Contents page

PART ONE .............................................................................................................................................................1

1. Introduction ..................................................................................................................................................1
PART TWO .........................................................................................................................................................2
2. Current situation survey ...............................................................................................................................2
2.1. Based on the city-wide situation; .........................................................................................................2
2.1.1. SWOT & PEST Analysis .................................................................................................................3
2.1.1.2. Analysis of existing conditions ....................................................................................................4
2.1.1.2.1. Analysis of external and internal conditions /Environmental scanning/ ......................................4
2.1.1.2.1.1. Analysis of external conditions /External: opportunities & challenges/ ..................................4
2.1.1.2.1.2. Analysis of internal factors /Internal: strength & weakness/ ...............................................6
PART THREE .....................................................................................................................................................9
3. Vision, Mission and Values of the Office of Farmers and Urban Agriculture Development .......................9
3.1. Vision ...................................................................................................................................................9
3.2. Mission:- ..............................................................................................................................................9
3.3. Values ..................................................................................................................................................9
PART FOUR..................................................................................................................................................... 10
4. Analysis of key problems and implementation strategies ......................................................................... 10
4.1. An analysis of the office's key problems; ......................................................................................... 12
4.1.1. The main implementation strategies and directions of the office:- ........................................... 13
4.2. Focus areas of the development plan; ............................................................................................... 14
4.2.1. Focus areas of the development plan ....................................................................................... 15
4.3. Implementation of the second growth and transformation plan ........................................................ 15
PART FIVE .......................................................................................................................................................... 17
5. Objectives, goals and activities of the development plan ......................................................................... 17
5.1. Objectives and goals ......................................................................................................................... 17
5.2. The goals and main activities of the strategic plan ........................................................................... 17
5.3. Considerations for the achievement of goals .................................................................................... 18
5.4. Human resources, implementation budget and development plan action plan ................................. 18

5.4.1. Executive budget፡- .................................................................................................................... 18

5.4.2. The need for human resources .................................................................................................. 19

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PART SIX ............................................................................................................................................................ 22
6. Threats, opportunities and solutions ......................................................................................................... 22
6.1. Good luck .......................................................................................................................................... 22
6.2. Concerns ........................................................................................................................................... 22
6.3. Solutions ........................................................................................................................................... 23
PART SEVEN .................................................................................................................................................. 24
7. Monitoring and support appropriate ......................................................................................................... 24
7.1. Institutional monitoring and evaluation mechanisms; ...................................................................... 24
PART EIGHT ................................................................................................................................................... 26
8. Summary ................................................................................................................................................... 26

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PART ONE
1. Introduction
Addis Ababa is the capital of the federal government, the seat of the African Union and
various international institutions, as well as having a large and growing population that
reflects the composition of the country's nationalities and peoples. Due to the development
activities to accelerate the growth of the city, the farmers living in the expansion areas have
been being evicted from their land and the problem of fair use caused by the fact that there
will be more people who will be raised for development in the future. It is expected to
thoroughly identify the problem of good governance that is occurring due to the
encroachment and improper implementation of the rights set by the constitution and to
respond appropriately. To design a leading development plan, the national and urban
conditions, the evaluation of the implementation of the second development and
transformation plan and the institutional performance, as well as the situation of various
sections of the society and stakeholders, have been taken as the starting point of the plan.

Developing and utilizing infrastructure that contributes to the expansion of the urban
agriculture sector; Increasing production and productivity, providing safe and healthy
agricultural products to the community; Reducing animal-to-human diseases; Expanding by
establishing a market system, ensuring green agricultural development that is invulnerable to
climate change, bringing rapid and sustainable growth in the sector, ensuring the benefit of
the people at every level and creating a healthy society, allowing them to play a prominent
role in enabling structural change at the level of the general economic sector, and
establishing a modern labor market information system. Empowering unemployed citizens to
engage in work are key worlds and areas of focus.

In the process of implementation, there should be a system to monitor and support and
evaluate the implementation at every level so that the plan can be implemented successfully.
A five-year strategic (2013-2017) will be used to help the institution's role in national

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economic, social and political development to help the effort to bring the benefits of society
to the level of the world, especially middle-income countries, by strengthening the
coordination and cooperation system. ) This master plan has been prepared as it is necessary
to prepare a development plan.

PART TWO
2. Current situation survey

2.1. Based on the city-wide situation;

In the next ten years (2013-2022), the population of Addis Ababa is estimated to reach 4.51 million
(Source: Addis Ababa City Management Planning and Development Commission 2012). It affects
supply which makes it a strategic issue for cities. Therefore, taking into consideration this strategic
issue in the next ten years (2013-2022), the population of Addis Ababa is estimated to reach 4.51
million (Source: Addis Ababa City Management Planning and Development Commission 2012). It
affects supply which makes it a strategic issue for cities. Therefore, taking into consideration this
strategic issue, intervention and resolution of problems will depend on the preparation and
implementation of strategic plans for the development of cities. (AAOIDPP, 2013) prevention and
resolution of problems will depend on the preparation and implementation of strategic plans for the
development of cities (AAOIDPP, 2013).

Addis Ababa is a continental city where a wide range of economic, social and political activities are
carried out. Currently, its population is estimated to be more than 3.69 million, and this population
growth is expected to grow by 4 percent every year based on birth and death rates, population
migration from rural areas to urban areas, and other factors. It has been shown in various studies.
Therefore, following the increase in the population of the city, the needs of food, shelter,
infrastructure, etc. are growing. In other terms, the economic growth of the city has been showing an
average growth of 9.83 percent in the last four years. Addis Ababa Planning Commission's
macroeconomic framework (2013-2022 fiscal years) study shows.

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On the other hand, the city administration is the seat of many international, continental and regional
governmental and non-governmental organizations and they use Addis Ababa Medina as their
starting point for the development and community-wide support that they operate throughout the
country. A good opportunity should be used.

In terms of agricultural development, the commission was established in a new form in this one year,
bringing the structure down to the district and organizing it, creating a city-wide movement based on
the principle of ``food from our door,'' to enable residents to meet their needs by producing their own
agricultural products at their doorsteps. In order to make them contribute in meeting demand, to
enable the sector to be a source of job opportunities, by providing agricultural extension services, by
increasing agricultural production and productivity, by facilitating the market of agricultural
products, by maintaining the quality of agricultural products, he has tried to do extensive work in
establishing development-oriented farmers.

2.1.1. SWOT & PEST Analysis

2.1.1.1. Institutional background

The Farmers and Urban Agriculture Development Commission, according to Proclamation No.
64/2011, has studied a new basic work process change study (BPR) and prepared a balanced
management evaluation system (BSC) before starting work. 79/2008 by the Bureau of Labor and
Social Affairs; Although the urban agriculture sector was performing its assigned tasks under the
commercial office, in view of the general situation of the city, the two institutions have the same
user, purpose and application, and their level is not excellent in terms of their expected results. The
two institutions were merged and established as a commission.

In this way, the commission carried out a basic work process change study and expanded the
structure from the center to the district to be able to carry out the authority and tasks given according
to the study. In terms of making the annual agricultural production itself possible, it will be expected
to make adjustments by rechecking the structure and the competence of manpower, especially at the
district level.

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2.1.1.2. Analysis of existing conditions
2.1.1.2.1. Analysis of external and internal conditions /Environmental scanning/

2.1.1.2.1.1. Analysis of external conditions /External: opportunities &

challenges/
A). Political situation
Our country has achieved relative peace and issued a constitution to protect the human and
democratic rights of its citizens, designed and implemented various laws, policies, strategies and
development plans that can ensure universal national development and made efforts to ensure
people's ownership of power. It has not been able to ensure the political benefit of the citizens. The
law-maker, the interpreter of the law and the executive of the law have limited working processes,
where citizens are not equal participants in the affairs of their country and are not beneficiaries of
development, in fact, they are given different names in a manner that can divide them and prevent
them from coordinating their universal resources and spending them for development, distorting
history and in a situation where they cannot benefit and can cause harm. By narrating, distorting
political ideas and applying them in a manner that allows them to be captured, the human rights of
citizens are violated in various ways, the rule of law is not respected, and the spread of corruption
and theft, and the proliferation of good governance problems have forced her to carry out political
reform.

B). Economic situation

In the past two to five years, based on the national economic policies and strategies designed earlier,
it has been put into action by preparing the 1st and 2nd growth and transformation plans. In the first
growth and transformation plan, the country adopted an agriculture-led economic system, increasing
agricultural production and productivity, strengthening and expanding the agricultural extension
service system, and improving the food security of its citizens. In order to reduce poverty by
guaranteeing security, efforts have been made to improve the condition of the agricultural sector and
modernize the agricultural sector by producing market-oriented products in quality and quantity and
increasing value by linking with agro-processing industries to earn better foreign exchange.

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By continuing the rapid and continuous growth of the urban economy recorded in the first years of
development and transformation implementation, a goal was set to increase the economy by an
average of 14 percent annually during the five years of the second growth and transformation plan
period (2008-2012). This goal of economic growth was assumed to be derived from the rapid growth
recorded in the industrial and service sectors of the economy. Accordingly, Addis Ababa's economy
recorded growth of 10.6 percent in the 2009 fiscal year, 9.9 percent in the 2010 fiscal year, and 10.8
and 8.1 percent in the 2011 and 2012 fiscal years, respectively. 11 percent and services recorded a
growth of 9.45 percent. In general, the average economic growth recorded in the last five years was
9.83 percent, which is a decrease from the 14 percent average economic growth that was set to be
achieved every year. This is due to the fact that the service sector, which has the largest share, has
achieved growth below expectations.

C). Social conditions

In the last two development and transformation plans, by paying attention to the social sector
and including it in the plan, expanding health institutions in terms of early prevention of
diseases, designing and implementing a health extension service system, designing and
implementing various health packages, paying attention to controlling diseases that occur in
the form of epidemics, and increasing their productivity by protecting the health of citizens.
A lot of work has been done and it has been possible to reduce maternal mortality by 65%
and child mortality by 38%. Extensive work has been done by making education accessible
to children and youth of all ages and the access has reached 90%. It has made it possible to
achieve results that have led to improvement in citizens, but the current conditions indicate
that although it is possible to bring about changes in terms of coverage, there is still a lot to
be done in terms of quality.

On the other hand, the culture and tradition of people's social ties of eating together, drinking
together, and working together to prevent the problem together has been reduced and
especially in the cities, it has become prominent.

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D). Impact of Covid-19

Covid-19 is having a major negative impact on the world economy and the negative impact it
has on developing countries like Ethiopia is also significant. A direct negative impact of
Covid-19 is associated with reduced productivity due to worker absences from production
due to the outbreak. The following considerations are taken into account to predict the
negative impact of Covid-19 on the city's economy.

According to the World Bank (2020) and the Addis Ababa City Administration Planning and
Development Commission 2012, regarding the impact of Covid-19, there is a noticeable
impact on the industry and service sectors of the economy, but the impact on the agricultural
sector is less. According to this, due to the impact of Covid-19, the total production of Addis
Ababa in the industrial sector and 67.75% in the service sector has been recorded in April
and May 2012. Based on this, the calculation made in the 3 months from April to June, due
to the impact of Covid-19, it is calculated that the added value of Addis Ababa will decrease
by 30.61% in the industrial sector and 34.97% in the service sector. The city's economy is
expected to grow by 13.81% in the 2012 fiscal year, but due to the negative impact of the
Covid-19 epidemic on various sectors, the economic growth rate has decreased to 5.72%,
bringing it down to 8.09% in the 2012 fiscal year.

In terms of urban agriculture, Covid-19 has led to issues that are seen as a good opportunity
and cause for the expansion of urban agriculture. It has given the community an opportunity
to notice the available resources in the area, to see the options that they can do from urban
agriculture. It was noticed that they started participating. In addition to this, the city
administration has been doing various tasks by allocating budgets to this executive officer of
our city to prevent food shortages in our area.

2.1.1.2.1.2. Analysis of internal factors /Internal: strength & weakness/

A/ Expansion and strengthening of urban agriculture

By paying attention to the development of urban agriculture, the city administration has done
a wide range of activities in terms of benefiting the city residents, and according to the
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structural organization of the institution, it has been possible to provide 74.4% of the services
in terms of making the technical and advisory services accessible in terms of GTPII
implementation. At present, the number of people participating and benefiting from urban
agriculture in Arada sub-city administration, farmers and urban agriculture development
office is 8239, of which there are limitations in terms of engaging new participants and
beneficiaries every year and providing and strengthening existing support services. It
requires doing urban agriculture with a focus on delivering extension services from house to
house and on open spaces, institutions and non-service areas in the district.

Urban agriculture is one of the sectors that create a lot of job opportunities in the district and
based on the implementation of GTPII, it has been possible to create employment
opportunities for hundreds of unemployed residents of the district. The sector is low in terms
of creating existing job opportunities, and the main reason for this is the provision of
workplaces for those who are organized in the sector, the lack of sufficient market for
agricultural inputs and products, the existence of a skill gap in the sector, the lack of
financial provision and the lack of cooperation and participation of stakeholders. It was not
possible.

B/ Livestock Development Service Among the users engaged in urban agriculture,

the number of participants in the animal development sector reached 2868 in the 2012 crop
year, and by improving breeds and artificially bred dairy cattle, it was possible to reach 218
in five years.

Milk production is focused on cattle development and in 2012 fiscal year, 389,500 liters of
milk production was achieved. In terms of the process of improving the breed of dairy cows
and making they produce better, the lack of various resources such as nitrogen and quality
animal fodder has not been able to increase the production as desired. Therefore, in the
future, following different milk development production systems and providing quality and
fair animal fodder in sufficient form requires attention to increase production coverage.

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C/ Animal health services:- In terms of making animal health services accessible,
according to the implementation of GTPII, it was possible to deliver 96% of veterinary
medical services, which was calculated from the five-year average of the annual plan. In
terms of providing animal vaccination services, 81% delivery has been achieved. Rabies
vaccination coverage is 79%. It indicates that there are still some limitations in terms of the
coverage of animal health services that we need to reach in our district, and the lack of an
animal health service clinic in our district, and the increasing number of street dogs from
time to time has caused a gap in the coverage of health services.

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PART THREE
3. Vision, Mission and Values of the Office of Farmers and
Urban Agriculture Development
3.1. Vision

To see that Arada sub-city administration has expanded urban agriculture in 2022 and
ensured the equitable benefit of the residents of the sub-city;

3.2. Mission:-

By involving the community in urban agriculture on a large scale, by implementing an

extension system suitable for the city, by increasing the supply of healthy agricultural
products; It is to ensure the benefit of the society.

3.3. Values
➢ Readiness for greater change
➢ Our food from our door;
➢ Participation and inclusiveness;
➢ Servant hood;
➢ Fairness;
➢ Ensuring usability;
➢ Attention to environmental safety
3.4. Mandate gap analysis

According to Decree No. 64/2011 issued to re-establish the Addis Ababa city administration,
the Farmers and Urban Agriculture Development Commission has been given the following
powers and functions, and while they are carried out fewer than two institutions, it has been
structured so that the former functions are given to one institution. Based on this, in order to
carry out the given authority and tasks, according to the basic work process change study
/BPR/ document, the structure should be up to the district level and capacity building

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activities for Implementation has been made possible through the organization and
configuration of service delivery facilities.

PART FOUR

4. Analysis of key problems and implementation strategies

4.1. An analysis of the office's key problems;

Although our district's agricultural and urban agriculture development office is providing
various services and support to the participants of the sector, the following key problems
have been identified in terms of the mission that the sector is required to achieve:-

 Although urban agriculture has been active for a long time, in addition to the fact that the
awareness in the society is still at a low level, there is a lack of understanding of the
connection of urban agriculture with arable land and the resources in the area;
 Although the urban agriculture policy and strategy has been approved by the city
administration, the activities to implement the policy and strategy have remained limited;
 Urban agriculture requires the use of new methods and technologies to produce high-
yielding and economically valuable products in a small area, but there is no body that
identifies the bottlenecks in the sector and is supported by research; Also, low integration
of agricultural research and agricultural extension;
 Lack of appropriate urban agriculture extension system for area-based agriculture
development and limited monitoring and support;
 Low level of support for agricultural production enhancement inputs and use of
improved practices and technologies;
 Lack of working space (land and shed) for urban agriculture in different forms;
 The proliferation of ownerless dogs in the district not only spoils the image, but also
exposes the community to disease;

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 Absence of clinic organization in our district/city to improve the delivery of animal
health services.
 Lack of manpower to achieve the strategic goals of the office from sub-city to district;
and
 It is mentioned that the esteem given to the sector by various leaders from sub-city to
district is low.

Despite being challenged by the challenges and obstacles mentioned above, the office has
tried to fulfill the tasks and responsibilities given by creating coordination with the
institutions and stakeholders of the sub-city administration. Accordingly, by creating a
special movement in our district, an effort was made to make the community in different
districts dig and plant garden vegetables for food in an open space in the yard; Also, work
is being done to achieve better results by organizing and facilitating the employment of
unemployed citizens in places of institutions and other open spaces that have not yet been
provided with services.

4.1.1. The main implementation strategies and directions of the office:-

In the next five-year development plan period, Arada sub-city administration has shared a
common vision to see urban agriculture become widespread, and to increase urban
agriculture by involving its residents based on the area; Strengthening control of agricultural
inputs and product quality, energy and safety; It will be implemented in a consolidated and
organized manner by establishing an operating system that enables the implementation of
activities in cooperation and coordination with stakeholders to increase production,
productivity and competitiveness. Based on this, three main areas of focus have been
identified that have a significant role in achieving the office's vision in the next five years. In
general, the development plan has three main focus areas, which are:

➢ Promoting environment-based urban agriculture;

➢ Increase production and productivity;
➢ Ensuring the quality, energy and safety of agricultural inputs and products;

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4.2. Focus areas of the development plan;

A/ To promote environment-based urban agriculture; In order for the urban agriculture

development sector to follow a development direction that can provide universal benefits to
the society and make use of the good opportunities in the city in a sustainable manner, the
development of environment-based agricultural technology and resource supply has been
taken as a direction of focus. Urban agriculture is a development activity that takes place in
cities and human settlements, and it requires the implementation of a participatory and
coordinated system to ensure that the supply and technology of resources and technology
used in the sector do not negatively affect the lifestyle and needs of the community.

To realize the construction of a green economy at the national and city level, from the
perspective of expanding urban agriculture, which is compatible with the development
activities, from the point of view of ensuring the benefits of the society, and from the point
of view of solving the problems observed in the supply of workplaces in the city, and to
ensure the effective use of land in our city, it is necessary to find, multiply and access the
supply of resources and technology. The focus will be on the direction of closely monitoring,
evaluating, and providing necessary support to the implementation of modernizing the
practices of doing and zelmad.

B/ increasing production and productivity In order to increase agricultural production, by

using technologies and resources that are important for the work and suitable for the agro-
ecology of the city's users, by ensuring access to extension services, by increasing
productivity and improving product quality, and by working with other parties to create new
job opportunities, attention has been given to those who are engaged in the field and want to
work in the field to increase their production and productivity. It works. By making
agricultural development work market-oriented, meeting the needs of participants and users,
by strengthening and enabling them to produce modern livestock, vegetable and mushroom
cultivation, they will contribute to improving productivity and income. In addition, by
increasing the role of the private sector in animal health services, raising public awareness

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about diseases that can be transmitted from animals to humans, and increasing the
productivity of animals by working to make animal health services accessible to the residents
of our city.

4.2.1. Focus areas of the development plan

In the next five years, the activities that will be carried out as the focus area of the institute
are to establish a strong house-to-house extension of urban agriculture, encourage residents
to participate in urban agriculture and increase agricultural production and productivity to
enable them to meet family consumption, expand employment opportunities and provide
healthy and safe agricultural products; Emphasis will be placed on the development of
improved resources and technology.

4.3. Implementation of the second growth and transformation plan

Objective1: Increase production and productivity by expanding and strengthening urban

agriculture;

Goal 1: It was possible to reach 10402 participating and beneficiary families of urban
agriculture;

Task 1:- Increasing the number of participants participating in animal resource development
from 3359; It was possible

Task 2:- The number of participants participating in crop resource development has been
increased from 7043;

Task 3:- Creating employment opportunities for the residents of the city in the urban
agriculture sector; 1850 was able to be delivered.

Goal 2: We have been able to reach 917.188 tons of crop and livestock production;

Task 1:- We were able to reach 60.93 tons of crop and mushroom resource development;

Task 2:- We have been able to produce 856.258 tons of livestock products;
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Task 3: We were able to supply 702 types of dairy cattle through artificial methods; Task 4:
We were able to collect 37,574 hides and skins in leather and hide production.

Goal 3: We have been able to increase the coverage of animal health services by 59.2
percent;

Task 1: We have managed to provide veterinary services to 7616 animals.

Task 2፡- We were able to provide animal vaccination services to 21,855 animals. Task 3: We
were able to provide dog vaccination services to 1665 animals.

Task 4: We have managed to eliminate 100% of those infected with rabies;

Task 5: - Update the disease outbreak information exchange system 60 exchange

information;

Goal 4: We have managed to reach 65 percent of the supply of agricultural inputs and
technology;

Task 1:- We have been able to distribute 0.75 quintal of vegetable seed supply. Task 2:- We
were able to distribute 0.03 quintal of mushroom seed supply.

Task 3: We have been able to distribute 5865 eggs and chickens.

Task 5: We have distributed 5300 broilers.

Task 6: We were able to distribute 129 dairy heifers.

Task 7: We have been able to distribute 3770 fattening sheep used for fattening.

Objective 2: To ensure that the quality and hygiene of agricultural inputs and products are
maintained;

Goal 1: By strengthening the control system of inputs for animal and plant production, it was
possible to reach 62 percent;

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Task 1:- We were able to provide qualification certificates to 72 organizations engaged in the
field of plant and animal work;

Task 2:- We were able to monitor and control 72 institutions that are engaged in business and
have been given qualifications in animal and plant resources;

Goal 2: 100% supply of healthy and certified meat products;

Task 1: Identify and reduce illegal animal slaughter and meat trafficking by 90%; (40 to 27)

Task 2: We have been able to increase the control by 79% in butcher organizations to ensure
the supply of healthy meat and meat products (45 butcher houses).

PART FIVE
5. Objectives, goals and activities of the development plan

5.1. Objectives and goals

The objectives of the development plan will play a significant role in achieving the vision of
"making Addis Ababa the center of African prosperity". Thus, the city is considered to be
among the cities with high middle income at the end of the development plan. Accordingly,
the Master Development Plan has the following main objectives: Objective One: Increase
production and productivity by expanding and strengthening urban agriculture; Objective
two: To ensure that the quality and hygiene of agricultural inputs and products are
maintained;

5.2. The goals and main activities of the strategic plan

Objective 1: Increase production and productivity by expanding and strengthening urban
agriculture;

Goal 1: Increase the number of participating and benefiting households in urban agriculture
from the current 10,402 to 15,145;

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Task 1:- Increasing the number of participants participating in animal resource development
from 3359 to 5,145;

Task 2:- Increase the number of participants participating in crop resource development from
7043 to 10,000;

Task 3:- Creating employment opportunities for the residents of the district in urban
agriculture; It will increase from the current 1850 to 5,197.

Goal 2: - Increase the production of crops and livestock from 917.188 tons to 4464 tons;

Task 1:- Increase the production of crops and mushrooms from 60.93 tons to 311 tons; From
1 ton to 15 tons of vegetable production; 59.925 tons to 539 tons from garden produce;
Increasing mushroom production from 0.005 tons to 6 tons;

Task 2:- To increase the production of animal husbandry from 856.258 tons to 4153 tons;
Increasing cow milk production from 389.5 tons to 2745 tons; Increasing the meat
production of large animals from 241.26 tons to 1,102 tons; Increasing chicken meat
production from 22.165 tons to 67 tons; Egg production from 199.578 tons to 224 tons;
Increase honey production from 3.755 tons to 62 tons; Production of 0.5 tons of fish meat

Task 3: - Increasing the supply of dairy cattle from 702 to 4,046 by artificial means; Task 4:
- Increase in leather and leather production from 37,574 to 257,574 Task 7: Registration of
livestock and animal breeding sites and issuance of certificates of ownership;

Goal 3: Increase coverage of animal health services from the current 59.2 percent to 85
percent;

Task 1: - Providing veterinary services from 7616 to 45,194

Task 2: - Providing animal vaccination services from 21,855 to 100,000;

Task 3: - Providing dog vaccination services from 1665 to 11,975;

Task 4: Eliminate 100% of those infected with rabies;

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Task 5: - Update the disease outbreak information exchange system 60 exchange
information;

Goal 4: - Increase the supply of agricultural inputs and technology from the current 65
percent to 95 percent;

Task 1: Increase the supply of vegetable seeds from the current 0.75 quintals to 1.81 quintals.

Task 2: Increase mushroom seed supply from the current 0.03 quintal to 0.387 quintal.

Task 3: Increase the supply of chicken eggs from the current 5865 to 39,177

Task 4: Chick / egg supply 16,734

Task 5: Increase broiler supply to 11,156 from the current 5,300.

Task 6: - Supply of dairy cattle heifers from the current 129 to 278

Task 7: cattle used for fattening 596

Task 8: Increase the number of fattening sheep from the current 3,770 to 1,433. Task 9: -
Bringing Union-Bee from the current 78 to 167

Task 10: - Provide resources for breeding of dairy cattle 1,299 per dose 645 liters of liquid
nitrogen

Objective two: To ensure that the quality and hygiene of agricultural inputs and products are
maintained;

Goal 1: Strengthening the control system of inputs for animal and plant production, raising it
from 62% to 85%;

Task 1:- Provide certification of competence to 160 organizations engaged in the field of
plant and animal work;

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Task 2: Monitoring and controlling 160 institutions that are engaged in business and have
been given qualifications in animal and plant resources;

Goal two: 100% supply of healthy and certified meat products;

Task 1: Identify and reduce illegal animal slaughter and meat trafficking by 90%; (27 to 3)

Task 2: To have a healthy supply of meat and meat products, increase the control from 79%
to 96% in butcher organizations (45 butcher houses).

5.3. Considerations for the achievement of goals

In the next years of the implementation of the development plan in Addis Ababa city and
Arada sub-district administration:

➢ There will be a stable political situation;

➢ Resources (revenue/budget/manpower) are available as expected;
➢ The newly started organizational and operational system will continue to be
strengthened.
➢ Service delivery will be efficient, effective and fair.
➢ Capacity building work will be strengthened etc.

5.4. Human resources, implementation budget and development plan action plan

5.4.1. Executive budget፡-

The financial needs of the sector's budget for the planning period based on the expenditure of
the previous years and the possible service delivery growth and price inflation in the next
five years. The financial requirement, which includes grants and expenditure for capacity
building activities, is presented as follows. The starting point for this is the package budget
required by the district/city administration to achieve the goals set for the next five years,
based on the sector only, which is 18,200,000.00 (eighteen million two hundred thousand
birr).

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 ❖ To implement the plan of the office in an efficient and fair manner, by taking great
care in the form of financial allocation, in an effective manner and in a manner that
understands the direction of the city's development.
❖ The forecast of the financial resources that will be used to complete the development
of the office will be in the form shown in the financial source.

Financial need (regular budget)

Financial need
Baseline
year Projection in millions of Birr for 5 years
S.N types
Total
2017 2018 2019 2020 2021 2022
1 Total cost 1.8mil. 2.8mil. 3.7mil. 4mil. 4.5mil. 18.2mil.
3.2mil.

5.4.2. The need for human resources

Table 1:- To execute the document the need for manpower

S.N School level Baseline prediction

2017 2018 2019 2020 2021 2022
1 College Diploma 14 15 20 24 29 33
2 Undergraduate 31 34 38 41 44 47

Total 45 49 58 65 73 77

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PART SIX
6. Threats, opportunities and solutions

6.1. Good luck

The compromises that have been considered for the effectiveness of the implementation of
the next five-year development plan will be the cornerstone for the implementation of the
plan and the success of its goals.

❖ Availability of skilled manpower and advanced technologies;

❖ The fact that the urban agriculture sector is being given special attention as country
and city administration; and being treated as a focus area of the city;
❖ The city's income is growing year by year; There is continuous growth and resources
(land, resources, technology, etc.) that can perform activities are growing;
❖ Building implementation capacity; they are considered as the main development
capacity in terms of human resources, organization and planning.

6.2. Concerns

As there are good opportunities for the implementation of the five-year development plan,
there are bound to be threats that can hinder it. Among those that have a negative impact on
the implementation of the development plan, the following issues have been identified as the
ones that should be emphasized.

➢ Leadership and executive commitment at every level not being developed to the
required level.
➢ Implementation and implementation capacity building not being developed at the
level required by the time.
➢ The absence of a gap of opinion and an efficient operating system by providing fast
and fair service;
➢ The fact that modern information management and use system is not consolidated and
distorts the plan execution process by dragging;

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 ➢ The prevention of Corona / COVID19 / disease in the current situation is very serious
and the rapid spread of the human, economic and social crisis combined with other
similar diseases will not be easy and it can be an obstacle to the implementation of
this strategic plan.
➢ Limited participation of stakeholders in efforts to expand and strengthen urban
agriculture and non-implementation of policies and strategies, as well as coordination
problems among institutions at all levels.
➢ Lack of working space (land and shed) for urban agriculture in different forms.
➢ There is a lack of manpower and lack of skills from professionals to management;

6.3. Solutions

In the process of implementing the development plan, the above-mentioned threats have
been identified as a challenge for the next five years, and various defense strategies will be
used to prevent these threats in a meaningful way and reduce their potential pressure.

✓ In order to solve the problem of lack of capacity to execute and implement by the
management and the executive, it is expected to strengthen it by preparing short to
long term training programs provided by different programs.
✓ The civil service program will be widely implemented to take service delivery to a
higher level, and will implement organizations and procedures to fill the gaps
based on regular studies; they will also implement various promotion strategies
(recognition and reward systems, etc.).
✓ Working together with research centers and the Ministry of Agriculture to support
urban agriculture through research
✓ Make the urban agriculture extension system to be formulated
✓ Working closely with stakeholders to implement policies and strategies.
✓ Working in coordination with those concerned to have a working place (land and
shed) for urban agriculture.

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PART SEVEN
7. Monitoring and support appropriate

7.1. Institutional monitoring and evaluation mechanisms;

Various monitoring and evaluation systems will be put in place to improve the
implementation of long and medium term plans. The development plan will be divided into
medium term plan and annual plan for proper implementation. Every five years, based on the
existing situation, a detailed plan will be planned and implemented. The annual performance
evaluation is evaluated from the point of view of the benefit of the citizens and new
strategies are designed and implemented for better performance. Also, an annual plan copied
from this master plan will be planned and based on the action plan of the development plan,
key result indicators, targets and key performance indicators will be clearly identified and
implemented. Long, medium and short term strategic plans are implemented, effective, and
one of the main tools to make the vision of the institution come true by achieving the desired
mission is the existence of monitoring support and evaluation that is supported by a proper
system implemented in the institution and is implemented with determination. Therefore, the
monitoring, support and evaluation system and implementation of the system that
streamlines the capacity building work, creates a good working relationship, increases the
work performance to a higher level and makes it more effective will be implemented in a
manner based on the change and development activity of the city. Based on this, following
the strategic directions and fields set by the strategic plan, based on the activities to be
carried out to achieve the objectives and goals, system development and improvement,
manpower development, resource collection and use, logistic preparation, effective
participation of stakeholders and residents, implementation and results of activities,
achievement of goals and objectives, and the actual and potential consequences. Based on
the intensive monitoring, support and evaluation of the adverse effects, which will be
verified step by step and if necessary, by conducting survey studies based on the research,
the necessary timely improvements will be implemented to achieve the strategic plan.
Therefore:-

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 Establishing an effective monitoring, support and evaluation system;
 It is confirmed through monitoring, support and evaluation that the strategic direction,
focus areas, objectives, goals and activities of the strategic plan are consistent with the
strategic plan;
 Strong reporting and information sharing will be implemented;
 Provide feedback to the effectiveness of the performance of district experts under our
district by providing support and evaluation for the implementation of the plan;
 Districts provide feedback by supporting and evaluating the effectiveness of the
performance of the experts in their work and the implementation of the plan;
 The institution's experts ensure the effectiveness of the extension services and various
supports provided to users through planned monitoring, support and evaluation;
 Strengthening the task of evaluating and verifying plan execution from all stakeholders
in the field and office in a consistent manner, receiving feedback and using it for
performance improvement;
 Regular plans and improvements are approved with the participation of all parties and
implemented in a participatory manner.
 Monitoring the implementation of activities according to the agreement documents with
the stakeholders and jointly evaluating and making adjustments;
 By monitoring, supporting and evaluating the implementation of the plan together with
various bodies working in coordination, identifying gaps and making necessary
improvements will be implemented with special attention during the period of the
strategic plan and will be implemented to contribute to the implementation of the plan.
 By monitoring, supporting and evaluating the performance of tasks and the use of
resources at every level, the work of improving the efficiency of the use of resources will
be given attention.

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PART EIGHT
8. Summary
Arada sub-city administration's agricultural and urban agriculture development office has
prepared and implemented a plan to be managed in the next five years and is expected to
participate significantly in the city's economy. Over the next five years, the focus areas
identified at the commission level are to promote environment-based urban agriculture;
Increase production and productivity; Increasing the benefits of agricultural development;
The focus areas of the development plan are to ensure the quality, energy and safety of
agricultural inputs and products, and the fair benefit of the farmers; Supply of healthy and
safe agricultural produce; Improved resource and technology development; Job creation and
manpower development have been identified as the focus areas of the development plan.
Urban agriculture works in the district to grow plants for food and other benefits in a small
area in a modern way; raising animals; Production of production-enhancing inputs for
agriculture; It also includes the work of providing and processing agricultural products.
Urban agriculture in a small area by using modern practices and technology to create job
opportunities and generate additional income in a private and organized manner by
increasing agricultural production and productivity; and it increases food supply. By
updating the agricultural participation and practices we want to see in 2022; it is expected to
maximize the share of all parties so that the set activities can be supported by the budget and
implemented within the planned time limit.

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