| Project Detail |
CORRIDORS MANAGEMENT PLAN FOR
THE RING OF GROWTH IN WEST AFRICA (WAGRI-CACAO)
1. TITLE: OTI Plain Agricultural Land Development Project - (OTI Agropole)
2. COUNTRIES OF INTERVENTION: TOGO
3. AREA OF INTERVENTION: REGION OF SAVANES
4. AREAS OF INTERVENTION:
Agriculture ; Industry; trade ; infrastructure; energy; professional training ; Telecommunication; environment; research and technological innovation; Social Action ; Health; education
5. STRATEGIC AXIS OF THE MASTER PLAN: Button A, strategic axis 1 and 3
Strategy 1- Develop economic sectors
Strategy 3- Strengthen connectivity between coastal markets and inland areas.
6. JUSTIFICATION OF THE PROJECT:
In view of the major challenges facing the sector, the agricultural policy for 2030 has opted for a vision of transformation of agriculture in Togo. It has therefore advocated a development approach based on the promotion of agropoles, coupled with the use of innovative financing mechanisms, particularly in the form of private investment and public-private partnership (PPP).
Thus, the project envisages: (i) contributing to inclusive agricultural growth, job creation and reduction of food imports through the processing of agricultural products and the provision of agricultural inputs and services; (ii) promote private investment in targeted value chains. In sum, it aims to create wealth, particularly in rural areas and throughout the agricultural and agroindustrial chain, (ii) job creation, particularly for women and young people, (iii) the rebalancing of the agricultural trade balance, (iii) iv) better spatial planning and (v) improvement of agricultural vocational training. Togolese agriculture remains the driving force of the Togolese economy. The agricultural sector (i) employs about 70% of the labor force; (ii) generates more than 20% of export earnings; (iii) contributes up to 40% to the formation of the national wealth. It is the sector that also has the greatest potential for business opportunity and the rapid creation of jobs and wealth, especially for young people and women.
During the last decade, the agricultural policy implemented has recommended the concentration of efforts on the objective of food security, thus making it possible to satisfy the food needs of the country and to release surpluses of food production. However, while coverage of the countrys basic food needs has been generally ensured, Togolese agriculture has remained characterized by low overall economic productivity and a deficit in animal and fish production in particular. The sector suffers from insufficient organization of value chains and a very low level of valorisation of agricultural products. The negative agricultural trade balance (- 64 billion FCFA) weighs heavily on the national economy and represents a loss of opportunities. The sectors contribution to wealth creation and growth acceleration remains below the potential of the sector, due in particular to the low levels of added value that prevail and the lack of openness to markets.
Given the development ambitions expressed in the National Development Plan (PND 2018-2022), which gives pride of place to the agricultural sector and the vision of transformation of Togolese agriculture, it is necessary to boost the sector agriculture around two pillars: promoting commercial agriculture to rebalance agricultural trade balances, on the one hand; and promote import-substitution agriculture through increased local production.
a development approach based on the promotion of agropoles, coupled with the use of innovative financing mechanisms, particularly in the form of private investment and public-private partnership (PPP).
Thus, the project envisages: (i) contributing to inclusive agricultural growth, job creation and reduction of food imports through the processing of agricultural products and the provision of agricultural inputs and services; (ii) promote private investment in targeted value chains. In sum, it aims to create wealth, particularly in rural areas and throughout the agricultural and agroindustrial chain, (ii) job creation, particularly for women and young people, (iii) the rebalancing of the agricultural trade balance, (iii) iv) better spatial planning; and (v) improvement of agricultural vocational training.
The PATA Oti, whose exploitable potential is estimated at 27 000 ha according to the complete studies carried out, will contribute to improve these social economic indicators through the realization of infrastructures supporting production.
7. MAJOR STAKEHOLDERS
Project Manager: STATE / Ministry of Agriculture, Animal Production and Fisheries (MAPAH) Agency for Promotion and Development of Agropolises in Togo (APRODAT) /
Project management: Cabinets / Private companies to recruit
Beneficiaries: - Farmers Organizations (OPA)
- local authorities
- the private sector
- farm operators (young people and women in particular)
- populations
Other stakeholders: - Minister of Commerce, Industry, Private Sector Development and Promotion of Local Consumption
- Ministry of Mines and Energy
- Ministry of Digital Economy
- Minister in charge of Infrastructures & Transport
- Ministry responsible for vocational training
- Ministry of Higher Education
- Ministry of Education
- Ministry of Health
- Minister in charge of Water, Rural Equipment and Village Hydraulics
- Minister in charge of Social Action, Promotion of Women and Literacy
- Minister for the Environment, Sustainable Development and Nature Protection
- Potential private operators
- research and training institutions
- the technical and financial partners
Coordination and monitoring-evaluation For the implementation of the national agropolis development program, the project is placed under the strategic coordination of the Agency for Promotion and Development of Agropolises in Togo (APRODAT) which will set up an implementation unit and management of the agropolis. A comprehensive monitoring and evaluation mechanism of the results and impacts of the project will be defined. The project will put in place a suitable performance monitoring mechanism for use by APRODAT and key institutional actors. The external evaluation system of the project will be supervised by APRODAT, in collaboration with the ministries that oversee the project, including the Ministry of Agriculture and the Ministry of Industry. A reference situation of the project is realized, in order to allow an evaluation and an assessment of the direct performances, the effects and the impacts induced by the project. The operational monitoring mechanism will have an integrated computerized management system to enable and facilitate the real-time monitoring of technical and fiduciary performance (financial management and procurement) and an analysis of the effectiveness and efficiency of the project. project. It is also planned the implementation of information sharing platform, accessible to different actors.
8. STRATEGIC DIRECTIONS
General Objective (Goal): Contribute to ensuring food security and increasing the contribution of the agricultural sector to GDP.
Specific objectives: 1. Increase the level of agricultural production
2. increase the share of agricultural products processed on site
3. reduce the volume of food imports per capita of inhabitants
4. increase the incomes of the actors of promoted agricultural value chains
5. Create direct agricultural jobs for youth and women.
Expected results :
(Deliverables and Effects) 1. yields and agricultural production are increased
2. volumes of processed products are increased
3. The economic activities and income of the beneficiaries are diversified and increased
4. at least 25,000 direct agricultural jobs and 345 industrial or service jobs are created
Main activities :
1. Creation of 5 irrigated perimeters (hydro-agricultural development with total control of water)
2. lowland development: (hydro-agricultural development with partial control of the water
3. Development of rainfed agriculture
4. Livestock and fish farming development
Support Policy, Governance and Incentives:
5. Support to improve the institutional framework of agricultural processing areas,
6. establishment of the ZTA governance system,
7. support for non-financial and financial institutions
Infrastructure for transformations, and access to agricultural inputs and services:
8. implementation of infrastructure for servicing the agro-park,
9. Establishment of infrastructure for aggregation of production and access to agricultural inputs and services,
10. establishment of support infrastructure for agricultural production
Capacity building of actors of the sectors:
11. capacity building of POs of priority value chains,
12. community capacity building,
13. Increasing access of state services
Environmental and Social Impact: An Environmental and Social Impact Assessment (ESIA) with an Environmental and Social Management Plan (ESMP) was conducted and validated by the National Agency for Environmental Management (ANGE). Observations are being integrated to obtain the Certificate of Conformity
Environmental and Social Impact: An Environmental and Social Impact Assessment (ESIA) with an Environmental and Social Management Plan (ESMP) was conducted and validated by the National Agency for Environmental Management (ANGE). Observations are being integrated to obtain the Environmental Compliance Certificate.
9. FINANCING PLAN
Estimated cost of the project: CFAF 82,150,490,000
Amount mobilized: 25,000,000,000 FCFA Rate: 30%
Source Amount Financing instrument
(PPP, State Budget, Loan, Other)
F CFA USD
State: 4.5 billion State Budget
Private promoter:
Development partners: BADEA: 4.5 billion
OFID: 5 billion
BOAD: 11.5 billion; BADEA: 8,181 million
OFID: 9.09 million
BOAD: 20,909 million
Private partners:
Other: OFID, BADEA, BOAD 20,500,000,000 37,272,727
Remaining to be mobilized: 57,150,490,000 103,909,982 Rate: 70%
10. DURATION - MAIN STAGES OF THE PROJECT
Estimated completion time 6 years Start date: 2020 End date: 2027 |
