual Progress Reports, Administrative Records 2023 0 0 1 0 0 0 0 0 0 Leading: MoA, Others: MLF Regulations that minimize conflicts on land use among actors established Regulations to minimize conflicts in place by 2030 Written regulations in place Annual Progress Reports, Administrative Records 2023 0 0 1 0 0 0 0 0 0 Leading: MoA, Others: MLF SO12: Increase the business and trade volumes EOA products in the national, regional and international markets Develop and strengthen local market for EOA products 100 markets for EOA products developed and Number of EOA markets developed Annual Progress Reports, Administrative Records 2023 15 10 10 10 15 10 10 10 10 Leading: MoA, Others: MLF, NEOAS 2023-2030 152 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 strengthened TOAM Promote linkage and access to market information for EOA 1,000,000 producers linked to existing and potential markets by 2030 Number of producers linked Survey Report, Survey 2023 2 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 1 0 0 ,0 0 0 Leading: MoA, Others: MLF, TOAM Market information system accessible among EOA stakeholders by 2030 Number of stakeholders accessing Market information. Survey Report, Survey TBD Leading: MoA, Others: MLF, TOAM NEOAS 2023-2030 153 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Promote investment and trade to tap local, regional and international market opportunities 500,000 investors participating in local and international market by 2030 Number of investors on EOA Survey Report, Survey 2023 1 5 0 ,0 0 0 4 0 ,0 0 0 4 2 0 0 0 4 3 ,0 0 0 4 3 ,0 0 0 4 3 ,0 0 0 4 4 ,0 0 0 4 4 ,0 0 0 4 5 ,0 0 0 Leading: MoA, Others: MLF, TOAM Develop products that are well suited to local and external market requirements List of products suit local and external markets by 2030 Availability of product required in the markets Survey Report, Survey 2023 20 Leading: MoA, Others: MLF, TOAM List of market requirements for EOA products by 2030 Gazette requirements for EOA markets Survey Report, Survey 2023 0 Leading: MoA, Others: MLF, TOAM Tax reforms to harness trade advantages Relevant taxes to reflect special Gazette tax review in favour of EOA Survey Report, Survey 2023 0 NEOAS 2023-2030 154 Strategy Target Key Performance Indicator Data Source and Collection Methods Baseline Indicator Target Value Responsible Institutions Date Value Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 related to EOA products advocated consideratio n of EOA reviewed by 2030 NEOAS 2023-2030 155 6.2 Monitoring and Evaluation Arrangements The NEOAS will be monitored by the NEOAS task force under the supervision of a focal person appointed by the Permanent Secretary, Ministry of Agriculture. The detailed log framework which includes Output and Outcome indicators and Targets for Strategic Objectives will be the basis for monitoring progress. The Monitoring process will help to track the performance of the Strategic Plan in terms of inputs, activities, expected outputs and outcomes to determine whether the NEOAS implementation is on course and also to assess how much is being achieved as impact. Therefore, monitoring of the NEOAS will provide regular updates of the progress made in implementation in relation to the set objectives. The implementing team of the strategy will undertake both internal and external monitoring, evaluation, and learning. There will be both mid-term and end of period M&E participatory approach. The monitoring activities will involve systematic and regular data collection, processing, analysis, and reporting of the stakeholders‟ findings. The M&E will primarily be used to compare planned targets against achievements. This is an important tool which will enable both the custodian and stakeholders to detect deviations from the target plan in time and make necessary corrections. In order to monitor NEOAS effectively, actions will be taken in response to what is measured and reported. In this regard, if monitoring shows that the Strategic Plan is off track, appropriate interventions will be taken or the implementation strategies will be revised accordingly. Therefore, the NEOAS will be a living document that will require adjustments as objective conditions change. Monitoring will also be essential for providing information that is required for accountability purposes. The achievement of the objectives of the NEOAS will be measured through a set of designed performance indicators. The following will be done to ensure effective and efficient implementation of M&E of all EOA Subsector: - i. Establishment of an EOA Council tasked with monitoring NEOAS implementation and to advise the Ministry and Minister in all matters related to or impacting on the development of the EOA subsector. ii. Stakeholders implementing NEOAS shall share/submit quarterly and annual progress reports to the NEOAS focal person; NEOAS 2023-2030 156 iii. The focal person will coordinate quarterly monitoring of NEOAS implementation in collaboration with the task force and produce a report; iv. The task force meeting will review progress of NEOAS implementation, consolidate and produce an annual report; v. Stakeholders‟ workshop/ meeting/ platform for sharing information, reviewing NEOAS progress and validating of annual report will be conducted annually; and vi. Mid-term evaluation of NEOAS will be conducted in 2025 and evaluation in early 2031. 6.3 Risk and Uncertainties During the implementation of the NEOAS, risks are expected that may affect implementation and achievement of the set goals. These risks and uncertainties include: i. Insufficient funding for NEOAS implementation. The success of the implementation depends on the timely availability of adequate funds allocated to implement the plan from both the Government as well as DPs; ii. Difficulties in changing farmers‟ mindset iii. Insufficient capacity building and/or mandates to EOA sector organizations tasked with implementation of strategy interventions. iv. Lack of capacity in EOA unit in Ministry to initiate, coordinate, implement and monitor the NEOAS. 6.4 Reporting Management This will involve reporting management of the performance in compliance to the progress towards attainment of the strategy objectives. The reporting plan will detail the type of reports, recipients, frequency of reporting and responsible institutions. This will be done by the Ministry responsible for agriculture and will comprise submitted technical and financial reports in the NEOAS 2023-2030 157 form of progress reports. Annual progress reports will be submitted by each implementing organization to the responsible Ministry from which the country report shall be developed for sharing with national and international stakeholders as well the public. Annual M&E reports will be established based on regular monitoring work undertaken among stakeholders led by the responsible Ministry. Table below further elaborates the plan. Table 4: Reporting Plan Type of Report Recipient of the Report Frequency Responsible Quarterly progress reports Ministry of Agriculture Quarterly Head of EOA unit Annual progress reports Ministry of Agriculture Annually Head of implementing organization Annual M&E reports Stakeholders Annually PS & Heads of implementing organizations National report on implementation of the Strategy National stakeholders Annually Permanent Secretary, Ministry Responsible for Agriculture NEOAS 2023-2030 158 REFERENCES  African Union (2015). 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NEOAS 2023-2030 161  United Republic of Tanzania (2021). The National Climate Change Response Strategy, Vice President‟s Office, Dodoma, Tanzania.  United Republic of Tanzania (2022). National Environmental Master Plan for Strategic Interventions (2022 – 2032), Vice President‟s Office, Dodoma, Tanzania  United Republic of Tanzania (2022). The National Budget Speech 2022 – 2023, Ministry of Agriculture, Dodoma, Tanzania.  United Republic of Tanzania (2023). The National Economic Survey 2022, Ministry of Finance and Planning, Dodoma, Tanzania. NEOAS 2023-2030 162 ANNEXES NEOAS 2023-2030 163 Annex 1: Main Budget for NEOAS Implementation TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SO1: Enhance capacity of institutions for research, training and extension systems in developing and disseminating appropriate EOA technologies and practices. SI.1.1 Develop multi-disciplinary research, training and extension approaches and initiatives in support of EOA 100 institutions with EOA interventions reached by 2030 Number of institutions with EOA interventions i. Identify research and training institutions to implement EOA 34,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, DPs, Donors 2023/24-2029/30 ii. Identification of research gaps and challenges across the EOA value chain through mapping of challenges 29,000,000 Government and agencies, Research institutions, NGOs, CBOs, CSOs, private sectors, DPs, and donor 2023/24-2025/26 iii. Conduct research on the EOA identified challenges in collaboration with lead farmers 124,380,000 Government and agencies, Research institutions, NGOs, CBOs, CSOs, private sectors, DPs, and donor 2023/24-2029/30 NEOAS 2023-2030 164 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iv. Create of Awareness on EOA to research and training institutions 137,592,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, DPs, Donors 2023/24-2029/30 v. Conduct needs assessment for the research and training institutions 103,400,000 Government and Agencies, Academic and research institutions, NGOs, private sector, DPs, Donors 2023/24-2029/30 vi. Develop EOA initiatives/ approaches 115,950,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 SI.1.2 Disseminate EOA information and knowledge needed by value chain actors through demand-driven, multi-disciplinary, gender sensitive, and participatory approaches. 500 service providers identified and commissioned to disseminate ICE materials to farmers by 2030 Number of service providers i. Identify relevant service providers and audience 140,150,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 165 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 1,000,000 Information Communication and Education materials prepared, printed and disseminated by 2030 Number of ICE materials ii. Design and prepare knowledge materials in soft and print media. 66,050,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 3,000,000 practitioners along the EOA value chain received and gained knowledge on EOA practices by 2030. Number of practitioners along the value chain access information iii. Disseminate relevant EOA materials through online and print media 660,800,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SI.1.3 Conduct training needs for EOA stakeholders to improve production and enhance markets. 1,000,000 Stakeholders along the EOA value chain reached by 2030 Number of stakeholders i. Conduct training needs assessment for EOA stakeholders 78,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 Number of trainings ii. Conduct training based on stakeholders need 458,600,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 SI.1.4 Validate and harmonize different EOA research initiatives conducted by various institutions NEOAS 2023-2030 166 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 200 EOA research initiatives validated and harmonized by 2030 Number EOA initiatives i. Review existing EOA research initiatives 188,590,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 ii. Identify challenges that require research 314,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 iii. Share research findings among stakeholders 248,950,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SI.1.5 Extension services on EOA to farmers strengthened NEOAS 2023-2030 167 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 5,000 extension officers capacitated on EOA by 2030 Number of extension officers i. Conduct training to extension officers annually on EOA 3,235,000,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 3,000,000 farmers reached by 2030 Number of farmers ii. Conduct trainings through Farmer Field School to reach farmers 368,800,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 SI.1.6 Research institutions capacitated to carry out EOA researches 50 research institutions capacitated by 2030 Number of capacitated research institutions i. Identify institutions conducting EOA research 62,400,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 Number of persons developed for EOA research ii. Develop human resources for EOA research 82,900,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, DPs, Donors 2023/24-2029/30 NEOAS 2023-2030 168 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 Number of key research areas supported iii. Provide support to key research areas 1,832,341,500 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 Type and number of infrastructures developed iv. Develop infrastructure for EOA research 1,310,000,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 SI.1.7 EOA demonstration plots/farms developed and implemented. 1,000 EOA demonstration farms developed and adopted by 2030 · Number of demonstration farms i. Mobilize and sensitize farmers 292,620,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, media, DPs, Donors 2023/24-2029/30 ii. Identify areas for demonstration farms establishment 28,200,000 · Number of farmers practicing EOA iii. Develop demonstration farms 197,920,400 iv. Validate relevant EOA technologies and practices 298,633,200 v. Conduct farmer field days 103,400,000 vi. Conduct survey to determine adoption 255,265,000 SO2: Promote availability and accessibility of EOA inputs and appropriate farm machineries (tools, equipment and implements) SI.2.1 Production, supply and use of EOA inputs and machinery promoted NEOAS 2023-2030 169 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 50 factories or plants (small, medium and large) producing EOA inputs by 2030 Number of factories or plants i. Identify small, medium and large factories producing and supplying EOA inputs 71,290,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 ii. Evaluate the existing capacity on farm machineries used in production of EOA inputs 291,611,124 Types of machinery adapted iii. Improve existing on- farm technologies 328,814,100 iv. Promote industrialization of EOA farm technologies 354,638,160 v. Promote establishment/ construction of new factories through PPP/stakeholders 288,103,250 vi. Support and facilitate procurement of farm machineries 1,347,700,000 vii. Introduce initiatives for massive production of EOA inputs raw materials 74,600,000 NEOAS 2023-2030 170 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 Quantity of EOA inputs supplied to farmers by 2030 Quantity of EOA inputs supplied i. Promote and support the production and supply of different types of EOA inputs 114,487,500 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 ii. Study the existing supply capacity and demand for production of EOA inputs. 53,850,000 iii. Support and promote investments for input production 275,000,000 iv. Create awareness to farmers on available EOA inputs 430,097,368 v. Capacity building on utilization of EOA inputs to farmers 299,402,549 SI. 2.2 Strengthen EOA breed/fingerlings/seed systems 200 Institutions/ associations (crops/livestock/ fisheries) strengthened to produce EOA seeds/breeds and fingerlings by 2030 Number of institutions/ associations producing and supplying EOA seeds/breeds and fingerlings i. Undertake inventory of existing institutions/ association/ society involved in production and conservation of EOA genetic materials 67,700,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs, Donors 2023/24-2029/30 ii. Support existing institutions /organizations to function efficiently in production and supply of seeds/breeds and fingerlings 325,115,500 NEOAS 2023-2030 171 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iii. Establish monitoring system for seeds/breeds at risk to be conserved 158,650,000 iv. Enhance availability, accessibility and acquisition of seeds, breeds and fingerlings to farmers 219,300,000 v. Promote and create awareness on utilization of seeds, breeds and fingerlings 369,220,000 500 Farmer groups strengthened to produce seeds/breeds and fingerlings by 2030 Number of farmer groups producing seeds/ breeds and fingerlings i. Facilitate training of trainers‟ programme for farmers on seeds/breed/fingerlings 62,400,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Develop Training of Trainers programme for farmers 82,900,000 iii. Sensitize and formulate farmer groups 241,050,000 iv. Train farmers on seeds/breed/fingerling s production on their respective groups. 222,215,610 v. Promote and create awareness on EOA farming 293,950,000 NEOAS 2023-2030 172 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 vi. Establish, strengthen and control farmers group on EOA seeds/breeds recording system 282,190,000 SI.2.3 Institution capacities (public and private) engaging in EOA inputs and machinery strengthened. 200 institutions engaging in EOA inputs and machinery strengthened by 2030 Number of institutions strengthened i. Build capacities of institutions in developing grants wining proposals 293,450,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Mobilize resources for EOA 69,200,000 iii. Train personnel in institutions engaging in EOA on inputs and machinery production 169,300,000 Number of machineries availed to institutions engaging in EOA iv. Facilitate procurement of machinery facilities for practical training on production of EOA inputs 808,635,000 SI.2.4 Appropriate use of EOA inputs advocated and promoted. 1,000,000 farmers use EOA inputs appropriately by 2030 Types of inputs and number of farmers applying EOA inputs i. Create Inventory of EOA inputs existing and established 113,700,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish number of farmers using EOA inputs 238,200,000 NEOAS 2023-2030 173 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iii. Establish the level of input usage by farmers 204,100,000 Guideline on use of EOA inputs in place i. Develop guidelines for appropriate use of EOA inputs 161,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Dissemination of guidelines to farmers 288,800,000 Number of farmers aware of appropriate use of EOA inputs Promote and create awareness on appropriate use EOA inputs through dissemination of brochures use of media, farmers field school etc 283,260,197 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.2.5 Collection and conservation of Germplasm promoted. 1,000 accessions collected and conserved through gene bank and community seed bank by 2030 Number of accessions collected and maintained i. Prepare/ advocate gene bank conservation guidelines 125,100,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish and strengthen in-situ and ex- situ germplasm conservation programmes 287,800,000 iii. Establish incentive mechanism for promoting conservation of seeds/breeds that are endangered/extinct 204,100,000 iv. Facilitate finalization of the National Plant Genetic Resources Act 354,425,000 NEOAS 2023-2030 174 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 v. Facilitate National Herbarium of Tanzania (NHT) 281,850,000 100 community seed banks established by 2030 Number of community seed banks i. Facilitate the establishment of community seed banks 290,292,236 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Promote and strengthen the established community seeds banks. 139,400,000 20 associations for in- situ conservation of animal breeds established by 2030 Number of associations iii. Facilitate establishment of associations for in-situ conservation of animal breeds 100,800,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.2.6 Use of appropriate Agricultural mechanization technologies in EOA production promoted. 1,000,000 farmers using appropriate Agricultural mechanization technologies by 2030 Number of farmers using appropriate agricultural mechanization technologies Promote usage of an appropriate agricultural mechanization technologies to farmers 204,350,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 20 appropriate agricultural mechanization technologies promoted by 2030 Number of agricultural mechanization technologies in place i. Identify agricultural mechanization technologies 30,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Promote the appropriate agricultural mechanization technologies 190,800,000 NEOAS 2023-2030 175 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 S03: Strengthening Information and Communication Technologies (ICTs) system for dissemination of appropriate EOA information. SI.3.1 Enabling environment such as regulatory framework and uptake of ICT solutions that respond to the needs of smallholder farmers and other stakeholders in the EOA value chains enhanced and promoted. 10 EOA information and communication platforms initiated by 2030 Number of EOA information and communication platforms initiated. i. Identify existing EOA information and communication platforms 98,700,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Strengthen EOA information and communication platforms 46,700,000 SI.3.2 Awareness of EOA value chain actors of potential ICT-based solutions and their prospective added value enhanced. 5,000,000 actors reached by 2030. Number of EOA actors of potential ICT-based solutions reached i. Identify EOA actors utilizing ICT-based solutions 80,000,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish inventory of potential ICT-based solutions on EOA 42,300,000 iii. Disseminate potential ICT-based solutions on EOA actors 277,500,000 5 ICT based solutions available by 2030. Number of ICT solutions available i. Identify ICT-based solutions for promoting EOA 45,750,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish and strengthen ICT-based solutions for promoting EOA 402,769,177 SO4: Strengthening networking and institutional coordination framework SI.4.1 Networking among EOA stakeholders strengthened, promoted and coordinated for knowledge and technology development, solicitation of funding opportunities as well as market access. NEOAS 2023-2030 176 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 Networking among EOA stakeholders strengthened by 2030 Well-functioning stakeholders‟ networks i. Identify and map EOA stakeholders 89,125,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Number of EOA stakeholders identified ii. Identify EOA existing networks 19,900,000 Number of EOA stakeholders capacitated iii. Identify gaps among EOA stakeholders‟ networks 31,050,000 iv. Build capacity among EOA stakeholders 141,502,000 v. Share available initiatives or experiences 168,070,000 vi. Identify the roles and responsibilities of each stakeholder within the networks. 239,900,000 vii. Set governing bylaws 61,000,000 Networking among EOA stakeholders promoted by 2030 Number of networks promoted i. Develop promotion materials on knowledge and technology development, solicitation of funds and market access. 25,350,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Type of promotion materials developed and disseminated ii. Identify existing opportunities among stakeholders within networks. 391,461,200 NEOAS 2023-2030 177 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 Number of promotion materials developed and disseminated iii. Develop and disseminate a business model for tapping the identified opportunities. 461,238,000 Business model developed and disseminated Pursue developed business model and contents to promote the relationship among EOA stakeholders within the networks. 319,000,000 Networking among EOA stakeholders coordinated by 2030 Number of networks coordinated Strengthen the EOA coordination unit within the Ministry of Agriculture 319,000,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Enhance coordination among EOA stakeholders within their network such as AWG, Other Non-State Actors 337,924,000 SI.4.2 National and International stakeholder forums/workshops/conferences for sharing information of EOA strengthened, supported and promoted. At least one conference/forum/ workshop conducted annually Number of conferences /forums /workshops organized and conducted i. Organize and conduct conference/forum/work 503,240,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Mainstream EOA commemoration in the National Farmers exhibition (Nane Nane) and international (World Food Day) 405,587,320 SO5: Ensure compliance of standards and certification of OA products at affordable cost NEOAS 2023-2030 178 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SI.5.1 National OA products standard aligned and benchmarked with international standards developed and promoted. National OA Standards developed by 2030 OA product standards in place i. Convene stakeholders meeting to validate needs for NOAPS 36,100,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Develop a proposal to TBS for the need of establishing National Organic Agriculture Products Standards (NOAPS) 92,000,000 iii. Establish a national committee for the development of NOAPS 75,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 iv. Prepare NOAPS and circulate the draft amongst the various interests concerned for critical review and suggestions for improvement 204,250,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 OA quality mark/seal established by 2030 OA mark/seal available and used Develop a national organic mark/seal 275,610,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.5.2 Capacity of OA value chain actors on compliance of standards and certification of products enhanced. NEOAS 2023-2030 179 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 1,000,000 OA value chain actors capacitated by 2030 Need assessment conducted i. Conduct capacity needs assessment for value chain actors 148,050,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Number of value chain actors capacitated ii. Provide support to value chain actors based on the identified needs and priorities 182,671,040 1,000,000 OA value chain actors certified by 2030 Number of OA value chain actors certified in PGS and ICS i. Facilitate certification of OA value chain actors in PGS and ICS 191,842,000 ii. Monitor compliance on the OA standards. 311,650,000 Government unit/department for EOA coordination strengthened by 2030 Department/unit has capacity to regulate certification iii. Build the capacity of EOA coordination unit to regulate certification 390,900,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SO6: Facilitate development of EOA value chains SI.6.1 Capacity of EOA producers and processors on production techniques and quality compliance strengthened 1,000,000 EOA producers and processors capacitated by 2030 Number of producers and processors capacitated i. Conduct value chain analysis for EOA commodities to select priority value chains 303,680,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Number of physical and online hubs established NEOAS 2023-2030 180 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 ii. Train producers and processors on production, processing and packaging techniques and compliance (certification, tax, standards) 891,050,000 2023/24-2029/30 iii. Establish investment schemes for EOA producers and processors towards markets 129,750,000 2023/24-2029/30 iv. Construct processing and packaging physical and online hubs 100,750,000 2023/24-2029/30 SI.6.2 Out-grower models of EOA crops, livestock and aquaculture producers and processors to enhance economies of scale in trading and certification process strengthened. 3 out grower model sustainability operating in EOA value chains Number of functioning out grower models i. Identify and catalogue available out-grower opportunities 36,700,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Train EOA producers and processors for better capability towards out- grower trade negotiations 272,780,657 2023/24-2029/30 iii. Connect producers and processors to private sector supporting entities for accessing tailor-made services of loans, charges and auctions. 520,138,231 2023/24-2029/30 NEOAS 2023-2030 181 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SI.6.3 Cooperatives and associations’ competitiveness and capacity for profitable business engagement in the value chain enhanced and strengthened 500 cooperatives and associations strengthened by 2030 Number of cooperatives and associations capacitated i. Conduct capacity need assessment to strengthen market for cooperatives and associations‟ products 94,600,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Capacitate cooperatives and associations (human resource, infrastructure and capital) to better address EOA markets 739,369,000 2023/24-2029/30 SI.6.4 OA farmers supported with affordable certification cost 1,000,0000 farmers supported by 2030 Number of farmers i. Conduct SWOC analysis on available certification mechanisms 266,250,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 Number of OA standards and certification Institutes capacitated 30% of certification cost reduced by 2030 Percentage of certification cost reduced ii. Develop capacity for local OA standards and certification institutes to align with international recognized standards and certification requirements 1,216,409,535 2023/24-2029/30 NEOAS 2023-2030 182 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iii. Connect producers and processors to financial institution through setting customized schemes to attain required standards and certification requirements 341,100,000 2023/24-2029/30 SO7: Strengthening environmental conservation using Ecosystem-based Adaptation and Nature-based Solution. SI.7.1 Ecosystem-based Adaptation and Nature-based Solution enhanced. 20 Ecosystem-based Adaptation and Nature- based Solution enhanced by 2030 Number of Ecosystem-based Adaptation and Nature-based Solution i. Identify and document appropriate Ecosystem- based Adaptation and Nature-based Solution 62,100,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Facilitate improvement of Ecosystem-based Adaptation and Nature- based Solution to be adopted by the practitioners along the EOA value chain through training 373,550,000 SI.7.2 Ecosystem-based Adaptation and Nature-based Solution upscaled in different societies. 20 Ecosystem-based Adaptation and Nature- based Solution up scaled by 2030 Number of Ecosystem-based Adaptation and Nature-based i. Identify and document appropriate Ecosystem- based Adaptation and Nature-based Solution 62,100,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, 2023/24-2029/30 NEOAS 2023-2030 183 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 Solution upscaled ii. Identify and map areas for upscaling Ecosystem-based Adaptation and Nature- based Solution 150,600,000 farmers, DPs and Donors iii. Conduct training to farmers on the Ecosystem-based Adaptation and Nature- based Solution in new areas 376,650,000 iv. Sensitize practice of identified Ecosystem- based Adaptation and Nature-based Solution to practitioners along the EOA value chain 122,500,000 SO8: Mainstream cross-cutting issues in EOA sub-sector SI.8.1 Capacity building to youth, women, and people with disabilities along the EOA value chain provided and strengthened 2,000,000 youth empowered by 2030 Number of youths i. Identify targeted youths 60,650,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Conduct need assessment 59,700,000 iii. Develop tailor-made programs for youths‟ groups 64,500,000 iv. Provide support to youths engaged in tailor- made programs. 134,150,000 NEOAS 2023-2030 184 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 3,000,000 women empowered by 2030 Number of women i. Identify targeted women 110,900,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Conduct need assessment 144,650,000 iii. Develop tailor-made programs for women‟ groups 63,100,000 iv. Provide support to women engaged in tailor- made programs 51,040,000 500,000 people with disabilities empowered by 2030 Number of people with disabilities i. Identify people with disabilities 92,600,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Conduct need assessment 75,700,000 iii. Develop tailor-made programs for people with disabilities 63,100,000 iv. Provide support to people with disabilities engaged in tailor-made programs 51,040,000 SI.8.2 Sensitization/awareness on gender mainstreaming, HIV/AIDS and COVID-19 in the EOA subsector created and promoted; 3,000,000 actors aware of HIV/AIDS and COVID-19 consequences by 2030 Number of actors i. Prepare and disseminate HIV/AIDS and Covid-19 publications 86,700,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 185 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 Awareness Campaigns conducted by 2030 Number of campaigns ii. Organize awareness campaigns on gender issues, HIV/AIDS and Covid-19 100,250,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 SI.8.3 Environmental Conservations and rational utilization of natural resources on EOA interventions mainstreamed 100 Institutions practicing environmental conservations by 2030 Number of institutions i. Identify institutions relevant to EOA and create awareness of environmentally friendly conservation practices 72,950,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Support institutions to develop and implement institutional environmental smart management plans 38,700,000 500,000 stakeholders trained on rational allocation and utilization of natural resources by 2030 Number of stakeholders i. Identify stakeholders 33,500,000 2023/24-2029/30 ii. Undertake training on rational allocation and utilization of natural resources 147,950,000 iii. Advocate use of alternative energy resources (renewable and non-renewable energy) 92,900,000 NEOAS 2023-2030 186 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SI.8.4 Nutrition and value addition interventions on EOA mainstreamed 500,000 households trained on nutrition and value addition in EOA products Number of households i. Conduct need assessment 116,600,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Provide nutrition education to households 352,650,000 500,000 households capacitated on viable value addition technologies Number of households capacitated i. Identify households to be supported 111,000,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Provide support to households on viable value-addition technologies 252,500,000 SO9: Facilitate acquisition and accessibility of financial resources for EOA investment SI.9.1 Financial products to facilitate EOA activities established Five effective financial products in each of the agro ecological zones developed by 2030 Number of effective financial products i. Identify the existing financial products in each of the agro ecological zone 102,500,000 Government and Agencies, Financial Institutions, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Support development of new effective financial products 134,000,000 iii. Advocate for establishment of conducive environment to support development of effective financial products 138,500,000 NEOAS 2023-2030 187 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SI.9.2 EOA activities through knowledge on financial access and management supported 1,000,000 stakeholders acquired knowledge on financial access and management by 2030 Number of stakeholders i. Identify stakeholders to be supported 88,500,000 Government and Agencies, Financial Institutions, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Conduct need assessment 97,400,000 iii. Facilitate trainings on financial access and management to EOA stakeholders 267,550,000 iv. Prepare and disseminate financial management materials to stakeholders 368,750,000 v. Promote community saving and lending schemes 165,700,000 SI.9.3 EOA Fund to strengthen and sustain capacity building to farmers established Fund established by 2030 Availability of fund i. Form stakeholders‟ committee for coordinating Fund establishment 178,000,000 Government and Agencies, Financial Institutions, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Sensitize EOA stakeholders to establish EOA Fund 112,000,000 iii. Mobilize funds from stakeholders 85,000,000 SI.9.4 Private sector engaging in financial investment of EOA activities strengthened 500,000 private companies/individuals Number of private companies / i. Identify Private Companies engaging in 153,500,000 Government and Agencies, Financial Institutions, 2023/24-2029/30 NEOAS 2023-2030 188 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 engaged by 2030 individuals EOA activities Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors ii. Conduct need assessment 130,000,000 iii. Facilitate workshops and trainings on EOA to Private Companies and Individuals 658,650,000 SI.9.5 EOA co-operative services to farmers strengthened. 3,000,000 farmers reached by 2030 Number of farmers i. Identify cooperatives needs for capacity building 88,500,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Establish farmers‟ cooperatives 287,300,000 iii. Facilitate training on EOA to farmers in cooperatives 201,950,000 500 cooperatives strengthened Number of cooperatives i. Train cooperative leaders on good governance, financial management and marketing 223,850,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Train cooperatives members on their rights and responsibilities 307,800,000 iii. Support and link cooperatives to access funds 160,500,000 NEOAS 2023-2030 189 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SO10: Facilitate development and use of irrigation infrastructure in EOA production systems SI.10.1. Appropriate irrigation systems suitable for EOA production established. Supplementary water requirements for 10 different EOA farming systems established by 2030 Number of EOA farming systems with known water requirement for irrigation i. Conduct analysis on crop water demand for major crops in EOA farming systems 204,900,900 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Undertake soil water analysis in EOA farms 332,111,124 iii. Analyze rainfall characteristics in EOA farming areas 278,921,930 SI.10.2. Suitable irrigation systems for EOA established Five types of suitable irrigation systems established by 2030 Number of irrigation systems i. Identify different types of water sources for irrigation in EOA farms 134,625,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Identify irrigation technologies suitable for each particular EOA farming system, based on available source of water and cost benefit analysis 126,450,000 iii. Mobilize funds for irrigation systems 110,850,000 SI.10.3 Use and management of irrigation systems for EOA production promoted 1,000,000 farmers practicing EOA using irrigation to supplement water requirements by 2030 Number of farmers i. Identify water user groups 74,300,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Train farmers on water management practices 208,170,000 NEOAS 2023-2030 190 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iii. Formulate water use by laws governing water usage 127,000,000 SI.10.4 Sustainable use of water and agricultural land under EOA well managed. 200 water user groups established under EOA by 2030 Number of farmer groups i. Sensitize formulation of farmers irrigation associations 295,675,500 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Train farmers on water and land management skills 267,515,610 SO11: Enhance availability, accessibility and utilization of land for EOA SI.11.1 Enabling land availability, accessibility and utilization for EOA established. Enabling environment for land availability and access ensured in each of the EOA agro- ecological zones by 2030 Existing workable systems for land availability and access i. Orient Land use planning authorities to delineate on EOA 214,500,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Build the capacity of PLUM team, village council, Village land use conflict resolution organs and communities and other stakeholders on EOA 102,750,000 iii. Identify existing forms of land access 167,500,000 iv. Reinforce and operationalize village land use management organs 119,000,000 NEOAS 2023-2030 191 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 v. Train Village Leaders, VAC, VLUMC Committee, VLC members, Influential leaders on land rights 200,550,000 vi. Create awareness to the communities on land rights 183,150,000 vii. Facilitate meetings at district level 404,100,000 1,000,000 acres accessed and utilized on EOA activities by 2030 Number of acres i. Integrate EOA into village land use plan 320,000,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Facilitate provision of CCRO 124,005,500 SI.11.2 EOA land assessment and clusters established and supported. 100 EOA clusters established by 2030 Number of clusters i. Identify and demarcate EOA lands 168,500,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Identify and select suitable area for EOA 200,500,000 iii. Allocate and demarcate land in clusters for EOA 236,000,000 SI.11.3 Effective/detailed land use plans for EOA established. Land use plans in areas practicing EOA in place Number of locations equipped with land i. Conduct detail village land use plans 202,500,000 Government and Agencies, Academic and research 2023/24-2029/30 NEOAS 2023-2030 192 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 by 2030 use plans ii. Enforce the land use plan 99,000,000 institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors iii. Support land use management 196,500,000 iv. Support youth, women and special groups to access and or own EOA land 198,300,000 SI.11.4 Regulations that minimizes conflicts on land use among actors established Regulations to minimize conflicts in place by 2030 Written regulations in place i. Facilitate village meetings to develop bylaws relating to EOA 26,900,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Develop by laws to enforce land use plan 2,000,000 iii. Support land organs to supervise enforcement of bylaws 78,500,000 SO12: Increase the business and trade volumes of EOA products in the national, regional and international markets SI.12:1 Develop and strengthen local market for EOA products 100 markets for EOA products developed and strengthened Number of EOA markets developed i. Conduct market analysis 246,330,657 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Reform marketing systems 265,040,000 iii. Capacitate EOA value chain actors to meet analyzed market demands. 474,500,787 NEOAS 2023-2030 193 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iv. Facilitate development and strengthen market for EOA by 2030 363,037,609 SI.12:2 Promote linkage and access to market information for EOA 1,000,000 producers linked to existing and potential markets by 2030 Number of producers linked i. Create and support consumer base 189,750,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Facilitate establishment of consumers association 57,090,000 iii. Identify existing markets 58,100,000 iv. Facilitate producers to be linked to existing and potential market by 2030 195,800,000 Market information accessible to EOA stakeholders by 2030 Number of stakeholders accessing Market information. i. Identify existing market information system 33,150,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Support existing market information system 73,440,000 iii. Facilitate accessibility of market information to EOA stakeholders 389,948,419 SI.12.3 Promote investment and trade to tap local, regional and international market opportunities 500,000 investors participating in local and international market by 2030 Number of investors on EOA i. Facilitate investment forums 327,717,762 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Develop policies and regulations that favor investment and trade 48,900,000 NEOAS 2023-2030 194 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 iii. Facilitate supportive function of Private Sector Desks 1,019,376,643 iv. Align OA products with TMX 457,800,000 SI.12.4 Develop products to suite local and external market requirements List of products to suit local and external markets by 2030 Availability of product required in the markets i. Develop a database of products that suit local and external market 39,150,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Conduct Laboratory test for the products to confirm product compositions and issue appropriate certificates 559,000,000 iii. Facilitate compliance to institutes responsible for product analysis and certification 784,400,000 iv. Set product standards requirements 41,680,000 v. Facilitate quality packaging and branding of products 831,576,000 List of market requirements for EOA products Gazetted requirements for EOA markets Identify market requirement for EOA product 1,622,087,105 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 NEOAS 2023-2030 195 TARGET PERFORMANCE INDICATOR ACTIVITIES BUDGET RESPONSIBLE INSTITUTIONS/ORGANIZA TION Time frame 2023/24-2029/30 SI.12.5 Tax reforms to harness trade advantages related to EOA products advocated Relevant taxes to reflects special consideration of EOA reviewed by 2030 Gazetted tax review in favour of EOA i. Identify types of taxes charged 41,800,000 Government and Agencies, Academic and research institutions, NGOs, CBOs, CSOs, private sector, farmers, DPs and Donors 2023/24-2029/30 ii. Identify agencies responsible for taxation 9,200,000 iii. Conduct training and meetings with stakeholders on taxation laws 136,450,000 iv. Review taxation system EOA products along the value chains (processing machineries, import duties, packaging materials, ) 153,275,000 v. Facilitate tax reforms related to EOA product by 2025 397,717,762 vi. Train tax payers for tax compliance 707,084,208 vii. Identify challenges facing tax payers 612,084,208 GRAND TOTAL 52,729,340,575 NEOAS 2023-2030 196 Annex 2: All Strategic Objectives Cost Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 SG1 SI.1.1 Develop multi- disciplinary research, training and extension approaches and initiatives in support of EOA 24,100,000 10,200,000 - - - - - 34,300,000 29,000,000 - - - - - - 29,000,000 40,050,000 42,180,000 42,150,000 124,380,000 43,625,000 45,050,000 48,917,000 137,592,000 48,000,000 - 55,400,000 103,400,000 39,500,000 43,900,000 32,550,000 115,950,000 Total Intervention 1.1 224,275,000 141,330,000 179,017,000 - - 544,622,000 SI.1.2 Disseminate EOA information and knowledge needed by value chain actors through demand- driven, multi- disciplinary, gender sensitive, and participatory approaches. 17,200,000 21,650,000 17,100,000 23,800,000 26,000,000 17,200,000 17,200,000 140,150,000 29,300,000 - - - 36,750,000 - - 66,050,000 122,800,000 - 104,800,000 98,800,000 116,800,000 108,800,000 108,800,000 660,800,000 NEOAS 2023-2030 197 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Total Intervention 1,2 169,300,000 21,650,000 121,900,000 122,600,000 179,550,000 867,000,000 SI.1.3 Conduct training needs for EOA stakeholders to improve production and enhance markets. 39,150,000 - - 39,150,000 - - - 78,300,000 109,750,000 - - - 129,350,000 109,750,000 109,750,000 458,600,000 Total Intervention 1.3 148,900,000 - - 39,150,000 129,350,000 536,900,000 SI.1.4 Validate and harmonize different EOA research initiatives conducted by various institutions 32,800,000 38,200,000 - 36,270,000 - 37,890,000 43,430,000 188,590,000 44,900,000 44,900,000 44,900,000 44,900,000 44,900,000 44,900,000 44,900,000 314,300,000 48,950,000 - 51,250,000 - 44,900,000 58,950,000 44,900,000 248,950,000 Total Intervention 1.4 126,650,000 83,100,000 96,150,000 81,170,000 89,800,000 751,840,000 SI.1.5 Extension services on EOA to farmers strengthened 715,000,000 313,000,000 313,000,000 615,000,000 313,000,000 483,000,000 483,000,000 3,235,000,000 37,200,000 44,240,000 51,680,000 37,200,000 58,920,000 66,160,000 73,400,000 368,800,000 Total Intervention 1.5 752,200,000 357,240,000 364,680,000 652,200,000 371,920,000 3,603,800,000 NEOAS 2023-2030 198 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 SI.1.6 Research institutions capacitated to carry out EOA researches 20,800,000 - 20,800,000 - 20,800,000 - - 62,400,000 31,100,000 - - 51,800,000 - - - 82,900,000 225,000,000 225,000,000 240,000,000 256,500,000 274,650,000 294,615,000 316,576,500 1,832,341,500 327,500,000 327,500,000 - 327,500,000 327,500,000 - - 1,310,000,000 Total Intervention 1.6 604,400,000 552,500,000 260,800,000 635,800,000 622,950,000 294,615,000 316,576,500 3,287,641,500 SI.1.7 EOA demonstration plots/farms developed and implemented. 39,800,000 41,720,000 46,100,000 39,700,000 46,700,000 39,300,000 39,300,000 292,620,000 28,200,000 - - - - - - 28,200,000 38,700,000 39,100,000 39,540,000 40,024,000 40,556,400 - - 197,920,400 46,250,000 - 46,250,000 48,200,000 50,570,000 52,256,000 55,107,200 298,633,200 48,000,000 - - 55,400,000 - - - 103,400,000 35,200,000 33,340,000 39,500,000 32,550,000 37,400,000 29,125,000 48,150,000 255,265,000 236,150,000 114,160,000 171,390,000 215,874,000 175,226,400 120,681,000 142,557,200 358,665,000 Total SG 1 2,261,875,000 1,269,980,000 1,193,937,000 1,746,794,000 1,568,796,400 415,296,000 459,133,700 9,950,468,500 SG2 SI.2.1 Production, supply and use of EOA inputs and machinery promoted 33,280,000 - - 38,010,000 - - - 71,290,000 36,000,000 40,200,000 41,040,000 41,964,000 42,980,400 44,098,440 45,328,284 291,611,124 45,700,000 48,940,000 56,618,000 42,450,000 43,660,000 44,991,000 46,455,100 328,814,100 NEOAS 2023-2030 199 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 (TARGET - 50 factories or plants (small, medium and large) producing EOA inputs by 2030 47,525,000 46,350,000 48,480,000 51,114,000 54,376,200 51,996,800 54,796,160 354,638,160 61,000,000 58,900,000 52,490,000 60,482,500 55,230,750 - - 288,103,250 171,100,000 221,100,000 271,100,000 171,100,000 171,100,000 171,100,000 171,100,000 1,347,700,000 35,100,000 - 39,500,000 - - - - 74,600,000 SI.2.1 Production, supply and use of EOA inputs and machinery promoted (TARGET - 50 factories or plants (small, medium and large) producing EOA inputs by 2030 37,700,000 38,325,000 38,462,500 - - - - 114,487,500 26,550,000 - - 27,300,000 - - - 53,850,000 63,800,000 - 62,800,000 62,800,000 - 42,800,000 42,800,000 275,000,000 58,600,000 59,400,000 60,280,000 61,248,000 62,312,800 63,484,080 64,772,488 430,097,368 42,150,000 42,325,000 42,517,500 42,729,250 42,962,175 43,218,393 43,500,232 299,402,549 Total Intervention 2.1 658,505,000 555,540,000 713,288,000 599,197,750 472,622,325 461,688,713 468,752,264 3,929,594,051 SI. 2.2 Strengthen EOA breed/fingerlin gs/ seed systems ( TARGET- 200 Institutions/ 33,850,000 33,850,000 - - - - - 67,700,000 54,750,000 45,205,000 45,705,500 44,750,000 45,205,000 44,750,000 44,750,000 325,115,500 54,250,000 - 49,950,000 - 54,450,000 - - 158,650,000 35,300,000 32,850,000 33,550,000 30,800,000 29,400,000 28,700,000 28,700,000 219,300,000 NEOAS 2023-2030 200 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 associations (crops/livestoc k/ fisheries) strengthened to produce EOA seeds/breeds and fingerlings 37,900,000 44,200,000 44,200,000 37,200,000 58,920,000 73,400,000 73,400,000 369,220,000 SI. 2.2 Strengthen EOA breed/fingerlin gs/ seed systems (TARGET- 500 Farmer groups strengthened to produce seeds/breeds and fingerlings by 2030) 20,800,000 - 20,800,000 - 20,800,000 - - 62,400,000 31,100,000 - - 51,800,000 - - - 82,900,000 32,150,000 35,050,000 37,900,000 31,500,000 41,450,000 31,500,000 31,500,000 241,050,000 31,600,000 31,710,000 31,831,000 31,964,100 32,110,510 31,500,000 31,500,000 222,215,610 37,800,000 46,250,000 48,250,000 49,400,000 49,250,000 31,500,000 31,500,000 293,950,000 36,200,000 41,250,000 36,900,000 43,310,000 47,700,000 36,200,000 40,630,000 282,190,000 Total Intervention 2.2 405,700,000 310,365,000 349,086,500 320,724,100 379,285,510 2,324,691,110 SI.2.3 Institution capacities (public and private) engaging in EOA inputs and machinery strengthened. 46,150,000 51,200,000 43,100,000 36,700,000 43,700,000 36,300,000 36,300,000 293,450,000 69,200,000 - - - - - - 69,200,000 65,100,000 39,100,000 - 65,100,000 - - - 169,300,000 139,625,000 149,625,000 160,625,000 172,725,000 186,035,000 - - 808,635,000 Total Intervention 320,075,000 239,925,000 203,725,000 274,525,000 229,735,000 36,300,000 36,300,000 1,340,585,000 NEOAS 2023-2030 201 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2.3 SI.2.4 Appropriate use of EOA inputs advocated and promoted. 56,150,000 57,550,000 - - - - - 113,700,000 73,400,000 85,400,000 79,400,000 - - - - 238,200,000 75,500,000 63,500,000 - 65,100,000 - - - 204,100,000 78,250,000 83,050,000 - - - - - 161,300,000 - - 90,000,000 - - 99,400,000 99,400,000 288,800,000 34,850,000 39,200,000 39,970,000 40,817,000 41,748,700 42,773,570 43,900,927 283,260,197 Total Intervention 2.4 318,150,000 328,700,000 209,370,000 105,917,000 41,748,700 142,173,570 143,300,927 1,289,360,197 SI.2.5 Collection and conservation of Germplasm promoted 58,750,000 66,350,000 - - - - - 125,100,000 69,400,000 75,400,000 69,400,000 - 73,600,000 - - 287,800,000 75,500,000 63,500,000 - 65,100,000 - - - 204,100,000 60,100,000 59,575,000 78,250,000 78,250,000 78,250,000 - - 354,425,000 66,450,000 79,900,000 63,700,000 71,800,000 - - - 281,850,000 30,000,000 40,740,000 41,664,000 42,680,400 43,798,440 45,028,284 46,381,112 290,292,236 - 34,850,000 34,850,000 34,850,000 34,850,000 - - 139,400,000 29,000,000 36,950,000 34,850,000 - - - - 100,800,000 Total Intervention 389,200,000 457,265,000 322,714,000 292,680,400 230,498,440 45,028,284 46,381,112 1,783,767,236 NEOAS 2023-2030 202 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2.5 SI.2.6 Use of appropriate Agricultural mechanization technologies in EOA production promoted. 48,700,000 57,550,000 50,100,000 48,000,000 - - - 204,350,000 - 30,300,000 - - - - - 30,300,000 47,700,000 - 47,700,000 - - 47,700,000 47,700,000 190,800,000 Total Intervention 2.6 96,400,000 87,850,000 97,800,000 48,000,000 - 425,450,000 Total SG 2 2,188,030,000 1,979,645,00 0 1,895,983,50 0 1,641,044,25 0 1,353,889,97 5 685,190,567 694,734,303 11,093,447,59 5 SG3 SI.3.1 Enabling environment such as regulatory framework and uptake of ICT solutions that respond to the needs of smallholder farmers and other stakeholders in the EOA value chains enhanced and promoted. 45,750,000 52,950,000 - - - - - 98,700,000 46,700,000 - - - - - - 46,700,000 Total Intervention 92,450,000 52,950,000 - - - - - 145,400,000 NEOAS 2023-2030 203 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 3.1 SI.3.2 Awareness of EOA value chain actors of potential ICT- based solutions and their prospective added value enhanced. Awareness of EOA value chain actors - 54,000,000 - - 26,000,000 - - 80,000,000 42,300,000 - - - - - - 42,300,000 - 61,000,000 62,000,000 - - 76,000,000 78,500,000 277,500,000 45,750,000 - - - - - - 45,750,000 55,300,000 55,930,000 56,623,000 57,385,300 58,223,830 59,146,213 60,160,834 402,769,177 Total Intervention 3.2 143,350,000 170,930,000 118,623,000 57,385,300 84,223,830 135,146,213 138,660,834 848,319,177 Total SG3 235,800,000 223,880,000 118,623,000 57,385,300 84,223,830 135,146,213 138,660,834 993,719,177 SG4 SI.4.1 Networking among EOA stakeholders strengthened, promoted and coordinated for knowledge and technology development, solicitation of funding opportunities as well as 39,250,000 - - 49,875,000 - - - 89,125,000 19,900,000 - - - - - - 19,900,000 31,050,000 - - - - - - 31,050,000 42,850,000 - 46,410,000 - 52,242,000 - 141,502,000 45,500,000 - 48,950,000 - - 50,120,000 23,500,000 168,070,000 38,500,000 45,900,000 38,500,000 31,100,000 38,500,000 23,700,000 23,700,000 239,900,000 61,000,000 - - - - - - 61,000,000 NEOAS 2023-2030 204 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 market access (Networking among EOA stakeholders strengthened by 2030) SI.4.1 Networking among EOA stakeholders strengthened, promoted and coordinated for knowledge and technology development, solicitation of funding opportunities as well as market access.(Netwo rking among EOA stakeholders promoted by 2030) 25,350,000 - - - - - - 25,350,000 52,200,000 53,520,000 54,972,000 56,569,200 52,200,000 61,000,000 61,000,000 391,461,200 60,300,000 62,280,000 64,458,000 60,300,000 66,900,000 73,500,000 73,500,000 461,238,000 41,800,000 41,800,000 41,800,000 41,800,000 41,800,000 55,000,000 55,000,000 319,000,000 SI.4.1 Networking among EOA stakeholders strengthened, promoted and coordinated for 39,400,000 42,640,000 43,424,000 44,860,000 45,600,000 61,000,000 61,000,000 337,924,000 31,200,000 - - 55,560,000 - - - 86,760,000 NEOAS 2023-2030 205 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 knowledge and technology development, solicitation of funding opportunities as well as market access(Networ king among EOA stakeholders coordinated by 2030) Total Intervention 4.1 528,300,000 246,140,000 338,514,000 340,064,200 297,242,000 324,320,000 297,700,000 2,372,280,200 SI.4.2 National and International stakeholder forums/worksh ops/conferenc es for sharing information of EOA strengthened, supported and promoted. 60,300,000 63,250,000 65,450,000 74,550,000 72,590,000 83,550,000 83,550,000 503,240,000 60,200,000 53,520,000 54,972,000 56,569,200 58,326,120 61,000,000 61,000,000 405,587,320 Total Intervention 4.2 120,500,000 116,770,000 120,422,000 131,119,200 130,916,120 144,550,000 144,550,000 908,827,320 Total SG4 648,800,000 362,910,000 458,936,000 471,183,400 428,158,120 468,870,000 442,250,000 3,281,107,520 SG5 SI.5.1 National OA products 36,100,000 - - - - - - 36,100,000 NEOAS 2023-2030 206 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 standard aligned and benchmarked with international standards developed and promoted.(Nati onal OA Standards developed by 2030) 92,000,000 - - - - - - 92,000,000 75,300,000 - - - - - - 75,300,000 109,350,000 94,900,000 - - - - - 204,250,000 SI.5.1 National OA products standard aligned and benchmarked with international standards developed and promoted (OA quality mark/seal established by 2030). 52,450,000 35,200,000 37,420,000 38,590,000 40,500,000 35,725,000 35,725,000 275,610,000 Total Intervention 5.1 365,200,000 130,100,000 37,420,000 38,590,000 40,500,000 35,725,000 35,725,000 683,260,000 SI.5.2 Capacity of OA value chain actors on compliance of standards and 78,750,000 - - - 69,300,000 - - 148,050,000 37,550,000 22,680,000 23,648,000 23,390,000 23,484,000 25,267,400 26,651,640 182,671,040 NEOAS 2023-2030 207 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 certification of products enhanced.(1,0 00,000 OA value chain actors capacitated by 2030) SI.5.2 Capacity of OA value chain actors on compliance of standards and certification of products enhanced.(1,0 00,000 OA value chain actors certified by 2030) 43,450,000 27,520,000 28,972,000 20,750,000 21,900,000 24,625,000 24,625,000 191,842,000 40,450,000 47,900,000 55,350,000 58,400,000 50,100,000 29,725,000 29,725,000 311,650,000 SI.5.2 Capacity of OA value chain actors on compliance of standards and certification of products enhanced.(Go vernment unit/departmen t for EOA 114,200,000 - - - - 138,350,000 138,350,000 390,900,000 NEOAS 2023-2030 208 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 coordination strengthened) Total Intervention 5.2 314,400,000 98,100,000 107,970,000 102,540,000 164,784,000 217,967,400 219,351,640 1,225,113,040 Total SG5 679,600,000 228,200,000 145,390,000 141,130,000 205,284,000 253,692,400 255,076,640 1,908,373,040 SG6 SI.6.1 Capacity of EOA producers and processors on production techniques and quality compliance strengthened 35,800,000 38,790,000 41,780,000 47,430,000 51,080,000 44,400,000 44,400,000 303,680,000 87,200,000 103,775,000 103,450,000 121,050,000 136,425,000 169,575,000 169,575,000 891,050,000 61,750,000 - - 68,000,000 - - - 129,750,000 49,850,000 50,900,000 - - - - - 100,750,000 Total Intervention 6.1 234,600,000 193,465,000 145,230,000 236,480,000 187,505,000 213,975,000 213,975,000 1,425,230,000 SI.6.2 Out- grower models of EOA crops, livestock and aquaculture producers and processors to enhance economies of scale in trading and certification 16,700,000 - - - 20,000,000 - - 36,700,000 32,700,000 35,020,000 36,472,000 38,069,200 42,876,120 42,758,732 44,884,605 272,780,657 79,000,000 74,520,000 63,972,000 59,769,200 73,726,120 83,995,672 85,155,239 520,138,231 NEOAS 2023-2030 209 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 process strengthened. Total Intervention 6.2 128,400,000 109,540,000 100,444,000 97,838,400 136,602,240 126,754,404 130,039,844 829,618,888 SI.6.3 Cooperatives and associations‟ competitivenes s and capacity for profitable business engagement in the value chain enhanced and strengthened SI.1.3 Conduct training needs for EOA stakeholders to improve production and enhance markets. 43,600,000 - - 51,000,000 - - - 94,600,000 104,150,000 113,040,000 123,204,000 103,800,000 87,575,000 103,800,000 103,800,000 739,369,000 Total Intervention 6.3 147,750,000 113,040,000 123,204,000 154,800,000 87,575,000 626,369,000 SI.6.4 OA farmers supported with affordable certification cost (1,000,0000 farmers 36,150,000 37,470,000 37,470,000 38,790,000 38,790,000 38,790,000 38,790,000 266,250,000 NEOAS 2023-2030 210 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 supported by 2030) SI.6.4 OA farmers supported with affordable certification cost ( 30% of certification cost reduced 2030) 170,000,000 146,500,000 155,850,000 173,135,000 177,448,500 189,893,350 203,582,685 1,216,409,535 43,500,000 44,000,000 49,200,000 43,500,000 48,900,000 56,000,000 56,000,000 341,100,000 Total Intervention 6.4 249,650,000 227,970,000 242,520,000 255,425,000 265,138,500 284,683,350 298,372,685 1,823,759,535 Total SG 6 760,400,000 644,015,000 611,398,000 744,543,400 676,820,740 625,412,754 642,387,529 4,704,977,423 SG7 SI.7.1 Ecosystem- based Adaptation and Nature- based Solution enhanced 62,100,000 - - - - - - 62,100,000 60,700,000 50,700,000 51,400,000 49,300,000 52,450,000 48,950,000 60,050,000 373,550,000 Total Intervention 7.1 122,800,000 50,700,000 51,400,000 49,300,000 52,450,000 48,950,000 60,050,000 435,650,000 SI.7.2 Ecosystem- based Adaptation and Nature- based Solution upscaled in different societies. 62,100,000 - - - - - - 62,100,000 150,600,000 - - - - - - 150,600,000 60,700,000 50,700,000 50,700,000 50,700,000 50,700,000 50,700,000 62,450,000 376,650,000 37,300,000 - 42,600,000 - 42,600,000 - - 122,500,000 NEOAS 2023-2030 211 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Total Intervention 7.2 310,700,000 50,700,000 93,300,000 50,700,000 93,300,000 50,700,000 62,450,000 711,850,000 Total SG 7 433,500,000 101,400,000 144,700,000 100,000,000 145,750,000 99,650,000 122,500,000 1,147,500,000 SG8 SI.8.1 Capacity building to youth, women, and people with disabilities along the EOA value chain provided and strengthened 25,400,000 13,600,000 21,650,000 - - - - 60,650,000 18,500,000 - - 12,500,000 - 12,500,000 16,200,000 59,700,000 64,500,000 - - - - - - 64,500,000 - 22,700,000 27,500,000 32,650,000 18,300,000 11,700,000 21,300,000 134,150,000 33,500,000 19,700,000 19,700,000 19,700,000 18,300,000 - - 110,900,000 18,500,000 22,700,000 27,500,000 32,650,000 18,300,000 12,500,000 12,500,000 144,650,000 63,100,000 - - - - - - 63,100,000 - 11,600,000 11,600,000 8,580,000 6,960,000 6,150,000 6,150,000 51,040,000 33,500,000 19,700,000 19,700,000 19,700,000 - - - 92,600,000 18,500,000 - - 32,200,000 - 12,500,000 12,500,000 75,700,000 63,100,000 - - - - - - 63,100,000 - 11,600,000 11,600,000 8,580,000 6,960,000 6,150,000 6,150,000 51,040,000 Total Intervention 8.1 338,600,000 121,600,000 139,250,000 166,560,000 68,820,000 61,500,000 74,800,000 971,130,000 SI.8.2 Sensitization/ 24,200,000 62,500,000 - - - - - 86,700,000 NEOAS 2023-2030 212 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 awareness on gender mainstreaming , HIV/AIDS and COVID-19 in the EOA subsector created and promoted;. 16,250,000 14,000,000 14,000,000 14,000,000 14,000,000 14,000,000 14,000,000 100,250,000 Total Intervention 8.2 40,450,000 76,500,000 14,000,000 14,000,000 14,000,000 14,000,000 14,000,000 186,950,000 SI.8.3 Environmental Conservations and rational utilization of natural resources on EOA interventions mainstreamed; 26,000,000 15,650,000 15,650,000 15,650,000 - - - 72,950,000 - 6,450,000 6,450,000 6,450,000 6,450,000 6,450,000 6,450,000 38,700,000 33,500,000 - - - - - - 33,500,000 24,350,000 20,600,000 20,600,000 20,600,000 20,600,000 20,600,000 20,600,000 147,950,000 37,900,000 - 27,500,000 - 27,500,000 - - 92,900,000 Total Intervention 8.3 121,750,000 42,700,000 70,200,000 42,700,000 54,550,000 27,050,000 27,050,000 386,000,000 SI.8.4 Nutrition and value addition interventions on EOA mainstreamed. 33,500,000 - - 27,700,000 - 27,700,000 27,700,000 116,600,000 58,950,000 48,950,000 48,950,000 48,950,000 48,950,000 48,950,000 48,950,000 352,650,000 60,500,000 - 50,500,000 - - - - 111,000,000 - 50,500,000 50,500,000 50,500,000 50,500,000 50,500,000 252,500,000 Total Intervention 8.4 92,450,000 48,950,000 48,950,000 76,650,000 48,950,000 469,250,000 NEOAS 2023-2030 213 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Total SG8 593,250,000 289,750,000 272,400,000 299,910,000 186,320,000 102,550,000 115,850,000 2,013,330,000 SG9 SI.9.1 Financial products to facilitate EOA activities established 102,500,000 - - - - - - 102,500,000 - 51,500,000 27,500,000 27,500,000 27,500,000 - - 134,000,000 60,500,000 - 27,500,000 - 50,500,000 - - 138,500,000 Total Intervention 9.1 163,000,000 51,500,000 55,000,000 27,500,000 78,000,000 - - 375,000,000 SI.9.2 EOA activities through knowledge on financial access and management supported 88,500,000 - - - - - - 88,500,000 33,500,000 - - 21,300,000 - 21,300,000 21,300,000 97,400,000 58,950,000 48,950,000 48,950,000 37,950,000 31,350,000 20,700,000 20,700,000 267,550,000 60,500,000 56,350,000 53,900,000 52,500,000 52,500,000 46,500,000 46,500,000 368,750,000 61,900,000 - 51,900,000 - 51,900,000 - - 165,700,000 Total Intervention 9.2 303,350,000 105,300,000 154,750,000 111,750,000 135,750,000 88,500,000 88,500,000 987,900,000 SI.9.3 EOA Fund to strengthen and sustain capacity building to farmers established 32,200,000 50,700,000 28,700,000 38,700,000 27,700,000 - - 178,000,000 60,500,000 - 28,500,000 - 23,000,000 - - 112,000,000 - 33,500,000 28,500,000 - 23,000,000 - - 85,000,000 Total Intervention 9.3 92,700,000 84,200,000 85,700,000 38,700,000 73,700,000 - - 375,000,000 SI.9.4 Private sector 153,500,000 - - - - - - 153,500,000 NEOAS 2023-2030 214 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 engaging in financial investment of EOA activities strengthened 60,500,000 - - 32,500,000 - 18,500,000 18,500,000 130,000,000 108,950,000 88,950,000 91,950,000 91,950,000 88,950,000 93,950,000 93,950,000 658,650,000 Total Intervention 9.4 322,950,000 88,950,000 91,950,000 124,450,000 88,950,000 112,450,000 112,450,000 942,150,000 SI.9.5 EOA co- operative services to farmers strengthened. 88,500,000 - - - - - - 88,500,000 - 108,950,000 82,950,000 69,450,000 25,950,000 - - 287,300,000 65,700,000 54,450,000 25,950,000 25,950,000 - 14,950,000 14,950,000 201,950,000 - 92,950,000 93,950,000 36,950,000 - - - 223,850,000 87,700,000 93,950,000 72,700,000 36,950,000 16,500,000 - - 307,800,000 - 94,500,000 38,500,000 27,500,000 - - 160,500,000 Total Intervention 9.5 241,900,000 444,800,000 314,050,000 196,800,000 42,450,000 14,950,000 14,950,000 1,269,900,000 Total SG 9 1,123,900,000 774,750,000 701,450,000 499,200,000 418,850,000 215,900,000 215,900,000 3,949,950,000 SG 10 SI.10.1. Appropriate irrigation systems suitable for EOA production established 38,500,000 38,990,000 - 41,889,000 - 46,021,900 39,500,000 204,900,900 41,000,000 45,700,000 47,040,000 47,964,000 48,980,400 50,098,440 51,328,284 332,111,124 52,150,000 46,230,000 46,923,000 27,895,100 48,523,830 28,600,000 28,600,000 278,921,930 Total Intervention 131,650,000 130,920,000 93,963,000 117,748,100 97,504,230 124,720,340 119,428,284 815,933,954 NEOAS 2023-2030 215 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 10.1 SI.10.2. Suitable irrigation systems for EOA established 43,400,000 44,975,000 46,250,000 - - - - 134,625,000 33,050,000 33,050,000 33,050,000 27,300,000 - - - 126,450,000 51,300,000 59,550,000 - - - - - 110,850,000 Total Intervention 10.2 127,750,000 137,575,000 79,300,000 27,300,000 - - - 371,925,000 SI.10.3 Use and management of irrigation systems for EOA production promoted 40,450,000 - - - 33,850,000 - - 74,300,000 51,400,000 33,705,000 - 32,750,000 36,565,000 24,350,000 29,400,000 208,170,000 60,200,000 66,800,000 - - - - - 127,000,000 Total Intervention 10.3 152,050,000 100,505,000 - 32,750,000 70,415,000 24,350,000 29,400,000 409,470,000 SI.10.4 Sustainable use of water and agricultural land under EOA well managed. 48,300,000 48,800,000 - 49,955,000 50,620,500 48,300,000 49,700,000 295,675,500 31,100,000 31,100,000 79,300,000 31,310,000 31,431,000 31,564,100 31,710,510 267,515,610 Total Intervention 10.4 79,400,000 79,900,000 79,300,000 81,265,000 82,051,500 79,864,100 81,410,510 563,191,110 Total SG 10 490,850,000 448,900,000 252,563,000 259,063,100 249,970,730 228,934,440 230,238,794 2,160,520,064 NEOAS 2023-2030 216 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 SG 11 SI.11.1 Enabling land availability, accessibility and utilization for EOA established 135,500,000 - - - - 39,500,000 39,500,000 214,500,000 - 49,850,000 - 21,350,000 14,850,000 8,350,000 8,350,000 102,750,000 167,500,000 - - - - - - 167,500,000 69,500,000 - - - 49,500,000 - - 119,000,000 - 93,850,000 19,800,000 36,850,000 20,350,000 14,850,000 14,850,000 200,550,000 - 93,850,000 2,400,000 36,850,000 20,350,000 14,850,000 14,850,000 183,150,000 169,850,000 116,850,000 3,000,000 47,850,000 36,850,000 14,850,000 14,850,000 404,100,000 69,500,000 49,500,000 3,000,000 49,500,000 49,500,000 49,500,000 49,500,000 320,000,000 53,500,000 38,500,000 5,505,500 15,500,000 11,000,000 - - 124,005,500 Total Intervention 11.1 665,350,000 442,400,000 33,705,500 207,900,000 202,400,000 141,900,000 141,900,000 1,835,555,500 SI.11.2 EOA land assessment and clusters established and supported. 168,500,000 - - - - - - 168,500,000 200,500,000 - - - - - - 200,500,000 - 140,500,000 95,500,000 - - - - 236,000,000 Total Intervention 11.2 369,000,000 140,500,000 95,500,000 - - - - 605,000,000 SI.11.3 Effective/detail ed land use plans for EOA 37,500,000 27,500,000 27,500,000 27,500,000 27,500,000 27,500,000 27,500,000 202,500,000 - 16,500,000 16,500,000 16,500,000 16,500,000 16,500,000 16,500,000 99,000,000 NEOAS 2023-2030 217 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 established. - 51,500,000 51,500,000 39,500,000 27,500,000 16,500,000 10,000,000 196,500,000 51,500,000 42,700,000 42,700,000 23,000,000 15,100,000 14,700,000 8,600,000 198,300,000 89,000,000 138,200,000 138,200,000 106,500,000 86,600,000 75,200,000 62,600,000 696,300,000 SI.11.4 Regulations that minimizes conflicts on land use among actors established - 100,000 26,400,000 100,000 100,000 100,000 100,000 26,900,000 - 100,000 1,500,000 100,000 100,000 100,000 100,000 2,000,000 30,000,000 25,000,000 1,000,000 10,000,000 7,500,000 2,500,000 2,500,000 78,500,000 Total Intervention 11.4 30,000,000 25,200,000 28,900,000 10,200,000 7,700,000 2,700,000 2,700,000 107,400,000 Total SG 11 1,153,350,000 746,300,000 296,305,500 324,600,000 296,700,000 219,800,000 207,200,000 3,244,255,500 SG 12 SI.12:1 Develop and strengthen local market for EOA products 27,000,000 30,420,000 33,272,000 34,869,200 37,326,120 40,658,732 42,784,605 246,330,657 35,600,000 35,600,000 36,920,000 38,240,000 38,900,000 38,900,000 40,880,000 265,040,000 49,850,000 53,960,000 62,837,000 67,749,200 73,499,120 79,824,032 86,781,435 474,500,787 45,200,000 46,940,000 49,058,000 51,638,600 54,786,020 55,915,904 59,499,085 363,037,609 Total Intervention 12.1 157,650,000 166,920,000 182,087,000 192,497,000 204,511,260 215,298,668 229,945,125 1,348,909,053 SI.12:2 Promote linkage and access to market information for 69,000,000 24,650,000 20,100,000 26,800,000 29,000,000 20,200,000 - 189,750,000 27,545,000 - - 29,545,000 - - 57,090,000 58,100,000 - - - - - - 58,100,000 NEOAS 2023-2030 218 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 EOA 93,500,000 102,300,000 - - - - - 195,800,000 SI.12:2 Promote linkage and access to market information for EOA(Market information accessible to EOA stakeholders by 2030) 33,150,000 - - - - - - 33,150,000 35,400,000 - - 38,040,000 - - - 73,440,000 43,200,000 46,720,000 50,592,000 54,851,200 59,536,320 64,689,952 70,358,947 389,948,419 SI.12.3 Promote investment and trade to tap local, regional and international market opportunities 39,000,000 41,200,000 43,620,000 46,282,000 49,210,200 52,431,220 55,974,342 327,717,762 48,900,000 - - - - - - 48,900,000 133,900,000 137,200,000 140,830,000 144,823,000 149,215,300 154,046,830 159,361,513 1,019,376,643 55,500,000 58,800,000 62,100,000 65,400,000 68,700,000 72,000,000 75,300,000 457,800,000 Total Intervention 11.2 359,895,000 173,670,000 70,692,000 149,236,200 88,536,320 84,889,952 70,358,947 997,278,419 SI.12.4 Develop products to suite local and external market requirements (List of 39,150,000 - - - - - - 39,150,000 70,000,000 75,000,000 80,000,000 80,000,000 82,000,000 85,000,000 87,000,000 559,000,000 107,700,000 109,020,000 110,540,000 110,840,000 112,000,000 115,500,000 118,800,000 784,400,000 20,800,000 - - - - - 20,880,000 41,680,000 NEOAS 2023-2030 219 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 products suit local and external markets by 2030). 111,600,000 113,360,000 115,296,000 116,880,000 121,640,000 126,400,000 126,400,000 831,576,000 SI.12.4 Develop products to suite local and external market requirements (List market requirements for EOA product) 228,600,000 229,480,000 230,448,000 231,512,800 232,684,080 233,972,488 235,389,737 1,622,087,105 Total Intervention 12.4 577,850,000 526,860,000 536,284,000 539,232,800 548,324,080 560,872,488 588,469,737 3,877,893,105 SI.12.5 Tax reforms to harness trade advantages related to EOA products advocated. 41,800,000 - - - - - - 41,800,000 9,200,000 - - - - - - 9,200,000 37,900,000 - 45,200,000 - 53,350,000 - - 136,450,000 49,625,000 - 54,450,000 - - 49,200,000 - 153,275,000 49,000,000 51,200,000 53,620,000 56,282,000 59,210,200 62,431,220 65,974,342 397,717,762 74,000,000 83,300,000 90,580,000 97,838,000 110,176,800 121,729,480 129,459,928 707,084,208 69,500,000 74,300,000 80,580,000 84,838,000 92,676,800 101,229,480 108,959,928 612,084,208 Total Intervention 331,025,000 208,800,000 324,430,000 238,958,000 315,413,800 334,590,180 304,394,198 2,057,611,178 NEOAS 2023-2030 220 Strategic Goal Strategic Intervention Time Frame and Annual budget Total cost 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 12.4 Total SG 12 1,426,420,000 1,076,250,000 1,113,493,000 1,119,924,000 1,156,785,460 1,195,651,288 1,193,168,007 8,281,691,755 Total 1,995,775,000 8,145,980,000 7,205,179,000 7,404,777,450 6,771,549,255 ,646,093,662 4,717,099,808 2,729,340,575 NEOAS 2023-2030 221