Lessons learned from a decade of ISSD in Ethiopia
2019 marked a decade of ISSD in Ethiopia. Ten years have passed since the concept note on Integrated Seed Sector Development in Ethiopia was endorsed by the Ethiopian Ministry of Agriculture (MoA), FAO and the Embassy of the Kingdom of the Netherlands (EKN) at Ghion Hotel in Addis Ababa.
In the last ten years, ISSD Ethiopia registered many achievements in the areas of
- Introducing Local Seed Business (LSB) model to more than 270 Seed Producer Cooperatives (SPCs) and 50 development organizations across the country and enhancing pluralism in seed production.
- Farmers’ use of quality seed increased 28% between 2014 and 2016. The programme improved the availability and use of quality seed for more than 4 million smallholder households, reducing bureaucratic burden, inefficiency and costly rates of carryover seed in some cases by as much as 85%.
- ISSD Ethiopia introduced the concept of Direct Seed Marketing (DSM), piloted it, and helped scale its practice in 313 districts across the country.
- ISSD Ethiopia pioneered the establishment of independent seed regulatory authorities in Amhara, Oromia and SNNPR to enforce regulation and improve delivery of public services to the sector, including licensing, certification and quality assurance.
A strategy which greatly contributed to these achievements was the establishment of regional seed core groups in the four regional states where ISSD Ethiopia operates. The groups, composed of selected key decision-makers in the regional state arena, including: deputy-/heads of the BoA; directors of research institutes; representatives of public and private seed producers and farmers’ organizations; and coordinators of seed related NGO- and multi-/bilateral projects. Jointly, they formulate interventions to overcome strategic challenges, coordinate developments, facilitate partnerships, channel financial and technical resources, monitor and support interventions and embed successful interventions in working practices. Much of the attention has been directed to addressing the underlying causes of systemic problems.
As ISSD Ethiopia’s presence continued and results materialized, collaboration was increasingly solicited at federal level. After years of investment in piloting innovation and facilitating dialogue, ISSD Ethiopia generated good rapport to pursue sector wide and inclusive strategy involving institutional and regulatory reform.
Today there exists a stakeholder-owned and MoA endorsed seed sector Transformation Agenda, a draft seed policy and amendment proposal to the 2013 seed law. Whilst these results outlined are an achievement in itself, they are yet to lead to positive impact on the performance of the seed sector. What is a necessary and challenging task is still to come, in translating these documents into action and the actual implementation thereof. ISSD Ethiopia has already started raising awareness of the strategies proposed in the Transformation Agenda. It was presented to 24 MoA staff in the presence of the State Ministers, who directed their staff to incorporate the strategies in their new multi-annual plan. With the same outcome in mind, a process started at the regional level. 700 copies of the Transformation Agenda have been distributed for public reference.
- Embrace systemic change: ISSD Ethiopia did well to focus its narrative on systems, addressing systemic changes and root causes of stubborn problems of the seed sector, and raising the ambitions of its partners. Developing the vision of tomorrow was a far better point of departure than dealing with the pressing day-to-day problems, elevating the dialogue to a far more strategic level. But it is good to note, it is challenging to work on systemic changes with professionals from different organizations as they tend to approach issues and solutions primarily from their own field of expertise and interest. We should also keep in mind systemic change is a slow game, considering that much of ISSD Ethiopia’s efforts from as far back as 10 years’ ago are only recently coming to fruition.
- The programme employed a sector model, which helped participants in the process to unpack complexity, realize the interdependencies between building blocks of the sector, and create a shared language.
- ISSD Ethiopia worked in parallel with key stakeholders at regional state and federal levels, which created familiarity and trust making communication and follow-up effective. Exchange of experiences between regional states created confidence for those lagging behind. ISSD Ethiopia’s collaboration with other partners was pivotal in building its credibility crucial for successes achieved and has earned ISSD Ethiopia government’s trust as a respected adviser.
- ISSD Ethiopia has been strategic in adapting to unfolding circumstances of Ethiopia’s dynamic political environment into consideration.
- The turnover of staff in public institutions in particular has been an enormous obstacle (but also an opportunity if you consider ISSD Ethiopia’s history with officials that have come to power);
- Finally, ISSD could not have been successful in its effort on sector transformation without its dedicated and skillful staff.