National Agricultural Investment Plan (NAIP)

Malawi Government National Agricultural Investment Plan (NAIP) Prioritised and Coordinated Agricultural Transformation Plan for Malawi: FY 2017/18-2022/23 January 2018 National Agricultural Investment Plan (NAIP) Prioritised and Coordinated Agricultural Transformation Plan for Malawi: FY 2017/18-2022/23 January 2018 Ministry of Agriculture, Irrigation and Water Development P.O.Box 30134 Lilongwe 3 Malawi v Table of Contents List Of Acronyms ........................................................................................................................ ix Foreword ................................................................................................................................. xiii Preface .................................................................................................................................... xv Acknowledgements ................................................................................................................ xvii Executive Summary ................................................................................................................. xix Chapter 1: Introduction ............................................................................ .............................. 1 1.1 Background ................................................................................................................................ 1 1.2 Purpose of the NAIP..................................................................................................................... 1 1.3 Development of the NAIP ........................................................................................................... 2 1.4 Structure of the Document ........................................................................................................ 2 Chapter 2: Country and Sector Context ........................................................................................3 2.1 Overview .................................................................................................................................... 3 2.2 The Agricultural Sector .............................................................................................................. 4 2.3 Natural Resource Degradation and Climate Change .................................................................. 5 2.4 Rural Livelihoods, Gender and Youth .........................................................................................6 2.5 Recent Agricultural Sector Performance ................................................................................... 7 2.6 The Agricultural Sector Expenditure .......................................................................................... 9 2.7 Policy Context ........................................................................................................................... 10 2.8 Key Stakeholders ...................................................................................................................... 12 Chapter 3: Detailed NAIP Description .......................................................................................15 3.1 Objectives and Scope .............................................................................................................. 15 3.2 Additional Strategic Considerations ........................................................................................ 19 3.3 NAIP Architecture .................................................................................................................... 21 3.4 NAIP Programs ......................................................................................................................... 26 3.5 The Intervention Areas .............................................................................................................32 IA1: Policy, Program and Stakeholder Coordination and M&E ...................................................... 32 IA2: Strengthening Farmer Organisations ...................................................................................... 34 IA3: Public Agricultural Services Delivery ....................................................................................... 35 IA4: Diversification, availability and consumption of Nutritious Foods ........................................ 37 IA5: Food Safety and Quality Standards ......................................................................................... 38 IA6: Empowerment and Tenure Security ........................................................................................ 39 IA7: Disaster Risk Management Systems ....................................................................................... 41 IA8: Pest and Disease Management ............................................................................................... 43 IA9: Agricultural Innovation Systems ............................................................................................. 44 Table of Contents vi IA10: Access to Inputs ..................................................................................................................... 47 IA11: Sustainable Natural Resource Management and Climate Resilience ................................... 49 IA12: Sustainable Irrigation Development ..................................................................................... 51 IA13: Mechanisation ...................................................................................................................... 52 IA14: Agricultural Markets and Trade ............................................................................................. 53 IA15: Inclusive Private Investments in Agribusiness ...................................................................... 55 IA16: Access to a Broader Range of Agri-Financial Services Enhanced ......................................... 56 Chapter 4: Budget and Financing .............................................................................................. 59 4.1 Methodology ............................................................................................................................ 59 4.2 Budget Overview ...................................................................................................................... 60 4.3 Financing Availability ............................................................................................................... 64 4.4 Funding Mechanisms ............................................................................................................... 73 Chapter 5: Governance, Implementation and Coordination ...................................................... 75 5.1 Overall governance and Implementation Structure ................................................................ 75 5.2 Key Actors’ Roles and Responsibilities ..................................................................................... 77 National Government Agencies .................................................................................................... 77 NSAs and the Private Sector .......................................................................................................... 80 5.3 Coordination Arrangements .................................................................................................... 81 General ........................................................................................................................................... 81 Existing Coordination Structures ................................................................................................... 82 Inter-Sectoral and Inter-Ministerial Coordination ......................................................................... 82 Intra-Ministerial Coordination Arrangements ............................................................................... 86 Coordination at Decentralised Levels............................................................................................. 88 Private Sector Coordination ............................................................................................................ 90 5.4 Risks and Risk Mitigation .................................................................................................... 92 Chapter 6: Alignment, Mutual Accountability and Monitoring .................................................. 95 6.1 Alignment ................................................................................................................................. 95 6.2 Mechanisms for Mutual Accountability ................................................................................... 96 6.3 The NAIP M&E System .............................................................................................................. 97 Annex 1: High-level Results Framework and Program Structure ................................................. 102 Annex 2: Key Performance Indicators .......................................................................................... 116 Annex 3: NAIP Budget by Program ............................................................................................... 121 Program A ..................................................................................................................................... 121 Program B .................................................................................................................................... 128 Program C ..................................................................................................................................... 132 Program D ..................................................................................................................................... 135 vii Annex 4: NAIP Budget by Intervention Areas .............................................................................. 140 Intervention Area 1 ...................................................................................................................... 140 Intervention Area 2 .......................................................................................................................141 Intervention Area 3 ...................................................................................................................... 142 Intervention Area 4 ...................................................................................................................... 143 Intervention Area 5 ...................................................................................................................... 144 Intervention Area 6 ....................................................................................................................... 145 Intervention Area 7 ....................................................................................................................... 146 Intervention Area 8 ....................................................................................................................... 147 Intervention Area 9 (part 1 - Relevant, evidence-based extension advice delivered) ................ 148 Intervention Area 9 (Part 2 – Efficient research partnerships) .................................................... 150 Intervention Area 10 .................................................................................................................... 151 Intervention Area 11 .....................................................................................................................153 Intervention Area 12 .................................................................................................................... 154 Intervention Area 13 .................................................................................................................... 155 Intervention Area 14 ..................................................................................................................... 156 Intervention Area 15 .................................................................................................................... 158 Intervention Area 16 .................................................................................................................... 159 Annex 5: DCAFS Funded Projects ............................................................................................ 160 DCAFS Pipeline Projects .............................................................................................................. 163 Appendix 5.1: Mapping of DCAFS projects by NAIP pillar .......................................................... 164 Appendix 5.2: Priorities of Larger (USD 10 million +) DCAFS Financed Projects ......................... 170 Appendix 5.3: DoNUTS funded projects .................................................................................. 171 Appendix 5.4: Projects Supporting TIP SWAP .............................................................................. 171 Annex 6: Policy and Institutional Framework .......................................................................... 172 Appendix 6.1: Linkages between the National Resilience Plan (NRP) and the NAIP .................. 188 Appendix 6.2: Linkages between the Joint Sector Plan and the NAIP ........................................ 191 Appendix 6.3: Linkages between the Climate Change Investment Plan (CCIP) and the NAIP ................................................................................................................................. 194 Annex 7: Value Chain Prioritisation ..........................................................................................195 Annex 8: List of Organisations Consulted ................................................................................ 200 Annex 9: References .............................................................................................................. 202 Exchange Rate USD 1.00 = Malawi Kwacha (MWK) 720 ix List of Acronyms ADD Agriculture Development Division ADMARC Agricultural Development and Marketing Corporation AEDO Agriculture Extension Development Officer AgPER Agricultural Sector Public Expenditure Review APES Agricultural Production Estimate Survey ASP Area Stakeholder Panel ASWAp Agricultural Sector-Wide Approach ASWG Agricultural Sector Working Group AU African Union CAADP Comprehensive Africa Agriculture Development Program CAETS Controller of Agricultural Extension and Technical Services CAP-F Country Agribusiness Partnership Framework CAS Controller of Agricultural Services and Institutions CCA Country Cooperative Agreement CFA Core Functional Analysis CGE Computable General Equilibrium CGIAR Consultative Group on International Agricultural Research CISANET Civil Society Agriculture Network COMESA Common Market for Eastern and Southern Africa CONGOMA Council for Non-Governmental Organizations in Malawi CSO Civil Society Organisation DADO District Agricultural Development Officer DAECC District Agriculture Extension Coordinating Committee DAES Department of Agriculture Extension Services DAHLD Department of Animal Health and Livestock Development DAPS Department of Agricultural Planning Services DARS Department of Agricultural Research Services DCAFS Donor Committee in Agriculture and Food Security DCG Development Cooperation Group DEC District Executive Committee DP Development Partner DSP District Stakeholder Panel EIF Enhanced Integrated Framework EMC Executive Management Committee EPA Extension Planning Area FAO Food and Agriculture Organisation FISP Farm Input Subsidy Program FNS Food and Nutrition Security FO Farmer Organisation FUM Farmers Union of Malawi GA Grow Africa List of Acronyms x GAPs Good Agricultural Practices GBA Green Belt Authority GBI Green Belt Initiative GEF Global Environment Facility GoM Government of Malawi HACCP Hazard Analysis Critical Control Point HLF High Level Forum IA Intervention Area ICT Information and Communications Technology IFAD International Fund for Agricultural Development IFPRI International Food Policy Research Institute INDC Intended Nationally Determined Contributions IO Intermediate Outcome IPDM Integrated Pest and Disease Management IPM Integrated Pest Management JICA Japan International Cooperation Agency JSR Joint Sector Review LA Lead Agency M&E Monitoring and Evaluation MBS Malawi Bureau of Standards MCCCI Malawi Confederation of Chambers of Commerce and Industry MCCIP Malawi Climate Change Investment Plan MDTF Multi-Donor Trust Fund MGDS Malawi Growth and Development Strategy MITC Malawi Investment and Trade Centre MNSSP Malawi National Social Support Program MoAIWD Ministry of Agriculture, Irrigation and Water Development MoEST Ministry of Education, Science and Technology MoFAIC Ministry of Foreign Affairs and International Cooperation MoFEP&D Ministry of Finance, Economic Planning and Development MoGCDSW Ministry of Gender, Children, Disability and Social Welfare MoHP Ministry of Health and Population MoITT Ministry of Industry, Trade and Tourism. MoLGRD Ministry of Local Government and Rural Development MoLHUD Ministry of Lands, Housing and Urban Development MoLYSMD Ministry of Labour, Youth, Sports and Manpower Development MoNREM Ministry of Natural Resources, Energy and Mining MoTPW Ministry of Transport and Public Works MTEF Medium-Term Expenditure Framework MVAC Malawi Vulnerability Assessment Committee NAFSN New Alliance for Food Security and Nutrition NAIP National Agricultural Investment Plan NAMIS National Agricultural Management Information System NAP National Agricultural Policy xi NAPA National Adaptation Program of Action NAPAS New Alliance Policy Acceleration Support NASFAM National Smallholder Farmers Association of Malawi NCCIP National Climate Change Investment Plan NEPAD New Partnership for Africa’s Development NES National Export Strategy NFRA National Food Reserve Agency NGO Non-Government Organisation NRP National Resilience Plan NSA Non-State Actor NSO National Statistics Office NSSP National Social Support Policy ODA Official Development Assistance OPC Office of the President and Cabinet ORT Other Recurrent Transaction PAF Performance Assessment Framework PBB Program-Based Budgeting PIU Project/Program Implementation Unit PPA Policy Priority Area PPP Public-Private Partnership PRAI Principles of Responsible Agricultural Investment PS Principal Secretary RBM Reserve Bank of Malawi SACCO Savings and Credit Cooperative SADC Southern African Development Community SDGs Sustainable Development Goals SGR Strategic Grain Reserve SME Small and Medium Enterprise SMT Senior Management Team TA Technical Assistance TIP-SWAp Trade, Industry and Private Sector Development, Sector Wide Approach TWG Technical Working Group UNDP United Nations Development Program UNFCCC United Nations Framework Convention on Climate Change USAID United States Agency for International Development VAC Village Agricultural Committee WB World Bank WFP World Food Program WTO World Trade Organisation WUA Water User Association xii HIS EXCELLENCY PROF. ARTHUR PETER MUTHARIKA PRESIDENT OF THE REPUBLIC OF MALAWI xiii FOREWORD The Malawi Government places highest priority on the agriculture sector due to its critical contri- butions towards socio-economic development and livelihoods of the population. Government recent- ly (2016) developed the National Agriculture Policy (NAP) to provide clear and comprehensive policy guidance in agriculture development. The policy provides clear direction and guides all players to- wards addressing challenges in the agriculture sec- tor and increasing production, productivity and farm incomes. The NAP has been aligned to Malawi’s Vi- sion 2020 and the Malawi Growth and Development Strategy III, which are the overarching long-term and medium-term development strategies, respectively. This policy sets out the agricultural transformation agenda by providing guidance through a process by which individual farm households shift their agri- cultural related activities from subsistence-oriented towards more specialized and market-oriented pro- duction. The Government has consequently prepared the National Agriculture Investment Plan (NAIP) to op- erationalize the NAP by guiding investment focus in the sector to accelerate agriculture transfor- mation, economic growth and poverty reduction. The NAIP is second generation framework under CAADP and is aligned to the African Union Malabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods. It is also aligned to the global Sustainable Development Goals (SDGs), a global agenda for inclusive and equitable growth and sev- eral other International and Regional Policy Frameworks. Due to the nature of the commitments in the Malabo Declaration and the SDGs, the NAIP will require close collaboration at the level of imple- mentation with key policies and strategies in other key sectors. Successful implementation of the NAIP will entail close coordination and collaboration between stakeholders and proper harmonization of investments and alignment of programming. Govern- ment is committed to provide leadership and coordination in the implementation of this investment plan and will facilitate other stakeholder participation. I therefore urge all stakeholders including farmers and development partners, civil society and private sector to cooperate with the govern- ment in driving the NAIP agenda forward. Fellow development players, I earnestly appeal to each one of you to shift from treating this NAIP as “Business as Usual” to embracing it as a means of ac- celerating an agricultural transformation agenda in Malawi. Together, we can transform agriculture, transform the economy and transform lives. HIS EXCELLENCY PROF. ARTHUR PETER MUTHARIKA PRESIDENT OF THE REPUBLIC OF MALAWI xv PREFACE The National Agriculture Investment Plan (NAIP) is a medium-term investment framework for the agricultural sector to be implemented over a five year period (2017/18- 2022/23). It is the second Malawi NAIP, building on achievements and lessons from its predecessor, the Agriculture Sector Wide Approach (ASWAp) which was implemented between 2010/11 and 2014/15. The NAIP like its predecessor, is aligned to the Comprehensive Africa Agriculture Development Program (CAADP) and the African Union Malabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods. It is also aligned to the national development policy blue print, the Malawi Growth and Development Strategy (MGDS III) and serves as the main implementation vehicle for the 2016 National Agriculture Policy (NAP). NAP is linked to policy and strategic frameworks in adjacent sectors like trade, nutrition, resilience, climate change, lands etc. Following its linkage to the Malabo Declaration, MGDS III, the NAP and other sector policies, its implementation goes beyond the mandate of the Ministry of Agriculture, Irrigation and Water Development (MoAIWD) and requires the commitments, inputs and strategic partnerships of several other ministries, along with Non State Actors (NSAs) including the private sector. The NAIP implementation, therefore, will involve coordination of a broad range of players including: Government; Non State Actors (NSAs) such as Non-Governmental Organisations (NGOs) and Civil Society Organisations (CSOs), the private sector (including farmers, farmer organisations and private sector companies), research and academia, and Development Partners (DPs). The NAIP development process involved extensive consultative process of all key sector stakeholders at various levels including: Government and its agencies, civil society, farmers’ organizations, private sector and development partners. The NAIP has also gone through a number of validation meetings within government and wider stakeholders and, therefore, it contains common agreed sector priorities, targets and investments aspirations. It is my strong belief, therefore, that the same commitment spirit and collective effort demonstrated during the preparation of the NAIP will be extended to its implementation. While Government is committed on its part to financing and implementing this NAIP, I wish to appeal to all stakeholders: the Development Partners, Farmers, Farmer Organizations, Civil Society and Non- Governmental Organizations and Private Sector to harmonize and align their programming to the objectives of the NAIP and wider government development objectives. Furthermore, I would like to appeal for enhanced and coordinated tracking of results to NAIP targets and indicators. Government is committed to providing leadership and coordination to the NAIP implementation and would like to ask all players to work with and support the established institutional structures of the NAIP. This among others require mutual accountability by all players with regard to resource inputs, alignment to priorities, and more importantly results of our efforts. May God bless Malawi. Hon. Joseph M. Mwanamvekha, MP MINISTER OF AGRICULTURE, IRRIGATION AND WATER DEVELOPMENT xvii ACKNOWLEDGEMENTS The Ministry of Agriculture Irrigation and Water Development (MoAIWD) provided central leadership in the formulation of the NAIP. A number of individuals and organizations were engaged and involved in the process in one way or another. The Ministry therefore wishes to express its appreciation to all of them for their dedication and commitment to this exercise The Ministry wishes to single out the following: • Food and Agriculture Organization of the United Nations for technical support: The FAO Country Representative Ms. Florence Rolle is commended for facilitating mobilization of the expert team from the FAO Investment Centre, led by Ms. Linny Kaspersen, Mr. Frank Hollinger and a team of national consultants. • The Government of Germany for the financial support through the Enhanced Capacities for Effective Mobilization and use of Resources for Food Security & Nutrition Projects implemented by FAO. This included various stakeholder workshops, Government planning and coordination meetings, and the mobilization of FAO Technical Expert and consultants. • The Department of planning, (MoAIWD), under the leadership of Mr. Alex Namaona for the facilitation and secretariat roles; • The ASWAp Secretariat, MoAIWD, under the leadership of Nelson Mataka for guiding the Technical Team. • Mr. Readwell Musopole, Deputy Director, Department of Planning, MoAIWD for the overall coordination of the exercise. • The Technical Team which comprised all Technical Departments in the MoAIWD, other Government ministries and Departments, Development Partners, Farmers Organizations, Civil Society and Private Sector. • All Directors, Programme Managers and DADOs for their expert input during the focused consultations. • IFPRI and NAPAS team for their technical input on value chain studies and logistical support during the final editing of the NAIP. • The AUC Independent Technical Team of reviewers led by Dr. Greenwell Matchaya. • The Director of Agriculture Extension Dr. Jerome Nkhoma and his team for final editing, design and printing the document. The spirit demonstrated at the time of the NAIP preparation can only be wished to be extended during implementation and the result will be successful delivery of the investment plan. Gray S.V.K. Nyandule - Phiri SECRETARY FOR AGRICULTURE, IRRIGATION AND WATER DEVELOPMENT xix Executive Summary The National Agriculture Investment Plan (NAIP) is the framework guiding investment in Malawi’s agricultural sector over the next five years. Its policy foundations are mainly the Malawi Growth and Development Strategy (MGDS), the National Agricultural Policy (NAP), the CAADP Compact and the Malabo Declaration. The NAIP succeeds and builds on the achievements and lessons learned under the Agricultural Sector- Wide Approach (ASWAp). Whilst the Ministry of Agriculture, Irrigation and Water Development (MoAIWD) will be the lead implementing agency for the NAIP, other ministries, departments and agencies play important roles. The NAIP provides a framework to coordinate and prioritise investments by government agencies, development partners, civil society, farmer organizations and the private sector. The NAIP focuses on public investments, while recognising that agricultural growth must be driven by investments of private actors. It therefore, supports critical policy, legal and regulatory reforms and will strengthen public institutions to fulfil their mandates. It further provides a framework for effective coordination within the public sector and between the public and private sectors. The NAIP departs from its predecessor (the ASWAp), by adopting a matrix structure comprising four Programs and 16 Intervention Areas (IAs). The four Programs, their objectives and estimated costs (USD millions) are: Program Objective USD m A. Policies, institutions and coordination To improve policy and regulatory environment , stakeholder coordination and accountability 372 B. Resilient livelihoods and agricultural systems To strengthen resilience of livelihoods and natural resource base for agriculture. 925 C. Production and productivity To increase production and productivity of a more diversified agricultural sector 994 D. Markets, value addition, trade and finance To enhance market access, value addition, trade, and access to finance 927 Total Cost USD millions 3,218 The 16 IAs cluster activities in technical areas that are needed to achieve the objectives of the NAIP. The IAs cut across the four Programs, with each IA contributing to more than one Program. The table below presents the intervention area, the corresponding outcome and budget. Intervention Area Outcome USD m 1. Policy, Program and Stakeholder Coordination Effective mechanisms for multi-sectoral and multi- stakeholder coordination to support Program implementation and M&E introduced 182 2. Farmer Organisations Strengthened performance and outreach of farmer organisations 16 3. Public agricultural services delivery Strengthened MoAIWD’s capacity to provide Relevant, market-oriented agricultural extension services 93 4. Food and Nutrition Security Available diversified and nutritious foods consumed 209 5. Food safety and quality Food safety and quality standards established and mainstreamed 11 6. Empowerment and tenure security Empowered Women and youth and enhanced land tenure security 33 Executive Summary xx Intervention Area Outcome USD m 7. Disaster risk management Strengthened Capacity to manage disasters and reduce their impact 413 8. Pest and disease management Major pests and diseases controlled and major outbreaks managed effectively 232 9. Agricultural innovation systems Demand-driven, pluralistic innovation systems for relevant technologies generated and disseminated 432 10. Access to inputs broader range of quality inputs at reasonable costs timely accessed by farmers 361 11. Natural resource management and Climate Change Sustainably managed natural resources and enhanced climate resilience of production systems 65 12. Irrigation development Sustainably increased use of irrigation (increased use of sustainable irrigation?) 396 13. Mechanisation Improved access to and use of mechanisation services 55 14. Agricultural markets and trade Enhanced efficiency and inclusiveness of agricultural markets and trade 522 15. Investments in agribusiness Increased agro-processing, value addition and investments into the domestic markets 168 16. Access to financial services Improved access to agricultural finance by all target groups 31 Total Cost USD millions 3,219 The NAIP will build on funding mechanisms as was in the ASWAp and continue to move towards Program based approach and away from the project-based approach. The Development Partners have committed to provide harmonised support as part of a transition from short-term project financing to coordinated financing of the investment Program, making greater use of government systems. Several different financing scenarios are considered. The USD 3.219 billion cost of the NAIP is expected to be financed mainly from Government, the development partners and the private sector (under PPP arrangements). However, despite the available funding commitments, indications are that there is a funding gap of around USD 330-780 million, which is 10-24% of the total cost. MoAIWD as the lead agency will be responsible for overall implementation of the plan, policy guidance, sectoral planning, coordination and M&E. However, other ministries, parastatals, and non-state actors will also have important roles to play. These roles will be performed within a well- defined framework for governance, management and coordination. The NAIP will be implemented within the government wide and sector specific decentralization framework taking into account the recommendations of the recent Core Function Analysis in MoAIWD. The Executive Management Committee (EMC) will act as the overall governing body of the NAIP while the NAIP Secretariat in the Planning Department shall provide overall coordination of the NAIP. The Plan defines the detailed coordination arrangements to be used within MoAIWD and between MoAIWD and the other participating ministries and agencies, non-state actors and the private sector. To effectively monitor the NAIP, a robust Monitoring and Evaluation framework will be implemented. Specifically, the National Agriculture Management Information System shall be implemented to provide real time data for efficient decision making. 1 National Agricultural Investment Plan Chapter 1: Introduction 1.1 Background 1. Malawi is endowed with land suitable for both rain-fed and irrigated agriculture. However, the agricultural sector operates far below its potential and the country faces periodic food shortages. Agriculture is critical for achieving national objectives such as broad-based growth, poverty reduction, food and nutrition security, resilience, climate change adaptation and trade development. A targeted and well-balanced portfolio of investments in the sector is key for achieving these objectives 1.2 Purpose of the NAIP 2. The National Agricultural Investment Plan (NAIP) is the medium-term investment framework for the agricultural sector covering a five-year period (FY2017/ 2018- FY2022/2023. The NAIP provides a framework to coordinate and prioritise investments by various government agencies, Development Partners (DPs) and None State Actors (NSA) in the sector. It is the successor framework , built on achievements and lessons learned under, the Agricultural Sector Wide Approach (ASWAp), which was implemented from 2011/2012 to 2015/2016 financial years. In particular, the NAIP is guided by the Malabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods signed by the Heads of State in June 2014. NAIP is the main implementation vehicle for the National Agriculture Policy (NAP) and as such, it places emphasis on strengthening implementation capacities and coordination of various actors involved in its implementation. This includes alignment with related policies and investment frameworks in areas such as trade, resilience, climate change, nutrition and social protection; and also improved coordination within the agricultural sector as well as strengthening the prominent role of NSAsand the private sector. Whilst the Ministry of Agriculture, Irrigation and Water Development (MoAIWD) will be the lead implementing agency, other ministries will also play important roles in its implementation. 3. The NAIP focuses on public investments, while recognising that broad-based agricultural growth must be driven by investments of private actors, ranging from smallholder farmers to companies engaged in input supply, production and value addition. The NAIP recognises that willingness of these actors to invest depends on an enabling policy and investment environment. As such, the framework supports critical policy, legal and regulatory reforms. It will, therefore, strengthen public institutions to fulfil their mandates for services and public investments. The NAIP also creates appropriate coordination mechanisms within the public sector and between the public and private sectors, including farmers and NSAs. While private investments are critical to the success of the NAIP, they are very difficult to plan and budget over a five-year period in a volatile and diverse sector such as agriculture, and any such attempts would be highly speculative. Hence, private investments are only included in the NAIP budget and results framework to the extent in which they co-finance public investments and service provision under the plan, except for a few cases where clear private sector investment commitments do exist. 4. The NAIP ensures that sectoral growth is inclusive, environmentally sustainable and climate- smart. This requires close coordination across related policy areas, such as social protection, gender, youth, environment, climate change, nutrition and health in order to maximise synergies. The NAIP will therefore, supports well-coordinated investments at the boundaries between agriculture and other sectors, where this is necessary to achieve its objectives. 2 National Agricultural Investment Plan 1.3 Development of the NAIP 5. The NAIP has been developed through an extensive consultative and participatory process involving all key stakeholder groups. The process sufficiently built on lessons from terminal review of the predecessor investment framework (ASWAp), taking into account achievements made and recommendations going forward. The consultations were organized with different constituent groups such as technical departments of the Ministry of Agriculture, Irrigation and Water Development, other line Ministries, Private Sector as well as Civil Society Organisation Consultations were aimed at prioritizing and quantifying proposed interventions, costing, financial flows mapping and identifying value chains. Consequently, the budget was contributed by a range of stakeholders (i.e. MoAIWD technical departments, MoITT and MoLHUD). 6. The NAIP development process was facilitated with financial and technical support from the Food and Agriculture Organization of the United Nations working closely with the Technical Team comprising of MoAIWD, representatives of other ministries, civil society, farmers’ organizations and the private sector. The start of the formulation process coincided with the launch of the domestication exercise of the Malabo Declaration. This was crucial as the NAIP is the delivery mechanism of the continental aspirations as well as the newly approved National Agriculture Policy. To ensure that the NAIP is well informed by all subsector processes and also that it optimizes various technical inputs, different stakeholders were consulted and contributed their inputs towards various sections of the document. Just to mention a few, NAPAS Malawi1 conducted value chain studies and computable general equilibrium (CGE) modelling and Donor group contributed to the portfolio analysis of donor supported projects as captured in the database. Following production of the draft NAIP, a validation workshop was held, which provided an opportunity for various stakeholders to authenticate the plan. it. This was critical inorder to strengthening ownership, accountability and cultivating strong commitment to the NAIP implementation. 1.4 Structure of the Document 7. The rest of the document is structured as follows: Chapter 2 provides an overview of the country context including the agricultural sector, its recent performance and the key policies, implementation frameworks and actors. Chapter 3 is a detailed description of the NAIP. It first introduces the NAIP scope, objectives and expected results; supported by a narrative on the rationale (theory of change); as well as NAIP Programs and Interventions Areas. It then describes the Programs and IAs in detail including their focus, expected outcomes and outputs. Chapter 4 presents the aggregate NAIP budget organised by Program, IA, year, and budget classifiers. It is supported by a detailed budget file which visualises the budget from different angles. Chapter 5 describes the implementation arrangements including the governance structures, management and coordination. Finally chapter 6 discusses alignment and mutual accountability mechanisms. The document also includes a number of Annexes as follows: • Annex 1 provides a detailed overview of the NAIP in tabular form including the high-level results framework, and the outputs organised by Program and Intervention Area. • Annex 2 contains the impact and outcome indicators and related targets. • Annexes 3 and 4 provide the detailed budget by Intervention Area and Program. • Annex 5 provides an overview of donor financing for agricultural sector development. • Annex 6 provides a review of the policy and institutional framework. • Annex 7 describes the process of prioritising value chains. • Annex 8 provides a list of the organisations that participated in the consultations for formulation of the NAIP. • Annex 9 provides a list of references. 1New Alliance Policy Acceleration Support implemented by Michigan State University (MSU) in collaboration with International Food Policy Research Institute (IFPRI). 3 National Agricultural Investment Plan Chapter 2: Country and Sector Context 2.1 Overview 8. Malawi is one of the most densely populated countries in the world, with 178 persons per square kilometre of land, and 85% of the population living in rural areas. The majority of the country’s 16.8 million people live in the Central and Southern Regions (42%, and 45%) respectively (NSO, 2008). Malawi’s population is young, with 46% below 15 years of age, resulting in a youth bulge entering the labour market within the next decade. The UNDP Human Development Index2 of 2015 ranks Malawi 170th out of 188 countries, with an improvement of only one position in the rankings since 2010. According to the Integrated Household Survey (IHS3) of 2010/11, only 49% of the population was above the national poverty line and only 58% of the population was food secure. Poverty prevalence and severity is higher in the densely populated regions, especially in the South, in the extreme North, and areas along the lake shore (Mkandawire, 2015). Poverty is mainly rural, with 57% of persons in rural areas below the poverty line, against 17% in urban areas. The depth of poverty measured by the poverty gap index was also higher in rural than in urban areas (19.2% versus 7.1%, respectively)3 , with 28% of the rural population categorised as ultra-poor. 9. Malawi’s recent performance on key development indicators shows a mixed picture. While economic growth averaged 4.3% between 2000 and 2014, annual population growth rates of 3.1% reduced GDP growth per capita to 1.3% on average. Progress has been made on other indicators such as prevalence of vitamin A deficiency disorders that has reduced from 22% to 4%, increased access to primary education and infrastructure development. Despite this notable progress, levels of poverty and food insecurity have remained high and deteriorated with recent droughts. Approximately 70% of the population is still below the international poverty line (USD 1.90/day in 2011 PPP prices), down from 74% in 2004/054 . Food insecurity has worsened in recent years. In 2013, 84% of poor rural households were classified as food insecure, against 67% in 2010. Progress on nutrition varies among indicators: while stunting rates have fallen strongly from 47% in 2010/11 to 37% in 2015/16, the number of underweight children has only slightly decreased from 13% to 12% during the same period (NSO, 2017). Wasting of children under five is below the Malabo target for 2025 of 5%. The National Multisectoral Nutrition Policy also highlights micronutrient deficiency and underweight in women as major concerns. 10. Malawi is ranked 110th out of 190 on the World Bank’s Ease of Doing Business Index, a major improvement from 2016, when she was ranked 133. This improvement is mainly attributable to progress made on three indicators: access to credit, access to electricity, and ease of starting a business. The country scores relatively high on indicators related to construction permits (55), registering property (95) and paying taxes (102). Ratings are lowest on starting a business (150) and generating electricity (169) despite improvement in the indicators as well as on resolving insolvency (162). Malawi’s ranking in the Enabling the Business of Agriculture index compiled by the World Bank is 35 out of 62 countries. The index includes eight parameters: seed, fertiliser, machinery, finance, markets, transport, water and ICT. Malawi’s ranking is weighed down by poor scores on access to seed, fertiliser and ICT services. Issues related to seed and fertiliser 2 The Human Development Index (HDI) is a composite statistic of life expectancy, education, and income per capita indicators, which are used to rank countries into four tiers of human development. A country scores higher HDI when the life expectancy at birth is longer, the education period is longer, and the income per capita is higher 3 Poverty gap is the average consumption shortfall of the population relative to the poverty line. 4 Projections based on IHS 3 data. 4 National Agricultural Investment Plan registration process stand out, as Malawi has the most expensive (Across the 62 countries sampled, the average cost to register a new fertilizer product is 171.7% of income per capita, and it is most expensive in Malawi (totalling 3030.5% of income per capita) and lengthiest fertiliser registration process of all 62 countries (913 days). Registering and releasing new seed varieties takes 579 days on average . 11. Despite recent improvements, access to finance remains a key constraint facing small firms and farmers. High interest rates, demanding collateral requirements and complex loan application procedures are the main access barriers. The second most important constraint relates to the high cost and unreliable electricity supply, especially in rural areas which undermines the development of agro-processing, cold storage and communications. For private sector development, access to land, fair and transparent market interventions, including import and export regulations, remain challenges, along with high transportation costs. 2.2 The Agricultural Sector 12. Agriculture remains the backbone of the economy and vital for the livelihoods of most Malawians including national food self-sufficiency and household food and nutrition security. Agriculture generated approximately 28% of GDP, 65% of employment, and 63% of export earnings in 2015, and is even more important if forward and backward linkages are factored in. Considering the linkages of agricultural production and processing with input supply, trade and transport service, the broader Agri-food system contributes 44% to GDP and generates 74% of employment5. Agriculture is also critical for Malawi’s trade. While balance of trade for agricultural products is positive, the country faces a large overall trade deficit importing more than twice of its exports. The main agricultural exports include tobacco followed by sugar, tea, coffee and cotton. In turn, agricultural products only accounted for 10% of total merchandise imports in 2015. 13. Crops dominate the agricultural sector, accounting for 17% of GDP in 2014 followed by forestry (9%). The country’s most significant agricultural commodities are maize, cassava, potato, peas, beans, rice, groundnuts, bananas, tobacco, and sugar, which together account for approximately 80% of Malawi’s agricultural production value. Livestock and fisheries sub-sectors are comparatively small, contributing 3% and 1% to national GDP and 10%, and 4% to agricultural GDP, respectively. However, their share in employment generation is much higher than their contribution to national GDP, and they are important sources of food and nutrition security. 14. Crop production is concentrated on one main food crop (maize) and one main cash crop (tobacco). Maize is by far the most dominant crop grown by almost every farmer in Malawi and accounting for about 50% of the entire planted area. As the main source of food, maize has been at the centre of agricultural policies and public expenditures for decades. At the same time, the maize-centred approach to food security has contributed to a limited dietary diversity at household and national levels such that only 25% of the population are able to meet the dietary diversity. Regarding livestock, around 4.5 million farmers are rearing different types of livestock with an average of 1.4 Tropical Livestock Units per household. 15. Tobacco has been the major cash and export crop since the 1980s, accounting for between a quarter and a half of Malawi’s exports. Initially restricted to estates, smallholder production now accounts for 95% of the total production. Under the Integrated Production System production, buyers provide finance, inputs and extension services to farmers. However, given the long term negative market trend of tobacco, efforts are underway to promote diversification into food and other cash crops, as well as steps into value addition. 5Computations based on the RIPA model developed by IFPRI and IFAD based on a Social Accounting Matrix and household survey data, 2017. 5 National Agricultural Investment Plan 16. The dominance of maize and tobacco renders the country vulnerable to production and market risks related to these two commodities, hence, diversification of production and exports has become a priority. The other food crops apart from maize are cassava, sweet potato, Irish potatoes, groundnuts, beans, pigeon peas, cow peas, rice, and a range of vegetables. Other cash crops include sugarcane, cotton, coffee, tea, macadamia nuts, soybeans, other oilseeds and chillies. Together, maize, potatoes and cassava account for two thirds of the caloric intake. 17. Despite the high dependence of the economy on agriculture, commercialisation of the sector is limited. Overall, it is characterised by low productivity, low levels of improved farm input use, limited private investment, and low mechanisation levels. The average added value per agricultural worker during 2005-12 amounted to USD 209, far below the Sub-Saharan average of USD 680. 18. Historically, Malawi had a dual agricultural structure: the smallholder sub-sector farming on communal land, and the estate sub-sector farming on leasehold and freehold land. The major proportion of estate subsector was created after independence when a million hectares were converted into leasehold and transferred to commercial farmers. On the other hand, there are about 2.6 million farmers on 3.3 million hectares under customary tenure. Reliable current data on land size distribution does not exist, as the latest agricultural census was conducted in 2006. However, recent studies suggest that larger farm sizes are often not associated with higher production and productivity. While larger farms and estates use modern inputs more frequently, the ratio of cultivated land area to total land holding size declines as farm size increases. Only 15% of land owned by estates was cultivated in 2006. 2.3 Natural Resource Degradation and Climate Change 19. Agriculture is increasingly vulnerable to natural shocks and this is worsened with climate change. High population growth compared to available cultivable land has led to increased pressure on land and other natural resources resulting in increased land fragmentation, degradation and deforestation. Agricultural practices are inadequately adapted to intensive land use and weather extremes. Loss of topsoil from agricultural land is substantial, largely because of inappropriate soil management practices. Climate change induced extreme weather events such as droughts and floods are increasingly affecting agricultural production and rural livelihoods. The country experienced consecutive severe droughts in 2014/15 and 2015/16, and floods in 2015/16. High rates of rural poverty mean that climatic shocks often have devastating and long-lasting impacts on the livelihoods of smallholder farmers. While on average, 1.5 million people required humanitarian support during the past five years, the number sharply increased to 6.8 million during 2016/176 . 20. Climate change is expected to increase temperatures by 1.1-3.0°C by the 2060s, and the intensity of dry and wet seasons will increase resulting in longer dry spells and more floods. Medium- term climate projections raise concerns for all key agricultural sub-sectors in Malawi. Maize is sensitive to temperature and precipitation change, meaning that most climate scenarios predict decreasing yields. Livestock productivity is likely to be impaired by heat stress, and reduced grazing availability will pose a feed issue if Malawi’s wetlands degrade or even dry out under new conditions, as some studies predict. Less frequent yet heavier rainfall is expected to give rise to higher incidences of livestock diseases. Climate change is also anticipated to impact fisheries, increased incidences of drought, changes in surface water temperature as well as pH levels and dissolved oxygen in Malawi’s five lakes and river systems . 21. The vulnerability of agricultural production to climate risks is exacerbated by the reliance on rain fed farming. While the country registers good rainfall levels in average years, and has substantial surface water resources, only about 107,000 hectares are currently developed for irrigation farming. This is about a quarter of the potential irrigable area identified in the Irrigation Master Plan. Slightly more than half of the irrigated land is cultivated by smallholders. 6 Based on data from the Malawi Vulnerability Assessment Committee (MVAC). 6 National Agricultural Investment Plan 2.4 Rural Livelihoods, Gender and Youth 22. Around 11 million Malawians live in rural areas, majority of them are poor and depend on agriculture for their livelihoods. Most of these rural households are engaged in subsistence farming, with less than a fifth producing marketable surpluses. This is mainly due to land and labour constraints. Land holdings average 0.8 hectares but 30% of farmers cultivate less than half a hectare. HIV remains one cause of labour constraints, with 7.4% of rural population aged 15-49 being positive. Around 70% of women managing farming plots are widowed, divorced, or separated, and have limited access labour or mechanisation. Most smallholder farmers cultivate customary land using hand tools and minimal inputs and technologies 23. Women represent 52% of the population and play an essential role in the household as food producers and carers, as well as engaging in small-scale trading activities. Over half of the farmers in Malawi (59%) are women. Around 30% of households are female headed and are particularly vulnerable to shocks as most of them do not have assets or savings. Women in Malawi produce up to 80% of the food which fetches low prices due to limited access to markets. Most women have only small plots and often sell labour to those who can afford to hire labour within their communities. . Women also have a wide range of chores in the household. Men play a key role in specific stages of the agricultural cycle such as preparing fields, marketing and deciding how to use income. Rural men tend to have increased involvement in cash crops and casual employment as agricultural labourers. 24. In general, Malawi’s female farmers are less productive (by 28 percent on average) compared to their male counterparts. This is so because women frequently have unequal access to key agricultural inputs such as land, labour, knowledge, fertiliser, improved seeds, and mechanization. However, according to “The Cost of the Gender Gap in Agriculture” Malawi stands to gain if women are more involved in the entire agricultural value chain. The report estimates that closing the gender gap would result in a 7.3% increase in crop production, USD 100 million increase in GDP and lift 238,000 people out of poverty. 25. Malawi ranks near the bottom of the UNDP Gender Inequality Index: 173rd of 188 countries ranked. The main dimensions of inequality include: (i) unequal workloads between men and women; (ii) control of productive assets is in the hands of men; (iii) limited participation in household and community decision-making; (iv) lower literacy rates (57% women versus 74% for men); (v) lower access to opportunities and services; and (vi) as the prime victims of gender- based violence. Plots of cultivated land among women-headed households are smaller than those of men. This is consistent with the fact that 57% of women-headed households live under the poverty line. 26. Youth (aged 10-35) constitute over 40% of the population. Custom and tradition entail the submission of youth to parents and other adults. Youth do not generally participate in household or community level decision-making processes and their views are unrepresented in wider societal circles. In rural areas, youth and younger households tend to be poorer than those headed by older adults due to limited access to assets particularly land. This typically leaves youth locked in unpaid or subsistence farming. 27. Youth development and empowerment are priority features of MGDS III, and the National Youth Policy of 2013 aims to stimulate the participation of youth in Malawi’s development. The policy recognises the role that youth play in rural development and the pressing need to render agriculture attractive to youth. Policies and programs contributing to rural development are expected to emphasise the need to involve youth for effective gender mainstreaming. 7 National Agricultural Investment Plan 2.5 Recent Agricultural Sector Performance 28. Agricultural growth has been highly volatile over the past five years. While growth rates at and above 6% were achieved in 2011, 2013 and 2014, lower or negative growth rates, driven largely by climatic conditions, were registered in other years. The sector was also affected by macroeconomic imbalances. After floating the exchange rate in 2012, the Kwacha depreciated by 50% making exports more competitive but increasing the costs of imports, such as fertilisers. Inflation has been above 20% between 2012 and 2016 but has recently receded significantly to single digit (9.8 percent as at March 2018). Reduced donor budget support triggered increased domestic borrowing and high Treasury bill rates have been crowding out bank lending. Macroeconomic instability has led to interest rates of 35% or more, further constricting growth. Furthermore, some unfavourable economic policies, have restricted private investment in export-oriented agriculture. 29. Overall, commercialisation of the agricultural sector is limited by poor market access, limited infrastructure and weak coordination of most agricultural value chains. However, there are some encouraging developments such as commodity exchanges and warehouse receipt systems (including related legal frameworks about to be enacted). There are also several value chain coordination platforms (cotton, rice, legumes, roots and tubers). 30. Crops: Agriculture crop production in Malawi can be categorised into food crops and cash crops. Maize, rice, millet, bananas and roots and tubers are Malawi’s food crops while tobacco, tea, sugar, coffee, cotton and grain legumes and oil seeds are the country’s cash crops. Maize is the main staple food grown by almost all farmers in Malawi. Its production has substantially increased. For example, maize production has increased from 1.7 million tonnes before 2005 to an average 3.3 million tonnes in 2015/16. This increase is attributed, among others, to the increased use of fertiliser, and use of improved maize seed varieties. Fertiliser use per hectare has increased from 30 to nearly 40 kg. This is largely attributed to the Farm Input Subsidy Program (FISP) providing subsidised seeds and fertiliser to farmers since 2005 – see Box 1. However, maize production has plateaued and remains highly correlated to rainfall patterns. The production has been fluctuating between 2.8 and 4.0 million tonnes since 2008. On the other hand, the country’s maize productivity between 2011 and 2016 increased slightly and remained far below the target of 3.3 tonnes/ha. Furthermore, hybrid maize seed use has increased slightly from 41% (2010) to 46% (2014). Whereas, production of cassava has expanded from 4.0 to 4.9 million tonnes from 2010 to 2014, with yields increasing from 17 tonnes/ha in 2000 to 23 tonnes/ha in 2014, following the introduction of new varieties. In addition to household food security, there has been growing commercialisation with fresh cassava being sold into urban market and processing into cassava flour. 31. On cash crops, with exception of few legumes, the production trend has not been impressive over time. Average production over the five years (2013-2017) for groundnuts and beans, for instance, stands at 307,790mt and 185,893mt per year, respectively. On the other hand cotton production has drastically reduced over time. Between 2013 and 2017 it has declined from 158,826mt to 29,545mt. However, in general there has been some progress in crop diversification, alongside tobacco, as the country’s main cash crop especially with increasing production of legumes over the period. For example, production of grain legumes has almost doubled, from 0.53 million tonnes in 2010/11 to 1.02 million tonnes in 2014/15. The commercialisation of grain legume production was supported through strengthening of farmer organisations, increased market linkages with processors and exporters, private investments in downstream segments, and increased trading levels on commodity exchanges and use of warehouse receipts. Nevertheless, the seed industry to support this diversification drive is not yet developed. 8 National Agricultural Investment Plan Box 1: Farm Input Subsidy Program Government introduced the Farm Inputs Subsidy Programme (FISP) in 2005 to increase smallholder farmers’ access to improved agricultural farm inputs – fertilizers and improved seeds and, therefore, attain food security at household and national levels. FISP has contributed to increased maize production with surpluses in especially years which experienced favourable weather. It has also contributed to yields increases from 0.8mt/ha to 2.1mt/ha; increased utilization of fertilizers from slightly above 100,000mt to over 300,000mtper year; and has contributed to private sector development in the agriculture sector. For instance, there were only 3 seed companies, but to-date have increased to 22. Despite the positive contribution of the program, there is a growing consensus on the need for Government to improve its efficiency and sustainability. On-going FISP reforms include: (i) improvement in targeting of productive poor smallholder farmers; (ii) the increasing involvement of the private sector in input distribution; (iii) Increased farmer contribution to the input; and (iv) the use of FISP as a tool to promote diversification through expansion towards other cereal seeds. These FISP reforms aim at reducing its financial burden in order to free resources for sustainable agriculture investment by the GOM. The re-orientation of the FISP requires harmonisation with other policies such as social cash transfers in terms of the Unified Beneficiary Registry and other tools. This requires a new targeting approach currently being piloted. The use of the Unified Beneficiary Registry developed under the MNSSP would help to improve targeting efficiency and ensure that various interventions are harmonised. The latter include other interventions under the NAIP, under Program B and IA 6, which target strata of the rural population that will no longer be eligible under the FISP. Further reforms should consider opportunities to address environmental and soil fertility issues requiring a more holistic approach to soil fertility management. The reform areas should include management practices such as use of organic fertiliser and provision of varied fertilisers depending on soil types and cropping systems; crop rotation and expanding the choice of seeds to include more legumes, cereals and oilseeds crops; and linking FISP eligibility to the adoption of good agricultural practices. 32. Strategic Grain Reserve (SGR): The Malawi Government established the SGR under the management of the National Food Reserve Agency (NFRA) to respond effectively to food insecurity and unpredictable shocks. NFRAs objectives at its establishment were; 1) to maintain the SGR; 2) stabilize the grain price; 3) and oversee grain importation and exportation on behalf of the Government of Malawi. It releases maize grain during emergencies for humanitarian support and for price stabilization purposes. It has an institutional set up that includes the SGR and Commercial Maize Committee, whose mandates include recommending and approving release of maize grain for humanitarian support or for commercial purposes. Several years of the SGR’s operations have revealed a lack of clear guidelines in terms of procurement, recycling, replenishment rules, and drawdown of grain, among others. This brought about uncertainties which undermined private investments in storage and the use of risk management and financing instruments such as warehouse receipts and, commodity exchanges. Hence, while strategic reserves are an important instrument to cope with disaster-induced food crises, management of such reserves need to be handled more carefully to manage trade-offs with other policy objectives, such as private investments in marketing and storage and the development of market- based risk management instruments. The new SGR guidelines that Government has adopted since December 2016 provide an effective tool for addressing gaps and outline practical rules for procurement, storage and drawdown of grain from the SGR without interruptions. 33. Livestock: Though the livestock sub-sector has shown a more positive performance, its growth is relatively slower than the country’s demand for livestock products. As such Malawi continues to import meat and meat products. Statistics indicate that the country has about 97 million chickens, 7 million goats and 4 million pigs. This increase is attributed to the pass-on schemes the country is implementing and improved management. The cattle population has doubled to 9 National Agricultural Investment Plan 1.5 million during the ASWAp implementation and includes 80,000 dairy cattle. The latter has led to an increase in milk production supported by improved breeds and advances in animal health. However, per capita milk consumption in Malawi is still one of the lowest in the world at about 4.9 litres per person per year (FAO Stat). The sub-sector has potential to grow and contribute to the economic wellbeing of Malawians and improve nutrition. However, it faces a number of challenges that include high disease prevalence, limited infrastructure development and investment and lack of breeding facilities. 34. Fisheries: The fish catch from Lake Malawi has surpassed previous targets of 60,000 tonnes per annum, oscillating between 81,000 and 116,000 tonnes. While this has improved the availability of fish, it exceeds the sustainable yield of the lake fishery. Aquaculture production has almost doubled, from 2,632 tonnes to 4,742 tonnes per year but still remains at a low-level compared to the capture fishery. However, according to FAO the fish supply per capita has steadily dwindled due to high population posing a real threat to food and nutrition security. Some estimates indicate that there is substantial decline in per capita fish consumption in the country, from 14 kg in the late 1990s to about 5.4 kg in 2017. This is the case despite the fact that country is endowed with vast fresh water and suitable land for upland fish production. 35. Exports: The value of agricultural exports increased from USD 839 million in 2010 to USD 925 million in 2015, with substantial fluctuations in between. The traditional export crops – tobacco, sugar, tea, coffee and cotton - have shown little dynamism in recent years, with fluctuating production and productivity levels. There has been a strong increase of some non-traditional export crops such as cow peas, macadamia nuts and spices (paprika and chillies). Other crops targeted under the National Export Strategy (NES) such as cotton, soybeans and sugar have not experienced major growth. 2.6 The Agricultural Sector Expenditure 36. Public spending in agriculture has traditionally been high in Malawi, averaging 16.3% of the total budget between 2007/8 and 2011/12, far above the CAADP Maputo target of 10%. Public expenditures in agriculture oscillated between USD 250 million and USD 365 million per annum during this period. At ASWAp design, the development budget was calculated at USD 2.2 billion over a four-year period, of which 29% and 17% were to be contributed by GoM and development partners respectively, leaving a funding gap of 54%. At the end of the ASWAp implementation period, USD 1.9 billion had been spent by MoAIWD and DPs that participate in the Donor Committee in Agriculture and Food Security (DCAFS), representing 85% of the identified financing need. GoM spent 52% of this amount and donors 29%, leaving a funding gap of 18% (USD 329 million). Hence, in terms of resource mobilisation and disbursement, the ASWAp was quite successful with average annual spending of almost USD 500 million. 37. Since ASWAp mostly focused on food security, expenditures were highly skewed towards pillar 1, Food Security and Risk Management. The pillar had 72% of the total expenditure under ASWAp and 93% of the GoM contribution. Within this pillar, 61% was spent on sub-Program 1.1 targeting maize production, mainly through the FISP. This left few resources for the other sub-Programs and pillars, with diversification of production receiving 10%, commercialisation 7%, technology generation and dissemination only 4%. Sustainable land management received 9% of resources. Irrigation development as a sub-programme lagged far behind with only USD 96 million spent out of USD 921 million budgeted. 10 National Agricultural Investment Plan 38. ASWAp spending was highly centralised. Only 1% of the funds spent by MoAIWD were transferred to the districts, where most capacity development and extension takes place. This is mainly attributable to the high share of the centrally-managed FISP in the budget including procurement of fertilizers and seeds which were actually used at district level. Moreover, only 4% of MoAIWD’s budget was allocated to development activities, with the remaining 96% being recurrent costs, known as Other Recurring Transactions (ORT). This included the FISP and other recurrent expenditures. 39. Some 60% of donor funding for the ASWAp was channelled through MoAIWD and 10% through other public entities, mainly through Project Implementation Units (PIUs). The remainder of donor funding was channelled through NSAs including NGOs/CSOs (18%), research entities (6%), private sector (5%) and UN Agencies (1%). Limited progress was made towards pooled funding, though this was one of the main envisaged implementation modalities. Only 6% of resources were disbursed through the Multi-Donor Trust Fund (MDTF), established in 2014, managed by the World Bank and contributed by several donors. The MDTF was nevertheless catalytic in improving inter-sectoral coordination and providing a predictable flow of funds. Some of the resources were transferred to other Ministries, including the Ministry of Industry, Trade and Tourism (MoITT), the Ministry of Transport and Public Works (MoTPW) through the Roads Funds Administration, and the Ministry of Lands, Housing and Urban Development (MoLHUD). 2.7 Policy Context International Policy Frameworks The NAIP has been informed by global, continental and regional policy frameworks. Its targets, therefore, are also aligned to the M&E and results frameworks. 40. Malawi is a signatory to international instruments related to agriculture, including the Sustainable Development Goals (2015) and the continental CAADP Compact. The CAADP which is Africa’s policy framework for agricultural transformation, wealth creation, food and nutrition security as well as inclusive economic growth. It helps to identify sources of pro-poor growth for the agriculture sector, build knowledge management systems and embrace peer review mechanisms to enhance collective responsibility and local ownership. Malawi signed the CAADP compact in 2010, setting the stage for joint sector reviews, budgetary and investment dialogue, and commitments to align, scale up and improve the quality of sector investment. 41. In 2014 African leaders renewed their commitment to the CAADP Compact through the Malabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods. The Declaration constitutes a recommitment of African governments to the CAADP process and sets objectives and targets for the second CAADP decade. The Malabo declaration is based on a critical review of the achievements and challenges of the first phase of CAADP commitments, including the first generation NAIPs. The declaration strongly recommends strengthened coordination and alignment of agricultural investment Programs with other adjacent policy areas; with a stronger emphasis on implementation capacity; and a stronger role of the private sector. The Declaration has seven commitments as follows; I. Recommitment to the principles and values of the CAADP process; II. Enhancing investment finance in agriculture; III. Ending hunger in Africa by 2025; IV. Halving poverty by the year 2025, through inclusive agricultural growth and transformation; V. Boosting intra-African trade in agricultural commodities and services; VI. Enhancing resilience of livelihoods and production systems to climate variability and other related risks; VII. Mutual accountability to actions and results. 11 National Agricultural Investment Plan Each commitment has sub-themes with related targets and performance indicators. Countries agreed to a biannual review process to monitor progress towards the 2025 targets. Achieving these targets requires a multi-sectoral approach that involves several ministries. While the agricultural sector and agricultural ministries continue to play a central role, contributions from other sectors such as nutrition, trade, private sector development, natural resource management and social protection are critical in achieving such targets. 42. Malawi is a Party to the United Nations Framework Convention on Climate Change (UNFCCC) and the Paris Climate Agreement of December 2015. Under these agreements Malawi has made firm commitments to move the country’s development pathways towards a green economy based on national circumstances and capabilities. These commitments are defined under Malawi’s Intended Nationally Determined Contribution (INDC). 43. The Enhanced Integrated Framework (EIF) is a global initiative of WTO which brings together partners and resources to support least developed countries in harnessing trade for poverty reduction, inclusive growth and sustainable development. It provides financial and technical support to build trade capacity in 50 countries including Malawi. The EIF has supported Malawi in identifying and quantifying the trade costs constraining its competitiveness within regional and international markets. 44. Malawi has also joined two Continental Initiatives to foster private investments in Africa: Grow Africa (GA) and the New Alliance for Food Security and Nutrition (NAFSN). GA is a partnership that was jointly founded in 2011 by the AU, NEPAD and the World Economic Forum. It works to increase private sector investment in agriculture and accelerate the execution and impact of investment commitments. The aim is to enable countries to realise the potential of the agriculture sector for economic growth and job creation, particularly among farmers, women and youth. The NAFSN which was launched in 2012 is a shared commitment to achieve sustained inclusive, agriculture- led growth in Africa. It sets out to: (i) reaffirm continued development partner commitment to reducing poverty and hunger; (ii) accelerate implementation of key components of the CAADP; (iii) leverage the potential of responsible private investment to support development goals; and (iv) help lift 40 million people out of poverty in Africa by 2022.The NAIP is also aligned with the SADC Regional Agricultural Policy (2013) and Regional Agricultural Investment Plan (2016); as well as the COMESA Regional Agricultural Policy and Investment Framework and the COMESA Regional CAADP Compact– see Annex 6. 45. The key role of the private sector in the NAIP is consistent with the Malabo Declaration’s invitation for countries to establish a Country Agribusiness Partnership Framework (CAP-F). The CAP-F will identify policy issues and actions to stimulate private agribusiness investment building on GA and the NA. National Policies and Strategies 46. Malawi has a very wide range of sectoral and sub-sectoral policies that are relevant to the NAIP, most of which are accompanied by various policy statements, investment frameworks and strategic plans. The most important ones are summarised in Annex 6. The overarching National Development Plan is the Malawi Growth and Development Strategy. The third phase (MGDS III) was prepared in parallel with the NAIP and is currently in draft form pending publication. The five priority areas of MGDS III are: (1) Agriculture, Water Development and Climate Change; (2) Education and Skills Development; (3) Transport and ICT infrastructure; (4) Energy, Industry and Tourism Development and (5) Health and Population. Several cross-cutting areas are mainstreamed into the strategy including: gender; youth development; empowerment of persons with disabilities; management of HIV and AIDS and nutrition; environmental management; disaster risk reduction and resilience building; peace, security and good governance. The agricultural content of MGDS III is derived from the National Agricultural Policy which was developed and approved in 2016. 12 National Agricultural Investment Plan 47. The main policy document for the agricultural sector is the National Agriculture Policy (NAP) which defines the vision and provides a high-level framework for development of the agricultural sector in Malawi for (2016 - 2020), with MoAIWD as the policy holder. It includes eight Policy Priority Areas (PPAs), subdivided into 54 Policy Statements which are to be implemented through a number of strategies. The Policy intends to achieve sustainable agricultural transformation, expanding incomes for farm households, improved food and nutrition security and increased agricultural exports by creating a conducive environment for development of the sector. The emphasis is on farmer-led agricultural transformation and commercialisation by treating farming as a business, facilitating and harnessing dynamic transitions within farming communities, in particular a transition into non-traditional high-value agricultural value chains, and increased engagement in profitable off-farm and non-agricultural livelihoods. There are also a number of sub-sectoral and thematic strategies and polices (see Annex 6) which are subsidiary to the NAP. 48. Whilst the NAIP is firmly rooted in the national policies for agriculture, it also responds to a number of related policies and strategies in line with its objectives. The alignment of the NAIP with sectoral and related policy frameworks is guided by the need to ensure consistency and coherence and address critical resource gaps in overlapping policy and investment areas. These fall under the mandates of other Ministries and are described in Annex 6. The most important of these are: • National Trade Policy and the National Export Strategy (NES) • Trade, Industry and Private Sector Development, Sector Wide Approach (TIP-SWAp) and the Joint Sector Plan (JSP) • National Resilience Plan (NRP) • Malawi National Nutrition Policy, 2016-2020, the draft National Nutrition Strategic Plan, 2017-2021 and the draft Agriculture Sector Food and Nutrition Strategy 2017-2021. • National Gender Policy • Malawi National Social Support Program, Phase II (MNSSP II) • Financial Sector Development Strategy and the Financial Inclusion Strategy • Decentralisation Policy and the Integrated Rural Development Strategy • National Environmental Policy, National Climate Change Policy, and Malawi Climate Change Investment Plan (MCCIP) • Malawi National Land Policy 2.8 Key Stakeholders 49. Effective implementation of the NAIP requires stronger coordination of all key players in the agriculture sector. These includes: Government and its subsidiaries (parastatals, boards and trusts); non-state actors (NSAs) such as Non-Governmental Organisations (NGOs) and Civil Society Organisations (CSOs); the private sector (including farmers, farmers organisations and private sector companies); Research and Academia; and Development Partners (DPs). The key stakeholders and their main roles are described in Annex 6. 50. As identified in the NAP, the ministries responsible for implementation of the NAIP are: • Ministry of Agriculture, Irrigation and Water Development (MoAIWD), as the lead ministry • Ministry of Industry, Trade and Tourism (MoITT); • Ministry of Local Government and Rural Development (MoLGRD); • Ministry of Lands, Housing and Urban Development (MoLHUD); 13 National Agricultural Investment Plan • Ministry of Natural Resources, Energy and Mining (MoNREM), • Ministry of Health and Population (MoHP); • Ministry of Transport and Public Works (MoTPW) • Ministry of Gender, Children, Disability and Social Welfare (MoGCDSW), and • Ministry of Finance, Economic Planning and Development (MoFEP&D). 51. Other important ministries though not directly part of NAIP implementation include; Ministry of Foreign Affairs and Internal Corporation, Ministry of Justice and Constitutional Affairs and Ministry of Labour, Youth ,Sports and Manpower Development. Other key stakeholders include the Reserve Bank of Malawi (RBM) and a number of parastatals, boards and trusts which are important for development of the agricultural sector and have in some cases substituted for private sector. 52. Civil Society is relatively well organised in Malawi. The Council for Non-Governmental Organisations in Malawi (CONGOMA) and the NGO Board are the official registrars, and for the agricultural sector the Civil Society Agriculture Network (CISANET) is active in policy dialogue and Program implementation. They have also lobbied for progressive policies, quality service provision and facilitating access to markets. These organisations have supported multi-stakeholder dialogue structures especially at district level, such as the District Agriculture Extension Coordinating Committees (DAECCs), District Stakeholder Panels (DSPs) and Area Stakeholder Panels (ASPs). 53. The private sector is composed of approximately 2.6 million farmers (small and medium-sized), and 30,000 estates, as well as a number of companies engaged along agricultural value chains and related inputs and services. There are a number of large corporates in the sector (both domestic and foreign) of which over 30 have participated in the NAFSN and GA. Private financial institutions such as banks, microfinance institutions and Saving and Credit Corporative (SACCOs) also have a key role to play. Rural (SMEs) such as traders, transporters and agro dealers are often direct market partners of commercialising smallholder farmers and should play an important role in agricultural transformation. However micro, small and medium enterprises in the sector are not very visible and receive little support (the so-called “missing middle”) and this has been addressed in the NAIP. 54. Farmer Organisations: The Farmers Union of Malawi (FUM) represents smallholder, medium and larger farmers7 and The National Smallholder Farmers Association of Malawi (NASFAM) represents commercially-oriented smallholders. In addition to policy and advocacy work, NASFAM provides services to farmers and buys produce through subsidiary processing enterprises. Input suppliers and certain value chain segments are organised in associations (e.g., in dairy, cotton, tea, and tobacco). However, overall organisation of the private agribusiness sector is weak, partially due to the diversity of actors in terms of size and specific interests. While the Malawian Confederation of Chambers of Commerce and Industry (MCCCI) represent the overall private sector interests, the interests of smaller companies remain diluted. Attempts to create a sub- chamber for agriculture have not succeeded yet. 55. Agricultural research is coordinated and undertaken by MoAIWD through the Department of Agricultural Research Services (DARS) at its three main research stations as well as sub- stations strategically positioned throughout the country. Much of this work is undertaken in collaboration with CGIAR institutions of which there are normally 4-5 active in the country at any time. Universities also play an important role in agricultural research and human resource development. In the tobacco sector, the Agricultural Research and Extension Trust is responsible for conducting research and providing technical and extension services. 7 Farmers Union of Malawi (FUM) has a total membership of 1,024,843 farmers which consist of 1,024,193 individual smallholder farmers organized into 256 farmer organizations across the country and 650 medium and large-scale farmers. NASFAM represents over 100,000 smallholder farmers. 14 National Agricultural Investment Plan 56. Malawi’s development partners have supported the ASWAp and are expected to continue their support for agriculture and rural development via the NAIP. The DPs also play an important role in guiding and coordinating the sector. The agricultural sector stands out in terms of donor coordination. The Donor Committee in Agriculture and Food Security (DCAFS) aims to deepen dialogue, coordination and cooperation among development partners, and between these and the Government in relation to agriculture and food security, with a view to strengthening the quality of partnership and effectively supporting the NAP, Malabo, CAADP and related strategies. The DCAFS consists of resident bilateral and multilateral donors as well as UN agencies. The group provides harmonised and coordinated input to MoAIWD and maintains a database of all donor projects in the agricultural sector. The group is professionally managed through contributions from each of the resident donors and meets on a regular basis. The leadership is organised as a troika comprising the current, incoming and outgoing chairs, and meets regularly with the Principal Secretary of MoAIWD. Similar donor structures with professional coordination have been set up, modelled after DCAFS and these include Donor group in Nutrition Security (DoNUTS), Private Sector Donor (PSD) group and Climate Change and Environment Donor Group. 15 National Agricultural Investment Plan Chapter 3: Detailed NAIP Description 3.1 Objectives and Scope 57. Policy Foundations: The NAIP is based on two main foundations; the NAP and the Malabo Declaration. The NAP’s transformation agenda involves a holistic approach to a heterogeneous sector, retaining a focus on smallholders but also supporting commercial farming. In addition to the focus on production and productivity, the NAP addresses other issues such as sustainable management of agricultural resources; resilience to climate change; increased agricultural exports; as well as food security and improved nutrition. Its implementation therefore requires inputs from other sectors and line ministries. This applies even more to the Malabo Declaration with its ambitious targets related to ending hunger, halving poverty, boosting intra-African trade in agricultural commodities and services (including a continental free-trade area and transition to a continental Common External Tariff) and making at least 30% of farm/pastoral households resilient to shocks. While agriculture plays a central role in achieving these targets, other sectors and related policies investment frameworks in areas such as nutrition and health, water and sanitation, education, social development and protection, trade, transport, natural resources and climate change also have to make important contributions. 58. Several activities mentioned under the above policy and investment frameworks that are important for achieving the NAIP’s development objectives, are included and budgeted for in the NAIP. This not only lays the foundation for improved coordination between the NAIP and adjacent programmatic frameworks but also helps to ensure that critical activities are funded and implemented8. The NAIP implementation and monitoring arrangements described in Chapter 6 will ensure proper coordination and reporting across sectors, identify financing gaps and avoid parallel funding and implementation of similar activities by various actors9. 59. Key changes compared to the ASWAp. The NAIP shares some common elements with the ASWAp and draws on many lessons learned from the latter. However, there are a number of material differences between the NAIP and the ASWAp which are expected to make the NAIP a more effective framework for targeted and harmonised agricultural sector investment as can be noted below: ASWAp NAIP • Formulated in the absence of a national agricultural policy – functioned as both a policy and an investment framework. • The NAIP is informed by the NAP. • Pillar structure with limited horizontal linkages between different focus areas. • Matrix structure with 16 Intervention Areas each contributing to one or more of the four Programs. • Very limited reference to related thematic and sectoral policies. • Reviews the full range of thematic and sectoral policies and strategies (Annex 6) and responds to these where appropriate. • Limited involvement of ministries other than those directly responsible for agriculture and irrigation • Well-defined and important roles for many other ministries and agencies, some in leadership roles for particular elements of the plan. • Cost estimates only included investments. • Recurrent costs also included on the basis that investments cannot be undertaken effectively without adequate operational costs. 8 In an uncertain funding environment, the inclusion of activities and other sectoral frameworks does not ensure that these get funded (view chapters 5 on trade and nutrition -related investment frameworks as examples). 9 The exact linkages between the NAIP and the main other plans and investment frameworks (NRP, JSP and MCCIP) are detailed in Annex 6. 16 National Agricultural Investment Plan • Highly centralised implementation arrangements with very limited involvement at district level and below. • Proposes decentralised implementation modalities in line with the decentralisation policy. • Limited provision for intra- and inter-agency coordination. • Coordination arrangements clearly specified and costed. • Investment highly concentrated in one focal area (food security) with the FISP consuming the bulk of GoM resources • More balanced investment portfolio across four Programs and 16IAs. 60. Timeframe. The NAIP has a five-year implementation period. However, the agricultural transformation envisaged in the NAP and the ambitious Malabo and SDG targets require a longer timeframe to be achieved. The NAIP can thus be seen as the first of two or three investment plans for implementation of the NAP. It identifies what can realistically be done within the first five years of NAP implementation. After that, a second NAIP, within the same programmatic framework, can be developed with an updated budget and priorities. 61. Objectives. The NAIP adopts the goal of the NAP which is sustainable agricultural transformation that will result in significant growth of the agricultural sector, expanding incomes for farm households, improved food and nutrition security for all Malawians, and increased agricultural exports. It has three related objectives at the impact level, to be measured through six indicators as shown in Table 3.1. These objectives mirror the Level I results areas and indicators of the CAADP Results Framework. The targets concerning poverty reduction and food and nutrition security are set below those of the Malabo Declaration for two reasons. First, Progress on stunting and other nutrition targets require many interventions in other areas, beyond the scope of the NAIP. Second, the NAIP ends in 2023, whereas the Malabo targets are set for 2025, and the SDGs for 2030. Table 3.1: Impact Level Objectives, Indicators, Baseline and Targets Objectives Indicators Baseline Target Broad-based and resilient agricultural growth I. Consistent agricultural sector growth 4.3% a/ 6% II. Increased share of agricultural GDP from commodities other than tobacco and maize tbd tbd Improved well-being and livelihoods of Malawians III. Increased share of population above the national poverty line 49.2% (2010/11) 65% IV. Rural poverty gap reduced 19.2% 15% V. Increased share of households resilient to climate and weather-related shocks (RIMA10) tbd 25% Improved food and nutrition security VI. Reduction in Malawi’s score in the IFPRI global hunger index11 27.2 <20 VII. Reduction of stunting among 0-5 year-old children 37% (2015/16) 25% VIII. Reduction of underweight among 0-5 year old children 12% 5% IX. Reduced food insecurity12 Tbd 10% a/ Average growth rate achieved during ASWAp implementation 10Resilience Index Measurement and Analysis (http://www.fao.org/3/a-i5665e.pdf) 11www.globalhungerindex.org 12As measured by the Food Insecurity Experience Scale (FIES) http://www.fao.org/in-action/voices-of-the-hungry/fies/en/ 17 National Agricultural Investment Plan 62. The three NAIP objectives are mutually reinforcing. Agricultural sector growth contributes to poverty reduction and Food and Nutrition Security (FNS). Improved FNS contributes to agricultural and overall growth through a healthier, better-educated and more productive workforce; and reduced poverty levels increase the demand for food products, stimulating agricultural sector growth. The main thrust of the NAIP is to stimulate broad-based agricultural-led growth, with specific measures to maximise the synergies with food and nutrition security, poverty reduction and overall economic growth. Objective 1: Broad-Based and Resilient Agricultural Growth 63. The commercialisation of smallholder farming will be the main source of growth with the highest contribution to poverty reduction and FNS. However, medium and large farms also have important roles to play, in view of the substantial amount of underutilised land under their control. These farms can also play important roles in linking smallholder farmers to markets by providing inputs and services and bulking production within out grower arrangements. Large, medium and small enterprises in the up- and downstream segments of the Agri-food system13 are critical for providing inputs and services to farmers, adding value and linking farmers to markets. The smallholder and commercial segments of the Agri-food system are interlinked and need to grow in parallel to achieve robust growth and meet evolving market demands while successfully competing with imports. Hence, the NAIP will take a holistic approach looking beyond primary production to further develop input markets, transformation and trade. 64. In the context of strong population growth and a limited and fragile natural resource base, agricultural growth has to come mainly from productivity gains rather than through an expansion of the area under production, combined with interventions to improve resilience by preparing for and managing shocks This especially applies to the smallholder-dominated areas under communal tenure where landholdings are very small and intensively utilised. In the estate sub- sector, a two-pronged approach is needed combining productivity increases and horizontal (area) expansion. Strengthening land tenure security is critical for investments and sustainable agricultural practices. In addition, land rental markets would allow more productive farmers to expand without requiring owners to give up their land permanently. Objective 2: Improved Well-Being and Livelihoods 65. While there is ample evidence that broad-based agricultural growth is an effective strategy for poverty reduction, the extent of that linkage depends on the type and quality of growth. Broad- based growth driven by productivity increases on small farms is the most effective and has the largest multipliers. But within the smallholder population, there is huge diversity in terms of assets, income levels and capabilities to respond to market opportunities; affected by factors such as gender, age, location and availability of family labour. 66. The NAIP recognises the heterogeneous nature of rural communities. Whilst the great majority or rural households are poor, there is a need to tailor programs/interventions to the needs of different categories of the poor. The NSSP classifies poor rural households into five categories: (i) ultra-poor labour constrained; (ii) ultra-poor but non-labour constrained; (iii) poor but food- secure; (iv) vulnerable to poverty; and (v) resilient to poverty. In addition to addressing the generic constraints facing smallholder farmers, specific targeting measures will be employed to address the needs of vulnerable/disadvantaged sub-groups. These will include measures to close the gender gap in agriculture, support youth employment and entrepreneurship, increase the access of remote areas to infrastructure, markets and support services, and to support labour-constrained households such as those affected by HIV-AIDS. The NAIP also incorporates strategies and interventions tailored to larger scale commercial farmers and agribusinesses. 13Upstream refers to supply of inputs, technologies and services for production (seeds, breeding stock, fertilizer, machinery and equipment). Downstream includes all the processes after farm production, such as post-harvest handling, bulking, storage, transport and logistics, processing, trading and retailing. 18 National Agricultural Investment Plan 67. Notwithstanding the above, the NAIP acknowledges that agriculture is not the only pathway out of poverty for all rural households. Labour-constrained rural households and/or those with very small land areas may pursue other pathways, including engaging in non-farm enterprises, non-farm employment or migration. Typically, such households pursue a portfolio of livelihood strategies - agricultural and non-agricultural, to provide for their food and nutritional needs. Different extension approaches and technologies are needed to support these farmers to increase and diversify their production. Hence, the NAIP will support different strategies for different segments of the farming population, including graduating beneficiaries of social protection Programs into agricultural production, linking subsistence farmers with markets, and creating employment opportunities in related value chains. This will be achieved in close coordination with the MNSPP and relevant stakeholders. Objective 3: Improved Food and Nutrition Security (FNS) 68. FNS builds on the concept of food security14 but places more emphasis on the qualitative dimensions of achieving a healthy and balanced diet. Further emphasis is on the utilisation of available food through proper food handling and feeding practices, operating in a well-managed environment that has safe, hygienic and sanitary facilities. Food security is necessary, but not sufficient, to ensure nutrition and prevent malnutrition. 69. Food security has traditionally been at the centre of agricultural policies in Malawi. However, efforts have concentrated on achieving maize self-sufficiency, and despite some improvements, food insecurity and malnutrition remain serious challenges, with stunting levels still unacceptably high. The number of people who require food assistance can reach as high as six million (around a third of the population) in years of severe drought. 70. The NAIP targets the more comprehensive objective of FNS. Food insecurity and malnutrition has three dimensions: food access, care practices and health sanitation and environment. While FNS requires interventions from different sectors - health, water and sanitation, and education – targeted investments in agriculture have a critical role to play in addressing stunting, micronutrient deficiencies and other forms of malnutrition. Micronutrient deficiencies are closely associated with lack of dietary diversity. Agriculture-based interventions can also make important contributions to reducing stunting by increasing the availability of diverse and healthy foods in urban and rural areas; improving access through lower food prices and increased incomes, and by decreasing the gender gap in agriculture. The NAIP will contribute to FNS through six outcome areas that address the three main determinants of nutritional status as outlined in Figure 3.1. Figure 3.1: Agricultural Pathways to Achieving Nutrition Outcomes Source: FAO compendium on Nutrition Sensitive Investment (adopted from Herforth and Ballard, 2016) 14Food security is defined by FAO as a situation that exists “when all people, at all times, have physical, social and economic access to sufficient, safe and nutritious food to meet their dietary needs and food preferences for an active and healthy life” Nutrition Knowledge and norms On-farm availability, diversity and safety of food Food environment in markets Natural resource management practices Income Food access IMPACTS OUTCOMES Diet Nutritional status Health Care practices Health and sanitation environment Intervation Women’s empowerment (time, labour, assets, income control 19 National Agricultural Investment Plan 3.2 Additional Strategic Considerations 71. Gender and Youth: The pivotal role of women in agricultural production, and the serious disadvantages experienced by both women and youth in rural communities demands that gender and youth are mainstreamed in all parts of the NAIP and that there are specific measures to help address the many inequalities and challenges they face. The attainment of this will be done through proper targeting where at least 50% of the participants in various interventions and 40% in decision making positions will be women. 72. Social Protection: The NAIP recognises the complementary roles of agricultural development and social protection. Social protection is a critical instrument in poverty reduction and FNS, but needs to be complemented by other sectoral interventions, including agriculture. In addition, social protection can enable poor households to participate in productive interventions, avoiding the risk that the very poor are excluded from, or at least not included in, production support interventions. Under the FISP reforms the focus is shifting from the FISP as an instrument of social protection to a productivity enhancement measure. This calls for the deployment of other social protection options, embracing skills development, health and education etc., to ensure that the potential synergies between social protection and agricultural development are realised. 73. Resilience: In Malawi sustained growth, poverty reduction and FNS are closely linked with increased resilience defined as: “the ability to prevent disasters and crises as well as to anticipate, absorb, accommodate or recover from them in a timely, efficient and sustainable manner”. This includes protecting, restoring and improving livelihood systems in the face of threats that impact agriculture, nutrition, food security and food safety.Agricultural growth has been erratic due to high and growing vulnerability to climatic variability exacerbated by the high dependence on a single staple food crop. Hence, resilience is a key priority, as evidenced by the recently launched NRP. The NAIP will promote diversification of agricultural production and exports to improve resilience in concert with well-targeted social protection. Diversification will also expand the synergies between agriculture-led growth and the rural and broader economy and contribute to dietary diversity according to the FAO guidelines on measurement of dietary diversity (see Table 4.2). 74. Investment effectiveness: In order to maximise the effectiveness of the public investments in achieving overall development objectives and leveraging private investments, the following strategies will be pursued: • Improvement of inter-sectoral coordination between agriculture and related sectors (including trade, industry, health, education, environment, finance and social protection), both at policy and Program level; • Improvement of the business enabling environment to stimulate private investment; • Better coordination with non-state actors and private sector in terms of policy development, implementation and investment promotion; • Strengthening implementation capacities, especially at local (district) level; and • More balanced allocation of funds between input subsidies and other key public investments in areas such as infrastructure (roads, water management and marketing), research, extension and capacity development, as well as sustainable land management. 75. Value Chain Prioritisation: The Malabo Declaration calls for the identification of priority value chains to foster Public Private Partnerships (PPPs). In Malawi, the need for diversification beyond maize and tobacco invites the question of which value chains to focus on. Selecting priority value chains is challenging and needs to consider the different views and priorities among actors, changing market conditions, and the fact that value chains score differently according to the assessment criteria employed. No single value chain (or set of value chains) is clearly superior in all key development outcomes. Rather, a portfolio of value chains is needed to address various policy objectives in a balanced way. 20 National Agricultural Investment Plan 76. Initial identification of priorities is based on the IFPRI CGE model (see Annex 7), stakeholder consultations during the NAIP formulation process, prioritisation in other policy frameworks (e.g. decentralisation, gender, climate change) and literature review (including the initial results of the value chain studies conducted by the NAPAS Malawi project). The approach was to identify subsectors that score well according to key selection criteria such as: potential for poverty reduction; broad-based growth; climate change resilience; dietary diversity; diversification of production and trade; and potential for value addition; and that offer attractive investment opportunities to farmers and other private investors. Within these subsectors, priority value chains will be selected during the CAP-F process based on further consultations with the private sector. As NAIP implementation progresses, support to some value chains might be scaled down and others might be added, depending on the interests of stakeholders and changing market conditions. Based on these considerations, the following subsectors are proposed to receive priority: • Oilseeds (cotton, soybean, and others) are important smallholder crops with good market potential and good prospects for export growth and value addition. They have good potential to contribute to poverty reduction and dietary diversity, both directly - through oil consumption - and indirectly, through increased incomes. The potential of oilseeds has already been identified under the NES and has been confirmed by the CGE model. • Grain Legumes play an important role in soil fertility management and can be readily integrated into cereal farming systems. Groundnuts are an important smallholder crop with domestic and export market potential and a nutrient-rich food if aflatoxin is better managed. Pigeon peas have shown a strong growth in recent years and export markets might be diversified beyond India. Common beans and cowpeas can also contribute to diversifying farming systems and diets. • Horticultural crops, especially vegetables and, to a lesser extent, fruit and nuts score highly in terms of their contribution to poverty reduction and dietary diversity. Development of vegetable production calls for coordination of production and marketing, and investments in small-scale irrigation, storage and transport facilities. Fruit and nuts include mangoes, bananas, papaya, oranges, Macadamia and cashew. Further studies and consultations are required to identify the fruit and nut value chains with the highest potential. • Livestock, especially beef and dairy products, have strong domestic demand that will expand with growing incomes. The IFPRI model shows high potential in terms of poverty reduction, dietary diversity and overall growth. Further disaggregation of the analysis would be helpful in prioritising investments among the various livestock categories. Generally, the subsector requires better organisation and its competitiveness needs to be further analysed. There has been strong demand growth for poultry meat and the value chain has good backward linkages into grain legumes and maize. Small stock such as goats and backyard poultry make important contributions to food and nutrition security, income diversification and resilient livelihoods. • Roots and tubers (cassava, Irish potato and sweet potato), have strong potential to contribute to food and nutrition security. Cassava is the second most important food crop after maize but also has good potential for industrial processing into starch, cassava flour, ethanol, beer and other products. It is drought-resistant, easy to cultivate and storable (in the ground or in dried form). NAPAS conducted roots and tubers value chain study to inform stakeholders and GIZ has also conducted a study on smallholder participation in cassava value chains. • Rice is a value chain with good commercialisation and export potential and one company has recently constructed a large rice milling facility for this purpose. Malawi is producing rice with strong domestic and regional demand fetching price premia. There is a rice value chain coordination platform hence production and productivity could be increased significantly under both rain fed and irrigated conditions. 21 National Agricultural Investment Plan 77. The identification of sub-sectors leaves sufficient flexibility for fine-tuning and selection of more specific value chains during the CAP-F process based on further consultations with the private sector and the recently completed value chain studies. Under the CAP-F, support to the priority value chains will be mainstreamed throughout the NAIP. Each priority value chain will select from the menu of intervention areas described in Chapter 4. The NAIP will support multi-stakeholder platforms for each priority value chain, which will develop value chain-specific strategies that articulate needs and priorities (see Chapter 6). Such platforms will also help to orchestrate public, private and non-state actors and facilitate PPPs. Such PPPs could involve infrastructure investments such as roads, irrigation and rural electrification to support private investments that ensure inclusion of local communities, whilst safeguarding the environment and FNS. PPPs would also include support services such as extension, business development, strengthening of farmer organisations and access to finance. 78. The identification of priority value chains does not mean that the NAIP will only support particular value chains. The main traditional crops, maize and tobacco, remain strategically important, along with the other agriculture export products, sugar, tea and coffee. In view of the diverse agro- ecological conditions and the need for farm-level diversification to increase resilience and FNS, the NAIP will also respond to local needs. Nevertheless, the above-mentioned subsectors and value chains will be prioritised in terms of financial, institutional and human resources allocation for research, extension as well as capacity development and infrastructure investments during NAIP implementation. 3.3 NAIP Architecture The Four Programs 79. The NAIP departs from the ASWAp by using a matrix structure composed of four Programs and 16 IAs. The four Programs are: • Program A: Policies, Institutions and Coordination for Results • Program B: Resilient Livelihoods and Agricultural Systems • Program C: Production and Productivity for Growth • Program D: Markets, Value Addition, Trade and Finance for Transformation 80. The four Programs are rather generic and aligned to the NAP and will therefore remain relevant over a medium to long term. As such, they can be used as basis for Program-based budgeting (PBB). This is important because achievement of the goal and objectives of the NAP and the Malabo Declaration will require a longer timeframe, beyond the five-year span of the NAIP. The objectives of the NAIP will remain valid over medium to longer term, whereas the targets are set for the five-year period of the NAIP. Each Program has a set of outcome statements and related indicators and targets (see Sections 4.1 – 4.4). 81. The four Programs can also be associated with different target groups and domains of the Agri- food system (see Table 3.2). This allows funders of the NAIP to allocate their resources according to target groups and Agri-food system and domains. It also serves to achieve a more balanced allocation of funds and distribution of activities across these different Agri-food domains. 22 National Agricultural Investment Plan Table 3.2: NAIP Programs, Target Groups and Domains of the Agri-Food System Program Target Group Domain A. Policies, institutions and coordination for results All Agri-food system stakeholders Policies, laws and institutions B. Resilient livelihoods and agricultural systems Net food buyers, vulnerable households and groups Natural resource base; risk management C. Production and Productivity for Growth Commercialising smallholders Commercial farmers (medium and large) Primary agricultural production D. Markets, Value Addition, Trade and Finance for Transformation FOs engaged in postproduction and marketing Companies engaged in value addition. Upstream and downstream segments 82. The four Programs are interconnected and their sequencing follows the typical development trajectories, at the household level but also within the broader Agri-food system. Program A (policies, institutions and coordination) provides a foundation for Programs B, C and D and for improved performance across the Agri-food system. 83. Improved resilience to climate change and other risks and shocks is a prerequisite for achieving FNS and reducing poverty in a sustainable way. Resilience is also important for the commercialisation of subsistence producers who tend to be very risk averse. Smallholder farmers need support to diversify into new agricultural enterprises, and better integrate into markets and value chains. Also markets for inputs, outputs, and support services (such as finance) need to be strengthened to support the farming sector and provide employment opportunities in the rural non-farm economy. Development also occurs in the opposite direction whereby urban investors and downstream players invest in farming through contracting relationships and out grower schemes. In the normal course of structural transformation, the importance of the downstream segments grows relative to primary production. The NAIP is designed to support this process. The 16 Intervention Areas (IAs) 84. In addition to the four Programs, the NAIP has 16 IAs. These IAs cluster activities in technical areas that are needed to achieve the objectives of the NAIP. The IAs resembles Sub-Programs under a conventional Program structure in which each sub-Program is below one (and only one) Program in a vertical “pillar” arrangement. In the matrix structure employed by the NAIP (see Figure 3.2) the IAs are placed horizontally, cutting across the four Programs. The matrix structure recognises that most of the IAs are crosscutting, address different domains in the Agri-food system, and target different stakeholder groups; including issues related to policies and institutions, resilience and livelihoods, sustainable production, value addition and trade. Each of the IAs therefore contributes to more than one Program. For example, the strengthening of farmer organisations (IA2) includes interventions to improve the legal and regulatory environment and institutional support structures (Program A), support to FOs to strengthen their governance, accountability and inclusiveness (Program B), training in agriculture production and in dealing with market partners (Program C), and capacity development in post-harvest handling, processing and trade (Program D). 23 National Agricultural Investment Plan 85. Likewise, each Program needs contributions from multiple IAs. Under a conventional Program structure, each Program can have a maximum of 3 to 4 Sub-Programs, which often leads to “silos” with limited communication and coordination between Programs and Sub-Programs. Under the matrix structure most Programs are composed of activities and outputs from many if not most IAs (see Table 5.1 and Annex 1). While some IAs have their “natural homes” under one Program (e.g. IA 1), in most cases they contribute to two or more Programs. The advantage of the matrix structure is that the Sub-Programs are the same for all Programs. For example, Program A includes the generic interventions for institutional strengthening, policy and program coordination (IA 1) but also activities and outputs concerning policy, regulatory and institutional reforms and capacity development in most of the more specific, technical IAs. 86. The matrix can be used in several ways. Funds can be allocated by Program, but also by IA. Each cell of the matrix has activities and outputs with identified budget, targets and implementation partners. These outputs contribute to the overall development objectives of the NAIP in two ways: Vertically, via the Program outcomes (main results chain); and horizontally, via IAs and Intermediate Outcomes (IOs). 87. Figure 3.2 depicts the structure of the NAIP results framework resulting from the program matrix. The vertical results chain is the traditional one used under pillar-based Program structures. It shows a linear flow of results from activities, to outputs, outcomes and impacts. The limitation of this linear vertical flow is that each activity/output can only contribute to the outcomes of one Program (the one under which the activity/output is placed). In reality, activities and outputs often contribute to outcomes of several Programs. For example, the creation of an effective legal and regulatory framework for warehouse receipt finance not only contributes to an improved enabling environment (Program A) but also to enhanced access to markets and finance (Program D), which in turn provides incentives for improved production (Program C). The ability to access finance at harvest time increases the resilience of farming households and smoothens the availability of grains and legumes throughout the year (Program B). These horizontal effects are captured through the horizontal results chain whereby activities and outputs contribute to more specific intermediate outcomes (IOs) of the respective IAs. These IOs may contribute to the outcomes of one or several Programs but they also feed directly into the high-level development objectives of the NAIP. Figure 3.2 displays this in a schematic way and Annex 1 contains a complete Program matrix with all outputs for each Program and IA, together with the objectives, outcomes statements and outcome indicators for each Program and the outcomes and IOs for each IA. 24 National Agricultural Investment Plan Figure 3.2: NAIP Results Framework 88. The above matrix structure has the following advantages: • In line with the PBB guidelines, it allows for a limited number of Programs (up to four per sector) with long-term validity and avoids Sub-Programs; • It facilitates a more holistic design of interventions taking into account the interconnectedness of policy domains and technical areas across different segments of the Agri-food system; thereby overcoming “silos”; • Since budgets can be allocated by Programs and by IAs, balancing of priorities across Agri- food system domains, target groups and across technical areas becomes easier; and • Crosscutting issues are not assigned to separate pillars where they risk being marginalised, but literally cut across the Programs. By making them explicit as IAs, they remain visible and therefore do not get diluted (a risk of mainstreaming crosscutting issues). Links between the NAIP and the NAP 89. The NAP and the NAIP have similar content but are structured in different ways. The 16 IAs of the NAIP are derived directly from the eight PPAs of the NAP. Table 3.3 shows the linkages between NAP PPAs and NAIP IAs and Programs. Some PPAs are quite broad (e.g. PPA 3.1: Sustainable Agricultural Production and Productivity, and PPA 3.4: Agricultural Market Development, Agro Processing and Value Addition); others are comparatively narrow and specific (e.g. PPA 3.2: Sustainable Irrigation Development, and PPA 3.3: Mechanisation of Agriculture). Within the broader PPAs, 2-3 IAs (with one specific intermediate outcome) have been identified; for the 25 National Agricultural Investment Plan narrower PPAs, only one IA is identified. Activities and outputs are bundled into IOs and largely reflect the content of the 54 Policy Statements of the NAP and the strategies under these. The IA structure also allows integrating key activities and outputs from other relevant policies and investment frameworks (NRP, JSP, and MCCIP), where these have been found critical to achievement of NAIP objectives (see Annex 6 for details). Table 3.3: NAP Policy Priority Areas and NAIP Intervention Areas * The NAP Policy Priority Areas are sequenced and clustered following the above narrative 26 National Agricultural Investment Plan 3.4 NAIP Programs Program A: Policies, Institutions and Coordination for Results Development Objective: To improve the policy and regulatory environment, stakeholder coordination and accountability. 90. A supportive legal and policy environment, capable and accountable institutions and effective coordination mechanisms are prerequisites for achieving the objectives of the NAIP. The Programme is anchored on Malawi’s comprehensive set of policies, strategies and plans which are highlighted in Annex 6; and includes a number of global, continental and regional policy frameworks, treaties and commitments. Programme A is also linked to national policies and strategies including higher level national development plans (MGDS III and Vision 2020), the NAP, sub-sectoral and thematic policies relating to agriculture, and related policy areas including gender, climate change, resilience, food and nutrition security. 91. Program A addresses the need for legal, regulatory and policy reforms along with effective coordination mechanisms between various actors - public, non-state and private. The Program will strengthen implementation capacity for service delivery at all levels by among others increasing staffing levels, infrastructure and funding as well as strengthening farmer organisations. Program A will also enhance the availability and quality of data and information to inform implementation of the NAIP and monitor progress. It is expected to deliver the following outcomes: 1. Strengthened capacity for evidence-based planning, implementation and review of policies and Programs; 2. Effective and inclusive policy design, implementation and review processes mainstreamed; 3. Improved coordination of public and private stakeholders in agriculture; 4. Public agricultural service delivery capacity enhanced according to its mandate; and 5. Enabling environment for agribusiness investments improved. 92. Program outcome indicators and targets are summarised in Table 3.4, to the extent available15. Table 3.4: Program A: Outcome Indicators and Targets Indicator Target Means of Verification A1: MoAIWD provides its policy, oversight, coordination and service functions efficiently Improvements Stakeholder survey Sector level M&E system Report A2: Technical working groups, high-level public-private coordination forum and value chain platforms implement their work plans effectively Improvements Meeting minutes, stakeholder feedback and JSR reports A3: Institutionalised Management Information system for agricultural sector in place 1 Management Information System generated reports A4: New Alliance and CAP-F Policy commitments implemented by due date All implemented Annual New alliance and CAP-F reports A5: Effective coordination of service-providers at all levels JSR reports A6: R---atio of extension workers to farmers 1:1,000 Aggregated District level information reports A7: Malawi’s ranking in Ease of Doing Business Index 100 Ease of Doing Business Reports (World Bank) A8: Number of days taken to license inputs that have already been accredited in other SADC countries 90 days MoAIWD data, private sector feedback A 9: Malawi’s ranking in the ‘Enabling the Business of Agriculture (EBA)’ index Improvement by 15% Annual Enabling the Business of Agriculture (World Bank) 15The indicators and targets will be revised during the start-up phase of the NAIP funded under Program A. 27 National Agricultural Investment Plan 93. Given the essential and crosscutting nature of Program A, it contributes to almost all IAs, and vice versa. Key outputs include: • Strengthening and funding of MoAIWD to finance operational and recurrent costs for oversight and implementation of the NAIP; • Effective coordination structures within and between sectors, actors, and levels of implementation (from Central to field); • National M&E system and performance assessment framework in place, JSR reports published bi-annually and relevant surveys conducted regularly; • Policies and related legal and regulatory frameworks revised, improved and their implementation supported in the areas of farmer organisations and cooperatives, food safety and quality, land tenure, plant protection, seeds, Livestock and fisheries Master Plans, fertiliser policy and bill, FISP, agro forestry, water user’s associations; • Institutions established, reformed and strengthened, in areas such as food safety, land registration, seed certification, fertiliser regulation, cooperatives and registration of moveable collateral. Reform of ADMARC, refurbishment of soil laboratories and quarantine facilities, accreditation of laboratories, and strengthening of farmer organisations. Capacity for extension, disease control and animal health at district level strengthened;; • Multi-stakeholder fora established and strengthened, such as a high-level platform for improved public private coordination and dialogue (in relation to the CAP-F), value chain, district level nutrition coordination, food safety multi-stakeholder, research planning and implementation and monitoring of FISP reforms; • Developing tools, methodologies and capacities including a farmer registry for improving targeting of interventions to different categories of farmers and linkages with the unified beneficiary registry of MNSSP; and • Databases created and maintained on: farmer organisations, district-level extension service providers, varieties being released and their adoption rates, disaster prone areas (mapping), national tree cover, market information (ICT-based), non-tariff trade barriers. Program B: Resilient Livelihoods and Agricultural Systems Development Objective: To strengthen resilience of livelihoods and natural resource base for agriculture. 94. This Program aims at sustainable utilisation of the natural resource base for agricultural production and improved livelihoods for farming households under the challenges imposed by climate change. It contains activities to promote sustainable use of land, water, fisheries and forestry resources, including adaptation measures to reduce the impact of climate change and support production systems and livelihoods strategies. The Program also includes measures to strengthen rural livelihoods by enhancing food and nutrition security, strengthening grassroots organisations, and helping subsistence farmers and vulnerable groups to increase their production and incomes. The program also includes interventions to strengthening resilience and adaptation to climatic (or other) shocks for sustained progress in FNS and to enhance the ability of individuals or community groups to participate in markets. Program B has foundations on Malawi’s global and regional commitments detailed in Annex 6. 28 National Agricultural Investment Plan 95. Program B will also support subsistence farmers to increase the scale and productivity of their agricultural activities and help them to identify the most suitable activities and technologies. It complements other Programs such as the NSSP, the Climate Change Investment Plan and the NRP. Many of the outputs are harmonised with the NRP, which has similar objectives. Others, like irrigation, which is also a priority in the NRP, are included under Program C due to the production- oriented nature of the activities. The NAIP will also support environmental and other initiatives which promote sustainable intensification. It is expected to deliver the following outcomes: 1. Increase in dietary diversity and reduction in food insecurity 2. Improved food safety and sanitation environment 3. Improved natural resource management for sustainable agriculture and livelihoods 4. Incidence and impact of pest and diseases in crop, livestock and fisheries production reached Program outcome indicators and targets are summarised in Table 3.5. Table 3.5: Program B: Outcome Indicators and Targets Indicator Target Means of Verification B1. Number of households, children under 5, and women meeting the 6-food group minimum dietary diversity requirement 25% increase Specialised M&E study report based on FAO’s guidelines for measuring dietary diversity16 B2. Aflatoxin levels in groundnuts and maize 10 ppb a/ Malawi Program on Aflatoxin Control reports B3: Size of sustainable fisheries and aquaculture (within biologically sustainable levels) in % of GDP Tbd Department of Fisheries annual report B4: Annual increase in area under sustainable land and water management 15,000 ha Department of Land Resources annual report B5: Woody biomass levels 15% increase Satellite photography, e.g. www.globalforestwatch.org B6: Number of people requiring food assistance Max. 5% per annum MVAC reports B7: Percentage reduction in livestock mortality rates Chickens 10%, Pigs 8%, Cattle 3% DAHLD annual report B8: percent of crop area affected by pest outbreaks per year Less than 0.05% Department of Crop Development annual report a/ ppb = parts per billion 96. Program B includes activities from most IAs. Some indicative outputs are listed below: • Nutrition-related activities such as school feeding, nutrition education, nutrition fairs, establishment of integrated homestead farming, cooking demonstrations; sensitisation on food hazard impacts and management; • Groups or farmer organisations established, members trained and supported in enterprise selection; 16FAO (2010). Guidelines for Measuring Household and Individual Dietary Diversity. Nutrition and Consumer Protection Division. 29 National Agricultural Investment Plan • Strategic grain reserves equipped and facilities rehabilitated; • Rural households trained on risk management and disaster preparedness, and early warning information disseminated in a timely way; • Ensuring that vulnerable farming households are also supported through NSSP to ensure complementarity of social protection and production interventions; • Facilities and stocks in place to respond to major pest and disease outbreaks; • Farmers trained on small stock management and pass on schemes successfully implemented; farmers produce manure and organic fertiliser; • Catchment management enhanced through training and institutional strengthening; • Agricultural and protected land is owned and natural resource management committee is functional; • Agroforestry activities through large-scale tree planting and related farmer training; • Community awareness campaigns on HIV Aids implemented; and • Area under draft animal power and conservation agriculture expanded. Program C: Production and Productivity for Growth Development Objective: To increase production and productivity of a more diversified agricultural sector 97. Program C includes core activities related to increasing production and productivity of crops, livestock and fisheries in line with agro-ecologic and market conditions. The Program supports the commercialisation and professionalization of farming. It targets commercially oriented smallholder farmers as well as medium and large farms, with activities oriented towards women and youth entrepreneurs in agriculture. It seeks to reduce productivity gaps across a broad range of crop, livestock and fisheries enterprises and support farmers in diversifying production towards high-value crops and livestock breeds in the priority value chains. Important activities include: (i) generation and dissemination of agricultural technologies and knowledge; (ii) helping farmers to select the most appropriate enterprises and technologies; (iii) improved access to quality inputs through strengthened input supply chains; (iv) support to farmer organisations to strengthen farmer to farmer knowledge transfer and collective action in dealing with market access; (v) improved access to mechanisation services; and (vi) sustainable expansion of irrigated farming. 98. The production orientation of Program C is based on its close alignment with the productivity focus of the NAP as shown in Table 1, Annex 6. Other important policy anchor points for Programme C include, but are not limited to the policies on agricultural extension, fisheries, livestock, seed, fertiliser and irrigation. 99. The main outcomes of program C are : 1. Increased productivity and production of priority value chains; 2. Increased access to and control over productive assets; 3. Timely access to a broader range of quality inputs enhanced; 4. Increased access to sustainable mechanisation services; 5. Increased adoption of GAP and technologies generated; and 6. Sustainable increase of diversified crop production and productivity under irrigation 30 National Agricultural Investment Plan Program outcome indicators and targets are summarised in Table 3.6. Table 3.6: Program C: Outcome Indicators and Targets Indicator Target Means of Verification C1: productivity of target crops and livestock numbers See targets in Annex 2 Crops and livestock specific reports C2: Number of farmers with land rights recorded under the new land Registries (by sex and age) tbd Records of District Land Registries; MoLHUD C3: Percentage increase in farmers using improved seeds 100% Agricultural Production Estimate Surveys reports C4: Fertiliser usage per ha of arable land 60 kg/ha MoAIWD and specific survey reports C5: Share of land prepared with mechanised CA implements tbd Department of Land Resources report C7: Cropping intensity on existing and new irrigation schemes 150% Department of Irrigation report 100. Program C includes activities from most IAs. Some indicative outputs are listed below: • Strengthening of agricultural extension and support services including equipment and facilities, on-farm participatory research trials/demos on improved crop varieties and technologies, training of lead farmers, promotion of GAPs through field days, and specialised extension services for specific crops; • Aquaculture development including restocking of dams, fish cage and pond culture, aquaculture demos, and training for fishers (men, women, youth) on improved management and technologies; • Rehabilitation of existing irrigation schemes and establishment of new ones, training for irrigation associations and water user associations(WUAs), and provision of specialist extension services to irrigation farmers; • Support for farm mechanisation including training for machinery operators and mechanics, health and safety training and mechanisation demonstrations; • Training of farmers on the use of market information, sensitisation of farmer organisations and agribusinesses on contract farming, and capacity building in agribusiness operations; and • Financial literacy and management skills training campaigns for farmers, women and youth. Program D: Markets, Value Addition, Trade and Finance for Transformation Development Objective: To enhance market access, value addition, trade, and access to finance 101. Agricultural transformation requires improved access to markets, increased value addition, increased agricultural exports and trade, and better access to finance. Program D covers these areas by focusing on the downstream segments of agricultural value chains. The main target groups are agribusiness enterprises and farmer organisations engaged in these downstream activities. It includes investment in transport, marketing and storage infrastructure to improve market access and reduce post-harvest losses. Efforts to boost intra-African trade will receive special priority. It also covers training and capacity development for farmers and other private actors on technical and managerial aspects related to processing, marketing and storage, including the use of innovative instruments such as warehouse receipts and commodity exchanges. Private agribusiness investments will be promoted through Agri-food parks and special economic zones 31 National Agricultural Investment Plan for agro-processing and exports (complementing measures to enhance the business enabling environment under Program A). Through trade facilitation and export promotion, the Program will improve access of farmers and agribusiness to regional and global markets as well as to a broader range of quality inputs. Program D will also improve access to finance for farmers and other value chain actors through technical assistance and new financing and risk management instruments. 102. Program D is linked to the Malabo objective on intra-African trade and the SADC and COMESA regional agricultural development and trade strategies; as well as various national policies on trade and private sector development that are detailed in Annex 6. These include policies related to exports, trade, industries, private sector development, contract farming and financial inclusion among others. Implementation of the strategies and policies will be achieved through the following outcomes: 1. Greater efficiency and transparency of agricultural markets and better market accessed; 2. Increased diversification of agricultural exports, with special emphasis on intra-African trade; 3. Increased number of farmers/FOs linked to markets and finance; 4. Volume and inclusiveness of private investment agribusiness enhanced; 5. Increased agricultural value addition and processing; and 6. Post-harvest losses reduced. 103. Program outcome indicators and targets are summarised in Table 3.7. Table 3.7: Program D: Outcome Indicators and Targets Indicator Target Means of Verification D1: Share of agricultural produce sold on markets tbd Production and productivity survey reports D2: Share of agricultural exports other than tobacco 60% Annual reports from MoITT, ITC, WTO D3: Share of high-value and processed products in agricultural exports 20% increase Annual Reports from MoITT, MITC, WTO D4: Percentage volume of intra-African agricultural trade 20% increase Annual Reports from MoITT, COMESA SADC D5: Number of farmers under contract farming 20% increase Annual reports from MoITT; farmer organisation apexes, NA and CAP-F frameworks, CFTC D6: Privately managed storage capacity 240,000 tonnes Annual reports from MoITT, Ware House Receipt System and Commodity Exchange regulators and Private Sector surveys. . D7: Ratio of private agricultural investments to GDP 20% increase Annual Economic reports D8: Percentage reduction in post-harvest losses 50% reduction Specialised surveys reports by DAPS D9: Lending to agric. SMEs and farmers tbd RBM statistics, bank-data, MFIs and SACCOs D10: Reduction in gap between farm gate and wholesale prices tbd Price surveys reports D11: Domestic Food Price Volatility Index reduced 10% Biennial Review reporting 32 National Agricultural Investment Plan 104. Program D includes activities from most IAs. Some indicative outputs are listed below: • Formation of agribusiness farmer organisations, training for FO leaders, linkage of FOs to commodity exchanges and increased number of FOs engaging in contract farming operations; • Upgrading of food safety and quality control systems and training for FOs, processors and traders. Inspection of processors, traders and food premises for quality control and food hygiene; • Post-harvest storage facilities improved and farmers and SMEs trained in warehouse receipt systems, post-harvest management, value addition and commodity exchanges. Rural infrastructure (roads, cold stores, markets) constructed or rehabilitated; • Establishment of fish landing sites and fish marketing facilities; • Support for agricultural mechanisation including a feasibility study on establishment of a machinery fund and incentives to increase importation of tractors and conservation agriculture equipment; and • Improved access to finance for value addition and marketing including provision of start-up capital and matching grant 3.5 The Intervention Areas 105. This section provides an overview on the 16 Intervention Areas including their objectives/ outcomes, IOs and outputs. Outputs are grouped under the respective Programs to which they contribute (view Table 3.3 in Chapter 3 and Annex 1). IA1: Policy, Program and Stakeholder Coordination and M&E Outcome: Effective mechanisms for multi-sectoral and multi-stakeholder coordination to support Program implementation, M&E are in place. Intermediate Outcomes: • IO 1.1: MoAIWD fully operational and core funding provided to finance operational and recurrent costs for oversight and implementation of the NAIP. • IO 1.2: Improved coordination of policies and Program implementation partnerships and mutual accountability at all levels. • IO 1.3: M&E systems and performance management in agriculture functioning and up to date. 106. IA 1 deals with crosscutting issues of institutional capacity, coordination and M&E. The outcomes are based on the CAADP Results Framework level 3 outcomes under “Strengthening Systemic Capacity for Effective Execution and Delivery of Results”. In particular it aims for the twin outcomes of “strengthened capacity for evidence-based planning, implementation and review” and “improved multi-sectoral coordination, partnerships and mutual accountability”. IA 1 recognises the pivotal role of MoAIWD in the implementation of the NAIP, decentralisation process and the recommendations of the CFA, as well as the need for enhanced implementation and coordination capabilities in MoAIWD and its associated agencies. The proposed approach, which is further elaborated in Chapter 6, draws on the lessons learned from implementation of the ASWAp. 107. Successful implementation of the NAIP requires strong leadership and implementation capacity in MoAIWD, including timely and transparent disbursement of sufficient funding for MoAIWD recurrent and implementation costs (such as payment of salaries, maintenance of vehicles and regular monitoring and supervision visits at various levels). The NAIP therefore includes core funding for MoAIWD accordingly under Intermediate Outcome 1.1. While such costs are not always included in NAIPs, it is important to incorporate these and acknowledge that the lack of funding for such activities leads to lack of implementation for all other activities or projects. 33 National Agricultural Investment Plan 108. Results oriented coordination implemented by a range of government and non-government actors, with progress jointly measured under agreed indicators and against a consensus on the baseline situation, is critical for successful implementation. Coordination is needed at different levels: between sectors e.g., concerning the linkages between agriculture and trade, social protection, climate change and the environment; within the agricultural sector e.g., between specific sub-sector policies, Programs and projects, between stakeholders e.g., public sector entities, DPs, NSAs, and private sector, including farmers, within stakeholder groups e.g., between private companies and farmers of different sizes and in different value chains, and between different levels of implementation e.g. national level, ADD level, district level, and below. IO 1.1: MoAIWD fully operational and core funding provided to finance operational and recurrent costs for oversight and implementation of the NAIP Outputs (Program A): • Streamlined and strengthened MoAIWD according to the institutional and capacity assessment in view of decentralization. • MoAIWD and District Councils’ staff vacancies filled with suitably qualified personnel. • MoAIWD and District Councils with sufficient budget to be fully functional at EPA, District, ADD and HQ levels; • MoAIWD and District Councils vehicle fleet is continuously maintained. IO 1.2: Improved coordination of policy and Program implementation partnerships and mutual accountability at all levels Outputs (Program A): • Intra-ministerial coordination via the NAIP Coordination Troika, consisting of the Department of Agriculture Planning Services (DAPS), Controller of Agriculture Extension and Technical Services (CAETS) and the Controller of Agricultural Services and Institutions (CAS) functioning. • Inter-ministerial coordination via the Executive Management Committee (EMC) and the NAIP Secretariat, which pro-actively engages with all ministries relevant to NAIP implementation. • Multi-stakeholder (including inter/intra ministerial) coordination via the ASWG, the TWGs, high-level public private sector coordination to be established under the CAP-F, and coordination structures at the level of priority value chains. • The coordination between headquarters and the field via the various district level structures such as the District Agriculture Development Office (DADO), the District Stakeholder Panel (DSP) and the DAECC functioning. IO 1.3: M&E systems and performance management in agriculture functioning and up to date Outputs (Program A): • Sector-wide M&E systems in place which consolidates information from district structures and below to a standardised, automated Management Information System at national level. • Various sector-wider output, production and topic-specific surveys undertaken periodically including a baseline survey for the NAIP and bi-annual surveys on critical output and outcome data linked to the Unified Beneficiary Registry being developed by MoFEP&D. • Biannual Malabo progress reports and periodic SDG reporting carried out. 34 National Agricultural Investment Plan 109. Implementation: The coordination and implementation mechanisms are described in more detail in Chapter 6. The implementation of the sector-wide M&E system and related MIS will build on the NAP M&E strategy. According to that strategy, DAPS in MoAIWD will have primary responsibility for implementing the M&E strategy and will collaborate with (among others) the National Statistical Office, MoFEP&D, MoITT, and MoLHUD. MoAIWD will benefit from technical assistance for M&E from the Lilongwe University of Agriculture and Natural Resources as well as financial support from Development Partners. In September 2017, MoAIWD initiated development of a new sector-wide M&E system through a draft concept paper for the creation of a National Agricultural Management Information System. IA2: Strengthening Farmer Organisations Outcome: Performance and outreach of farmer organisations strengthened at all levels Intermediate Outcomes: • IO 2.1: Legal framework and institutional support for FOs strengthened. • IA 2.2: Strong, well-organised and inclusive FOs conduct business and provide services to their members. 110. FOs are critical to achieve economies of scale in production and accessing inputs, markets and support services, especially for smallholders. Likewise, provision of support services, training and extension can be implemented more efficiently and sustainably if strong FOs can serve as an interface and gradually take over some of the support functions. FOs are also critical to strengthen farmers’ bargaining position in markets and make their voices heard in the policy space. The importance of FOs is clearly reflected in Malawi’s NAP as well as the policies on farmer organisations, agricultural extension, marketing, gender and youth. However, only about a third of Malawi’s farmers are members of FOs affiliated with one or other of the two apex farmer organisations (FUM and NASFAM) and poor farmers are not well represented in this number. Not all of the decentralised FOs function well. Some farmers are members of Savings and Credit Cooperatives affiliated with the Malawi Union of Savings and Credit Cooperatives (MUSCO) which helps them to interact with financial institutions. Most irrigation farmers are members of WUAs but many of them struggle to be effective. While a large number of actors are involved in establishing and strengthening FOs, there is limited coordination of approaches and geographic coverage. Often, support driven by the need to meet project targets rather than the creation of efficient, accountable organisations able to serve their members on a sustainable basis. IO 2.1: Legal framework and institutional support for FOs strengthened Outputs (Program A): • The Cooperatives Act is revised. • An inclusive FO Development Strategy is in place which addresses the need to engage poor farming households. • An Agricultural Cooperative Institute is established. • FO supporting institutions (including apexes and specialised service providers) have been strengthened and capacity gaps in gender-related aspects have been addressed. • A FO database has been established and is updated regularly. 35 National Agricultural Investment Plan IO 2.2: Strong, well-organised and inclusive FOs conduct business and provide services to their members Outputs (Program B): • 17,000 groups are supported to establish formalised FOs and have received basic training, including group dynamics, enterprise selection and management. This will include specific initiatives for youth and women groups. Outputs (Program C): • 390 FOs have been trained on enterprise management and business development. • 500 leaders of promising FOs have received long term training packages with a view to ensuring that FOs can assess their management capacity and take decisions accordingly and to improve their business models and receive Malawi Bureau of Standards (MBS) certification. Outputs (Program D): • 250 FOs have been supported to successfully engage in contract farming arrangements. • 250 agri-business oriented FOs have been formed and supported. • 150 FOs are linked to warehouses receipt systems and/or commodity 111. Implementation: MoAIWD and MoITT support FO strengthening but through slightly different approaches and with different objectives. Both ministries will continue providing these services with MoAIWD developing FOs capacity for production and extension services to their members, and MoITT focusing on business management. Periodic coordination meetings will contribute to harmonising approaches and avoiding overlaps. Government will also take the lead in updating the legislative environment, in consultation with NSAs. Umbrella bodies will take the lead in strengthening FOs in terms of being facilitators of change and in the long-term training packages to develop the FOs as institutions and decision-makers in their own right. Stronger FOs are also expected to engage directly with the private sector to enhance their production and agro-processing, and sell profitably to the market. IA3: Public Agricultural Services Delivery Outcome: MoAIWD’s capacity strengthened to provide relevant, market-oriented agricultural extension services in conjunction with/complementary to private sector providers. Intermediate Outcomes: • IO 3.1 Capacity of public sector institutions to provide agricultural extension services strengthened. • IO 3.2 Public extension workers at decentralised levels are equipped with adequate transport, office, technical and housing facilities 112. This Intervention Area focuses on the capacity of the public sector to deliver services, while farmer-farmer eg. lead farmer approach and farmer field school approach and community capacity building are captured under other IAs (including IA9). This relates more to the Local Government structures, as a consequence of decentralisation. The extension policy outlines pluralistic, decentralised and demand-driven extension services provided by public and non-state actors. However, the public extension system needs to be upgraded to play its role envisaged in the policy. 36 National Agricultural Investment Plan 113. Field extension staff lack basic facilities such as bicycles or motorbikes, as well as office space and decent accommodation. The NAIP will adopt a two-pronged approach by both increasing the number of frontline extension workers and providing them with the transport, equipment and skills needed to be effective. The NAIP will further improve office space and accommodation. In addition, there is a need to maintain a distinction between public and private goods/services so that the Government concentrates on the former and does not crowd-out the private sector in the latter.. IO 3.1: Capacity of public sector institutions to provide agricultural extension services strengthened Outputs (Program A): • Extension Policy incorporates a pluralistic and innovation-driven approach including non-traditional extension methods and ICT-based approaches. • Staff externally trained (100 staff short term, 225 staff to BSc level, 225 staff to MSc level and 20 staff to PhD level). Selection of staff and specific courses will be based on a training needs assessment. • 3,000 frontline staff are trained on technical issues (including fisheries, communication, food safety, GAPs, agroforestry, trans-boundary diseases, conservation agriculture, water harvesting and extension approaches, etc.). • Public Veterinary Service gap analysis completed to inform investment strategy for animal health services. • 150 students have graduated from refurbished Malawi College of Fisheries, both diploma and certificate levels, and including an upgrading of these facilities to standards. • Extension worker vacancy rate is reduced from 46% to 10%; and HQ/ADD vacancy rate reduced from 35% to 20%. This includes recruitment of EPA level food and nutrition specialists, district level M&E officers and agri-business officers and 61 researchers (crop and legumes breeders, livestock breeders and veterinary specialists). • Members of staff affected by HIV and AIDS receive a nutrition supplement, to enable them to keep working despite their circumstance. IO 3.2: Public extension workers at decentralised levels are equipped with adequate transport, office, technical and housing facilities Outputs (Program A): • All EPAs (204) have maintained office buildings, with a source of power and a housing facility. • All Districts (28) have maintained office buildings. • 13 border post offices and houses are maintained; to monitor cross-border trade, disease control and matters. • 50 vehicles and 2,000 motorbikes are procured for field operation. • ICT packages are available at 28 districts, 8 research stations and 14 national level offices, including both internet/communications systems and hardware. • 26 laboratories are equipped, including veterinary labs, bio-security labs, fisheries and chicken hatcheries and agricultural research stations in general. • All four Government livestock farms have electricity. • Eight fisheries vessels are available, with the necessary equipment and of both larger and smaller scale. • All 22 Residential Training Centres are rehabilitated. • 15,000 front line staff and lead farmers have the necessary equipment, including protective gear, scales and tools, as well as monitoring and surveillance equipment and motorcycles. 37 National Agricultural Investment Plan 114. Implementation: MoAIWD, in cooperation with other Government Institutions such as MoTPW, OPC and MoFEP&D will be responsible for implementation of the activities. The IA covers all MoAIWD Departments which have a field presence, including DAES, DARS, DAHLD, Fisheries and others. These investments are linked to the decentralisation process, where some assets may be handed over to the District Councils. While majority of expenditures are investments expected to be financed by Government, Development Partners are also expected to contribute. IA4: Diversification, availability and consumption of Nutritious Foods Outcome: Diverse, nutritious foods are available and consumed. Intermediate Outcomes: • IO 4.1: Improved implementation, coordination and monitoring of nutrition-related activities in the agricultural sector. • IO 4.2: Smallholder farmers are linked to food purchase for institutional feeding Programs. • IO 4.3: Nutrition education is widely available at all levels, including grassroots. 115. Improved FNS features at the impact level of the results chain of the NAIP. Most IAs contribute to FNS through at least one of its four dimensions: availability, access, utilisation and stability: through increased production and productivity of a greater diversity of crop and livestock products, better functioning of rural markets, and improved storage and post-harvest handling. IA9 describes the support that poor farmers will receive for increasing and diversifying their production. However, recognising that increased production is not in itself sufficient, FNS has been incorporated into an IA to emphasise some specific interventions focusing on improved coordination of nutrition-related activities and increased nutrition awareness. IA 5 addresses food safety, another key dimension of FNS. 116. IA 4 is firmly rooted in CAADP and the Malabo Declaration, the AU Declaration on Nutrition Security, Compact 2025, the global initiative on Scaling up Nutrition and Priority Area 3 of the COMESA Regional Agriculture Policy. It also responds to Priority Area II of the NAP, the Malawi National Nutrition Policy, the draft National Nutrition Strategic Plan and the draft Agriculture Sector Food and Nutrition Strategy. IO 4.1: Improved implementation, coordination and monitoring of nutrition-related activities in the agricultural sector Outputs (Program A): • All districts have Nutrition Coordination Committees which meet regularly • National semi-annual nutrition fora are undertaken • The Nutrition Policy is updated to capture all dimensions of FNS • District-level nutrition data is collected annually for improved surveillance of nutrition activities and outcomes IO 4.2: Smallholder farmers are linked to food purchase for institutional feeding Programs Outputs (Program B): • School feeding Programs are improved, through local sourcing of foods and advocating for more diversified food packages used, including e.g. fruits. 38 National Agricultural Investment Plan IO 4.3: Nutrition education is widely available at all levels, including grassroots Outputs (Program B): • Four cooking demonstrations have been delivered annually per EPA, using local, indigenous and diversified ingredients. • 115,000 households are sensitised each year on nutrition-related topics. • 1 million integrated homestead gardens established at household level. • Annual village level nutrition fairs and national nutrition campaigns undertaken, including dissemination of information through flyers, radio and guidelines for extension workers. • All EPAs have nutrition care groups (as envisaged under the draft Agricultural Food and Nutrition Strategy) which are operational. Program D • 500,000 farmers trained on food processing for improved nutritional outcomes 117. Implementation: MoHP (Department of Nutrition) and MoAIWD are the co-lead institutions for this IA. At local level, this is supported by extension workers (under MoAIWD) who interact with farmers on a daily basis and provide a channel for dissemination of messages, and by Food and Nutrition Officers at EPA level. Front line staff members, under Ministry of Gender, Disabilities and Social Welfare also provide an avenue for dissemination of messages and interaction with the most vulnerable households. Cash transfer Programs may provide the income required for households to invest in nutrition and to invest in their children. For a number of activities MoAIWD may take the lead, for example in integrated home gardens and cooking demonstrations. IA5: Food Safety and Quality Standards Outcome: Food safety and quality standards are established and mainstreamed. Intermediate Outcomes: • IO 5.1: Appropriate and adequate food safety policy, legislation and quality control system is in place. • IO 5.2: Knowledge on food safety issues is enhanced along the value chain. • IO 5.3: Quality control activities undertaken. 118. Food safety quality standards are at their infancy in Malawi. Although food safety is included in Priority Area II of the NAP, implementation of this policy has not taken place. MBS is mandated to carry out quality control services including in areas such as agro-processing, however, the coverage of its operations is limited. MoAIWD and MoHP also have important roles to play in food safety and quality. Most agricultural value chains are covered only partially and the majority of Malawians buy their daily food through informal channels. Supermarkets with certified products are mainly an urban phenomenon and larger food processors account for a small share of total food consumed. However, physical, chemical and biological food contaminants are a threat to food safety – especially aflatoxin, which has serious impacts on child growth and cognitive development. It is estimated that 40% of commodities in local markets in Africa exceed allowable aflatoxin levels. Potential export markets impose strict food quality and safety standards which Malawian exporters cannot always satisfy. However, Malawi has not yet developed a comprehensive food safety and quality policy, and this needs to be done before a food safety law can be enacted. 39 National Agricultural Investment Plan IO 5.1: Appropriate and adequate food safety legislation is in place, through the following outputs Outputs (Program A): • A food safety and quality policy is developed (in progress) and a food safety law is enacted. • A food safety and quality control agency is established. • Quality standards have been developed, such as monitoring mechanisms for mycotoxins, and residue levels for pesticides and additives. IO 5.2: Knowledge on food safety issues enhanced along the value chain Outputs (Program A): • TWGs and Government officers trained on food safety and quality standards. • Multi-stakeholder platforms meeting regularly, involving, amongst others, the National Codex Committee, the Malawi Program on Aflatoxin Control and service providers. • Rapid assessment of food safety hazards available. • Data on aflatoxin is regularly updated in the Africa Aflatoxin Management System. Outputs (Program B): • Information on aflatoxin and other food-borne diseases is widely disseminated. Outputs (Program C): • 1.3 million Farmers/ fishermen are trained on food safety, including aflatoxin control, and fish sanitation and diseases. • 900 FOs, SMEs, cooperatives and other commercial producers are trained on food safety management. Outputs (Program D): • 5,642 food processors trained on different aspects of food safety and quality, such as HACCP standards, marketing, branding, advertising and packaging. IO 5.3: Quality control activities undertaken Outputs (Program A): • Establishment of a department within the Food Agency for process control, product examination and certification. • Two food laboratories accredited by COMESA. • A quality control system, including a database for registration of all food premises. Outputs (Program D): • 140 inspection visits undertaken, to abattoirs, and other food processing facilities. • 150 monitoring visits to food premises including quarterly audit and accreditation visits. 119. Implementation: MoITT and its subsidiaries like MBS and Malawi Investment and Trade Centre (MITC) have an important role to play in this IA, as well as MoAIWD through extension services delivery and the private sector (including farmers) in upholding food standards. Supervision and quality control is a core public function, and substantial public resource is expected to finance this. IA6: Empowerment and Tenure Security Outcome: Women and youth empowered and land tenure security enhanced, Intermediate Outcomes: • IO 6.1: Implementation of the Land Policy supported, • IO 6.2: Increased participation of women and youth in agricultural value chains and institutions, 40 National Agricultural Investment Plan 120. The minimal inclusion of youth, women and vulnerable groups in the agricultural sector hampers Malawi’s growth. It has been estimated that closing the gender gap may increase crop yields by 7.3% per annum and increase GDP by 1.8% (UN Women, 2015). At the same time a growing population and increasing land scarcity makes it difficult for rural youth to make a start in farming. Empowerment of women, youth and vulnerable people including disabled and people living with HIV and AIDS is, therefore, mainstreamed into the NAIP, especially under Programs B and C. The following are examples of some of the gender and youth mainstreaming measures that are included in other Programs and IAs:Measures to encourage participation of women in Farmer Organisations; • Measures to encourage participation of women in Farmer Organisations; • Promotion of gender and youth responsive extension approaches; • Review of the agricultural sector gender and HIV strategy; • Gender disaggregated guidelines for disaster response; • Training for Government staff in gender and youth mainstreaming; • Gender and age disaggregation of all performance targets and indicators; and • Targets for gender and youth participation in training programs, and access to financial services. 121. In parallel with the above mainstreaming measures, empowerment, coupled with the related issue of land tenure is included as a separate intervention area. IA6 includes activities to organise and train groups of women and youth, review strategies, training and extension materials, and sensitise rural households and service providers on gender relations and land tenure. Access to land is tackled from both the tenure security perspective, and the problem of accessing land for larger scale investments. 122. The importance of equitable and secure access to land is well recognised in a number of continental and regional policy frameworks, as well as nationally through the National Land Policy. However, until recently Malawi lacked an appropriate legal and regulatory regime to achieve its policy objectives. IA 6 supports the implementation of the recently approved Land Law in the demarcation and registration of rural land, and includes specific measures to ensure that women, youth and other vulnerable groups are empowered regarding secure access to land. IO 6.1: Implementation of the Land Policy supported Outputs (Program A): • 28 District land registries are established and operational. • Institutional aspects of the Land Policy are implemented, including the development of subsidiary regulations and a roadmap for implementation. Outputs (Program B): • Annual District-level awareness meetings on the laws for acquiring land for investments. • Annual EPA level sensitisation meetings on land rights, for community members and local and traditional leaders. Outputs (Program C): • 91,000 ha of land registered, comprising individual land holdings with priority for women, youth and vulnerable groups, registration through FOs, and piloting registration of customary estates. 41 National Agricultural Investment Plan IO 6.2: Increased participation of women and youth in agricultural value chains and institutions Outputs (Program A): • 30 Government focal persons trained on gender issues. • Agricultural training curricula updated on gender, HIV/AIDS and youth issues. Outputs (Program B): • 202,500 households have improved gender relations, through household mentoring methodologies. • 17,640 women and youth groups are strengthened and empowered in relation to land tenure security. • A strategy on decent employment is developed¸ dealing with issues of working conditions and child labour in the agricultural sector. Outputs (Program D): • 300 agribusiness SMEs owned/operated by women and youth are trained on various technical and business aspects. • 2,000 youth and women agribusiness entrepreneurs receive business mentorship. 123. Implementation: MoLHUD is the lead public agency in relation to land tenure, while MoGCDSW is the primary lead on gender issues, in conjunction with Ministry of Labour and Youth on youth issues and MoAIWD on mainstreaming gender and youth issues in the agriculture sector. In addition to these efforts, many stakeholders, projects and programs support these issues.. Each stakeholder has a role to play to ensure quality and equitable outcomes. The private sector must be encouraged to promote equality amongst their staff as public actions alone cannot solve the issues. Considering the multiplicity of these players, coordination will be critical. IA7: Disaster Risk Management Systems Outcome: Capacity to manage disasters and reduce their impact strengthened. Intermediate Outcomes: • IO 7.1: Strategic grain reserves (physical and virtual) in place to ensure household-level FNS during natural disasters. • IO 7.2: Disaster preparedness strengthened. 124. The increased frequency of climate-induced food security crises requires improved disaster preparedness, early warning and response capacity. This falls within the scope of NAP Priority Area III on Agricultural Risk Management, the guidelines on management of the Strategic Grain Reserve and national policies on social protection. IA 7 includes measures to strengthen the coping capacities immediately after climate-induced disastrous events and to strengthen longer-term adaptation planning to reduce the impacts of such events. Activities include awareness creation and training at community level, promotion of technologies such as local storage facilities and drought/flood tolerant varieties, zoning and mapping, and management of food reserves. The latter requires the proper management of specialised institutions such as ADMARC and NFRA to minimising market distortions and uncertainties. The IA complements activities in other IAs which also contribute to improved resilience, such as GAPs, IPM, sustainable natural resource management, and irrigation development. Disasters related to pest and disease outbreaks are covered under IA 8. 42 National Agricultural Investment Plan 125. On an annual basis, 5-10% of Malawians are food insecure and require food aid, from the SGR and through humanitarian channels. A budget for the average food aid expenditures has been included in order to enable better coordination between emergency response and recovery/development activities and actors within the overall framework of the NAIP. Food aid will be combined with other disaster risk management programs under NSSP which can deliver additional support in the form of cash, near-cash or kind, to food insecure households during emergencies. Use of public works programs would also support disaster-affected households through cash or food for work, and contribute to disaster preparedness through building or rehabilitating community assets (e.g., feeder roads and irrigation works). IO 7.1: Strategic Grain Reserves (physical and virtual) to ensure household-level FNS during natural disasters Outputs (Program B) • 240,000 tonnes of grain stored (with a minimum of 90,000 tonnes at all times), incurring storage and management costs as well as replenishment after years of crisis. • 54 storage facilities rehabilitated and maintained, including 15 metallic silos, 34 concrete silos at Kanengo and five warehouses at Limbe. • Food is distributed to 5% of Malawian households, possibly more in years of crisis. IO 7.2: Disaster preparedness strengthened Outputs (Program A): • Weather stations established in each EPA, including systems for staff training, maintenance, data collection and analysis. • 50,000 ha of land is zoned and mapped for disaster preparedness. Outputs (Program B): • 50,000 households have grain storage facilities (silos, sealed bags etc.). • 20,250 farmers trained on disaster risk preparedness and management and, including on-farm demonstrations and awareness creation on drought tolerant varieties. • Early warning messages disseminated, including establishment of an SMS-based dissemination system and regular coordination amongst institutions and actors. Outputs (Program C): • Piloting insurance products: including product design, development of indices and use of remote sensing and GPS data. • Rehabilitating maize storage silos and ensuring that they are continuously maintained and in use. 126. Implementation: The Department of Disaster Management Affairs under the Office of the Vice President is the main responsible entity for disaster risk reduction and coordination, while NFRA is responsible for maintaining the strategic grain reserves and MNSSP provides social protection ADMARC and NFRA are responsible for procurement of grain. For weather stations, MoLGRD and the Metrological Department are important players. MoAIWD will be responsible for household level demonstrations and on-farm storage. Coordination between these stakeholders will be critical to achieve the priorities, and the TWG for agriculture risk management may consider this in its constituency. From the side of MoAIWD, interventions are guided by the Risk Management Strategy. 43 National Agricultural Investment Plan IA8: Pest and Disease Management Outcome: Major pests and diseases are controlled and major outbreaks managed effectively. Intermediate Outcomes: • IO 8.1: Infrastructure is in place to prevent and handle disease outbreaks. • IO 8.2: Pests and diseases outbreaks are monitored and controlled. • IO 8.3 Animal health preventive measures. • IO 8.4: Biotechnology usage up-scaled. 127. Outbreak of crop pests and diseases is a recurrent issue in Malawi. In addition, animal health is an important investment area, currently only handled mainly by the public sector. Preventing and/or controlling major pests and diseases and managing their impacts is a core public function. The main approach promoted is Integrated Pest and Disease Management (IPDM), which complements GAPs, the adoption of drought and flood tolerant varieties, and crop selection based on agro-ecological zone. IPDM contributes to increased productivity and decreased use of pesticides. In order to minimise the risk of exotic pests and disease incursions from outside Malawi, border protection facilities and procedures must be maintained to a high standard. IO 8.1: Infrastructure is in place to prevent and handle disease outbreaks Outputs (Program C): • Suitable quarantine and other facilities are available, including dip tanks and mist blowers, fish quarantining facilities, livestock quarantining facilities, improvement of laboratories, related offices, and human capacity development within all of these areas. • Border protection posts are staffed and equipped to maintain a high degree of bio security protection. • Strategic reserves of pest and disease control materials are always in stock. IO 8.2: Pests and diseases outbreaks are monitored and controlled Outputs (Program C): • 2 million ha of agricultural land monitored and controlled for pests, including surveillance of migratory and emerging pests. IO 8.3: Animal health preventive measures undertaken Outputs (Program B): • Procedures for bio-security of fisheries and livestock in place; including surveillance, vaccinations, deworming and disease screening of poultry, cattle, goats and other livestock. • 500,000 farmers are trained annually on animal health and disease prevention. • 5 million poultry vaccinations are implemented per annum. • Large-scale vaccination and dipping of cattle twice a year (2.6 – 4.0 million cattle). • Goat stock dewormed annually (6.5 – 10.0 million goats). • Pigs dewormed and vaccinated annually (1.8 – 4.0 million pigs). • Dairy cattle screened for ticks and TB (71,000 – 106,500 cows). • Vaccines supplied, with the required cold-chains established to maintain them. 44 National Agricultural Investment Plan IO 8.4: Biotechnology usage up-scaled Outputs (Program A): • 20 staff trained on biotechnology and chemical analysis. • Plant protection regulation reviewed. Outputs (Program B): • 100 plant clinics established, including development of biotechnology for these. • Agricultural biotechnologies applied through development and commercial distribution. • Five groups for IPM/IPDM implementation are established in each EPA. Outputs (Program C): • 15,000 farmers are trained on IPM annually. • Agricultural and food imports and exports inspected at border posts for pests and diseases. 128. Implementation: GoM, especially MoAIWD in partnership with private companies and suppliers of equipment, are the main implementers of this IA. Activities will mainly be funded by the government. DPs might be requested to finance IPM and upgrading of quarantine facilities, and farmers are expected to co-finance vaccination and other animal health activities. IA9: Agricultural Innovation Systems Outcome: Demand-driven, pluralistic innovation system generates and disseminates relevant and adequate technologies to all farmers. Intermediate Outcomes: • IO 9.1: Efficient research partnerships established in a participatory and demand-driven way, including on-farm research. • IO 9.2: Relevant, evidence-based extension advice delivered in a demand-driven and participatory way. 129. The The development, adaptation and dissemination of new agricultural technologies are at the core of sustainable productivity increase, diversification and adaptation to climate change. Climate-smart approaches, which seek to balance sustainable productivity increase to meet the needs of a growing population in addressing the challenges of adapting to climate change and reducing agriculture’s carbon footprint to the extent possible, are a key element of this IA. IA 9 responds to a number of important policy foundations. The importance of agricultural research is recognised in MGDS III and the NAP and elaborated in the Agricultural Research Master Plan. 130. Approaches to research and extension have been fragmented, poorly co-ordinated, and lacking focus on key priorities. Moreover, the dominant supply-driven approaches were often not in line with farmer priorities and market requirements, resulting in limited uptake. The innovation systems approach aims at strengthening the integration of research organisations, extension service providers, and end users, to improve the quality and relevance of new technologies. Emphasis is on a consultative approach for identifying best practices in adaptation to climate change and for scaling up of such practices and climate smart agriculture. This calls for gender and youth sensitive processes in setting research priorities and extension approaches and technologies that address the specific needs of the target groups. 45 National Agricultural Investment Plan 131. Participatory approaches should at the forefront of technology adoption. In addition to offering new technologies, service providers should act as facilitators for peer-to-peer learning, choice of enterprises and technologies, and their adaptation to local conditions. The Extension Policy is expected to confirm the relevance of the pluralistic and innovation-driven approach, albeit with some modifications to incorporate non-traditional extension methods and ICT-based approaches. IA9 will enhance the capacity of the public sector to play a leading and coordinating role, including coordination between extension and research (also addressed under IA1) through strengthened decentralised structures to ensure better communication between grassroots and central level. IO 9.1: Efficient research partnerships established in a participatory and demand-driven way, including on-farm research Outputs (Program A): • Research coordination activities including establishment of research Programs at research station level; national plant breeder’s fairs, and coordination meetings amongst public, private and CGIAR research institutions. • The Malawi Industrial Research and Technology Development Centre (MIRT) strengthened, to produce technologies that reduce post-harvest losses. • Two stakeholder meetings for technology release are conducted annually. • The Agricultural Research and Extension Trusts’ diversification plan is developed. • Competitive research grants are provided to 50 students. Outputs (Program B): • Germplasm is conserved, to preserve livestock and plant varieties as well as wild crops. • The Malawi Plant Genetic Centre is re-furbished. Outputs (Program C): • 18 micro-nutrient bio-fortified varieties are developed. • About 10 new varieties or technologies developed and released annually in areas demanded by farmers, companies or extension workers. • About five feed technologies developed annually, for both livestock and fisheries. • About 45,000 on-farm participatory demos on GAPs conducted annually, on improved varieties, indigenous crops, conservation agriculture and other issues identified by farmers. • Detailed analysis of site-specific constraints affecting agricultural performance carried out. 46 National Agricultural Investment Plan IO 9.2: Relevant, evidence-based extension advice delivered in a demand-driven and participatory way Outputs (Program A): • District-level databases on extension established. • Livestock master plan developed. • Two agricultural resource centres are operational per district. • GAP guidelines are continuously updated, including development of appropriate messages on climate resilience, post-harvest management, and conservation agriculture. Outputs (Program B): • 225,000 farmers participating in goat pass-on Programs, with 45,000 goats annually distributed. • 150,000 farmers participating in chicken pass-on schemes, with 180,000 chickens annually distributed. • 4,500 beekeepers trained on apiculture. • Livestock committees revamped in 2,800 villages. Outputs (Program C): • The number of lead farmers increased from 20,000 to 35,000. • 10,000 clusters (as an innovative extension approach) are functional every year. • 1,000 farmer field schools are established. • 1,000 green belts are operational per year. • 1,000 model villages established per year. • 22,000 annual field days on GAPs. • 300,000 ha annually cultivated under GAPs. • 800,000 farmers annually receive specialised extension services with special attention to priority value chains. • 190,000 ha annually intercropped with nitrogen fixing plants. • Annual district agricultural fairs are undertaken. • Various productive inputs are supplied to farmers for demonstration purposes. • 400 farmers using stall feeding methods. • 1,020 grazing areas and 100 water points established. • 50,000 fodder trees planted by dairy farmers. • 5,000 farmers per annum trained on deep pond fish production systems. • 8 fish pond/cage culture schemes established, and potential aquaculture sites are mapped. • 15 dams restocked with fish. Outputs (Program D): • 245 value addition groups are formed and trained in priority value chains. • 410,000 farmers trained annually on post-harvest management, including cost-effective drying, storage and shelling methods. • 2,930 FOs trained on processing, including MBS requirements, support to milk producer’s associations, quality standards, and with market requirements. • Equipment distributed for reducing post-harvest losses for demonstration purposes 47 National Agricultural Investment Plan 132. Implementation: MoAIWD is the lead agency for both extension and research, but this is also an intervention area which requires a large extent of coordination amongst a range of stakeholders; an area which has been particularly challenging in the past. This includes mainly NGOs, CSOs, CGIAR institutions and academia. IA10: Access to Inputs Outcome: Farmers have timely access to a broader range of quality inputs at reasonable cost. Intermediate Outcomes: • IO 10.1: Efficient seed supply systems established. • IO 10.2: FISP reforms advanced. • IO 10.3: Supply chains for organic and in-organic fertiliser strengthened. • IO 10.4: Livestock and fisheries gene pool improved and breeding stock made available to farmers. 133. Timely access to agricultural inputs (seeds, fertiliser and crop protectants, breeding stock and fingerlings) that are well-suited to local conditions is critical for enhancing productivity and adapting to climate change. The importance of access to inputs is recognised in the SADC Regional Agricultural Policy and accompanying Investment Plan, as well as the NAP under Policy Priority Area IV. Specific reference to inputs also appears in the national seed and fertiliser policies. Since 2006, the FISP has been the dominant government Program in this area which has attracted the bulk of public spending for the sector. FISP reforms are ongoing and related stakeholder discussions, studies and pilots will be financed by the NAIP. While the future size and scope of the program are uncertain, the 2016/17 targets have been used for the NAIP budget (900,000 beneficiaries). Beyond the FISP, input markets need to be strengthened. Improved access to seeds has been highlighted as policy priority by companies participating in the New Alliance, including reforms to facilitate importation of varieties licensed in neighbouring SADC countries. The Seed Services Unit, which is responsible for seed certification, is currently undergoing reforms to be more efficient and closer to the farmers. An improved regulatory framework is also required to facilitate importation of other inputs such as inoculants, livestock, day-old chicks, veterinary drugs and fertiliser. IO 10.1: Efficient seed supply systems established Outputs (Program A): • Import procedures for seeds and other inputs are simplified, especially for seeds which are approved for use in another SADC country. • Procedures for testing and release of new climate adapted varieties revised and streamlined. • The Seed Bill enacted. • A semi-autonomous Seed Services Unit (SSU) is established. Outputs (Program C): • FISP is implemented with increased participation of the private sector. • Under FISP 900,000 farmers annually receive vouchers for legume and maize seeds. • 10,000 import permits are issued annually, including the Phytosanitary certificates. • 950 community seed banks established and connected to seed pass-on Programs. • Quantity of basic seed produced increased from 105 to 325 tonnes per annum. • 13,000 tonnes of seed multiplied by farmers, including setting up of demo plots. • Seed Services Unit annually inspects 25,000 ha of seed multiplication (15,000 ha currently). • 75 ha of nurseries for tree and vegetable seedlings are established. 48 National Agricultural Investment Plan IO 10.2: FISP reforms advanced Outputs (Program A): • FISP reform options studied. Outputs (Program C): • FISP reform options piloted. • FISP reform options monitored and discussed amongst stakeholders. IO 10.3: Supply chains for organic and in-organic fertiliser strengthened Outputs (Program A): • The Pesticides Control Board is strengthened. • A semi-autonomous fertiliser regulatory body is established. • Three soil labs are refurbished. • Options for domestic fertiliser manufacturing evaluated. Outputs (Program B): • 2,000,000 farmers produce manure and inorganic fertiliser. • National soil maps updated. Outputs (Program C): • 900,000 farmers annually receive vouchers for fertiliser subsidies under FISP; to a large extent through private sector distributers, and by providing co-financing. • 300 fertiliser samples analysed annually. • Area-specific fertiliser recommendations developed. IO 10.4: Livestock and fisheries gene pool improved and breeding stock made available to farmers Outputs (Program A): • Livestock conservation protocols developed. Outputs (Program B): • Small stock multiplication through farmer breeders, reaching up to 1,000 goats. Outputs (Program C): • 5,000,000 fingerlings produced annually, including establishment of hatcheries and certification of private hatchery operators. • 5,000,000 fingerlings restocked annually, including designation of fish breeding grounds and sanctuaries and restocking of indigenous fish. • 60,000 (up from 10,000) livestock artificially inseminated annually. • Livestock breeding animals sourced, increased from 3,450 to 10,000 animals annually, though both imports of improved breeds and restocking of Government livestock farms. • 1,400 heifers passed-on, through implementation of a pass-on Program. 49 National Agricultural Investment Plan 134. Implementation will be led and coordinated by MoAIWD in collaboration with private sector and farmers. FISP reforms will be designed, implemented and evaluated by a multi-stakeholder group consisting of MoAIWD, DPs, Academia, NSAs/CSOs, farmers and private sector. Over time, the role of the private sector in input supply chains including FISP implementation will increase and farmers will be expected to co-finance larger share of the cost with the possible exception of subsidies linked to environmental services. IA11: Sustainable Natural Resource Management and Climate Resilience Outcome: Natural resources are sustainably managed and the resilience of production systems is enhanced. Intermediate Outcomes: • IO 11.1: Water resources are managed and used sustainably. • IO 11.2: Land use planning and zoning updated and implementation capacity enhanced. • IO 11.3: Area under agro-forestry expanded and management capacities enhanced. • IO 11.4: Lake and rivers fisheries resources are efficiently and sustainably managed. 135. Climate change, land degradation and deforestation are major threats to Malawi’s ecosystem and rural livelihoods. The focus of this IA is on adaptation to climate change according to the UNFCCC definition17 .The NAIP’s response is anchored on a number of Malawi’s global and regional commitments on climate change adaptation and mitigation including UNFCCC, the Paris Agreement and COMESA Regional Agricultural Policy. Climate change response is also included as a cross-cutting theme in many national policies and strategies; MGDS III, the National Resilience Plan and a number of national climate change related policies which contribute to the national Climate Change Investment Plan and policies on land resource conservation and natural resource management. 136. This IA includes measures to enhance the resilience of production systems and promote sustainable management of natural resources. This includes improved land use planning based on zoning and protected areas; sustainable management of fisheries; sustainable management of water resources through catchment management approaches; conservation of genetic resources; up scaling of agroforestry; sustainable intensification of livestock production; organic manure production and use; inter-cropping with legumes; irrigation development; aquaculture development; and enhancement of community and household resilience. These measures are in line with the National Resilience Plan and the MSSP and respond to the commitments of the Intended Nationally Determined Contribution and Climate Change Investment Plan. Also 17UNFCCC defines Adaptation to climate change as actions taken to help communities and ecosystems cope with changing climate conditions 50 National Agricultural Investment Plan important are the National Catchment Management and Infrastructure Development Guidelines under MoAIWD that will guide this intervention area. In some cases it may be possible to use social protection programs to promote the adoption of climate resilient practices, and to use public works programs to build community infrastructure facilities that support climate change adaptation. IO 11.1: Water resources are managed and used sustainably Outputs (Program B): • 200,000 farmers trained annually on rainwater harvesting. • Improved rainwater harvesting and soil moisture management technologies developed. • 3 dams and 1 deep well constructed per district. • Catchment area management strengthened • 1,500 livestock watering points established. IO 11.2: Land use planning and zoning updated and implementation capacity enhanced Outputs (Program B): • Agricultural and protected areas are zoned in all 28 districts. • District level natural resource management committees are functional through capacity development. IO. 11.3: Agro-forestry areas expanded and management capacities enhanced Outputs (Program A): • Legislative framework for agro-forestry developed and incentive mechanisms identified. • Tree-cover density targets on agricultural land established at national level. Outputs (Program B): • 150,000 farmers are trained annually in climate resilient agro-forestry practices. • 2,000,000 ha of farmer-managed natural generation tree-planted areas established. • 22,500 mini-tree nurseries established and properly managed. • At least 30,000 ha and 2,500 km of river banks are planted with trees. IO 11.4: Lake and rivers fisheries resources are efficiently and sustainably managed Outputs (Prog. A): • Legal / regulatory framework for fisheries management revised strengthened. • Fisheries master plan developed. Outputs (Prog. B): • Annual census on fish and aquatic environment undertaken. • HIV/AIDS community awareness campaigns conducted. Outputs (Prog. C): • 30,000 fisher folk including women and youth trained on improved technologies such as aquaponics and identification of exotic fish species. • Fisheries technologies developed and analysed, including offshore deep-water fishing. Outputs (Prog. D): • 20 fish landing and marketing facilities and two docking stations/break-ways established. 51 National Agricultural Investment Plan 137. Implementation: MoAIWD and MoNREM are the lead agencies under this IA, in coordination with NGOs and researchers. This must also be coordinated with the MNSSP and the public works Program catchment management approaches. Government is expected to be a major financier with development partners also contributing. Important Programs to coordinate with include Local Development Fund’s Public Works Programs’ Catchment Management Approach, as well as work under WFP’s Food for Assets interventions. IA12: Sustainable Irrigation Development Outcome: Use of irrigation sustainably increased. Intermediate Outcomes: • IO 12.1: Area under functional irrigation systems increased. • IO 12.2 Irrigation schemes are properly managed and maintained. 138. Malawi has well-developed policies in irrigation development and a detailed Irrigation Master Plan, both of which are linked to the national policies on water and environmental protection. There are two institutions with responsibilities for irrigation development: MoAIWD and the GBA. However, irrigation development has always lagged behind Malawi’s national ambitions in this area, largely due to lack of finance for the substantial investments needed and limited technical capacity for system design and construction. 139. Malawi’s irrigation potential is estimated at 408,000 hectares of which 107,000 ha (26%) has been developed with about 46 percent on estates and 54 percent smallholder. Most strategic plans identify irrigation as having potential for adaptation to climate change, sustainable intensification, food security and trade promotion. In line with the Irrigation Master Plan, and overshooting the NAP objective, the NAIP targets to increase the irrigated area by 43,700 ha. IO 12.1: Area under functional irrigation systems increased Outputs (Program A): • Capacity for planning and implementation of irrigation work and scheme management is strengthened. Outputs (Program C): • 36,800 ha of irrigation schemes developed. • 5,100 ha of irrigation schemes rehabilitated. 52 National Agricultural Investment Plan IO 12.2 Irrigation schemes are properly managed and maintained according to their economic potential Outputs (Program A): • Irrigation Code of Practice developed and their implementation monitored. • WUA Law enacted. Outputs (Program C): • 100 irrigation associations have their performance assessed annually. • 64 new WUAs are established and all existing WUAs are trained annually. • Extension services are provided to farmers in irrigated schemes. Outputs (Program D): • Irrigation farmers are linked to markets and finance. • 50 matching grants are disbursed for irrigation investments. 140. Implementation: Key stakeholders include MoLHUD in terms of land identification and in ensuring tenure security for all involved parties (covered under IA6); MoAIWD in coordinating irrigation projects as well as leading their design and implementation in partnership with the private sector and in provision of extension services. The Green Belt Authority (GBA) is also a major player in irrigation development and in engagement with private sector. IA13: Mechanisation Outcome: Improved access to and use of mechanisation services by farmers. Intermediate Outcome: • IO 13.1: Knowledge and skills of providers and users of mechanisation services strengthened. • IO 13.2: Availability and quality of mechanisation equipment and services enhanced. 141. The majority of Malawian farmers continue to use rudimentary hand tools for all farm operations including harvesting and processing. This is highly inefficient and burdens millions of households, making agriculture unattractive, particularly to the youth. Mechanisation is a crucial input for crop production and one that has been underdeveloped and underfinanced in Malawi. Mechanisation is an often-overlooked climate change adaptation measure that, in concert with other activities, can improve the resilience of farming systems. Mechanisation reduces hard labour, relieves labour shortages, improves productivity and timeliness of operations, and contributes to climate adaptation. NAIP will aim at increasing the use of machinery in farming and agro-processing activities by 50 percent. This will be achieved in full harmony with environmental considerations, including the full integration of conservation agriculture principles. IO 13.1: Knowledge and skills of providers and users of mechanisation services strengthened Outputs (Program A): • Standards for safety measures and safeguards are developed. Outputs (Program C): • 425 Health and safety trainings are conducted. • 750 machinery operators/mechanics are trained. • 300 mechanisation demos are conducted. 53 National Agricultural Investment Plan IO 13.2: Availability and quality of mechanisation equipment and services enhanced Outputs (Program C): • Government mechanisation schemes make more tractors and CA equipment available. Outputs (Program D): • Incentives are provided to increase the importation of tractors and CA implements by private sector. • Feasibility study on machinery fund is conducted. 142. Implementation: While MoAIWD is responsible for maintaining Government-owned facilities with tractor and draught animals for hire, the private sector is expected to lead this intervention area. Many of these private stakeholders are farmers themselves, through their farmer organisations. IA14: Agricultural Markets and Trade Outcome: Enhanced efficiency and inclusiveness of agricultural markets and trade Intermediate Outcomes: • IO 14.1: Availability and quality of market information enhanced • IO 14.2: Government price policies are evidence based, transparent and predictable • IO 14.3: Effectiveness, scope and fairness of contract farming improved • IO 14.4: Scope and efficiency of commodity exchanges and warehouse receipt systems enhanced • IO 14.5: Domestic market access improved • IO 14.6: Access to regional and global markets and regional trade enhanced 143. MMalawi has a comprehensive set of policies concerning agricultural marketing and trade, and is party to a number of regional trade agreements that promote intra-African and sub-regional trade. Malawi is a participant in the EIF (linked to WTO), and supports the SADC and COMESA ambitions to improve regional agricultural trade. IA 14 is also founded on several national trade and private sector policy frameworks including the National Trade Policy, National Export Policy, and the TIP-SWAp. 144. Notwithstanding the sound policy foundations, the efficiency and inclusiveness of agricultural markets are hampered by gaps in market infrastructure, information and asymmetries between farmers and downstream actors. Moreover, market interventions through trade policy measures and public grain storage often creates uncertainty for value chain players, reduces prices and margins and leads to under-investment in production and storage. This calls for improved market information and analytical capacity by government along with better coordination between public and private actors. Rural roads and market infrastructure are critical to improve market access, reduce postharvest losses and improve product quality. Commodity exchanges, warehouse receipt systems and contract farming are effective instruments in building more structured markets. An enabling legal and regulatory environment and effective oversight are needed to realise the full potential of these instruments ensuring fairness, competitiveness and security for market participants. IO 14.1: Availability and quality of market information enhanced Outputs (Program C): • Various sources of market information are integrated in an ICT-based market information system accessible to large numbers of farmers and other value chain actors. • Farmers and other value chain actors as well as public sector decision-makers are trained in analysing and using market information. 54 National Agricultural Investment Plan IO 14.2: Government price policies are evidence based, transparent and predictable Outputs (Program A): • ADMARC reforms are implemented. • Evidence-based market intervention and price policy is developed. • The analytical capacity of GoM to analyse market and price trends is strengthened. • Continuous consultations are held with private market players to inform market and price policy interventions. IO 14.3: Effectiveness, scope and fairness of contract farming improved Outputs (Program C): • and stakeholders are sensitised on its content. • The capacity of FOs and agribusiness to engage in contract farming is strengthened. • Increased number of farmers operating under contract farming arrangements. • The Competition and Fair Trade Commission is strengthened through the establishment of a contract farming unit. IO 14.4: Scope and efficiency of commodity exchanges and warehouse receipt systems enhanced Outputs (Program D): • 400,000 tonnes of additional quality storage capacity in rural areas is built or rehabilitated through private investments of PPPs. • Farmers and SMEs trained in warehouse receipt systems and commodity exchanges. • Strengthened capacity of warehouse operators in warehouse operations and use of warehouse receipts. • Increased value of warehouse receipt financing, through linking of FOs, SMEs and banks to the warehouse receipt systems and commodity exchanges. IO 14.5: Domestic market access improved Outputs (Program D): • 5,000 km of rural feeder roads rehabilitated/upgraded, giving priority to supporting PPPs involving farmers and agribusinesses in priority value chains. • 7,500 km of rural feeder roads spot improved. • Rural cold storage facilities established, including 316 milk bulking centres and five large cold storage facilities for fruits and vegetables. • 251 Rural market facilities rehabilitated, including livestock markets (two per district), food retail and wholesale markets. 55 National Agricultural Investment Plan IO 14.6: Access to regional and global markets and regional trade enhanced Outputs (Program A): • Technical capacity of MoITT to negotiate and implement trade agreements in agriculture strengthened. • Policies related to agricultural trade revised and updated. • Database on non-tariff barriers to trade established. • Trade bans and non-tariff trade barriers in agriculture reduced. • Barcode institution established. Outputs (Program D): • Trade promotion for agricultural exports on regional and global markets undertaken through market research, participation in expos/fairs. 145. Implementation: This IA covers a range of activities which fall under different mandates and require the collaboration of various public and private actors. Leadership will be provided by MoITT (IO 4 and 6), Ministry of Transport (IO 5), and shared between MoITT and MoAIWD (IO 1-3). The High-Level Public Private Coordination Mechanism to be established under the CAP-F and the value chain platforms will play important roles. IA15: Inclusive Private Investments in Agribusiness Outcome: Increased agro-processing, value addition and investments into the domestic markets Intermediate Outcomes: • IO 15.1: Enabling agribusiness environment and public-private dialogue strengthened • IO 15.2: Principles for Responsible Agricultural Investment (PRAI) mainstreamed • IO 15.3: Technical and Business skills of cooperatives and SMEs in agribusiness enhanced • IO 15.4: Agribusiness investment promotion and PPPs implemented 146. The policy foundations for IA 15 are in the Malabo Declaration and Malawi’s Private Sector Development Policy and Strategy, the TIP-SWAp, and the policy on PPPs. These recognise that the government can promote private investments through an improved business-enabling environment including stable and predictable policies, supporting legislation and infrastructure and support services. Promotional measures may include tax incentives and special economic zones for agro-processing. Regular consultations between public and private stakeholders will be undertaken through a high-level stakeholder forum in the context of the CAP-F. This will be complemented by multi-stakeholder platforms within priority value chains which will serve to identify PPPs for maximising socio-economic investment impact. The latter will be ensured by applying the PRAI. Such investments are most successful if properly screened at appraisal stage and monitored by competent government entities and civil society. IO 15.1: Enabling agribusiness environment and public-private dialogue strengthened Outputs (Program A): • A high-level public-private coordination forum is established to discuss policy, regulatory and institutional reforms and monitoring their implementation. • Tax and non-tax based incentive mechanisms for priority value chains are established, based on a review of the existing incentive framework. • The regulatory and institutional frameworks for cotton and tobacco subsectors are strengthened. Outputs (Program D): • A National Agricultural Fair and centre for excellence is established. 56 National Agricultural Investment Plan IO 15.2: The PRAI are mainstreamed Outputs (Program A): • Relevant stakeholders sensitised and trained on the PRAI. • Guidelines are developed for screening investors and investment proposals, especially those requiring access to land and/or proposed for PPPs. • PRAI and related operational guidelines are translated into Chichewa and common local languages. IO 15.3: Technical and business skills of cooperatives and SMEs in agribusiness enhanced Outputs (Program D): • 150 Cooperatives and SMEs are trained on various business aspects, such as market research, marketing, development of business plans, etc. • 150 Cooperatives and SMEs are trained on various technical aspects related to post-harvest handling and agro processing. IO 15.4: Agribusiness investments and PPPs promoted Outputs (Program D): • 6 additional priority commodity value chain platforms in value chains are established and existing platforms function effectively, supported by technical assistance. • Agribusiness potential mapped at regional/district level and five Special Economic Zones for agribusiness established in high potential areas. • Investment commitments under New Alliance fully implemented. • 36 abattoirs in rural and urban centres established. • 75 rural agro-processors are connected to the electricity grid (last mile connectivity). • Annual agribusiness investment fora and fairs undertaken at national and district levels, in order to identify PPPs. 147. Implementation: Agribusiness development is under the mandate of both MoITT and MoAIWD but also requires collaboration with other public entities, such as local governments, MITC, and entities responsible for rural roads and electricity. Moreover, close coordination with private actors including agribusiness companies, cooperatives and farmer organisations is critical. The High-level Coordination Forum and the value chain platforms will play important roles in orchestrating these various actors. Civil society and NSAs play important roles as service providers and in the implementation of the PRAI. IA16: Access to a Broader Range of Agri-Financial Services Enhanced Outcome: Improved access to agricultural finance by all target groups Intermediate Outcomes: • IO 16.1: Enabling environment for Agri-finance strengthened and specific policy instruments established • IO 16.2: Farmers, especially women and youth are able to use financial services more effectively • IO 16.3: Investment support and start-up activities and adoption of innovative technologies by FOs and SMEs, with preference to youth and women 57 National Agricultural Investment Plan 148. Malawi’s Financial Sector Development and Financial Inclusion Strategies emphasise the importance of improved access to financial services in rural areas to support agricultural and agro-industrial investment and trade. IA 16 responds to these strategies by measures to increase the diversity, quality and accessibility of financial services (including banks, MFIs, SACCOS and agribusiness) and by sharing risks. The capacity of farmers and other value chain actors to interact with financial service providers will also be strengthened. Access to finance is one of the most critical constraints facing farmers and other food system actors. Farmers and Agri-related enterprises need access to a broad range of financial services including credit, savings, insurance and money transfer. Currently, the supply of financial services is very limited, especially in rural areas. While the spread of Village Savings and Loan Groups is an important step towards financial inclusion, their contribution to agricultural finance is quite limited. Banks and agribusiness are the main sources of finance but loans are mostly limited to larger farmers and enterprises and to a few highly structured value chains (tobacco, sugarcane and tea). Nevertheless, there are opportunities emerging from warehouse receipt financing and the spread of mobile phones and other ICT delivery channels. IO 16.1: Enabling environment for Agri-finance strengthened and specific policy instruments established Outputs (Program A): • Feasibility studies and consultations to identify new financing instruments (including a TA facility to support financial service providers, a risk-sharing mechanism and a re-financing mechanism)18. • At least one financing instruments will be established and their management outsourced to independent service providers. • A low-cost, electronic registry for movable collateral is established to help reduce collateral constraints. IO 16.2: Farmers, women and youth able to use financial services more effectively Outputs (Program C): • Financial literacy campaigns targeting 220,000 farmers. • Farmers, especially women and youth, and their organisations receive training to strengthen their financial literacy and financial management skills. IO 16.3: Investment support and start-up activities and adoption of innovative technologies by FOs and SMEs, with preference to youth and women Outputs (Program D): • 140 SMEs (with priority to women and youth) annually received matching grants for business start-ups for agro-enterprises. • 250 agribusiness SMEs receive matching grants for investments in environmentally friendly technologies to expand their operations. 18The latter might also include the feasibility of establishing an Agricultural Development Bank, as advocated by some stakeholders. 58 National Agricultural Investment Plan 149. Implementation: Rural and agricultural finance is a complex area that requires strong coordination with various actors and policy frameworks. The availability and cost of finance to agriculture depends on improved macroeconomic stability, reduced inflation and lower domestic government borrowing rates (T-bills), as well as on an improved legal and regulatory environment. Activities will, therefore, be led by the MoFEP&D and include collaboration with the Reserve Bank of Malawi (RBM), MoITT, MOAIWD and representatives of financial institutions. Implementation will be closely aligned to the Financial Sector Strategy 2016-20 and the Financial Inclusion Strategy 2015-20 both of which identify rural financial inclusion and agricultural/SME finance as priorities. The NAIP will facilitate coordination of rural finance policies with agricultural sector priorities regarding improved farmer access to financial services. 59 National Agricultural Investment Plan Chapter 4: Budget and Financing 4.1 Methodology 150. The NAIP budget has been developed through a bottom-up approach whereby contributions were received from various stakeholders including all MoAIWD Departments as well as other Ministries and Agencies (MoITT, MITC, MoLHUD). Costs for activities and outputs have been estimated based on unit costs and physical targets over the five-year life of the NAIP. Some of the very detailed activities and cost estimates were consolidated into more generic activities, some of which were further consolidated into more aggregate outputs. The cost estimates are further grouped by Intermediate Outcomes (IOs), Intervention Areas (IAs) and Programs. 151. This Chapter presents the NAIP and its budget at the consolidated output level, not at the level of detailed activities. It starts by presenting the budget by Program and IA using the matrix structure. In addition, the budget is displayed according to the following classifiers: • Sub-sector (crops, livestock, and fisheries) • Main investment areas (inputs, infrastructure and institutional strengthening.) • Expenditure type (recurrent versus investment) • Implementation level (central versus field) • Year 152. Readers seeking more disaggregated cost information at the level of each activity/budget line can refer to the Excel budget file underpinning the aggregate budget presented here. The detailed cost tables can be filtered and aggregated according to a number of classifiers through the use of pivot tables. In addition to the classifiers mentioned above, the Excel file contains additional classifiers for each budget line which allows the budget to be viewed from various angles. For example, activities and outputs can be grouped by NAP Policy Priority Area or Strategy which facilitates monitoring the implementation of the NAP through the NAIP. The classifiers are helpful to guide resource allocation and monitor implementation, as well as to consider the balance between the various Programs, IAs and institutions. 60 National Agricultural Investment Plan 4.2 Budget Overview Budget by Program and Intervention Area 153. The NAIP budget is estimated at USD 3.219 billion over a five-year implementation period, USD 643 million per annum on average. This represents a 16% increase over the ASWAp, which had a total budget of USD 2.2 billion over a four-year period, averaging USD 550 million per year. Table 5.1 provides an overview the budget allocation by IA and by Program. Table 4.1: Total NAIP Budget by Program and IA (in USD’000) Program A Program B Program C Program D Total Share of total by IA IA1 181,896 - - - 181,896 5.7% IA2 3,317 5,048 7,157 501 16,023 0.5% IA3 93,949 - - - 93,949 2.9% IA4 576 208,669 - - 209,245 6.5% IA5 4,895 580 3,400 1,910 10,785 0.3% IA6 15,325 10,199 2,398 4,690 32,612 1.0% IA7 18,157 392,872 1,500 - 412,529 12.8% IA8 2,844 215,822 13,434 - 232,100 7.2% IA9 3,992 20,471 196,096 211,603 432,161 13.4% IA10 6,195 15,494 338,993 - 360,682 11.2% IA11 3,283 55,894 4,299 1,257 64,733 2.0% IA12 810 - 394,793 384 395,987 12.3% IA13 70 - 15,320 40,085 55,475 1.7% IA14 13,922 - 13,250 495,351 522,523 16.2% IA15 1,330 - - 166,389 167,719 5.2% IA16 21,850 - 3,430 5,430 30,710 1.0% Total 372,408 925,050 994,071 927,600 3,219,129 Share by Program 11.6% 28.7% 30.9% 28.8% 100% 100% 154. The overall budget distribution among the four Programs is balanced. Under Program A (11.6% of the budget) the main items are personal emoluments for MoAIWD staff, collection and utilisation of quality data, and maintenance of EPA-level infrastructure. The largest items under Program B (28.7% of the budget) are the delivery of food aid, the establishment of homestead gardens to enhance FNS, and the monitoring and control of major pests and diseases. Under Program C (30.9% of the budget) the largest expenditures are establishment and rehabilitation of irrigation schemes, FISP seed and fertiliser and artificial insemination. Under Program D (28.8% of the budget) the largest items are the rehabilitation and upgrading of rural feeder roads, followed by the investment amounts pledged by the NA Companies and the construction of on- farm storage facilities. Annex 4 presents the outputs by Program and related budget allocation. 155. The detailed activities (budget lines) under each of the four Programs can be used as a basis for preparing the MoAIWD budget under the proposed Program-based budgeting (PBB) approach. This would be done only for the activities (co)-financed and implemented by MoAIWD during the given year. 156. Table 4.2 shows the shares of the IAs in the total budget for each Program. It shows the relative contributions of the IAs by Program. It also links the IAs to the NAP Policy Priority Areas (PPAs) which allows calculation of the total expenditures and budget shares of each PPA in the NAIP budget. 61 National Agricultural Investment Plan Ta bl e 4. 2: R el ati ve B ud ge t S ha re s o f P ro gr am s b y IA s a nd N AP P ol ic y Pr io rit y Ar ea NA P Po lic y P rio rit y A re as N AI P In te rv en tio n Ar ea s Pr og ra m A Pr og ra m B Pr og ra m C Pr og ra m D Re so ur ce al lo ca tio n pe r I A (% / US D m ill io n) 3. 8: In sti tu tio na l D ev . Co or di na tio n & Ca pa cit y De ve lo pm en t IA 1: M oA IW D, C oo rd in at io n an d M &E 48 .8 % 5. 7% 18 1. 9 IA 2: Fa rm er -B as ed O rg an isa tio ns 0. 9% 0. 5% 0. 7% 0. 1% 0. 5% 1 6. 0 IA 3: P ub lic A gr icu ltu ra l S er vic es D el ive ry 25 .2 % 0. 0% 2. 9% 9 3. 9 3. 5: Fo od & N ut rit io n Se cu rit y IA 4: Fo od an d Nu tri tio n Se cu rit y 0. 2% 22 .6 % 0. 2% 6. 5% 2 09 .2 IA 5: Fo od S af et y a nd Q ua lit y S ta nd ar ds 1. 3% 0. 1% 0. 3% 0. 2% 0. 3% 1 0. 8 3. 7: E m po we rm en t o f Y ou th , W om en & Vu ln er ab le G ro up s IA 6: E m po we rm en t a nd Te nu re S ec ur ity 4. 1% 1. 1% 0. 2% 0. 5% 1. 0% 3 2. 6 3. 6: A gr icu ltu ra l R isk M an ag em en t IA 7: D isa ste r R isk R ed uc tio n Sy ste m s 4. 9% 42 .5 % 0. 2% 12 .8 % 4 12 .5 IA 8: P es t a nd D ise as e M an ag em en t 0. 8% 23 .3 % 1. 4% 7. 2% 2 32 .1 3. 1: S us ta in ab le P ro du cti on & Pr od uc tiv ity IA 9: A gr icu ltu ra l I nn ov at io n Sy ste m 1. 1% 2. 2% 19 .7 % 22 .8 % 13 .4 % 4 32 .2 IA 10 : A cc es s t o In pu ts 1. 7% 1. 7% 34 .1 % 11 .2 % 3 60 .7 IA 11 : N at ur al R es ou rc e M an ag em en t 0. 9% 6. 0% 0. 4% 0. 1% 2. 0% 6 4. 7 3. 2: S us ta in ab le ir rig at io n de ve lo pm en t IA 12 : S us ta in ab le Ir rig at io n De ve lo pm en t 0. 2% 39 .7 % 12 .3 % 3 96 .0 3. 3: M ec ha ni sa tio n IA 13 : M ec ha ni sa tio n 1. 5% 4. 3% 1. 7% 5 5. 5 3. 4: M ar ke t D ev el op m en t, Ag ro - pr oc es sin g & Va lu e A dd iti on IA 14 : A gr icu ltu ra l M ar ke ts an d Tra de 3. 7% 1. 3% 53 .4 % 16 .2 % 5 22 .5 IA 15 : A gr i-b us in es s D ev el op m en t 0. 4% 0. 0% 17 .9 % 5. 2% 1 67 .7 IA 16 : A cc es s t o Fin an ce 5. 9% 0. 3% 0. 6% 1. 0% 3 0. 7 To ta l 10 0% 10 0% 10 0% 10 0% 10 0% 3, 21 9. 1 To ta l p er P ro gr am (U SD m ill io n) 3 72 .4 9 25 .0 99 4. 1 9 27 .6 3, 21 9. 1 Re la tiv e sh ar e of P ro gr am 10 .9 % 28 .8 % 31 .6 % 28 .8 % 10 0% 62 National Agricultural Investment Plan 157. Expenditures are also distributed reasonably well across IAs, especially if compared to the ASWAp where expenditures were highly skewed towards Pillar 1 and sub-Program 1.1 (FISP). Broken down by IAs, the largest ones are as summarised in Table 4.3 below: Table 4.3: Share of Biggest IAs in Total Budget Intervention Areas Share of budget IA14 Agricultural Markets and Trade 16.2% IA9 Agricultural Innovation System 13.4% IA7 Disaster Risk Reduction Systems 12.8% IA12 Sustainable Irrigation Development 12.3% IA10 Access to Inputs 11.2% Budget by Main Subsectors and by Investment Categories 158. The NAIP budget analysis presented at main subsectors, activities and investments specific to crop value chain levels amount to 45% of the total budget (USD 1,455.5 million), followed by livestock (7%, USD 219.7 million) and fisheries (1%, USD 39.5 million). The remaining 46.7% of the budget are not specifically linked to any of these subsectors but are related to generic investment and activities cutting across subsectors. Table 5.3 shows the budget allocations of the main types of expenditures and their respective shares in the overall NAIP budget. The largest category is infrastructure (28%) followed by on farm investments (15%), institutional strengthening (11%), and seasonal inputs (9%). Overall, this represents a more balanced investment portfolio than under the ASWAp, including a much lower share of the FISP and a larger share of investments in other productivity- enhancing assets, services and infrastructure. Table 4.4: Budget by Main Investment Categories (Sub-totals and share of total budget) Type of investment Total (USD million) Share of total NAIP budget Infrastructure Irrigation, roads, market infrastructure, storage and agro- processing, 906.5 28% Farm level investments Perennial crops, livestock farm level storage, FNS (homestead gardens) 478.2 15% Institutional strengthening hardware, systems and training of key institutions and coordination mechanisms 365,4 11% Seasonal inputs Seeds, fertiliser, pesticides, fingerlings 304.2 9% Training and sensitisation Awareness creation and training of private AFS actors (farmers, processors and FOs). 183.6 6% Research Research programmes and HR strengthening 89.6 3% Equipment and machinery Farm-level and downstream equipment and implements 46.2 1% Other19 27% 19 For this reason, some output targets are round numbers whereas in other cases there are specific targets resulting from various outputs targets of similar dis-aggregated activities which were combined to a more generic, higher level output. 63 National Agricultural Investment Plan Budget by Program and Year 159. Table 4.5 shows the distribution of the budget by Program and year. The amount per annum is relatively stable, with a slight progression from USD 619 million in year 1 to USD 672 million in years 5. This progression reflects the sequencing of some of the activities and a gradual increase of investments over time. For example, legal and regulatory reforms, feasibility studies, strategies and master plans, as well as institutional reforms are mainly budgeted during years 1 and 2, many of which trigger an increase in other activities and investments in following years. Table 4.5: Budget by Program and Year (in USD’000) Year 1 Year 2 Year 3 Year 4 Year 5 Program A 77,754 80,257 82,123 65,917 66,356 Program B 173,320 179,068 183,895 190,520 198,247 Program C 178,142 187,915 194,652 203,276 230,087 Program D 190,262 192,521 185,896 181,080 177,841 Total 619,478 639,761 646,565 640,794 672,530 Budget by Expenditure Category 160. Capital expenditure accounts for 62% of the budget while 38% are recurrent costs (see Table 4.6). This marks a major departure from the ASWAp which was dominated by recurrent expenditure items. This change reflects the reduced share of the FISP in the budget and an increased share of investments in productive infrastructure. The largest recurrent expenditure items include food aid, FISP subsidies, monitoring and control of pests and diseases, and staffing costs. Activities related to capacity development, training, and coordination are also classified as recurrent costs. The largest capital investments are related to irrigation, rehabilitation of feeder roads, post-harvest drying equipment and storage, nutrition-related investments at household level (kitchen gardens), and research. Table 4.6: Breakdown by Expenditure Category USD ‘000 % Capital 2,001,743 62.2% Recurrent 1,217,386 37.8% Total 3,219,129 100.0% Budget by Expenditure Level 161. Table 4.7 shows the level at which the budgeted activities will be implemented. Overall, 85% of the budget is allocated to the decentralised and field-level activities, whereas 15% is for activities at central/national level. Only Program A contains mainly central/national level activities whereas the other three Programs mainly consist of field level activities. However, this does not imply that an equivalent share of the budget needs to be transferred to the districts. First, several large-ticket items combine local and central level expenditures. For example, FISP and Food Aid require centralised procurement and local distribution and such breakdown within activities has not been done in the NAIP budget. Second, in view of the capacity constraints at district level in terms of fiduciary management, a substantial share of the budget will be managed centrally or through Program Implementation Units (PIUs). As local capacities improve in the course of the decentralisation process, an increasing share of human, technical and financial resources will be transferred to the districts. 64 National Agricultural Investment Plan Table 4.7: Expenditure Level by Program Central level Local level USD ‘000 % USD ‘000 % Program A 259,383 70% 113,025 30% Program B 51,237 6% 873,812 94% Program C 125,618 13% 868,453 87% Program D 49,593 5% 878,006 95% Total 485,831 15% 2,733,298 85% 4.3 Financing Availability General 162. This chapter combines the available information on the funding from various sources and identifies the gap that requires additional resource mobilisation in order to fully fund the Plan. The estimates are mainly based on budget projections such as Medium-Term Expenditure Frameworks (MTEFs) for key ministries and ongoing/pipeline projects of the main DPs, as well as on funding patterns and disbursement trends over the past five years. The Agricultural Sector Performance Expenditure Review (AgPER) covering the period from 2000 to 2013 and the ASWAp Review (2016) are further sources of information. In view of the scope of the NAIP beyond the core mandate of MoAIWD, funding projections in adjacent areas (e.g. nutrition and trade) were also assessed. Three different sources of funding were considered: • On-budget Sources: GoM funding to MoAIWD (as shown in the MTEF); funding to MoITT which relates to agricultural sector objectives (also in the MTEF); GoM transfers to districts (related to agriculture); and DP on-budget support to MoAIWD, districts or other ministries and agencies (e.g. projects financed by WB, IFAD or AfDB). • Off-budget Sources: donor funding, CGIAR funding from outside the DCAFS group, NGO financing from outside the donor group, and DARS off-budget income. • Non-traditional Sources which are not aligned to the NAIP but may still contribute to its objectives. This includes private sector funding (from farmers, domestic private sector, and foreign investments), grants from development funds, climate change funds or similar, as well as financing from other sectors that support the NAIP objectives, for example humanitarian disaster response. 163. These sources are described in detail below and quantified where possible. Historically, the agricultural sector has received substantial funding from GoM and DPs, even though there has been a declining trend in recent years. The past two years have seen both lower levels of FISP expenditure, and less Government resource allocation to the sector. Donor funding has been affected by domestic fiduciary issues and global trends such as reduced availability of traditional ODA. On the other hand, new funding sources are appearing including charitable foundations and new DPs from emerging countries. 65 National Agricultural Investment Plan MoAIWD MTEF 164. Historically, GoM Funding for MoAIWD as a share of the government budget was high, although most of it was allocated to the FISP. In most years, over 90% of the allocated funds were disbursed. GoM provides three-year projections for ORT under the MTEF. However, personal emoluments and the development budget components are not projected, as staffing levels are set outside the budgeting process, and the development budget is mainly counterpart funding for DP-funded projects. Both the AgPER and ASWAp reviews confirmed that the share of capital expenditure in the GoM budget has been very low, generally below 5%, since 2008 (see Table 4.8). However, capital items are often budgeted under ORT instead of the development budget which makes the picture less clear. Table 4.8: Historical Budget Allocations for MoAIWD 2011/12 2012/13 2013/14 2014/15 2015/16 5-year Ave Share of approved GoM budget to MoAIWD* 12% 16% 19% 19% 18% 17% GoM allocation to Development (Part II)* 4.5% 2% 3% 4.5% 2% 3% MoAIWD Personal Emoluments (billion MKW) 3.4 3.8 3.9 4.6 6.7 4.5 * Mainly used for co-financing for projects financed by DPs. 165. Table 4.9displays the ORT projections for MoAIWD from FY 2016/17 until 2020/21, based on the current PBB system. The budget allocation pattern in Table 5.11 means that over 95% of the recurrent budget will be allocated to the Agricultural Productivity and Risk Management Program, which includes the FISP. ORT funding levels are expected to grow from the current MK 69.4 billion to MK 101.6 billion in 2021. The projection applies a 10% annual growth rate, which is in line with the current inflation rate. Table 4.9 MoAIWD ORT Projections Program Projected Recurrent Budget (MKW millions) 2016/17 (USD millions) 2016/17 (*) 2017/18 (*) 2018/19 (*) 2019/20 (**) 2020/21 (**) Total Agric Productivity & Risk Management 68,439 75,283 82,811 91,092 100,202 417,827 95.59 Water Resources Development, Management & Supply (***) 43 47 52 57 63 262 --- Livestock & Fisheries Production 314 346 380 419 460 1,919 0.44 Sustainable Rural Development 173 190 209 230 253 1,055 0.24 Management & Administration 436 480 528 580 639 2,663 0.61 Total 69,406 76,347 83,981 92,379 101,617 423,730 96.94 Source: (*) GoM, MTEF Projections; (**) Authors projections Note: (***) Resources for Water Development are not included in the NAIP projections, and thus not included in the totals 166. Ideally, the MTEF budget projections should be the basis for medium-term expenditure planning of interventions. However, experience shows that this is not the case, as Treasury provides annual ceiling allocations to the sectors including Agriculture. The disregard for the MTEF is driven by a number of factors including annual variations in the national resource envelope as well as changes in national policy priorities 66 National Agricultural Investment Plan 167. Given the uncertainties about future inflation and funding levels, the 2016/17 budget, converted into USD, is used as the baseline for projection. This results in an estimated budget of USD 485 million for MoAIWD during the NAIP implementation period. To this, PE and Development Budget projections need to be added. Irrespective of the uncertainties, it is likely that the agricultural sector will continue to receive a substantial share of the national budget. Even though FISP expenditures, historically a major budget allocation, are decreasing, funding is expected to be re-directed towards other agricultural sector requirements, such as irrigation development and agricultural commercialisation. DCAFS Funding Commitments and Disbursements 168. Funds committed: The current portfolio of DCAFS projects (see Table 4.10) indicates a financing commitment of USD 1.172 billion, with USD 749 million (64%) yet to be disbursed. The projects have different implementation periods and are currently aligned to the ASWAp framework. While some projects are phasing out, there are several large pipeline projects, of which seven have been identified with a total budget of USD 544 million. Taken together, un- disbursed commitments relating to ongoing and pipeline projects from the DCAFS members add up to USD 1,293 million during the NAIP implementation period, or USD 259 million per annum Table 4.10: DCAFS Commitments to the Agricultural Sector February 2017 (USD Million) Commitments Committed Amount Disbursements to date Carryover Per year On-going projects 1,1712 423 749 Pipeline projects (2017- 2026) 544 544 Total 1,716 423 1,293 259 Source: DCAFS data base & contacts with development partners 169. Funds Disbursed: Table 4.11 displays annual disbursement rates of DCAFS donors between 2010/11 and 2016/17. These fluctuated between USD 102 million and USD 198 million, with an average of USD 155 million. This shows that the binding constraint is not the overall level of committed funds but the disbursement rate. Hence, rather than resources commitments, DCAFS disbursements are dependent upon several factors including the absorption capacity of partner institutions, issues related to governance and fiduciary practices, as well as changing donor priorities (global, amongst countries and within countries, between sectors and within the sector). The latter includes short-term reallocation of resources from agricultural development into emergency response in response to natural disasters. Table 4.11: DCAFS Disbursements, 2010/11 to 2015/16 (USD millions) Year USD millions 2010/11 160 2011/12 139 2012/13 117 2013/14 102 2014/15 188 2015/16 186 2016/17 198 Total 892 Average per annum 155 Source: DCAFS data base 67 National Agricultural Investment Plan 170. The NAIP’s emphasis on strengthening institutions and implementation capacity at all levels (under Program A) is expected to contribute to increasing disbursement rates, building on the positive trends during the past two years. Hence, over the NAIP implementation period, average DCAFS disbursements of around USD 200 million per year are expected. Moreover, since the NAIP includes a budget for emergency response in the form of food aid, a large share of emergency response funding will remain within the agricultural sector, contributing to a more stable resource envelope and improved coordination between development and emergency response programming. In consequence, DCAFS funding for risk management and food aid under MVAC needs to be added to the resource envelope. According to the DCAFS Secretariat, average disbursements for food and other emergency assistance amount to around USD 40 million per annum during the last decade. Allocation of DCAFS Committed Funds by NAIP Programs 171. Table 4.12 maps the committed DCAFS funds according to the NAIP Programs. Program C would receive around 60% of DCAFS funding in both current and pipeline projects, while an increasing share of financing is being directed towards Program B. This presents a significant change from the ASWAp where most funding was allocated to Pillar 1: Food Security and Risk Management. An analysis of larger DCAFS projects (see Annex 3, 4 and 5 for details) shows that the NAIP matches many of the evolving DP priorities in areas such as irrigation and water development, market development, capacity building and risk management. Overall, DCAFS donor support is focused largely on Program C whereas Programs B and D are comparatively underfunded. The allocation to Program A activities is in line with this Program’s share in the NAIP budget. This calls for some rebalancing of DP funding from program C into programs B and D. Table 4.12: Allocation of DCAFS Funds Committed by NAIP Programs A: Enabling Environment: B: Resilience C: Production & Productivity D: Markets Total On-going projects Allocation 162 83 596 207 1,048 (%) 15% 8% 57% 20% 100% Pipeline commitments Allocation 11 88 351 95 544 (%) 2% 16% 64% 17% 100% Total 172 170 947 302 1,592 (% share) 11% 11% 60% 19% 100% Notes: projections used for pipeline projects which are still tentative and the commitments contain activities which are non-agricultural sector and hence not included Source: DCAFS database and own projections 68 National Agricultural Investment Plan NGO Funding 172. A recent study by the Civil Society Agricultural Network (CISANET) indicated that besides the off-budget support from DCAFS donors, NGOs also mobilise significant funding from other sources including funds mobilised by their head offices, funds received from non-DCAFS donors, and from domestic sources. Thus NGOs are regarded as an independent source of funding for NAIP. 173. A survey was implemented to estimate future funding levels of NGOs. Responses were received from 21 NGOs and are summarised in Table 4.13. However, except for a few larger on-going projects, NGOs were not able to provide financial projection for more than one year, given their dependence on largely unpredictable donor funding. This concern is understandable considering the variability in donor funding to the NGOs, which for the period 2007/08 and 2011/12, oscillated between USD 40 million and USD 100 million (World Bank, 2014). A total investment of USD 44 million was planned for fiscal year 2017/18, a slight increase from the USD 40 million yearly average captured by the 2015 CISANET report, most likely caused by a higher response rate than for that study. USD 44 million is at par with expenditure levels over the past five years and therefore this level is used for projections for the NAIP implementation period. Almost two thirds of the total NGO investment (62%) targets household resilience, followed by agriculture production at 25% and about 13% percent for both value chain development and institutions pillars. Table 4.13: Projected NGO Funding during NAIP Implementation Period (USD million) Total A: Enabling Environment B: Resilience C: Production & Productivity D: Markets 2017/18 planned 44.5 2.6 27.8 11.2 2.9 5 year projection 222.6 12.9 138.9 56.0 14.7 Percent 100% 6% 62% 25% 7% Source: Primary data collected from 17 NGOs 174. The projected NGO investments are substantial, but the uncertainty of funding levels has implications for the financing plans. The NAIP, therefore, outlines more stable funding modalities for the sector, and seeks to strengthen collaboration between the NGOs and Ministries (for example through the use of NGOs as service providers), which is a guiding principle of the NGO Act, to ensure continuity of the NGO interventions. Funding for Research Institutions 175. According to the AgPER, research institutions contributed about 8% of the funding to the sector; the majority though CGIAR institutions and some through DARS income-generating activities (see Table 4.14). ). Funding research is a CAADP indicator and the area has been underfinanced in the past. The CGIAR funding for Research and Development investments comprise both DCAFS and non-DCAFS resources. Out of the seven CGIAR centres represented in Malawi four made information available on their expected budget during the NAIP period. Overall, the projected contributions are small, declining and less predictable. Table 4.14: Combined R&D Projected Financing Institution Funding Amounts (USD million) Annual Average2016/17 2017/18 2018/19 2019/20 2020/21 Total CGIARs combined* 4.00 4.09 3.84 3.26 2.70 17.89 3.60 DARS off-budget ** 0.60 0.60 0.60 0.60 0.60 3.00 0.60 Total 4.60 4.69 4.44 3.86 3.30 20.89 4.20 * The figures here are tentative as they are from four of the six CGIAR institutions contacted. **the DARS figures are projections of the AgPER data of 0.6 million in 2011/12 Sources: CGIARs and AgPER 69 National Agricultural Investment Plan Non-Traditional Financing Sources 176. Non-traditional sources provide substantial funding for the agricultural sector. Some of these are from related sectors such as climate change, resilience or private sector development. Examples include the; Global Environmental Facility (GEF), Gates Foundation, McDonalds Fund and Rockefeller Foundation. There is also a group of bilateral donors who are not resident in Malawi and not part of the DCAFS group but provide substantial funding to the sector. In addition, there are small national and international groups or initiatives which provide financing, including national NGOs. While the amounts provided by each source within these categories is comparatively small, and monitoring is a challenge, their aggregate financial contributions can be substantial. Private Sector Financing 177. Quantifying private investments in agriculture is challenging due to the lack of reliable data. The only current data on agriculture private investments is the New Alliance/Grow Africa data base. However, the data are self-reported by participating companies and are not verified independently. Moreover, the 29 companies (19 domestic and 10 international) that have signed Letters of Intent under the NA and GA frameworks only represent a subset of the private sector in agriculture. The total investment made by these companies in 2015/16 was US$41.9 million and cumulative investments since the start of NA/GA in Malawi amount to US81.5 million. The remaining commitments of USD 148 million have been included in the NAIP budget. Future investments by other private actors, including companies and farmers of different sizes, are unknown and difficult to project at national level. 178. However, international evidence20 shows that farmers are the main financiers of the sector and are expected to make important contributions through co-financing of most NAIP activities. The private sector including farmers is expected to co-finance activities amounting to USD 1.4 billion (46% of the total NAIP budget). Such financing would be in cash or in-kind for a broader range of investments and services21 .Private agribusiness and SMEs receiving matching grants or participating in PPPs will also make contributions. Assuming an average co-financing share of 20%, this would result in USD 293 million being mobilised by the private sector. Combined with the USD 148 million of investments pledged under the NA/GA, total private financing would be at least USD 441 million. Other Related Sectors 179. Given the broader scope of the NAIP beyond the confines of MoAIWD, two other important sectors have also been considered as sources of funding: trade and nutrition. 180. Nutrition is a key area for investment and coordination. Most nutrition Programs are implemented by the MoHP Department of Nutrition and HIV/AIDS. Given that nutrition is not a traditional sector with a dedicated ministry, public financing is split between the various spheres of influence, including MoHP for health-related activities, MoAIWD for extension and water, sanitation and hygiene. To strengthen coordination the DPs have formed the DoNUTS group which maintains a database (see Annex 5, Appendix 5.2) of donor financed projects in that area. Most projects focus on child health, hygiene and sanitation, malnutrition management and related areas. These are complementary to some of the agriculture sector investments under the NAIP. The fact that the DCAFS and DoNUTS groups have full time coordinators is possibly a starting point for closer collaboration in project design, implementation and review. However, in terms of financing, these activities are not included on the supply side of the NAIP. 20 FAO (2012) The State of Food and Agriculture: Investing in Agriculture for a Better Future 21The main ones reflected in the NAIP budget include FISP vouchers, other inputs and equipment for production and postproduction, as well as the construction and rehabilitation of transport, storage and marketing infrastructure 70 National Agricultural Investment Plan 181. Trade, Industry, Private Sector and SME development. In an agro-based economy like Malawi, agriculture and trade are closely interlinked – one cannot thrive without the other. The same applies to private sector development and industrialisation. In terms of funding, there is a need to coordinate resources and implementation to maximise synergies between the two sectors. As with other sectors, funding comes from both public and donor resources. Projections from the public comes from MTEF ORT projections, while donor financed projects are monitored and coordinated in the Private Sector Development Group (see Table 4.15). Table 4.15: MoITT ORT projections 2016/17 - 2020/21 Program Projected Recurrent Budget (MKW millions) 2016/17 (USD millions) 2016/17 (*) 2017/18 (*) 2018/19 (*) 2019/20 (**) 2020/21 (**) Total Trade Development & Facilitation 73 77 80 84 93 73 0.102 Industrial Development 91 95 100 105 116 91 0.127 Private Sector Development 40 42 44 46 51 40 0.056 Small Scale Business Development 123 129 136 142 157 123 0.172 Total 327 343 360 378 417 327 0.456 Source: (*) GoM, MTEF Projections; (**) Projections provided by MoITT. Selected Programs only (budget related to administration and tourism not presented) 182. The MTEF projections show a 5% annual increase in recurrent resource allocation to MoITT, compared to 10% for the agriculture sector. Furthermore, the MoITT recurrent budget allocations are much smaller than MoAIWD. The MoITT resource envelope (excluding administration and tourism related expenditures) amounts to less USD 0.5 million per annum. The potential for MoITT financing of NAIP activities is therefore limited. Other sources of funding will, therefore, have to be allocated to trade-related activities. 183. Donor financing in the trade sector seems to be less in quantity and less coordinated than in the agricultural sector (see Annex 5, Appendix 5.3). From the donor perspective, there are several dominant themes, such as value addition, business environment, manufacturing, skills development, and access to finance amongst others. However, most of these initiatives are underfunded. Additional funding might be sourced from “Aid for Trade Funds” under the EIF and through challenge fund mechanisms supporting private sector development. Summary on Resource Mobilisation 184. Table 4.15 provides a summary of projected resource availability, funding targets and the financing gap for the NAIP. The aggregation of the various funding sources reveals an availability of about USD 400 million for the 2016/17 fiscal year (baseline)22 . DCAFS donors are expected to contribute USD 240 million, MoAIWD USD 111 million, whereas NSAs will contribute around USD 50 million. This figure does not include funding from other domestic and foreign sources, on which no data were available. Extrapolated over five-years, the total funding from identified public sources and NSAs is projected at around USD 2.0 billion. Adding USD 441 million of private sector co-financing results in a total funding envelope of 2.4 billion under the baseline scenario. The resulting funding gap amounts to USD 776 million, approximately 24% of the NAIP budget including food aid. The baseline scenario does not include some funding sources for the sector that could not be quantified: these include non-aligned donor funding outside the DCAFS group and other government resources, such as transfers to the districts for agricultural activities and to the GBA. 22While the actual MVAC Response budget was much higher due to the drought, the 10-year average amount is used for the baseline scenario. 71 National Agricultural Investment Plan 185. While the baseline scenario is based on recent funding sources that have been clearly identified, the NAIP is expected to mobilise additional funds and to improve absorption capacity. The committment of DPs, Treasury and others to increase funding levels to agriculture depends on the existence of a coherent and nationally-owned investment framework and on absorption and implementation capacity. The NAIP provides such an investment framework and focuses on strengthening the implementation capacity of government and NSAs at all levels, especially under Program A. It may, therefore, be assumed that additional resources could be mobilised from the main traditional funders, Treasury and DCAFS; as well as from non-traditional sources. Scenario 2 in table 5.20, therefore, assumes a moderate increase in MoAIWD’s budget, as well as for the funding levels of DCAFS donors and NSAs. For DCAFS, the average committed funding of USD 259 million is considerably higher than the baseline scenario. Hence, a 15% increase of the amount disbursed (USD 30 million per annum) is projected under Scenario 2, resulting from increased DCAFS commitments and improving implementation capacity. This scenario also assumes that USD 150 million can be mobilised from non-traditional funding sources, such as foundations and philanthropy, non-DCAFS donors, funds from other sectors such as environment and climate change, and government resources provided to the districts. As shown in the right- hand column of Table 4.16, if these sources are considered, the funding gap is substantially reduced to USD 334 million (approximately 10% of the budget). If the budget for food aid (which is highly unpredictable) is taken out, the funding gap reduces to 24% and 10% under the two scenarios, respectively. 186. The financing scenarios embodied in Table 5.15 are subject to the challenges and uncertainties of funding from multiple sources. However, even the more ambitious Scenario 2 is deemed achievable in view of the broader scope of the NAIP and the related possibility to access non- traditional funding sources, including for adjacent sectors. The funding gap could be addressed through any or all of the following strategies: aligning additional DPs to the NAIP, increasing government funding, increasing DP disbursement rates, and mobilising non-traditional funding sources, including the private sector. Alternatively, and subject to funding availability, some investments could be scaled-down or deferred. Decisions on the latter will be made each year during the AWPB process based on the actual funding envelope available. The ability to mobilise resources also depends on the progress and performance of the NAIP implementation itself. 72 National Agricultural Investment Plan Table 4.15: Summary of Projected Resource Availability, and Funding Targets and Financing Gap (USD million) Funding source 2016/17 projected 5-year Scenario 1 % increase Increment over 5 years 5-year Scenario 2 MoAIWD: - ORT - Development - PE - Subtotal MoAIWD 96.9 4.8 9.3 111.0 484.7 24.2 46.5 555.4 +10% +50% +50% 48.5 12.1 23.2 107.1 533.2 36.3 69.7 639.2 DCAFS - Development - MVAC response - Sub-total DCAFS 200.0 40.0 240.0 1,000.0 200.0 1,200.0 +15% 150.0 150.0 1,150.0 200.0 1,350 NGOs 44.5 222.5 +25% 55.6 278.1 CGIARs 4.2 21.0 +25% 5.25 26.2 Other domestic and foreign sources a/ 150.0 150.0 Subtotal public and NSAs 399.8 1,998.9 467.9 2,443.5 Private Sector co-financing b/ 441.0 441.0 Total 399.8 2439.9 +23% 467.9 2,884.2 NAIP budget 3,219.0 3,219.0 Funding gap 779.1 (24%) 334.4 (10.3%) NAIP BL for food aid 343.0 343 Funding gap without food aid c/ 626.1 (19.4%) 191.4 (5.9%) a/ Existing funds in agric. Sector that are not aligned to NAIP plus additional funds mobilised b/ New Alliance, NAIP co-financing c/ Net of NAIP budget for food aid and DCAFS funding for emergency/disaster response 73 National Agricultural Investment Plan 4.4 Funding Mechanisms 187. The NAIP build on the funding mechanisms used under the ASWAp and continue the progression from scattered projects towards program support and pooled funding. In line with the Paris Declaration and the Malawi Development Cooperation Strategy, donors have agreed to align their support with national strategies, increase the use of country systems, make funding more predictable, and reduce transaction costs by harmonizing procedures and streamlining delivery. According to the Development Cooperation Strategy, the order of preference is general budget support, sectoral budget support, pooled/basket funds and lastly project modalities. However, GoM recognises that some DPs are unable to employ the pooled approach due to their own policies and guidelines regarding traceability of funds and results. Currently a large number of DP projects use project modality with varying degrees of alignment and use of country systems. Hence, whilst GoM preferences are clear, progress towards greater alignment and use of national systems will be gradual, depending on NAIP implementation performance and improvement of public financial management systems. 188. In line with the above, the NAIP will be financed through a menu of funding modalities, whereby a progression towards pooled funding mechanisms, increased use of country systems and stronger alignment with the NAIP programmatic structure, implementation mechanisms and results framework is envisaged. The main DP funding modalities are depicted in Box 3. Box 3: DP Funding Modalities under the NAIP Sectoral budget support is a form of general budget support earmarked for the agricultural sector. This modality is fully on-budget and could be used by GoM for any NAIP related activity. Pooled Program Funding allows DPs to jointly fund parts of the NAIP. Within the pooled funding arrangements, DP may earmark their funding to certain Programs or IAs or to specific activities and outputs therein. Implementation would be through government institutions and systems. The pooled funding commitment would be governed by a joint financing agreement signed by multiple DPs. Co-Funding involves the commitment of multiple DPs to a single, common work plan and budget. This arrangement applied under the ASWAp through the ASWAp Support Program (ASWAp-SP) funded by the World Bank, GEF and Norway (implemented through the Multi-Donor Trust Fund, MDTF). Co-funded work plans will be identifiable within the overall NAIP investment plan, and that they will be on-budget and make full use of government systems. Parallel Funding is another intermediate step from discrete projects towards programmatic support, whereby two or more DPs align their funding to closely linked work plans. These work plans and related funding will be closely related to specific NAIP Programs and IAs and activities therein. Joint project preparation, implementation support and supervision, and the use of common indicators reduce transaction costs and strengthen DP harmonization and alignment with the NAIP. Discrete Projects are still the main funding and implementation modality in agriculture. Still, projects vary in their degree of alignment and use of country systems. Projects of International Financing Institutions are funded through the national budget but implemented through PIUs hosted in line ministries. Bi-lateral projects tend to be off budget and make limited use of government systems for implementation. During the ASWAp efforts were made to reduce the number of PIUs and mainstream project activities within g structures. This process is expected to continue under the NAIP leading to a reduction of stand-alone projects and their close alignment with the NAIP (view chapter 7.1). 74 National Agricultural Investment Plan 189. The proposed NAIP funding structures shown in Figure 4.1. Funding will come from domestic and foreign sources. Domestic resources will be channelled through the national budget to MoAIWD and other implementing agencies. Some donor funding will also be channelled through the national budget, whereas another part will remain off-budget. On budget support includes sector budget support and pooled funding mechanisms such as the MDTF, but can also be implemented through various project modalities (PM) including discrete projects, co-funding and parallel funding. Figure 4.1: NAIP Funding Modalities On-budget funding Off-budget funding National Agricultural Policy PM = Project Modality AP = Aligned Project NP = Non-Aligned Project MGDSII/III Development Assistance Strategy/Paris/CAADP/Malabo etc. Malawi NAIP PMNAIP Programmes and IAs AP AP NP NP Domestic Resources DP A DP A/B PM Development Partners (DCAFS) National Budget (Part 1 Domestic /Part 2 DPs) MDTF DP C DP D Other DPs 190. The Government will continue to invite development partners to pool funding in the MDTF established under the ASWAp. Some DPs funding is expected to support implementation of NAIP activities through a project modality where money goes through the budget but is implemented through PMUs (DP A). In some cases, DPs may co-finance such projects (DP A/B). There are also DPs who do not finance NAIP components through the national budget, but whose activities are aligned with the NAIP and can, therefore, be called aligned projects (AP) as long as their activities, outcomes and outputs are closely linked to NAIP Programs and IAs (view chapter 7.1). Non-aligned projects (NP) are those funded by non-DCAFS donors and have no formal linkages with the NAIP. 191. The envisaged transition process will entail: (i) an increasing share of funding through budget support and pooled funding mechanisms, with a growing number of DPs using this modality; (ii) an increasing number of DPs using the PM rather than AP mechanism; and (iii) a declining number of NPs and their alignment to the NAIP, at least as APs. A certain number of DP funded projects implemented by CSOs, NGOs, CGIAR centres, FOs and agribusiness will remain off-budget. These can be considered APs as long they contribute to the NAIP budget and results framework. 75 National Agricultural Investment Plan Chapter 5: Governance, Implementation and Coordination 192. The NAIP is an investment plan for the agricultural sector. As such, a range of government ministries, departments and agencies, along with NSAs and the private sector will play a role in its implementation. This calls for clear demarcation of responsibilities among the actors, within a well-defined framework for governance, management and coordination. At national level, the Cabinet Committee on the Economy will provide political guidance and facilitate speedy clearance of policies and regulations while MoAIWD will provide leadership in the policy processes, planning, coordination and M&E. In addition a wide range of implementation partners will be responsible for financial, implementation and technical support at the relevant levels of the sector. The multiple levels at which these partners operate emphasizes the need for strong and well-defined coordination arrangements: within MoAIWD; between ministries and other government agencies; and between government and non-state actors. The following sections describe the proposed coordination mechanisms in greater detail: between actors, between sectors, within MoAIWD and at local assembly level. 5.1 Overall governance and Implementation Structure 193. An overview of the proposed management structure is given in Figure 6.1.Ultimate decision- making authority on all issues related to the NAIP will rest with the Principal Secretary (PS) of MoAIWD. The Executive Management Committee (EMC) is the main instrument for inter- ministerial coordination. Chaired by the PS of MoAIWD, the EMC is composed of the PSs of all ministries and agencies participating in NAIP implementation. The EMC will be the overall governing body for the NAIP and will act in the role of a Steering Committee at the level of GoM. It will provide strategic direction and inter-ministerial coordination, oversee implementation of key policy decisions, endorse annual work plans and budget allocations as well as monitor progress on NAIP implementation. 194. The Agricultural Sector Working Group (ASWG) provides a similar function for all stakeholders, including DPs, CSOs and private sector. The entire management structure of the NAIP shown in Figure 5.1 is expected to coordinate horizontally with other sectors through their respective ministries, agencies, NSAs and private businesses; as well as vertically with the various NAIP Programs and Intervention areas via their respective lead agencies. Intra-ministerial coordination will be led by the NAIP Coordination Troika, composed of DAPS, CAETS and CAS as detailed in Section 5.3. 195. The NAIP Secretariat will have dedicated full-time staff to oversee the implementation of NAIP on a day-to-day basis. The secretariat will be located within the DAPS but functionally report to TROIKA. The Secretariat shall concentrate full-time on NAIP management, coordination and be kept free from routine ministerial duties. .Its responsibilities will include: consolidating work plans, liaising with DPs, convening meetings of the ASWG and TWGs, ensuring timely reporting, monitoring progress against the NAIP performance indicators, coordinating the annual progress review, and preparing proposals for the EMC’s review and endorsement. 76 National Agricultural Investment Plan Figure 5.1: Overview of NAIP Governance and Implementation Structure DAPS = Director of Ag. Planning Services CAETS = Controller of Ag. Extension and Technical Services CAS = Controller of Ag. Services and Institutions ASWG = Agricultural Sector Working Group TWGs = Technical Working Groups LA=Lead Agencies NAIP Coordination Troika Lead Agencies for Each Intervention Area Other Inter-sectoral MoAIWD Sectors coordination Intra-ministerial coordination PS Agriculture ASWG DAPS CAETS CAS NAIP Secretariat Basket Fund PIU Other PIUs Technical Departments, Agencies and parastatals Implementation by ADDs , Districts and below EMC TWGs Implementation of NAIP Programmes and Implementation Areas by various partner agencies and Stakeholders including other ministries, agencies, NSAs and private sector LA LA LA LA LA LA LA LA LA LA LA LA LA LA LA PS o ther sectors Other stakeholders (NSAs, DPs, private sector) 196. The action-radius of the NAIP Secretariat also goes beyond MoAIWD to involve other ministries, NSAs and the private sector, in order to oversee the full performance of the NAIP, not only the parts implemented by MoAIWD. The Secretariat will work pro-actively with ministerial and district staff as well as structures of the other participating ministries and organisations. This includes coordination platforms for DP support to other ministries’ projects related to the agriculture sector.. The NAIP Secretariat will report to Director of Planning; and technical matters are also reported to the ASWG. The ASWG will receive a technical report from the NAIP Secretariat prior to every ASWG meeting. 77 National Agricultural Investment Plan 197. For the envisaged continuation of the basket fund (Multi Donor Trust Fund), there will be a Program Implementation Unit (PIU) for the management of that support to be housed in the DAPS. As under the ASWAp, basket fund resources will be channelled not only through MoAIWD but also through other participating ministries and agencies. In view of the preferred funding modalities of many DPs, there will still be a number of other PIUs to manage donor-funded projects and donor support23. Consequently, the NAIP secretariat will also provide overall coordination for all projects aligned to the NAIP. For proper coordination and monitoring of project performance all PIUs within the Ministry of Agriculture, Irrigation and Water Development will be housed in the DAPS and efforts will be made to reduce their number by using programme approach. Even though the management functions performed by these PIUs will continue to be kept separate from the NAIP Secretariat, housing them under one roof with the NAIP Secretariat will make coordination and reporting easier. As M&E of NAIP rests in the DAPS, the NAIP Secretariat will provide additional staff to assist DAPS in its sector-wide monitoring function to inform the EMC, ASWG and JSRs. 5.2 Key Actors’ Roles and Responsibilities National Government Agencies 198. Table 5.1 displays the main actors involved in the implementation of each of the 16 IAs. Each IA will have a Lead Agency (LA) responsible for overall management of the respective activities, coordination of implementing partners and monitoring progress to the ASWG as described below. Normally, the LA will be the Ministry or institution with the main mandate for the activities under the respective IA. 199. In cases where mandates overlap or activities fall under different Ministries, arrangements will have to be worked out on how responsibilities could best be split to ensure coherent implementation and reporting. Depending on specificity of each IA, possibilities include: (i) dividing the LA function between two ministries with clear demarcation on roles and responsibilities (e.g. IA 6); (ii) one Ministry taking the coordination and monitoring function for the entire IA and the other ministry for the activities and outputs under its mandate (e.g. IAs 2 and 15); (iii) the LA function could be shared on a rotational basis; or (iv) be delegated to a third party, including a parastatal or NSA. 200. In addition to its overall lead in managing the implementation of the NAIP, MoAIWD, participates in the implementation of all 16 IAs and assumes the LA function in at least seven: IA 1, 3, 8, 9, 10, 12 and 13. In case of four IAs, MoAIWD would co-lead, as an important part of the activities also fall under the mandates of MoITT (IA 2 and 14), MoHP (IA 4), and MoNREM (IA15). MoITT will have responsibilities under four of the IAs, but other Ministries or agencies have specialised responsibilities in only one or two IAs. 23 Especially when DPs use different modalities, e.g. basket/pool funds and project funding. 78 National Agricultural Investment Plan Table 5.1: NAIP Intervention Areas by Main Implementer and Lead Agency Intervention Areas Main implementers Lead Agency IA1: Implementation, Coordination and M&E Line Ministries, Local Assemblies, Parastatals, NSAs, A&R* PS** MoAIWD, Local Assemblies IA2: Farmer-Based Organisations MoITT, MoAIWD, Local Assembly, NSAs, Private Sector MoITT or MoAIWD (tbd) IA3: Public Agricultural Services Delivery MoAIWD, MoLGRD, A&R, Local Assembly MoAIWD IA4: Diverse, Nutritious Food Available and Consumed MoHP, MoAIWD, MoGCDSW, MNSSP NGO/CSO, A&R, Local Assembly MoHP& MoAIWD IA5: Food Safety and Quality Standards MoITT (MBS, MITC), MoAIWD, MoHP, A&R, /CGIAR, RTCDT, NGO/CSOs MoITT IA6: Empowerment and Tenure Security MoLHUD, MoGCDSW, MoAIWD, Local Assembly NGO/CSOs, A&R MoLHUD & MoGSWCD IA7: Disaster Risk Reduction Systems MoNREM, DODMA, MoAIWD (NFRA ADMARC), MoLGRD, Prívate Sector, NGO/CSOs, A&R MoNREM, NFRA IA8: Pest and Disease Management MoAIWD, ARET, NGOs/CSOs, A&R, Private Sector MoAIWD IA9: Agricultural Innovation Systems MoAIWD, A&R, NGOs/CSOs,Prívate Sector MoAIWD IA10: Access to Inputs MoAIWD, MoNREM, Private Sector, A&R, NGOs/CSOs MoAIWD IA11: Natural Resource Management MoNREM, MoAIWD, MoTPW, A&R, NGOs/CSOs MoNREM & MoAIWD IA12: Sustainable Irrigation Development MoAIWD, GBA, MoITT, MoLHUD, NGOs/CSOs, Private Sector MoAIWD IA13: Mechanisation MoAIWD, Private Sector, NGOs/CSOs, A&R MoAIWD IA14: Market Systems and Access to Markets MoITT (MITC, CFTC), MoAIWD (ADMARC), MoLGRD, Private Sector, NGOs/CSOs MoITT IA15: Agri-Business MoAIWD, MoITT, MoFEP&D, Private Sector MoAIWD IA16: Access to Finance MoAIWD, MoITT, MoFEP&D, RBM MoAIWD/MoFEP&D *Academia and Research**Private sector 201. Table 5.2 shows the roles and responsibilities of each line ministry and their affiliated agencies and parastatals in the implementation of each IA. In many cases, MoAIWD (and other Ministries) will be both a coordinator and a service provider, sometimes engaging NSAs in service delivery (e.g. extension, training of FOs). In other cases, MoAIWD will only have a minor role in implementation and its main function will be to coordinate different state and non-state actors, provide overall strategic guidance, ensure quality and coherence in approaches, methodologies and services, and monitor progress. The budget file contains a detailed account of which actor is expected to participate in implementation of each budget line. In general, MoAIWD’s role in the implementation of the NAIP will be in line with the recommendations of the CFA. 79 National Agricultural Investment Plan Table 5.2: Key National Government Agencies and Responsibilities under the NAIP Agency* Key Roles and Responsibilities IAs MoAIWD Overall responsibility for management, coordination and M&E (LA) IA1 Strengthening FOs in extension methodologies and service provision (Co-LA) IA2 Strengthening public sector capacity for effective agricultural service delivery and coordination of service providers at all levels (LA) IA3 Extension support for nutrition education, homestead gardens, supply of school feeding programs, etc. (Co-LA with MoHP) IA4 Extension support for food safety and quality improvements IA5 Extension support to women and youth IA6 Extension support on drought-tolerant varieties and on-farm grain storage (LA) IA7 Pest and disease management (LA) IA8 Agricultural research and extension on priority VCs, demonstrations etc. (LA) IA9 Provision of agricultural inputs, FISP reform, seed systems, fertiliser etc. (LA) IA10 Sustainable NRM and climate resilience (Co LA, with MoNREM) IA11 Irrigation development and rehabilitation (LA) IA12 Safety standards for mechanisation and enhanced service provision (LA) IA13 Market information, infrastructure, pricing policies, etc.(Co-LA, with MoITT) IA14 Enabling environment for agribusiness investments and PPPs (Co-LA MoITT) IA15 Collaboration with other institutions in expanding financial services IA16 MoLGRD/ Local Assemblies Meteorological services and weather stations for disaster risk management IA7 Construction of wells, dams, and fish landing sites IA11 Rehabilitation of feeder roads, public marketing and storage infrastructure IA14 MoFEP&D Fiscal incentives for agribusiness investments in priority VCs IA15 Legal and regulatory environment for rural financial services (Co-LA with RBM) IA16 MoGCDSW Disseminate messages on nutrition and interact with vulnerable households IA4 Legal and gender issues in relation to land tenure IA6 MoHP Nutrition-related sensitisation, training and district level coordination of various stakeholders (Co- LA with MoAIWD) IA4 Provision of technical advice and training on food safety issues and formulation of food safety standards and protocols IA5 MoITT Strengthening of FOs/Cooperatives in marketing and value addition, improve enabling environment for cooperatives (Co-LA, with MoAIWD) IA2 Implementation of Food quality and safety standards (LA, through MBS) IA5 Support to PPPs and market linkages of irrigators IA12 Commodity exchanges and development of warehouse receipting systems (LA) IA14 Trade policy and negotiation of trade agreements Promotion of private investment; agribusiness training (Co LA with MoAIWD); IA15 Coordinate with MoFEP&D, RBM and MoAIWD in relevant activities IA16 MoLHUD Land demarcation and registration (LA) IA6 Zoning and land use planning (with MoNREM and MoLGRD) IA12 Land tenure aspects of irrigation rehabilitation and development IA12 Implementation of Principles for Responsible Agricultural Investments IA15 MoNREM Disaster risk reduction (LA) IA7 Area-specific soil fertility management recommendations (with MoAIWD) IA10 Sustainable natural resource management and climate resilience (with MoAIWD) IA11 MoTPW Development of roads, markets and other rural infrastructure IA14 RBM Legal and regulatory environment for rural financial services IA16 *Includes affiliated agencies and parastatals LA = Lead Agency Co-LA = Co Lead Agency 80 National Agricultural Investment Plan NSAs and the Private Sector 202. NSAs, academia and research, and the private sector play important complementary roles in the implementation of almost all IAs. NSAs include a wide range of international, national and local NGOs and CSOs with networks and capacities in rural areas. Their main roles relate to service provision and capacity development at local and higher levels but also participation in policy processes and coordination fora at all levels. Despite their limited own resources (see chapter 5), they play important roles in implementing projects funded by DPs and could also be contracted by GoM as service providers. Academic and Research organisations (including CGIAR centres) play key roles in development, testing and adaptation of agricultural technologies, but also in monitoring, evaluation and knowledge management at the Program level. 203. The private sector comprising farmers, cooperatives, agribusiness, financial and non- financial service providers, and related associations and apexes. It has a dual function as service provider and co-financier. Many service functions can be outsourced to competent private service providers (including farmer and industry organisations), either on a fully commercial or cost-sharing basis. In case of PPP arrangements, investments will be implemented by the private sector with public sector sharing the costs and risks and overseeing implementation. Such arrangements will be used in agribusiness and value chain development, agricultural finance, irrigation development and mechanisation. Overall, the private sector will play important roles in some or all of the following activities. • Investment in developing supply, storage and distribution channels for agricultural inputs (e.g. Seeds, fertilisers and agro-chemicals) including under the FISP voucher system; • Investment in and management of facilities for national or international trade in agricultural commodities (e.g., commodity exchanges and warehouse receipt systems); • Importation or production of mechanised farming equipment (e.g. tractors, conservation agriculture equipment, sprayers and harvesters); • Storage facilities for grain and perishable commodities (e.g. fruit, vegetables and fish,); • Investment in the rehabilitation and/or development of new irrigation systems; • Farm mechanisation services (e.g. cultivation, planting, spraying and harvesting.); • Investment in financial institutions to increase outreach to farmers and rural entrepreneurs; • Investment in livestock and fisheries development; and • PPPs in agriculture enterprises. 81 National Agricultural Investment Plan 5.3 Coordination Arrangements General 204. This section describes the existing coordination mechanisms and their proposed enhancements in more detail. A distinction is made between coordination mechanisms within the government (intra- and inter-ministerial), between GoM and other stakeholders, and between the public and the private sector. 205. To overcome the coordination challenges experienced under ASWAp, the following principles will guide coordination under the NAIP: • Coordination for results: Coordination as an end in itself must be avoided; rather, it must be seen as a means to an end, with successful implementation and results being the ultimate aim of all coordination efforts. In this respect, NAIP calls for professional coordination that should be matched with adequate funding with clear allocation of human and financial resources to the various coordination tasks. Full-time coordinators can be justified with respect to critical NAIP platforms (such as the NAIP Secretariat and key Working Groups); and, • Existing coordination platforms: Should be used and srengthened before establishment of new ones is considered. Coordination, implementation and reporting responsibilities must be clearly allocated and defined with the most suitable actors/platforms strengthened in accordance with their mandates. 206. Coordination arrangements are considered in four ways: (i) inter-sectoral coordination (between stakeholders in agriculture and adjacent sectors); (ii) intra-sectoral coordination, between departments and institutions within MoAIWD; between MoAIWD and other key institutions and stakeholders in the sector (iii) vertical coordination within GoM, especially between head office and decentralised implementation structures at district levels and below; (iv) coordination between public and private/non-state actors. 207. Inter-ministerial coordination must take place at the sector level (between the ministries and agencies listed in Table 5.2) and at multi-sector level under the MGDS III (between policy frameworks such as the NAP, and the other relevant plans, strategies, policies detailed in Chapter 2 and Annex 6). In view of the broader scope of the NAIP, effective inter-ministerial and inter- sectoral coordination is very important, both at the level of the NAIP, as well as under MGDS III, to ensure that the broader targets of the Malabo Declaration are met. 208. The leadership role and multiple responsibilities of MoAIWD (see Table 5.1) and the experiences under the ASWAp both indicate that effective intra-ministerial coordination within MoAIWD is equally critical for successful NAIP implementation. This includes the full alignment of the Ministry’s Annual Work Plan and Budget to the NAIP, coordination in planning and implementation between departments at national level; and between headquarters and the field levels where most activities will be implemented. The latter will become even more important with full implementation of the Decentralisation reforms, where implementing staff have shifted to the Local Assemblies. Improved two-way communication, a clearer demarcation of roles, and a sustained flow of resources to the districts will be required. The important roles of other ministries, parastatals and NSAs in managing and implementing most IAs calls for effective coordination within and across sectors. 209. Improving dialogue and coordination with the private sector has emerged as an important issue at national and continental level, as reflected in the Malabo Declaration and the recent AU Initiative to establish CAP-Fs to complement the second-generation NAIPs. This has recognised the importance of the private sector as investor and service provider and the need for more effective and inclusive public-private coordination, including through PPPs. In Malawi, such dialogue has already been established with the New Alliance framework, and others. This dialogue and coordination will be strengthened under NAIP. 82 National Agricultural Investment Plan Existing Coordination Structures 210. Existing structures can be divided into Government and multi-stakeholder platforms, as in the Table5.3 below. Most of these structures serve inter-ministerial coordination, as representation is across government (OPC, EMC, HLF even DCG). Also the SWG and TWGs include representation by other ministries and NSAs. Only the Senior Management Team and departmental meetings are specifically for intra-ministerial (MoAIWD) coordination. Table 5.3: Existing Coordination Structures GoM Platforms Multi-Stakeholder Platforms Multi-Sector Office of the President and Cabinet (OPC) High Level Forum (HLF) Public-Private Dialogue Forum (PPDF) Executive Management Committee (EMC) Development Cooperation Group (DCG) Sector Senior Management Team (SMT) Agricultural Sector Working Group (ASWG) Sub-Sector Departmental Meetings Technical Working Groups (TWGs) Commodity Platforms Inter-Sectoral and Inter-Ministerial Coordination Existing Structures 211. Inter-Sectoral Coordination Platforms: The OPC, the HLF and the DCG all have both inter- ministerial and inter-sectoral coordination mandates. These platforms guide implementation under a range of policies, Programs and plans that include the overarching MGDS (under leadership of the MoFEP&D), the National Resilience Plan (coordinated by the OPC), the National Export Strategy (under MoITT), the National Climate Change Investment Plan (coordinated by the OPC and MoNREM). 212. The HLF and the DCG include membership by non-state actors. The HLF is the highest dialogue platform between government and stakeholders such as DPs, private sector, NGOs, civil society and academia. It is co-chaired by the MoFEP&D and a DP representative. The HLF meets once a year to discuss progress under the Development Cooperation Strategy and towards MGDS targets. The DCG meets twice a year to prepare the work of the HLF. It provides inputs to the HLF and follows up on action points emerging from the HLF. Sector Working Groups forward issues to the DCG. 213. Inter-Ministerial Coordination: The main platform is the EMC which was established during the ASWAp to provide strategic direction for inter-ministerial coordination, oversee implementation, endorse work plans and monitor progress. Inter-ministerial coordination is especially important for cross-sectoral issues such as creating an enabling business environment, managing climate change, food and nutrition security and creating opportunities for women and youth. 214. Non-State Actors: Important platforms for NSAs are the ASWG and its subsidiary TWGs. The ASWG is one of a range of such groups established by OPC in 2008 to coordinate action under the MGDS. The ASWG was intended as a public-private dialogue platform as well as one for inter-ministerial coordination. TWGs are an extension of SWGs tasked to guide and inform technical implementation. The TWGs include non-state actors and also have inter-ministerial representation. 83 National Agricultural Investment Plan Figure 5.2: Existing Coordination Structures Proposed Arrangements 215. TTo ensure that inter-sectoral coordination improves and that the NAIP undertakings are properly guided and that policies and regulations receive due attention to speed up reforms in the sector, the following institutional arrangements are proposed: • Cabinet Committee: For proper political guidance and speedy reform facilitation the Cabinet Committee on the Economy shall guide the NAIP implementation. The Committee shall meet biannually to review progress on policy reforms and other related instruments in the sector. • The EMC: The current EMC structure under the ASWAp will be maintained as perstakeholders desire though it was not effective during ASWAp implementation. Under NAIP, the EMC will meet twice a year and be attended by the Principal Secretaries and NAIP Coordinators of all participating ministries (generally the head of planning). Participation at the highest level is critical to ensure follow-up on action points and report on progress. In case of consecutive non-attendance or lack of engagement, the PS of MoAIWD should table the matter to Cabinet and to the ASWG for redress. • The ASWG: The Agriculture Sector Working Group arrangement will be strengthened with the Agriculture PS as a chair. The ASWG will have representation from the LA ministries at the highest level preferably at the Director or PS levels. Alternatively, the NAIP Coordinators should represent the participating ministries. The ASWG should meet at least twice a year and communicate NAIP progress and obstacles to the DCG prior to their bi-annual meetings. • TWGs: A clear demarcation will be drawn between the ASWG roles and that of the TWGs. The TWGs will focus on technical issues and practical implementation while the ASWG will focus on the (horizontal) NAIP IAs and policies. The ASWG will coordinates implementation according to the four (vertical) NAIP Programs, as shown in Table 5.4 below: 84 National Agricultural Investment Plan Table 5.4: Demarcation of Roles between ASWG and TWGs ASWG TWGs Purpose Policy dialogue and coordination Technical dialogue and coordination Focus Policies, plans and budgets Technical implementation Composition Broad-based and inclusive Policy and decision makers from Government (inter-ministerial), private sector, NGOs, civil society, academia and DPs Lean and action-oriented Technical staff from Government (inter- ministerial where necessary), strong private sector representation, NGOs, civil society, academia and DPs Functions • Report and review NAIP implementation progress across ministries and departments • Report and review the role of NSAs including barriers to optimum use of NSA potential • Review and discuss AWPBs and advise on improved alignment to the NAIP • Assess TWGs request for support • Based on TWG advice, carry out vetting of (DP/NGO supported) projects to assure NAIP compliance • Monitor adherence to Codes of Conduct MoUs in the agriculture sector • Encourage and coordinate joint government-DP M&E missions • Support LAs in coordination and monitoring implementation under the IAs concerned • Analyse implementation bottlenecks and identify solutions • Identify potential areas for public-private cooperation • Report to the ASWG on progress and challenges to implementation • Advise the ASWG on AWPBs • Set-up Task Forces to address priority issues and apply for support when necessary • Streamline and harmonise implementation approaches • Maintain an overview of relevant DP/NGO projects and ensure that these contribute to NAIP targets • Coordinate geographic implementation; avoid project overlaps, aim to fill gaps • Advise ASWG on vetting of projects Chair Permanent Secretary Agriculture Department Director / Co-chair: NSA Meeting Two – four times per year As needed, but no less than 4x/year, prior to the ASWG meetings • The TWGs The number of TWGs will be limited and focused on technical areas where coordination between different actors is critical. Therefore, not all areas need to be covered by TWGs, since essential coordination of reporting functions will be carried out by the LAs. The number and thematic coverage of TWGs can also be modified during implementation, based on performance and changing needs. On this basis, the following TWGs are initially : 85 National Agricultural Investment Plan Table 5.5: Proposed List of TWGs TWG/Issue IAs Rationale TWG 1: Strengthening Farmer Organisations 2 • Critical crosscutting technical area with many actors (MoAIWD, MoITT, NSAs, private sector) TWG 2: Land Tenure 6 • New Land Law is technically complex, under MoLHUD but requires dialogue with MoAIWD, local government, local authorities, farmers and private sector TWG 3: Agricultural Innovation Systems 9 • Improved coordination between research and extension, • Coordinate demand-driven technology development and dissemination TWG 4: Input supply 10/13 • FISP reforms require stakeholder coordination. Same for developing stronger input supply chains/markets for seeds, fertiliser, pesticides, breeding stock and mechanisation and policy, institutional and regulatory frameworks • Improve the input supply systems including seed systems as demanded by the diversification drive TWG 5: Markets, Trade and Emergency Response 7/8/14 • Need to better harmonise market interventions (through ADMARC, strategic grain reserves, food aid, trade restrictions) with objectives of market development and trade promotion TWG 6: Natural Resources Management and Irrigation 11/12 • Would facilitate better integration of irrigation development and catchment management approaches TWG 7: Value Addition and Access to Finance 15/16 • These areas are closely linked and require collaboration between various Ministries and Actors (MoAIWD, MoITT, MoFEP&D, MITC, RBM and financial institutions TWG 8: Nutrition IA 4 and 5 • Requires effective coordination with non-agricultural stakeholders and Programs. • The private sector will have an active role in setting the agenda especially in the TWGs. Unblocking the bottlenecks to private investment requires that their needs are taken seriously. Therefore, a co–chairing arrangement of government and private sector is proposed, which is especially helpful in TWGs that deal with the enabling environment for private investment (e.g. those concerned with access to inputs, mechanisation, commodity markets, value addition and agro-processing). • Task Forces are another mechanism to ensure TWGs become more action-oriented. The task forces will be a flexible mechanism to tackle critical issues within a technical area. They will be ad-hoc, temporary and specialist groups with clearly defined deliverables within a specific time frame. • Lead Agencies of IAs serve to manage the implementation of the IAs, coordinate with other key implementing partners where needed, and report on progress to the NAIP Secretariat and their respective TWGs. The TWGs will provide technical guidance in case of implementation problems. The EMC and ASWG will oversee the performance of the IAs. • Coordination will be made more professional and results-oriented, requiring the allocation of resources in NAIP budget, especially in IA1.This includes resources for: − Capacity development: The culture of “results-oriented coordination” should be internalised. A performance-based allocation of resources for capacity development of the ASWG, TWGs and LAs will ensure that this happens. 86 National Agricultural Investment Plan − Strengthening of district and grassroots structures: NAIP resources will be allocated to implementation levels at the district level and below such as the District Agriculture Development Office, the District Agriculture Extension Coordinating Committee, the District Stakeholder Panel, Area Stakeholder Panel and the Village Agriculture Committee. This includes resources for TA to clearly define the role of these various structures, in particular that of the District Agriculture Committee (see section on Coordination for Implementation). − Recruitment of coordination professionals: Effective coordination needs people dedicated to the task. The NAIP budget includes resources for staff such as the CAETS and CAS, the NAIP Secretariat, and for TA to support TWGs. − Operational costs of coordination: Budget allocations are included for the operational costs of coordination structures such the Coordination Troika, the NAIP Secretariat, the ASWG and TWGs. There is also a budget allocation for meetings by various coordinating bodies from the EMC at the top, to the Village Agriculture Committees at the bottom. − Follow-up on action-points: The ASWG and its TWGs will be responsible for follow-up on action points from their meetings. Under ASWAp, the commitment of the private sector dwindled as recommendations were often not actioned and representation by ministries other than MoAIWD was not sustained. Under the NAIP, ASWG and TWGs will receive budget resources to follow up on agreed action points24. TWGs will be able to access these resources through submitting proposals for their use. This should motivate TWGs to become solution-oriented drivers of change. 216. While initially all above-mentioned implementation and coordination mechanisms will be funded under the NAIP, subsequent funding will be performance-based. The performance will be assessed periodically by TWG members (in case of LAs and professional facilitators/TA) and as part of the JSR for all platforms and mechanisms. Intra-Ministerial Coordination Arrangements Existing Structures 217. Intra-ministerial coordination takes place at national level for planning, budgeting, monitoring and reporting. Within MoAIWD the Director of Agricultural Planning Services has the mandate for intra-ministerial coordination, including the coordination of investments. Other positions with important coordination roles include: (i) the CAETS who is responsible for coordinating the technical departments; and (ii) the Controller of Agricultural Services and Institutions (CAS) supervising trusts and parastatals. The CAETS and CAS are placed below the PS and above the Departments, in a position of oversight. As support officers to the PS, the CAETS and the CAS are in the direct decision-making line. Proposed Arrangements 218. Based on these structures, planning and management of the NAIP will work as follows: • A NAIP Coordination Troika comprising the DAPS, CAETS, CAS will be formed in the MoAIWD with DAPS as the chair. The NAIP Troika will ensure that NAIP implementation is the central purpose of MoAIWD departments and institutions, and that a Program-based budget will anchor and guide coordination efforts. The CAETS and the CAS will be responsible for aligning their departments and institutions with the NAIP. DAPS will additionally be responsible for alignment and harmonisation across partners and projects. • The Senior Management Team will be brought under the CAETS and its function of intra- ministerial decision-making will be revived and strengthened. The SMT already exists as a 24This may include resolving challenges (e.g. in sanitary and phyto-sanitary regulation); providing evidence for decision-making (e.g. studies and analyses) or the strengthening of capacities (e.g. through exchange visits, TA support). 87 National Agricultural Investment Plan platform for intra-ministerial coordination consisting of Department Directors and Program Managers and coordinated by CAETS. • All technical departments and institutions under MoAIWD as well as Local Assembly will integrate the NAIP as their core business. Making NAIP implementation the core business throughout MoAIWD also includes the measures shown below and in Table 5.4: − Work Plans and Budgets will be based on the NAIP and will classify each activity by IA, outcome and target. − Directors of Departments will be designated NAIP Coordinators and may appoint Coordination Officers for specific coordination and monitoring tasks. Departmental Meetings will be held regularly and structured around the discussion of progress towards NAIP outcomes and outputs. Any challenges towards NAIP progress will be reported to the Troika. − Program Managers will be NAIP Coordinators at Agriculture Development Division (ADD) level responsible for (1) coordination of integrated supportive supervision and mentorship in districts within their respective ADDs; (2) facilitating capacity building initiatives at district level in the areas of planning, resource mobilisation, monitoring, and evaluation and reporting; and (3) facilitating ADD level NAIP reviews and preparation of ADD reports. − The head of Agriculture at the Local Assembly will become NAIP Coordinator at district level. They will report directly to the District Commissioners and various coordination platforms at district level to ensure coordination with other sectors (e.g. health, environment). These are to report directly to the ADDs, who consolidate, and submit to the NAIP Secretariat. Table 5.6: Intra-Ministerial Coordination Roles Actor/Office Coordination Position Function and Tasks DAPS Hosts the NAIP Secretariat and chairs the NAIP Coordination Troika • Coordination of MoAIWD investments and alignment of activities to the NAIP • Responsible for NAIP implementation and M&E CAETS Member of the NAIP Coordination Troika • Engaging with Directors of the technical Departments to implement the NAIP CAS Member of the NAIP Coordination Troika • Engage institutions under the MoAIWD to implement the NAIP Directors of Departments NAIP Coordinators at Departmental level • Ensure that the NAIP is the core business in their Departments • Direct implementation, working closely with Planning Officers in the Departments • Coordinate across departments in MoAIWD through SMT of the MoAIWD • Report to PS and the SMT on NAIP implementation Program Managers (PMs) ADD-level NAIP Coordination Officers • Coordinate NAIP implementation at ADD level • Liaise with national-level HQs • Support NAIP implementation for each of the technical departments represented in the eight ADDs DADOs District-level NAIP Coordination Officers • Coordinate NAIP implementation at district level • Liaise through ADDs with national-level HQs • Liaise with the District Commissioner • Liaise with District Directors of Planning to ensure coordination with other relevant sectors 88 National Agricultural Investment Plan 219. Supporting measures to ensure that the implementation and coordination arrangements will be put into practice and will function effectively are: • Coordination must be part of job descriptions to ensure that these tasks are resourced and implemented, and include appropriate staff capacity development; and • A clear communication strategy should be elaborated by MoAIWD to make sure that all relevant persons and platforms remain informed. A budget line for communications is included in the NAIP budget. Coordination at Decentralised Levels Existing Structures 220. As shown in Figure 5.3 the MoAIWD technical departments at national level are replicated in all eight ADDs25. At district level, the departments are again replicated, but the merger between Agriculture and Irrigation & Water Development, as well as Fisheries (yet an earlier merger) has not taken place to the extent that these departments are part of District Agriculture Development Office. Instead, there are separate district offices for these departments, all of which are represented on the District Executive Committee (DEC) and the DAECC. For efficiency and for purposes of reducing office maintenance and operational budgets, it is expected that these offices will be merged into the overall district structures, as per the decentralised process. Figure 5.3: MoAIWD Organisational Structure 25 The exception is the Department of Fisheries which is only represented in three ADDs and the Research Department that is situated in seven agro-ecological regions. EPA x 204 89 National Agricultural Investment Plan 221. At the district level, national government structures interact with Local Government structures and structures that have NSA representation. In Figure 5.4, structures that discuss agriculture are highlighted in green. Structures are divided into those belonging to MoAIWD (left), those in which NSAs take part (centre) and those of Local Government (right). 222. The District Stakeholder Panel (DSP) has government staff (DADOs and other MoAIWD Officers) and representatives of the private sector, farmers, CSOs and NGOs. Similar structures at lower levels are the Area Stakeholder Panel (ASP) and the Village Agriculture Committee (VAC). At all these levels MoAIWD staff are represented, which represents an opportunity for upward information flow from beneficiaries of the NAIP. The upstream and downstream communication between the VAC, ASP and DSP need to be strengthened as part of NAIP implementation. Figure 5.4: Linkages between implementation structures 223. Local Government structures have the District Council (DC) at the top. Below this is the multi- sectoral District Executive Committee (DEC) comprised of technical officers from government and NGOs. The DAECC is a sub-committee of the DEC of which the DADO and other MoAIWD officers are members. It is one of the more effective public-private structures at the district level. The District Agriculture Committee (DAC) consists of elected councillors, but seems to be one of the less effective agriculture platforms at the district level. It mirrors the national level Parliamentary Committee on Agriculture, but the links between this committee and the DAC need to be clarified. Proposed Arrangements 224. There is general agreement that the existing structures at the district level are too complex with overlap in roles and functions. For example, the linkage and division of roles between the DSP and the DAECC is not clear: both have government–NSA participation, and both are public- private platforms. Under NAIP there is a need to come up with a leaner and simpler structure. It is imperative that the connection to the field via the sub-national structures is effective. This must become a working relationship, as the thrust of the NAIP must be at field and at farm level. How best to make use of the structures that are available, which ones to strengthen, which ones to merge, which to abandon, are issues that need to be addressed under Program. The following are proposals for analysis and action: 90 National Agricultural Investment Plan • Decentralisation needs to be pro-actively supported by MoAIWD with care to retain sufficient connection to the DADOs to still make effective use of this layer in NAIP implementation; • The DSP should be strengthened in its task of district-level coordination. It is proposed that the DADO serves as DSP Secretary, with an elected chairperson (possibly a NSA); • The division of roles between the DAECC and the DSP needs clarification and the possibility of merging these structures should be assessed; • Tasks of the DSP and/or DAECC, or indeed of a merger of the two, should include: tracking how various sectors are aligning the NAIP into their core business; developing work plans with a clear division of labour towards NAIP implementation at district level; and facilitating reviews and reports on NAIP implementation; • The Area Stakeholder Panel (ASP) and Village Action Committees (VACs) will continue to be used at Traditional Authority and Village level. However, it is recommended that linkages between VAC, ASP and DSP be strengthened so that an upward and downward communication can take place; • Strengths and weaknesses of the DAC should be assessed, as well as the possibility of strengthening its link to Parliamentary Committee on Agriculture (at national level). A decision should then be made to either strengthen or abandon the DAC; • Efforts should be made to keep coordination of NAIP under one roof at district level and ADD should be strengthened in their coordination and monitoring functions, including harmonising and scrutinising annual work plans from the districts and ensuring their compliance with the NAIP; • An assessment should be made on the need for (and the use of) Performance Contracts for ADD Program Managers and DADOs; and • A working relationship should be established at district level between platforms in agriculture (e.g. DADO and DAECC) and those in other NAIP sectors such as the District Social Support Committee and Community Social Support Committee under the MNSSP. Private Sector Coordination 225. Improved coordination between public and private actors is key to a successful NAIP. The Malabo Declaration invites countries to establish a CAP-F in order to: (i) achieve policy reforms through multi-stakeholder engagements and institutional support systems; and (ii) establish collaborations for improving the efficiency of priority value chains. The CAP-F should be aligned with the priority investments and value chains under the NAIP and serve as a dynamic registry for partnerships and private investments that support the NAIP. The CAP-F should identify policy initiatives to stimulate agribusiness investment through a multi-stakeholder (government/ private sector) group to jointly identify key issues and monitor implementation. 226. In Malawi, the CAP-F would rest on two main building blocks: (i) the NA/GA framework; and (ii) value chain specific multi-stakeholder platforms. Malawi joined the NA in 2013 and the initial Country Corporation Agreement (CCA) included 35+ policy commitments and 27 Letters of Intent for investments by private companies. In April 2015, the CCA was revised and the number of policy commitments reduced to 15. Under the NAIP the CCA will be updated and upgraded in the form of a CAP-F, according to the CAP-F implementation guidelines26. This will require a review of the policy commitments, including their implementation status and relevance during the NAIP implementation period. A list of high-priority issues should be identified in close collaboration with the private sector in order not to dilute efforts. The process should be guided by an inclusive group composed of the original NA/GA companies but also new companies and representatives 91 National Agricultural Investment Plan of SMEs and farmers. A high-level public private dialogue forum with broad participation from key ministries and private sector representatives should be created to address issues involving several ministries, and to monitor implementation. The forum should meet periodically (e.g., bi-annually) to review progress on policy reforms, investments commitments and PPPs, and discuss new issues as they arise. The forum could be established as a subsidiary of the Public Private Dialogue Forum (PPDF) under the High Level Forum under the auspices of the Malawi Confederation of Chambers of Commerce and Industry (MCCCI). It should be aligned with the NAIP governance structure. Box 4: Elements of a CAP-F Coordination: this is fundamental to inclusive value chain development but is often under-resourced. Only when a single private sector actor dominates a value chain can they viably take on the burden of coordination. In most situations, the initiative and funding for coordination must come from a government or development partner, at least until the value chain matures to establish and self-fund its own mechanisms. Policy Change: The viability of each agribusiness partnership will be constrained by specific policy issues within each value chain. The success of a CAP-F depends on simultaneously getting government to commit to key policy reforms, alongside companies committing to investments. Investment Mobilisation: Whilst CAP-Fs are focused primarily on mobilising private sector investment, they also seek to mobilise or align catalytic investments from government, development partners and non-state actors. These two types of investment are described separately. Mutual Accountability: This is the process by which two or more parties hold one another accountable for the commitments they have voluntarily made to one another. It is a key principle for CAADP implementation, because agricultural transformation requires diverse cross-sector partners to act in concert. Source: CAP-F Implementation Guide 227. At the level of priority value chains, multi-stakeholder platforms and TWGs already exist in several of them including oilseeds, legumes, rice, dairy and roots and tubers. The platforms can facilitate collective action for developing priority value chains in close coordination with private actors. This could include the formulation of subsector or value chain strategies and the identification of investment priorities and opportunities for PPPs, along with specific policy issues and critical gaps in infrastructure, services and technologies. Attention should be paid to the participation of small, medium and large entrepreneurs and smallholder farmers. Under IA 15, value chain platforms will be enhanced through TA to support the implementation of agreed activities and report back to stakeholders. 26Grow Africa and CAADP (August 2017) Country Agribusiness Partnership Frameworks (CAP-F): An Implementation Guide for Governments and their Partners. 92 National Agricultural Investment Plan 5.4 Risks and Risk Mitigation 228. The NAIP is subject to a number of generic risks that affect all development programs and projects in Malawi. These include: (i) the willingness of the private sector to participate; (ii) limited capacity in Government institutions and human resources; (iii) the challenge of coordinating NAIP investments within and between institutions; (iv) ensuring that the primary target group (smallholders) participate fully and that women, youth and other disadvantaged groups are included; (v) managing environmental and climate risks; and (vi) coordinating multiple funding modalities. 229. These challenges need to be addressed in a situation where all stakeholders, particularly smallholder farmers, are routinely confronted by a number of risks which deliver setbacks in their efforts to achieve better livelihoods. These risks include extreme weather events, exacerbated by climate change; commodity price fluctuations; uncertain tenure of land and water resources; disability or illnesses; pest and disease outbreaks, uncertainties about the availability and price of farm inputs etc. The NAIP recognises the heavy dependence on rain-fed cropping, and the low ability of farming households to manage risks, and consequently the need to make significant investments in resilience. 230. All of the risks mentioned above are considered to be “background risks” that have to be confronted and managed with or without the NAIP. The NAIP includes many initiatives that are intended to mitigate these risks. Packages of GAPs are expected to improve the resilience of farming systems to climate variability and climate change. Investments in irrigation development are also a useful adaptation measure. Marketing and value addition will reduce exposure to commodity price fluctuations, land tenure security will be improved, and the capacity to manage pest and disease challenges will be enhanced. Through these and other measures the NAIP will bring about a progressive reduction in the risk exposure of Malawi’s farmers. In other words, the risks associated with implementing the NAIP are less than those of not implementing it. Without the NAIP Malawi’s farmers face an uncertain future with the real possibility that recent improvements will stall or even reverse under the influences of land degradation and climate change. 231. But there are also risks that the NAIP will fail to deliver according to expectations. These risks are recognised in the design of the NAIP which also includes measures to reduce their probability and impact. The initial step in designing the NAIP was a thorough assessment of the ASWAp experience to identify lessons learned. The proposed implementation and coordination arrangements were informed by the ASWAp experience. The consultative process by which the NAIP was prepared also has an important function of building awareness, ownership and commitment to the Plan. 232. Institutional capacity is a well-known risk for agricultural development initiatives in Malawi. The Plan recognises the critical role that institutions will play and incorporates institutional capacity building measures in each Program and IA. Successful implementation will also depend on the availability of competent management and technical personnel at central, ADD and district levels. This will require inclusion of decentralisation process and the recommendations of the CFA into the NAIP capacity building plan. 233. The decentralisation process accentuates the institutional capacity risks. Whilst decentralisation has been underway for a decade the first transfers of staff from central ministries to Districts took place in 2016. This poses a challenge to the agricultural sector in terms of direct influence over frontline staff, but is also an opportunity to ensure that planning is more responsive to local needs. However, it is yet to be finalised how administrative and fiscal decentralisation will happen and to what extent. MoLGRD will have an important role to play in this and improved coordination between it and MoAIWD is essential. The NAIP budget identifies activities at district level (including administration and staff costs), which may or may not be transferred to MoLGRD for decentralised administration during the course of the NAIP. 93 National Agricultural Investment Plan 234. Private sector participation is a key element of the NAIP. The ASWAp experience demonstrates that full participation of the private sector cannot be assumed. Consequently, the Programme will include specific measures to motivate investment by smallholder and commercial farmers by facilitating access to inputs, technologies, markets and financial services, and creating an enabling environment that is attractive to private investment in the sector. The private sector will be represented in the NAIP advisory and governance bodies such as the ASWG. Formulation of the CAP-F during the early stages of implementation provides a further opportunity to develop productive agribusiness partnerships. 235. Inclusive transformation is another significant challenge. Smallholders are the primary target group of the NAIP, although the role of commercial agriculture and agro-industries is also vital to a commercially viable sector. There is a risk that smallholders, particularly women, youth and disadvantaged groups, will fail to participate fully in the process. To minimise this risk, the NAIP includes interventions such as strengthening farmer organisations, and facilitating access to rural financial services that will enable small scale farmers to undertake profitable investments. 236. There is a risk of environmental degradation due to un-sustainable natural resource management practices. It is envisaged that the NAIP will stimulate increased agricultural activity employing the principles of sustainable agricultural intensification based on technologies which are both more productive and more resilient and sustainable. However, mitigation of possible adverse effects will also be considered where necessary. The NAIP will also implement training programs in climate-smart farming practices, including conservation agriculture, agro-forestry, IPM and sustainable natural resource management. 237. The existence of a financing gap and the need to mobilise funding from multiple (national and international) sources presents a significant challenge. Within MoAIWD, within Government generally and amongst stakeholders there is a continued struggle for resources which, at times, hampers the strategic decision-making and prioritisation processes. The availability of funding tends to influence priority-setting as much as (or more than) strategic considerations. At the same time Government priorities can shift, for example if the FISP reform agenda changes. Factors external to Malawi may also affect the sector, for example reduced funding or changing priorities of development partners. 238. Financing arrangements also present an element of risk. Whilst GoM has a preference for general and sectoral budget support and on-budget project finance, it is anticipated that a number of Development Partners will opt for other funding modalities, including discrete and earmarked project funding, bilateral arrangements etc. (see Figure 5.1 on funding modalities). The risk lies in weak coordination of budget processes among the participating agencies and also among Development Partners. Different Development Partners also have differing requirements for reporting, accounting and auditing systems. As the NAIP is expected to attract non-traditional development partners there may be need to comply with additional donor requirements. There is therefore need to strengthen the capacity to manage multiple sources of funds within the Government financial system whilst maintaining high standards of traceability and control. 94 National Agricultural Investment Plan 239. Several measures are needed to ensure the continuing relevance and validity of the NAIP over a five-year implementation period. Circumstances are always changing: new priorities may emerge, new partnerships and changes in domestic or international relations may drastically influence the course of NAIP implementation. Several steps have been taken to ensure continued validity of the NAIP, including: (i) identification of generic and long-lasting programs, within which policy priorities and intervention areas can be easily changed; (ii) a non-prescriptive and flexible approach in value chain selection, as markets change over time; and (iii) various levels of stakeholder fora and coordination bodies to monitor implementation and ensure continued validity. 240. All of the above risks are significant, but need to be considered in comparison to the risks associated with a less ambitious approach to sector development, which imply a high likelihood of continuing poverty, food insecurity, environmental degradation and rural economic stagnation. Against this background, and the proposed risk mitigation measures, the case for implementing the NAIP is compelling. 95 National Agricultural Investment Plan Chapter 6: Alignment, Mutual Accountability and Monitoring 6.1 Alignment 241. Successful implementation of the NAIP requires alignment of all actors in the sector to its programmatic structure, results framework and implementation arrangements, reinforced by mutual accountability mechanisms and an effective monitoring system for the sector. The main instrument for alignment is the CAADP Compact through which all stakeholders (including GoM, DPs, CSOs and private sector) have subscribed to the values and principles of the CAADP framework. These principles include: (i) evidence-based programming, implementation and monitoring of policies through inclusive stakeholder engagement; and (ii) alignment of all stakeholders to a nationally-owned investment plan rooted in the Maputo and Malabo Declarations. The CAADP process also includes joint sector review and accountability mechanisms at national, regional and continental levels. In line with the Malabo Declaration and NAIP, the CAADP compact will be updated and signed by the same stakeholder categories as the first CAADP Compact, and along the partnership principles of the Malabo Agreement: Government, DPs, private sector, farmer organisations, civil society, NGOs, academia as well as the African Union Commission, NEPAD and COMESA. 242. In order to assume full ownership of the NAIP and lead its implementation, MoAIWD needs to fully align its own systems and processes to it. This includes alignment of (i) Annual Work Plans and Budgets of MoAIWD, as well as relevant parts of those of other key Ministries, Departments and Agencies, and of districts, to the NAIP programmatic structure; (ii) effective use of the governance structures described in Chapter 6 to ensure inter-ministerial coordination around the NAIP; and (iii) consistent allocation of national budget to the NAIP implementing agencies at national and district level by MoFEP&D. 243. Development Partners will align their support to the NAIP in line with the Malawi Development Cooperation Strategy. Key principles include alignment to and use of national systems, harmonisation of procedures, increased predictability of donor funding, involvement of NSAs, and mutual accountability. This implies the following steps during NAIP implementation: (i) reducing the number and fragmentation of projects and increased use of sector budget support, under the MDTF; (ii) bringing more projects on budget and reducing the number of PMUs, including through joint and parallel financing structures; (iii) strengthening the alignment of projects by clearly indicating to which IA and Program they contribute, not only at the outcome level but at the level of outputs and intermediate outcomes. Such alignment of project activities and related targets and budgets will enable MoAIWD to lead and manage NAIP implementation more effectively, by guiding Development Partner support towards under-resourced areas and avoiding duplication in other areas. All new projects in the agriculture sector will have to be cleared upfront by MoAIWD at the national level and Local Assemblies. This will be instrumental for achieving equitable and efficient distribution of activities and investments. 244. In order to formalise such arrangements, the CAADP Compact will be complemented through subsidiary agreements between the main actors operating in the sector. The Code of Conduct will provide a framework for all stakeholders on the principles of engagement in the sector. In addition MoUs should be used between financing partners, mainly between Development Partners and Government, but also in some cases with larger NGOs or private sector financiers, to align projects to specific IAs and Programs. These MoUs will also be agreed and implemented at District level. In the case of pooled funding, a Joint Financing Agreement may replace the MoUs. These mechanisms, additional to the Compact, are described in Table 6.1 below. 96 National Agricultural Investment Plan Table 6.1: Proposed Alignment Mechanisms for NAIP Implementation and Monitoring Code of Conduct MoU Joint Financing Agreement Scope Agriculture Sector NAIP Pooled Fund Aim To ensure alignment to the National Agriculture Policy To agree on implementation arrangements, objectives, targets and indicators To define the terms for the joint funding pool for NAIP implementation Signatories Actors funding more than a defined amount to the agricultural sector Partners contributing funds to NAIP implementation Partners contributing to the NAIP pooled fund Planning Partners plan specific activities aligned to the NAIP Partners identify specific NAIP activities for earmarked funding Partners fund the NAIP in an un-earmarked fashion Monitoring Common indicators in the Agriculture PAF but possible use of own M&E Joint M&E arrangements against common indicators of the Agriculture PAF Common performance indicators for pool fund disbursements Finance modality Projects, both on and off budget Funds earmarked for NAIP budget lines but not pooled Pooled fund in government held account jointly managed with DPs Synchronisation Partners may use own programming cycles but must indicate following year commitments in line with national budget cycle Partners subscribe to a harmonised disbursement and implementation schedule aligned to the national budget cycle Partners have common disbursement and implementation aligned to the national budget cycle 245. In addition to different NAIP related government ministries and agencies, mechanisms will also be put in place to strengthen coordination and alignment for DPs that support NAIP-related activities in other sectors and through other ministries. This includes the DP group in nutrition (DoNUTS) but also DPs in other adjacent sectors such as trade, private sector development, social development, and climate change. 6.2 Mechanisms for Mutual Accountability 246. All actors engaged in the sector will be required to fully align their financial, technical and implementation support to the NAIP. Following a renewal of the CAADP Compact and the signature of the aforementioned subsidiary instruments, stakeholders will be held accountable for their commitments to the NAIP. GoM is accountable to the general public in Malawi, to the main beneficiaries of the NAIP and to its financing partners for their commitments under the NAIP. GoM is also accountable for its continental and global commitments, to which the NAIP is expected to contribute. DPs are accountable for their pledges and commitments to the sector under the Development Cooperation Strategy. NSAs are accountable for their roles in NAIP implementation and for increased alignment of their operations to the NAIP. The private sector is accountable for investment commitments and pledges made under the New Alliance Country Cooperation Agreement and CAP-F for their roles as co-financiers and implementers within PPP arrangements. 97 National Agricultural Investment Plan 247. Several accountability mechanisms for GoM’s activities in agriculture are already in place. These include general democratic control instruments such as the Parliamentary Committee responsible for Agriculture which plays an important role in monitoring the agriculture budget implementation. These are complemented by mutual accountability mechanisms through which two or more parties are accountable for their commitments. Mutual accountability is a core principle to support the CAADP agenda and related mutually agreed goals at continental, regional and national level. As one of the six principles of the Paris Declaration on aid effectiveness, mutual accountability aims to increase the incentives and collective responsibility for governments and development partners to achieve their development goals. 248. Mutual accountability can be generated through engagement of a range of actors in governance and oversight. Several multi-stakeholder platforms already exist which coordinate different actors, jointly review implementation progress and highlight issues to be addressed. These platforms include the ASWG at the highest level, the TWGs, the value chain platforms and the high-level public-private coordination and dialogue forum for agriculture, to be established and reinvigorated during the CAP-F process. The JSR has taken place since 2011, coordinated by MoAIWD. It has grown in strength, and in 2015 the private sector actively participated. To reflect the spirit of public-private cooperation of the NAIP, the JSR will be strengthened as an accountability mechanism by requiring that all players in the sector report areas of their engagement, progress on implementation as well as challenges and opportunities. The JSR is a coordination mechanism that builds consensus around key issues. It will be further supported under the NAIP; in particular by the NAIP Secretariat which will have full-time staff dedicated to such coordination, monitoring and evaluation meetings. 249. Under the Malabo Declaration, countries have agreed to a biennial review (BR) mechanism for regular country progress reporting to the African Union Assembly. The BR aims to reinforce mutual accountability and peer learning to deliver on the Malabo targets. A reporting template has been designed that includes 43 performance targets and indicators clustered into 23 performance categories which contribute to the seven commitments of the Declaration. The NAIP is a key instrument towards achieving the Malabo targets and as such, its M&E framework will feed into relevant BR indicators. 6.3 The NAIP M&E System 250. Key to achieving the NAIP goal is a sound monitoring and evaluation system in which quality data is generated, analysed, and used to timely inform operational and strategic decisions of implementers, policy makers and funders at community, district and national levels. Recent evaluations of the ASWAp revealed serious gaps in monitoring and evaluation of agriculture interventions in Malawi. In addition, separate reviews for two large scale projects, the ASWAp Support Project (ASWAp SP), a Multi-Donor Trust Fund project under the ASWAp; and the Agriculture Infrastructure Support Project (AISP); as well as a Mid-Term Evaluation of the Smallholder Irrigation and Value Addition Project (SIVAP) identified similar challenges in M&E. Key challenges include: (1) lack of timely data due to late or non-reporting; (2) Poor data quality; (3) Weak data utilization at all levels of the system; and (4) Weak governance of M&E across the sector. 251. As a consequence, major programmes are conceived and implemented without sound evidence to back up choice of interventions. Where such evidence is used, the data are often outdated and of low quality. Significantly, the majority of the data collected are simply meant to meet reporting requirements at national and international levels rather than enhancing learning and sound managerial decisions at each level of the Agriculture Sector. The need for an effective monitoring and evaluation system is widely acknowledged within the Agriculture sector. In 2013, through technical assistance from the Japan International Cooperation Agency (JICA), a Monitoring and Evaluation Plan for ASWAp was developed. 98 National Agricultural Investment Plan 252. The ASWAp M&E plan identified specific challenges including: (1) The paper-based nature of data collection and transfer which leads to poor adherence to reporting timelines as well as poor quality and incomplete data; (2) The multiplicity of projects and programmes with independent monitoring and evaluation systems which weakens, rather than strengthening, the capacity of the Ministry to effectively monitor results across projects and programmes; (3) Loss of learning from M&E results of completed projects due to unaligned systems as well as weak mechanisms for impact evaluations. To deal with these challenges, the ASWAP M&E plan proposed gradual and optimal computerization, specifically through operation of an Agriculture Management Information System. The ASWAP M&E plan envisioned that the system was to enhance: (1) Common understanding among the stakeholders on the ongoing activities, changing policy environment and their overall results; (2) Accountability for results amongst stakeholders at all levels of the agriculture sector; (3) Efficient response and action on results from monitoring and evaluation data and analysis; and (4) Improved quality of data collection and handling for evidenced-based and informed decision making. 253. To strengthen monitoring, evaluation, research and learning, the MoAIWD is leading the development of a sector-wide National Agriculture Management Information System (NAMIS). Specifically, the NAMIS will strengthen data collection by replacing the predominantly paper based data collection tool with electronic data collection, reporting and analysis at all levels of the Agriculture Sector. Key initiatives in the NAMIS process will include: (1) Single data reporting system for all players in the agriculture sector; (2) development and operationalizing dashboards for each level of implementation and decision making; (3) integration of social accountability tools including community score card system at implementation level to both improve community participation and data quality; (4) Web-based data access; (5) intra-operability with relevant other Management Information Systems When fully operational; and (6) institutionalisation of key national level surveys. The NAMIS will thus significantly improve efficiency and quality of data collection, reporting, analysis and use at all levels, thereby enhancing capacity of managers and policy makers to make evidence-based decisions for improved agriculture outcomes in the country. 254. The NAMIS will, therefore, have the following structure: • At the community level, field staff and enumerators will collect data using tablets; • Primary data will be transferred electronically to EPA level. Any data not collected electronically, will be entered manually on to the EPA computer and checked for accuracy; • At the District level, data from departments and EPAs will be stored on a server where a senior officer will undertake quality checks before submitting the data to the national level; and • At the national level, the system will receive data from district levels and will be sorted and uploaded to different dashboards. A web-based information system will be developed to enable access to information by stakeholders and the general public. Overall, therefore, the NAIP will address the challenges of monitoring, evaluation and learning under IA1 (Program A), in line with the CAADP Level 3 outcome targets, in particular: (i) strengthened capacity for evidence-based planning, implementation and review; and (ii) improved multi-sectoral coordination, partnerships and mutual accountability 99 National Agricultural Investment Plan Structure of M&E system 255. Table 6.2 shows the structure of the NAIP M&E system, in line with the overall Program matrix structure described in Chapters 3 and 4. Annex 1 provides a comprehensive overview of the NAIP objectives, indicators and targets at impact, outcome and intermediate outcome levels, along with the main outputs. Annex 2 gives more details on the quantitative impact and outcome targets and baseline values, while annex 3 and 4 contain detailed output targets by IA and Program, respectively. 256. The NAIP budget includes approximately 700 activities with related targets which are consolidated into 257composite outputs. Each output falls under a specific Program and an IA. As described in Chapter 4, there is a vertical results chain (outputs => Program outcomes => development objectives), and a horizontal results chain (outputs => IA intermediate outcomes=> development objectives). Under the vertical results chain, for example, 103 outputs contribute to the eight outcome indicators of Program A, whereas 54 outputs contribute to the eight outcome indicators of Program B. Under the horizontal results chain, each IA has one outcome and between two and six intermediate outcomes, totalling to 48 intermediate outcomes across all 16 IAs. The outputs under each IA feed into the respective intermediate outcomes which then contribute to the impact-level objectives and indicators. In line with the matrix structure, most IAs are composed of outputs under more than one Program. Five IAs (2, 5, 9, 11 and 13) cut across all four Programs, and eight IAs are composed of activities and outputs under three Programs. Only in case of IAs 1 and 3, all outputs are under one Program (A), due to its specific nature. Table 6.2: NAIP M&E System Structure Impact objectives Total 3 Impact indicators 9 Development Objectives 4 Program à A B C D Outcome statements 4 4 6 6 20 Outcome indicators 10 8 7 10 35 Intermediate Outcomes Outputs Outputs Outputs Outputs IA 1 3 16 16 IA 2 2 5 1 2 3 11 IA 3 2 16 16 IA 4 3 4 9 13 IA 5 3 10 1 2 3 16 IA 6 2 3 5 1 9 IA 7 2 3 6 1 10 IA 8 4 2 8 7 17 IA 9 2 8 6 18 4 36 IA 10 4 10 3 17 30 IA 11 4 4 13 2 1 20 IA 12 2 3 4 2 9 IA 13 2 1 5 2 8 IA 14 6 9 6 8 23 IA 15 4 5 8 13 IA 16 3 4 2 4 10 Total 48 103 54 65 35 257 Activities (budget lines) 702 100 National Agricultural Investment Plan 257. All targets at activity and output level have been defined for each Program and IA (view Annexes 3 and 4). The 35 outcome indicators (at the Program level) constitute the key indicators for the NAIP. They are monitorable on an annual basis and, if presented consistently at the JSR and other fora, provide a snap-shot of sector performance. The IAs have corresponding intermediate outcomes but does not have related indicators, as this would prove too complex a reporting system. Rather, the achievement towards the intermediate outcomes will be measured through the sum of the outputs. Baseline and target figures for the outcome (35) and impact (9) indicators are presented to the extent that they are readily available. Some of these indicators may need to be revised and gaps concerning baselines and target values be filled. 258. Further developing and fine-tuning of the RF, including the indicators, targets and baseline values, will be done as part of the start-up activities during the first year of NAIP implementation, with Technical Assistance from a specialised service provider. As a general principle, the number of indicators should be limited, in order to reduce the complexity of the system. To the extent possible, indicators should be items that are already reported as part of the national accounting and statistics system and are required for the biennial review. Some outcome level indicators still require specific surveys to establish baseline and target values. Roles and Responsibilities Table 6.3: Proposed Allocation of M&E Responsibilities Coordination Entity Level of monitoring Lead Agency Reporting Frequency Impact Level ASWG Impact NAIP Secretariat /DAPS To be reported on at baseline, mid-term (year 3) and end-line (year 5), through national accounts or specialised surveys Outcomes/Program Level ASWG Progr A NAIP Secretariat /DAPS Bi-annual (or annual)27 reporting on outcomes in the context of the JSR and as bases for strategic planning and AWPBs Progr B NAIP Secretariat /DLRC Progr C NAIP Secretariat/DAES Progr D NAIP Secretariat Outputs/Intervention Area (IAs) Lead Implementing Agencies IA1 MoAIWD Bi-annual reporting on outputs and annual reporting on intermediate outcomes every year at the JSR Results are to be validated by the respective TWGs and the ASWG IA2 MoAIWD, MoITT IA3 MoAIWD IA4 MoHP& MoAIWD IA5 MoITT IA6 MoLHUD & MoGSWCD IA7 MoNREM – NFRA IA8 MoAIWD IA9 MoAIWD IA10 MoAIWD IA11 MoNREM & MoAIWD IA12 MoAIWD IA13 MoAIWD - IA14 MoITT IA15 MoITT & MoAIWD IA16 MoFEP&D & RBM 27For specific outcomes such as production and productivity and stakeholder satisfaction with public service provision, targeted surveys might be implemented annually, to be decided by key stakeholders during implementation. 101 National Agricultural Investment Plan 259. The DAPS in MoAIWD has primary responsibility for M&E and will collaborate with the National Statistical Office, MoITT, MoLHUD, among others. In view of the magnitude of the task and the need to consolidate data from different sources and implementing partners, it is proposed to align the responsibility for data collection and reporting closely to the NAIP implementation structure. Hence, responsibility will rest with the NAIP Secretariat which is also in charge of coordinating the implementation of the NAIP. The Secretariat will be supported by a technical service provider during an initial period, until baseline data collection has been completed, the M&E system is operational and the capacity has been built in DAPS and other agencies to ensure continuity. At the level of each IA, the LA will be responsible for data collection and reporting on outputs and intermediate outcomes. The NAIP Secretariat will consolidate the data for each Program and report on outcome and development indicators. Data on investments and policy commitments under the CAP-F will also be consolidated by the NAIP secretariat. The EMC and the ASWG will monitor the establishment and operation of the system through the JSR. The TWGs can help the LAs in facilitating data collection, if needed. 260. Reporting on the SDGs and towards the Biennial Review under the Malabo declaration also falls within IA1. This includes the training as well as support to the Biennial Review contact person (most likely the Director of Planning of MoAIWD) as well as his/her participation in relevant CAADP events. 261. To address funding constraints for sector wide M&E, it is recommended that each new project or Program supporting the agricultural sector irrespective of the funding source (be it government or donor financed) earmarks a percentage (1-2%) of its budget towards strengthening the design and operation of a sector wide M&E system. In addition to informing the sector wide system, individual projects/Programs may also report on specific indicators requested by their respective donors. 262. The general approach to M&E recognises that a large amount of work remains to be done in the detailed design of a comprehensive M&E system and to ensure that the system is operational from the outset. Long term TA is required to design the M&E system and develop sector-wide monitoring tools, as well as for supporting MoAIWD in M&E efforts. It is important that the TA be initiated as soon as possible after approval of the NAIP, and DPs are encouraged to finance this, possibly through pooled/basket funding. The outputs envisaged from the TA include: • A Performance Assessment Framework (PAF) further developing and fine-tuning the Results Framework which is part of this NAIP, as well as identifying the data sources and baseline figures. The PAF will consist of a limited number of mostly outcome indicators. • Executing or supporting various studies at output-outcome-and impact levels to capture baseline data and re-evaluate and possibly update the targets of the NAIP. • Development and implementation of reporting formats and other data collection tools for front line staff. • Development of a sector-wide M&E system capturing both decentralised and headquarters levels. 102 National Agricultural Investment Plan An ne x 1: H ig h- le ve l R es ul ts F ra m ew or k an d Pr og ra m S tr uc tu re Th is an ne x s ho w s t he re su lts fr am ew or k em be dd ed in th e m at rix st ru ct ur e. T he q ua nti ta tiv e ta rg et s a nd b as el in e va lu es a re d isp la ye d in a nn ex 2 (o ut co m e le ve l) an d an ne xe s 3 a nd 4 (o ut pu t l ev el ). Th e de ta ile d ac tiv ity -le ve l t ar ge ts a re in th e bu dg et fi le . Go al To a ch ie ve su st ai na bl e ag ric ul tu ra l t ra ns fo rm at io n th at w ill re su lt in si gn ifi ca nt g ro w th o f t he a gr icu ltu ra l s ec to r, ex pa nd in g in co m es fo r f ar m h ou se ho ld s, im pr ov ed fo od a nd n ut rit io n se cu rit y fo r a ll M al aw ia ns , a nd in cr ea se d ag ric ul tu ra l e xp or ts Im pa ct ob je ct iv es 1. To ac hi ev e co ns ist en t a nd b ro ad -b as ed ag ric ul tu ra l g ro wt h 2. To im pr ov e we ll- be in g an d liv el ih oo ds o f M al aw ia ns 3. To im pr ov e fo od & n ut rit io n se cu rit y Im pa ct in di ca to rs i. Co ns ist en t a gr icu ltu ra l s ec to r G DP g ro wt h ii. Gr ow in g sh ar e of ag ric ul tu ra l G DP fr om co m m od iti es o th er th an to ba cc o an d m ai ze iii . Sh ar e of th e po pu la tio n liv in g ab ov e th e na tio na l p ov er ty li ne ; iv. Ru ra l p ov er ty g ap v. Sh ar e of h ou se ho ld s r es ili en t t o cli m at e an d we at he r-r el at ed sh oc ks vi. Re du cti on in M al aw i’s sc or e in th e Gl ob al H un ge r I nd ex vii . Re du cti on o f s tu nt in g am on g 0- 5 ye ar -o ld ch ild re n vii i. Re du cti on o f u nd er we ig ht am on g 0- 5 ye ar -o ld ch ild re n ix. Fo od in se cu rit y Pr og ra m s Pr og ra m A Po lic ie s, In st itu tio ns a nd C oo rd in at io n fo r R es ul ts Pr og ra m B Re si lie nt Li ve lih oo ds a nd Ag ric ul tu ra l S ys te m s Pr og ra m C Pr od uc tio n an d Pr od uc tiv ity fo r Gr ow th Pr og ra m D M ar ke ts , V al ue A dd iti on , T ra de a nd Fi na nc e fo r T ra ns fo rm at io n Pr og ra m De ve lo pm en t Ob je ct iv es To Im pr ov e po lic y an d re gu la to ry fra m ew or k, re su lts -o rie nt ed st ak eh ol de r c oo rd in at io n an d m or e ef fe ct iv e an d ac co un ta bl e in st itu tio ns To st re ng th en re si lie nc e of liv el ih oo ds a nd n at ur al re so ur ce ba se fo r a gr icu ltu re To in cr ea se P ro du ct io n an d pr od uc tiv ity o f a m or e di ve rs ifi ed ag ric ul tu ra l s ec to r To e nh an ce m ar ke t a cc es s, va lu e ad di tio n, tr ad e an d ac ce ss to fi na nc e Pr og ra m Ou tc om e St at em en ts - S tre ng th en ed ca pa cit y f or e vid en ce - ba se d pl an ni ng , im pl em en ta tio n an d re vie w of p ol ici es an d pr og ra m s ( CA AD P) - I m pr ov ed co or di na tio n of p ub lic an d pr iva te st ak eh ol de rs in ag ric ul tu re - E nh an ce d Pu bl ic ag ric ul tu ra l s er vic e de liv er y c ap ac ity a cc or di ng to it s m an da te - I m pr ov ed e na bl in g en vir on m en t f or ag rib us in es s i nv es tm en ts - I nc re as ed d ie ta ry d ive rs ity an d re du ce d in fo od in se cu rit y - I m pr ov ed fo od sa fe ty an d sa ni ta tio n en vir on m en t - I m pr ov ed n at ur al re so ur ce m an ag em en t f or su sta in ab le ag ric ul tu re an d liv el ih oo ds - R ed uc ed in cid en ce an d im pa ct of pe st an d di se as es in cr op , li ve sto ck an d fis he rie s p ro du cti on - I nc re as ed p ro du cti vit y a nd pr od uc tio n of p rio rit y v al ue ch ai ns ; - I nc re as ed ac ce ss to an d co nt ro l o ve r pr od uc tiv e as se ts - E nh an ce d tim el y a cc es s t o a b ro ad er ra ng e of q ua lit y i np ut s - I nc re as ed ac ce ss to su sta in ab le m ec ha ni sa tio n se rv ice s - I nc re as ed ad op tio n of G AP an d te ch no lo gi es g en er at ed - S us ta in ab le in cr ea se o f d ive rs ifi ed cr op p ro du cti on an d pr od uc tiv ity un de r i rri ga tio n - G re at er e ffi cie nc y a nd tr an sp ar en cy o f ag ric ul tu ra l m ar ke ts an d be tte r m ar ke t ac ce ss - I nc re as ed d ive rs ifi ca tio n of ag ric ul tu ra l ex po rts w ith sp ec ia l e m ph as is on In tra - Af ric an tr ad e - I nc re as ed n um be r o f f ar m er s/F Os li nk ed to m ar ke ts an d fin an ce - V ol um e an d in clu siv en es s o f p riv at e in ve stm en t a gr ib us in es s e nh an ce d - I nc re as ed ag ric ul tu ra l v al ue ad di tio n an d pr oc es sin g - P os t-h ar ve st lo ss es re du ce d 103 National Agricultural Investment Plan Ou tc om e In di ca to rs - M oA IW D pr ov id es it s p ol icy , o ve rs ig ht , co or di na tio n; an d se rv ice fu nc tio ns ef fic ie nt ly - T ec hn ica l W or ki ng G ro up s, Hi gh -Le ve l Pu bl ic- Pr iva te C oo rd in at io n Fo ru m an d Va lu e Ch ai n Pl at fo rm s i m pl em en t t he ir wo rk p la ns e ffe cti ve ly - I ns tit ut io na lis e M &E sy ste m fo r t he ag ric ul tu ra l s ec to r i n pl ac e - N ew A lli an ce an d CA P- F p ol icy co m m itm en ts im pl em en te d by d ue d at e - E ffe cti ve co or di na tio n of se rv ice p ro vid er s at al l l ev el s - R at io o f e xt en sio n wo rk er s t o fa rm er s - I m pr ov em en t i n M al aw i’s ra nk in g in En ab lin g th e Bu sin es s o f A gr icu ltu re In de x - F as te r l ice ns in g of in pu ts th at h av e al re ad y b ee n ac cr ed ite d in o th er S AD C co un tri es - I nc re as e in N um be r o f h ou se ho ld s, ch ild re n un de r 5 , a nd w om en m ee tin g th e 6- fo od g ro up m in im um di et ar y d ive rs ity re qu ire m en t - R ed uc tio n in afl at ox in le ve ls in gr ou nd nu ts an d m ai ze - S ize o f s us ta in ab le fi sh er ie s a nd aq ua cu ltu re (w ith in b io lo gi ca lly su sta in ab le le ve ls) in % o f G DP - A nn ua l i nc re as e in ar ea u nd er su sta in ab le la nd an d wa te r m an ag em en t - I nc re as e in W oo dy b io -m as s - R ed uc tio n in in di vid ua ls re qu iri ng fo od as sis ta nc e - R ed uc tio n in Li ve sto ck m or ta lit y ra te s - R ed uc tio n in cr op ar ea se ve re ly af fe cte d by p es t o ut br ea ks p er ye ar - I nc re as e in p ro du cti vit y o f t ar ge t cr op s, liv es to ck p ro du cti on an d aq ua cu ltu re - N um be r o f f ar m er s w ith la nd ri gh ts re co rd ed u nd er th e ne w La nd Re gi str y ( by se x a nd ag e) - I nc re as e in P er ce nt ag e of fa rm er s us in g im pr ov ed se ed s - I nc re as e in Fe rti lis er u sa ge p er h a o f ar ab le la nd - I nc re as e in S ha re o f l an d pr ep ar ed wi th m ec ha ni se d co ns er va tio n ag ric ul tu re im pl em en ts - I nc re as e in C ro pp in g in te ns ity o n ex ist in g an d ne w irr ig at io n sc he m es - I nc re as e in S ha re o f a gr icu ltu ra l p ro du ce so ld o n m ar ke ts - I nc re as e in S ha re o f a gr icu ltu ra l e xp or ts ot he r t ha n to ba cc o - I nc re as e in S ha re o f h ig h- va lu e an d pr oc es se d pr od uc ts in ag ric ul tu ra l ex po rts - I nc re as e in Vo lu m e of In tra -A fri ca n ag ric ul tu ra l t ra de - I nc re as e in N um be r o f F Os u nd er co nt ra ct fa rm in g - I nc re as e in P riv at el y m an ag ed st or ag e ca pa cit y - I nc re as e in R at io o f p riv at e ag ric ul tu ra l in ve stm en ts to G DP - R ed uc tio n in P os t-h ar ve st lo ss es - I nc re as e in le nd in g to A gr i-S M Es an d fa rm er s - R ed uc tio n in g ap b et we en fa rm g at e an d wh ol es al e pr ice s - R ed uc tio n in D om es tic fo od p ric e vo la til ity 104 National Agricultural Investment Plan In te rm ed ia te o ut co m es Ou tp ut s P ro gr am A Ou tp ut s P ro gr am B Ou tp ut s P ro gr am C Ou tp ut s P ro gr am D IA 1: C oo rd in at io n & M &E Ou tc om e: E ffe ct iv e m ec ha ni sm s f or m ul ti- se ct or al a nd m ul ti- st ak eh ol de r c oo rd in at io n to su pp or t p ro gr am im pl em en ta tio n, m on ito rin g an d ev al ua tio n in p la ce IO 1 .1 M oA IW D fu lly op er at io na l a nd co re fu nd in g pr ov id ed to fin an ce o pe ra tio na l a nd re cu rre nt co sts fo r o ve rs ig ht an d im pl em en ta tio n of th e NA IP - M oA IW D re str uc tu re d ac co rd in g to th e Co re Fu nc tio n An al ys is - I nc re as ed st af f l ev el s m ai nt ai ne d an d pa id - M oA IW D fu lly o pe ra tio na l a t E PA , Di str ict , A AD an d HQ le ve ls - H Q- AD D- Di str ict m on ito rin g of fi el d ac tiv iti es - V eh icl e fle et co nt in uo us ly m ai nt ai ne d IO 1 .2 Im pr ov ed co or di na tio n of p ol icy an d pr og ra m im pl em en ta tio n pa rtn er sh ip s a nd m ut ua l ac co un ta bi lit y a t a ll le ve ls. - C oo rd in at io n tro ik a f un cti on al - I m pr ov ed in tra -m in ist er ia l c oo rd in at io n str uc tu re s - E M C, N AI P se cr et ar ia t a nd S TM fu nc tio na l - S ec to r t ar ge tin g ha rm on ise d - S W G an d TW Gs fu nc tio ni ng as p la nn ed - V ill ag e, E PA , D ist ric t a nd A DD co or di na tio n str uc tu re s f un cti on al IO 1 .3 M &E sy ste m s a nd pe rfo rm an ce m an ag em en t in ag ric ul tu re fu nc tio ni ng an d up to d at e - N at io na l M &E sy ste m s f un cti on in g sa tis fa cto ril y - S ec to r-w id e HQ an d de ce nt ra lis ed M IS sy ste m in p la ce - P er fo rm an ce A ss es sm en t F ra m ew or k de ve lo pe d fo r t he ag ric ul tu ra l s ec to r - S ec to r w id e ou tp ut , o ut co m e, b as el in e an d to pi c-s pe cifi c s ur ve ys - B ie nn ia l M al ab o an d SD G re po rti ng 105 National Agricultural Investment Plan IA 2 : S tre ng th en in g Fa rm er s O rg an is at io ns Ou tc om e: P er fo rm an ce an d ou tre ac h of fa rm er o rg an isa tio ns st re ng th en ed at al l l ev el s IO 2 .1 Le ga l f ra m ew or k a nd in sti tu tio na l s up po rt fo r FO s s tre ng th en ed - C oo pe ra tiv es ac t r ev ise d - F O De ve lo pm en t S tra te gy in p la ce - A gr icu ltu ra l C oo pe ra tiv e In sti tu te es ta bl ish ed - F O su pp or tin g in sti tu tio ns str en gt he ne d - F O da ta ba se e sta bl ish ed an d up da te d IO 2 .2 S tro ng , w el l- or ga ni se d an d in clu siv e FO s c on du ct bu sin es s a nd pr ov id e se rv ice s t o th ei r m em be rs - T ra in in g of g ro up s t o es ta bl ish FO s an d ch os e en te rp ris es - F Os tr ai ne d on e nt er pr ise an d bu sin es s - L on g- te rm tr ai ni ng o f F O le ad er s - F Os p ro du cin g un de r c on tra ct - A gr ib us in es s F Os fo rm ed - F Os li nk ed to w ar eh ou se s / co m m od ity ex ch an ge s IA 3 : P ub lic A gr icu ltu ra l S er vi ce s D el iv er y Ou tc om e: M oA IW D’ s c ap ac ity st re ng th en ed to p ro vid e re le va nt , m ar ke t-o rie nt ed ag ric ul tu ra l e xt en sio n se rv ice s IO 3 .1 C ap ac ity o f p ub lic se cto r i ns tit ut io ns to pr ov id e ag ric ul tu ra l ex te ns io n se rv ice s str en gt he ne d - E xt en sio n po lic y u pd at ed - T ra in in g ne ed s a ss es sm en t - E xt er na l t ra in in g of st af f ( sh or t c ou rs e, BS c, M Sc , P hD ) - T ec hn ica l t ra in in g of fr on tli ne st af f - P ub lic Ve te rin ar y S er vic e Ga p an al ys is co m pl et ed - S tu de nt s g ra du at e fro m re fu rb ish ed M al aw i F ish er ie s C ol le ge - R ec ru itm en t o f E PA , D ist ric t l ev el st af f an d re se ar ch er s - H IV /A ID S nu tri tio n su pp le m en ts pr ov id ed 106 National Agricultural Investment Plan IO .3 .2 P ub lic e xt en sio n wo rk er s a t d ec en tra lis ed le ve ls ar e eq ui pp ed w ith ad eq ua te tr an sp or t, of fic e, te ch ni ca l a nd h ou sin g fa cil iti es - E PA , d ist ric t a nd b oa rd er le ve l o ffi ce an d ho us in g str uc tu re s a nd o ffi ce str uc tu re s u pg ra de d to m in im um ac ce pt ab le st an da rd s - m ot or bi ke s a nd ve hi cle s p ro cu re d - I CT p ac ka ge s a va ila bl e at al l l ev el s - L ab or at or ie s u pg ra de d; - G ov er nm en t f ar m s h av e el ec tri cit y - F ish er ie s v es se ls av ai la bl e - A gr icu ltu re Tr ai ni ng C en tre s re ha bi lit at ed - F ro nt li ne st af f h av e eq ui pm en t av ai la bl e as p er th ei r a re a o f e xp er tis e IA 4 Fo od a nd N ut rit io n Se cu rit y Ou tc om e: D ive rs e, n ut rit io us fo od s a va ila bl e an d co ns um ed IO 4 .1 Im pr ov ed im pl em en ta tio n, co or di na tio n an d m on ito rin g of n ut rit io n re la te d ac tiv iti es in th e ag ric ul tu ra l s ec to r - N ut rit io n sta ke ho ld er s c oo rd in at ed at al l l ev el s - S em i-a nn ua l n at io na l l ev el n ut rit io n fo ru m s u nd er ta ke n - N ut rit io n Po lic y u pd at ed - N ut rit io n da ta co lle cte d an nu al ly at di str ict le ve l IO 4 .2 S m al lh ol de r f ar m er s lin ke d to fo od p ur ch as e fo r i ns tit ut io na l f ee di ng pr og ra m s - S ch oo l f ee di ng p ro gr am s i m pr ov ed - O rc ha rd s e sta bl ish ed in sc ho ol s IO 4 .3 N ut rit io n ed uc at io n is wi de ly av ai la bl e at al l le ve ls in clu di ng g ra ss ro ot s - C oo ki ng d em on str at io ns un de rta ke n - H ou se ho ld s s en sit ise d on n ut rit io n - I nt eg ra te d ho m es te ad g ar de ns es ta bl ish ed - V ill ag e le ve l n ut rit io n fa irs un de rta ke n - N ut rit io n Ca re g ro up s e sta bl ish ed at E PA s - F ar m er s s en sit ize d on b io -fo rti fie d va rie tie s - F ar m er s t ra in ed o n fo od p ro ce ss in g 107 National Agricultural Investment Plan IA 5 : F oo d sa fe ty a nd Q ua lit y St an da rd s Ou tc om e: Fo od sa fe ty an d qu al ity st an da rd s e sta bl ish ed an d m ai ns tre am ed IO 5 .1 A pp ro pr ia te an d ad eq ua te fo od sa fe ty po lic y, le gi sla tio n an d qu al ity co nt ro l s ys te m s i n pl ac e - F oo d Sa fe ty an d Qu al ity La w en ac te d - F oo d sa fe ty an d qu al ity co nt ro l or ga ni za tio n es ta bl ish ed - P ro du ct- sp ec ifi c s ta nd ar ds d ev el op ed IO 5 .2 K no wl ed ge o f f oo d sa fe ty is su es e nh an ce d al on g th e va lu e ch ai n - A g an d Tra de TW Gs tr ai ne d on fo od sa fe ty - M ul ti- sta ke ho ld er fo ru m e sta bl ish ed an d m ee ts re gu la rly - R ap id as se ss m en t o f f oo d ha za rd s - A fri ca A fla to xin M an ag em en t S ys te m up da te d - I nf or m at io n on afl at ox in an d ot he r f oo d- bo rn e di se as es w id el y di ss em in at ed - F ar m er s/fi sh er m en tr ai ne d on fo od sa fe ty m an ag em en t - F Os an d SM Es tr ai ne d on fo od sa fe ty m an ag em en t - F oo d pr oc es so rs tr ai ne d on fo od ha nd lin g IO 5 .3 Q ua lit y c on tro l ac tiv iti es u nd er ta ke n - D ep ar tm en t o n pr oc es s c on tro l, pr od uc t e xa m in at io n an d ce rti fic at io n es ta bl ish ed w ith in Fo od A ge nc y - L ab or at or ie s a cc re di te d in te rn at io na lly - Q ua lit y c on tro l s ys te m d ev el op ed - I ns pe cti on vi sit s t o fo od pr oc es sin g fa cil iti es - M on ito rin g vis its (i nc lu di ng au di t a nd ac cr ed ita tio n) IA 6 : E m po w er m en t a nd Te nu re S ec ur ity Ou tc om e: W om en an d yo ut h em po we re d an d la nd te nu re se cu rit y e nh an ce d IO 6 .1 Im pl em en ta tio n of th e La nd P ol icy su pp or te d - D ist ric t l ev el la nd re gi str ie s es ta bl ish ed Im pl em en ta tio n of in sti tu tio na l a sp ec ts of th e La nd P ol icy - D ist ric t l ev el aw ar en es s m ee tin gs on la nd fo r i nv es tm en t u nd er ta ke n - S en sit iza tio n of co m m un ity le ad er s/E PA le ve l o n la nd ri gh ts - R eg ist ra tio n of la nd IO 6 .2 In cr ea se d pa rti cip at io n of w om en an d yo ut h in ag ric ul tu ra l v al ue ch ai ns an d in sti tu tio ns - G ov er nm en t s ta ff tra in ed o n ge nd er iss ue s - U pd at e of ag ric ul tu ra l c ur ric ul a o n ge nd er an d HI V/ AI DS is su es - I nt ra -h ou se ho ld g en de r r el at io ns im pr ov ed - W om en /y ou th g ro up s str en gt he ne d - S tra te gy o n de ce nt e m pl oy m en t de ve lo pe d 108 National Agricultural Investment Plan IA 7 : D is as te r R is k M an ag em en t S ys te m s Ou tc om e: C ap ac ity to m an ag e di sa ste rs an d re du ce th ei r i m pa ct str en gt he ne d IO 7 .1 S tra te gi c g ra in re se rv es (p hy sic al an d vir tu al ) i n pl ac e to e ns ur e ho us eh ol d- le ve l F NS du rin g na tu ra l d isa ste r - G ra in st or ed in S tra te gi c G ra in Re se rv es - S to ra ge fa cil iti es re ha bi lit at ed - F oo d de liv er ed to fo od in se cu re ho us eh ol ds IO 7 .2 D isa ste r pr ep ar ed ne ss st re ng th en ed - W ea th er st at io ns e sta bl ish ed at E PA le ve l - D isa ste r p ro ne ar ea s a re zo ne d an d m ap pe d - G en de r r es po ns ive g ui de lin es in p la ce fo r d isa ste r r es po ns e - H ou se ho ld le ve l s ilo s i n pl ac e - P eo pl e tra in ed o n ris k m an ag em en t a nd p re pa re dn es s - E ar ly wa rn in g in fo rm at io n di ss em in at ed - A gr icu ltu ra l i ns ur an ce p ilo ts su pp or te d IA 8 : P es t a nd D is ea se M an ag em en t Ou tc om e: M aj or p es ts an d di se as es ar e co nt ro lle d an d m aj or o ut br ea ks m an ag ed e ffe cti ve ly IO 8 .1 In fra str uc tu re is in p la ce to p re ve nt an d ha nd le d ise as e ou tb re ak s - Q ua ra nt in e an d ot he r f ac ili tie s i n pl ac e - B or de r p ro te cti on p os ts str en gt he ne d an d eq ui pp ed - S tra te gi c r es er ve d of p es t a nd di se as e co nt ro l m at er ia ls in st oc k IO 8 .2 P es t a nd d ise as e ou tb re ak s a re m on ito re d & co nt ro lle d - C ro ps m on ito re d an d co nt ro lle d fo r p es ts an d di se as es IO 8 .3 A ni m al h ea lth pr ev en tiv e m ea su re s - B io -se cu rit y p ro ce du re s f or fi sh an d liv es to ck in p la ce - F ar m er s t ra in ed o n an im al h yg ie ne an d di se as e pr ev en tio n - P ou ltr y v ac cin at io ns - C at tle va cc in at io n, d ip pi ng , sc re en in g - G oa t a nd p ig d e- wo rm in g IO 8 .4 B io te ch no lo gy u sa ge up -sc al ed - S ta ff tra in ed - P la nt p ro te cti on re gu la tio n re vie we d - P la nt cl in ics e sta bl ish ed - B io te ch no lo gi es fo r p es t a nd di se as e co nt ro l r el ea se d - E PA le ve l g ro up s e sta bl ish ed - F ar m er s t ra in ed o n IP M - I m po rts /e xp or ts in sp ec te d at b or de r p os ts fo r p es ts an d di se as es 109 National Agricultural Investment Plan IA 9: A gr ic ul tu ra l I nn ov at io n Sy st em s O ut co m e: D em an d- dr ive n an d pl ur al ist ic in no va tio n sy ste m s g en er at es an d di ss em in at es re le va nt an d ad eq ua te te ch no lo gi es to al l f ar m er s IO 9 .1 E ffi cie nt re se ar ch pa rtn er sh ip s e sta bl ish ed in a p ar tic ip at or y a nd d em an d dr ive n wa y, in clu di ng o n- fa rm re se ar ch - R es ea rc h ac tiv iti es co or di na te d ef fe cti ve ly - M IR T s tre ng th en ed - S ta ke ho ld er te ch no lo gy re le as e m ee tin gs co nd uc te d - A RE T d ive rs ifi ca tio n pl an - S tu de nt s r ec ei ve d re se ar ch g ra nt s - G er m pl as m co ns er ve d - M al aw i P la nt an d Ge ne tic C en tre re fu rb ish ed - M icr o- nu tri en t b io -fo rti fie d cr op s de ve lo pe d - I m pr ov ed va rie tie s a nd te ch no lo gi es d ev el op ed - O n- fa rm p ar tic ip at or y r es ea rc h/ GA Ps tr ia ls co nd uc te d - A na lys is un de rta ke n of si te - sp ec ifi c c on str ai nt s IO 9 .2 R el ev an t, ev id en ce - ba se d ex te ns io n ad vic e de liv er ed in a de m an d- dr ive n an d pa rti cip at or y wa y. - D ist ric t l ev el d at ab as es o n ex te ns io n es ta bl ish ed - L ive sto ck M as te r P la n de ve lo pe d Ag ric ul tu ra l R es ou rc e Ce nt re s op er at io na l - G AP g ui de lin es co nt in uo us ly up da te d - F ar m er s i nv ol ve d in sm al l s to ck pa ss -o n an d tra in ed o n sm al l-s to ck m an ag em en t - F ar m er s i nv ol ve d in p ou ltr y p as s- on an d tra in ed o n sm al l-s to ck m an ag em en t - B ee -k ee pe rs tr ai ne d - V ill ag e- le ve l l ive sto ck co m m itt ee s re va m pe d - L ea d fa rm er s t ra in ed an d id en tifi ed - C lu ste rs , f ar m er fi el d sc ho ol s, gr ee n be lts an d m od el vi lla ge s im pl em en te d - F ie ld d ay s o n GA PS u nd er ta ke n - L an d un de r G AP - F ar m er s r ec ei ve e xt en sio n se rv ice s re la te d to th e pr od uc tio n th ey ar e un de rta ki ng - I nt er cr op pi ng w ith n itr og en -fi xin g le gu m es u nd er ta ke n - D ist ric t a gr icu ltu ra l f ai rs un de rta ke n - I np ut s s up pl ie d to fa rm er s f or de m on str at io ns - S ta ll fe ed in g un de rta ke n - G ra zin g ar ea s a nd w at er p oi nt s es ta bl ish ed - F od de r t re es p la nt ed - F ar m er s t ra in ed o n de ep fo nd fi sh pr od uc tio n - C ag e cu ltu re s e sta bl ish ed - D am s r es to ck ed - V al ue ad di tio n gr ou ps fo rm ed - F ar m er s t ra in ed o n po st- ha rv es t m an ag em en t - S M Es /C oo ps tr ai ne d on pr oc es sin g - E qu ip m en t d ist rib ut ed fo r p os t- ha rv es t d em os 110 National Agricultural Investment Plan IA 1 0: A cc es s t o in pu ts Ou tc om e: Fa rm er s h av e tim el y a cc es s t o a b ro ad er ra ng e of q ua lit y i np ut s a t r ea so na bl e co sts IO 1 0. 1 Ef fic ie nt se ed su pp ly sy ste m s e sta bl ish ed - I m po rt pr oc ed ur es si m pl ifi ed - P ro ce du re s f or te sti ng an d re le as e im pr ov ed - S ee d Bi ll pa ss ed - S ee d Se rv ice s U ni t r es tru ctu re d - F IS P im pl em en te d wi th in cr ea se d pr iva te se cto r p ar tic ip at io n - F ar m er s r ec ei ve vo uc he rs fo r c o- fin an cin g of le gu m e an d se ed in pu ts - I m po rt pe rm its an d Ph yt os an ita ry ce rti fic at es is su ed - C om m un ity se ed b an ks es ta bl ish ed - B as ic se ed p ro du cti on in cr ea se d - S ee d m ul tip lie d by fa rm er s - S SU in sp ec tio n of fi el ds - N ur se rie s f or tr ee an d ve ge ta bl e se ed lin gs e sta bl ish ed IO 1 0. 2 FI SP re fo rm s ad va nc ed - F IS P re fo rm o pt io ns st ud ie d - F IS P re fo rm o pt io ns p ilo te d - F IS P re fo rm o pt io ns m on ito re d an d di sc us se d am on gs t sta ke ho ld er s IO 1 0. 3 Su pp ly ch ai ns fo r or ga ni c a nd in -o rg an ic fe rti lis er st re ng th en ed - P es tic id e Co nt ro l B oa rd st re ng th en ed - S em i-a ut on om ou s f er til ise r r eg ul at or y bo dy e sta bl ish ed - S oi l l ab s r ef ur bi sh ed - O pt io ns fo r d om es tic fe rti liz er m an uf ac tu rin g ev al ua te d - F ar m er s p ro du ce m an ur e an d in or ga ni c f er til ise r - N at io na l s oi l m ap s u pd at ed - F IS P fe rti lis er vo uc he rs d ist rib ut ed - F er til ise r s am pl es an al ys ed fo r qu al ity - A re a- sp ec ifi c f er til ise r re co m m en da tio ns p ro vid ed IO 1 0. 4 Liv es to ck an d fis he rie s g en e po ol im pr ov ed an d br ee di ng sto ck m ad e av ai la bl e to fa rm er s - L ive sto ck co ns er va tio n pr ot oc ol s de ve lo pe d - Sm al l sto ck m ul tip lic at io n th ro ug h fa rm er b re ed er s - P ro du cti on an d re sto ck in g of fin ge rli ng s - A rti fic ia l i ns em in at io n of li ve sto ck co nd uc te d - L ive sto ck b re ed in g an im al s so ur ce d - H ei fe r p as s-o n sc he m e im pl em en te d 111 National Agricultural Investment Plan IA 1 1: S us ta in ab le N at ur al R es ou rc e M an ag em en t a nd C lim at e Re si lie nc e Ou tc om e: N at ur al re so ur ce s a re su sta in ab ly m an ag ed an d th e re sil ie nc e of p ro du cti on sy ste m s i s e nh an ce d IO 1 1. 1 W at er re so ur ce s ar e m an ag ed an d us ed su sta in ab ly - F ar m er s t ra in ed o n ra in w at er ha rv es tin g - I m pr ov ed so il m oi stu re m an ag em en t t ec hn iq ue s de ve lo pe d - D ee p we lls an d da m s e sta bl ish ed - C at ch m en t a re a m an ag em en t str en gt he ne d - L ive sto ck w at er in g po in ts es ta bl ish ed IO 1 1. 2 La nd u se p la nn in g an d zo ni ng u pd at ed an d im pl em en ta tio n ca pa cit y en ha nc ed - A gr icu ltu ra l a nd p ro te cte d ar ea s zo ne d - D ist ric t N RM co m m itt ee s f un cti on al IO 1 1. 3 Ag ro -fo re str y ar ea s e xp an de d an d m an ag em en t c ap ac iti es en ha nc ed - L eg isl at ive fr am ew or k f or ag ro -fo re str y de ve lo pe d an d in ce nt ive m ec ha ni sm s id en tifi ed - N at io na l t re e co ve r d en sit y t ar ge ts es ta bl ish ed - F ar m er s t ra in ed o n cli m at e- re sil ie nt ag ro -fo re str y p ra cti ce s - F ar m er -m an ag ed n at ur al ge ne ra tio n tre e pl an te d ar ea s es ta bl ish ed - T re e m in i-n ur se rie s e sta bl ish ed - T re es p la nt ed o n riv er b an ks an d ag ric ul tu ra l l an d IO 1 1. 4 La ke an d riv er s fis he rie s r es ou rc es ar e ef fic ie nt ly an d su sta in ab ly m an ag ed - L eg al an d re gu la to ry fr am ew or k re vis ed - F ish er ie s m as te r p la n de ve lo pe d - A nn ua l c en su s o n fis he rie s s to ck s - H IV /A ID S ba se lin e da ta di ss em in at ed an d co m m un ity aw ar en es s c am pa ig ns co nd uc te d - F ish er m en , -w om en an d yo ut h tra in ed o n im pr ov ed m an ag em en t a nd te ch no lo gi es - F ish er ie s t ec hn ol og ie s d ev el op ed - F ish la nd in g sit es an d m ar ke tin g fa cil iti es e sta bl ish ed 112 National Agricultural Investment Plan IA 1 2: Ir rig at io n De ve lo pm en t Ou tc om e: U se o f i rri ga tio n su sta in ab ly in cr ea se d IO 1 2. 1 Ar ea u nd er fu nc tio na l i rri ga tio n sy ste m s i nc re as ed - C ap ac ity fo r p la nn in g an d im pl em en ta tio n of ir rig at io n wo rk str en gt he ne d - I rri ga tio n sc he m es re ha bi lit at ed / es ta bl ish ed IO 1 2. 2 Irr ig at io n sc he m es ar e pr op er ly m an ag ed an d m ai nt ai ne d ac co rd in g to th ei r e co no m ic po te nt ia l - I rri ga tio n Co de s o f P ra cti ce (I Co P) fo r m an ag em en t d ev el op ed an d m on ito re d - W UA la w en ac te d - I rri ga tio n as so cia tio ns pe rfo rm an ce as se ss ed - W UA s e sta bl ish ed tr ai ne d an nu al ly - E xt en sio n se rv ice s p ro vid ed to fa rm er s i n irr ig at ed ar ea s - M at ch in g gr an ts di sb ur se d fo r irr ig at io n in ve stm en t - I rri ga tio n fa rm er s l in ke d to m ar ke ts an d fin an ce IA 1 3: M ec ha ni sa tio n Ou tc om e: Im pr ov ed ac ce ss to an d us e of m ec ha ni sa tio n se rv ice s b y f ar m er s IO 1 3. 1 Kn ow le dg e an d sk ill s o f p ro vid er s a nd u se rs of m ec ha ni za tio n se rv ice s str en gt he ne d - S ta nd ar ds fo r s af et y m ea su re s a nd sa fe gu ar ds d ev el op ed - H ea lth an d sa fe ty tr ai ni ng s co nd uc te d fo r m ac hi ne ry op er at or s - M ac hi ne ry o pe ra to rs an d m ec ha ni cs tr ai ne d - U nd er ta ke m ec ha ni za tio n de m os IO 1 3. 2 Av ai la bi lit y a nd qu al ity o f m ec ha ni za tio n eq ui pm en t a nd se rv ice s en ha nc ed - D ra ug ht an im al se rv ice s im pr ov ed - M or e tra cto rs an d CA -co m pl ia nt rip pe rs av ai la bl e th ro ug h Go ve rn m en t m ec ha ni za tio n sc he m es - I nc en tiv es p ro vid ed to in cr ea se im po rta tio n of tr ac to rs an d CA im pl em en ts by p riv at e se cto r - F ea sib ili ty st ud y o n m ac hi ne ry fu nd co nd uc te d 113 National Agricultural Investment Plan IA 1 4: A gr icu ltu ra l M ar ke ts a nd T ra de Ou tc om e: E nh an ce d Ef fic ie nc y a nd In clu siv en es s o f A gr icu ltu ra l M ar ke ts an d Tra de IO 1 4. 1 Av ai la bi lit y an d qu al ity o f m ar ke t in fo rm at io n en ha nc ed - I CT b as ed m ar ke t i nf or m at io n sy ste m o pe ra tio na l - F ar m er s a nd o th er s t ra in ed on an al ys in g/ us in g m ar ke t in fo rm at io n IO 1 4. 2 Go ve rn m en t p ric e po lic ie s a re e vid en ce ba se d, tr an sp ar en t a nd pr ed ict ab le - A DM AR C re fo rm ed - P ric in g po lic y d ev el op ed - G oM st af f a na lyt ica l c ap ac ity str en gt he ne d - P riv at e se cto r c on su lta tio n m ec ha ni sm es ta bl ish ed IO 1 4. 3 Ef fe cti ve ne ss , s co pe an d fa irn es s o f c on tra ct fa rm in g im pr ov ed - F Os an d ag ri- bu sin es se s se ns iti se d on n ew co nt ra ct fa rm in g str at eg y - C ap ac ity o f F O’ s t o en ga ge in co nt ra ct fa rm in g en ha nc ed - M or e fa rm er s f ar m u nd er co nt ra ct - C on tra ct fa rm in g un it es ta bl ish ed un de r t he C FT C IO 1 4. 4 Sc op e an d ef fic ie nc y o f c om m od ity ex ch an ge s a nd w ar eh ou se re ce ip t s ys te m s e nh an ce d - W ar eh ou se st or ag e ca pa cit y in cr ea se d - F ar m er s a nd S M Es tr ai ne d in wa re ho us e re ce ip t s ys te m s a nd co m m od ity e xc ha ng es - W ar eh ou se o pe ra to rs tr ai ne d - V al ue o f i nc re m en ta l w ar eh ou se re ce ip t fi na nc e in cr ea se d IO 1 4. 5 Do m es tic m ar ke t ac ce ss im pr ov ed - R ur al fe ed er ro ad s s po t i m pr ov ed an d re ha bi lit at ed - R ur al co ld st or ag e fa cil iti es es ta bl ish ed - R ur al m ar ke t f ac ili tie s e sta bl ish ed 114 National Agricultural Investment Plan IO 1 4. 6 Ac ce ss to re gi on al an d gl ob al m ar ke ts an d re gi on al tr ad e en ha nc ed - G ov er nm en t s ta ff tra in ed o n ag ric ul tu ra l t ra de is su es - A gr icu ltu re tr ad e- re la te d po lic ie s up da te d - N on -tr ad e ba rri er d at ab as e es ta bl ish ed - T ra de b an s a nd n on -tr ad e ba rri er s re du ce d - Ba rc od e in sti tu tio n es ta bl ish ed - A cti ve in te rn at io na l t ra de pr om ot io n un de rta ke n IA 1 5: In clu si ve P riv at e In ve st m en ts in A gr ib us in es s Ou tc om e: In cr ea se d ag ro -p ro ce ss in g, va lu e ad di tio n an d in ve stm en ts in to th e do m es tic m ar ke ts IO 1 5. 1 En ab lin g ag rib us in es s e nv iro nm en t an d pu bl ic- pr iva te d ia lo gu e str en gt he ne d - H ig h- le ve l p ub lic -p riv at e co or di na tio n fo ru m e sta bl ish ed (C AP -F ) - T ax /n on -ta x i nc en tiv e m ec ha ni sm s i n pl ac e - R eg ul at or y a nd in sti tu tio na l fra m ew or ks fo r c ot to n an d to ba cc o su bs ec to rs st re ng th en ed - Na tio na l A gr icu ltu ra l F ai r an d Ce nt re o f E xc el le nc e es ta bl ish ed IO 1 5. 2 Pr in cip le s f or Re sp on sib le A gr icu ltu ra l In ve stm en ts (P RA I) m ai ns tre am ed - A wa re ne ss cr ea tio n an d ou tre ac h ac tiv iti es co nd uc te d - P ro ce du re s a nd g ui de lin es d ev el op ed , tra ns la te d in to lo ca l l an gu ag es an d ad op te d IO 1 5. 3 Te ch ni ca l a nd Bu sin es s S ki lls o f C OO PS an d SM Es in ag rib us in es s en ha nc ed - C oo ps /S M Es tr ai ne d in va rio us bu sin es s a sp ec ts re la te d to va lu e ad di tio n/ po st- ha rv es t/a gr o- pr oc es sin g 115 National Agricultural Investment Plan IO 1 5. 4 Ag rib us in es s in ve stm en t p ro m ot io n an d PP Ps im pl em en te d - I nc re as ed n um be r o f c om m od ity pl at fo rm s - S pe cia l e co no m ic zo ne s de ve lo pe d - N ew A lli an ce in ve stm en t co m m itm en ts im pl em en te d - R ur al ab at to irs e sta bl ish ed - A gr o- pr oc es so rs co nn ec te d to th e el ec tri cit y g rid - I nv es tm en t a nd ag ro -p ro ce ss in g fa irs u nd er ta ke n IA 16 : A cc es s t o a br oa de r r an ge o f A gr i-fi na nc ia l s er vi ce s e nh an ce d Ou tc om e: Im pr ov ed ac ce ss to ag ric ul tu ra l fi na nc e by al l t ar ge t g ro up s IO 1 6. 1 En ab lin g en vir on m en t f or A gr i- fin an ce st re ng th en ed an d sp ec ifi c p ol icy in str um en ts es ta bl ish ed - F ea sib ili ty st ud ie s a nd e xp er t co ns ul ta tio ns fo r n ew A gr i-fi na nc e su pp or t i ns tru m en ts co nd uc te d - T ec hn ica l A ss ist an ce fa cil ity es ta bl ish ed . - R isk m an ag em en t a nd fi na nc e fa cil iti es e sta bl ish ed - M ov ab le co lla te ra ls re gi str y es ta bl ish ed . IO 1 6. 2 Fa rm er s, wo m en an d yo ut h ab le to u se fin an cia l s er vic es e ffe cti ve ly - F in an cia l l ite ra cy ca m pa ig ns co nd uc te d - F ar m er , w om en an d yo ut h gr ou ps ca pa cit at ed w ith fi na nc ia l l ite ra cy an d m an ag em en t s ki lls - W om en an d yo ut h ow ne d SM Es tra in ed o n va rio us te ch ni ca l a nd bu sin es s a sp ec ts - Y ou th re ce ive ag rib us in es s m en to rs hi ps IO 1 6. 3 In ve stm en t s up po rt an d sta rt- up ac tiv iti es an d ad op tio n of in no va tiv e te ch no lo gi es b y F Os an d SM Es , w ith p re fe re nc e to yo ut h an d wo m en - W om en an d yo ut h pr ov id ed wi th st ar t-u p ca pi ta l f or ag ro - en te rp ris es - S M Es su pp or te d wi th m at ch in g gr an ts to in ve st in e nv iro nm en ta lly -fr ie nd ly te ch no lo gi es 116 National Agricultural Investment Plan An ne x 2: K ey P er fo rm an ce In di ca to rs Im pa ct In di ca to rs Un it Ba se lin e (2 01 5/ 16 )/ or re fe re nc e pe rio d 5 ye ar ta rg et (2 02 2/ 23 ) M ea ns o f v er ifi ca tio n Co m m en ts Co ns ist en t a gr icu ltu ra l s ec to r G DP gr ow th Pe rc en t p .a . 4. 3% 6% p .a . Na tio na l a cc ou nt s Ba se lin e is av er ag e ac hi ev ed d ur in g AS W Ap im pl em en ta tio n. M al ab o ta rg et Gr ow in g sh ar e of ag ric ul tu ra l G DP fro m co m m od iti es o th er th an to ba cc o an d m ai ze Pe rc en t tb d28 tb d Na tio na l a cc ou nt s M ea su re s d ive rs ifi ca tio n as p re re qu isi te fo r in cr ea se d re sil ie nc e an d br oa d- ba se d gr ow th In cr ea se in sh ar e of p op ul at io n ab ov e th e na tio na l p ov er ty li ne Pe rc en t 49 .2 % (2 01 0/ 11 ) 65 % In te gr at ed H ou se ho ld S ur ve ys (N SO ) Ag ric ul tu re to co nt rib ut e 50 % to S DG ta rg et (2 03 0) . N AI P to co nt rib ut e 60 % to M al ab o ta rg et b y 2 02 2 Ru ra l p ov er ty g ap re du ce d29 Pe rc en t po in ts 19 .2 % 15 % In te gr at ed H ou se ho ld S ur ve ys CA AD P RF 2 01 5- 25 in di ca to r t ow ar ds M al ab o ta rg et In cr ea se in sh ar e of h ou se ho ld s re sil ie nt to cl im at e an d we at he r- re la te d sh oc ks RI M A sc or e Tb d 25 % Re sil ie nt In de x M ea su re m en t a nd An al ys is30 ; s pe cia lis ed su rv ey s CA AD P RF 2 01 5- 25 in di ca to r t ow ar ds M al ab o ta rg et (3 0% ) Re du cti on o f M al aw i’s sc op e in IF PR Is Gl ob al H un ge r I nd ex Sc or e 27 .2 < 20 ww w. gl ob al hu ng er in de x.o rg CA AD P RF 2 01 5- 25 in di ca to r t ow ar ds M al ab o ta rg et Re du cti on o f s tu nt in g am on g 0- 5 ye ar o ld ch ild re n Pe rc en t 37 % (2 01 5/ 16 ) 25 % De m og ra ph ic He al th S ur ve y ( DH S) (2 01 5/ 16 ) CA AD P RF 2 01 5- 25 in di ca to r t ow ar ds M al ab o ta rg et Re du cti on o f u nd er we ig ht am on g 0- 5 ye ar o ld ch ild re n Pe rc en t 12 % 5% M al ab o ta rg et Re du cti on in f oo d in se cu rit y FI ES sc or e tb d 10 % Fo od In se cu re E xp er ie nc e Sc al e (F IE S) 31 FA OS TA T Ta rg et is b ac k t o 20 10 /1 2 le ve l. C AA DP R F 20 15 -2 5 in di ca to r t ow ar ds M al ab o ta rg et 28 A gr ic ul tu ra l G D P m in us p ro du ct io n va lu e of m ai ze a nd to ba cc o. 29 Po ve rt y ga p is th e av er ag e co ns um pt io n sh or tfa ll of th e po pu la tio n re la tiv e to th e po ve rt y lin e. 30 ht tp :// w w w. fa o. or g/ 3/ a- i5 66 5e .p df 31 ht tp :// w w w. fa o. or g/ in -a ct io n/ vo ic es -o f- th e- hu ng ry /fi es /e n/ 117 National Agricultural Investment Plan Pr og ra m A : P ol ici es , I ns tit ut io ns a nd C oo rd in at io n fo r R es ul ts Ou tc om es In di ca to rs Un it Ba se lin e Ta rg et M ea ns o f V er ifi ca tio n/ Co m m en ts 1. S tre ng th en ed ca pa cit y f or ev id en ce -b as ed p la nn in g, im pl em en ta tio n an d re vie w of po lic ie s a nd P ro gr am s ( al so a CA AD P ou tco m e) A1 : M oA IW D pr ov id es it s p ol icy , o ve rs ig ht , co or di na tio n an d se rv ice fu nc tio ns ef fic ie nt ly Qu al ita tiv e Im pr ov em en t St ak eh ol de r s ur ve y, Se cto r-l ev el M &E sy ste m A2 : T ec hn ica l w or ki ng g ro up s, hi gh -le ve l pu bl ic- pr iva te co or di na tio n fo ru m an d va lu e ch ai n pl at fo rm s i m pl em en t t he ir wo rk p la ns e ffe cti ve ly Qu al ita tiv e n/ a Im pr ov em en t M ee tin g m in ut es , s ta ke ho ld er fe ed ba ck an d JS R A3 : I ns tit ut io na lis ed M &E m ec ha ni sm s f or th e ag ric ul tu ra l s ec to r Sy ste m s 0 1 Sy ste m ab le to m on ito r d at a o n ex pe nd itu re s, ou tp ut s a nd o ut co m es b i- an nu al ly, as p er N AI P str uc tu re (C AA DP in di c.) 2. Im pr ov ed co or di na tio n of pu bl ic an d pr iva te st ak eh ol de rs in ag ric ul tu re A4 : N ew A lli an ce an d CA P- F P ol icy co m m itm en ts im pl em en te d by d ue d at e Nu m be r 15 Al l i m pl em en te d. Re vis ed co m m itm en ts un de r C AP -F to be ad de d. 3. P ub lic ag ric ul tu ra l s er vic e de liv er y c ap ac ity e nh an ce d ac co rd in g to it s m an da te A5 : E ffe cti ve co or di na tio n of se rv ice pr ov id er s a t a ll le ve ls Qu al ita tiv e St ak eh ol de r f ee db ac k a nd JS R A6 : I nc re as ed ra tio o f e xt en sio n wo rk er s t o fa rm er s Ra tio 1: 3, 00 0 1: 1, 00 0 Ag gr eg at io n of d ist ric t l ev el in fo rm at io n 4. En ab lin g en vir on m en t f or ag rib us in es s i nv es tm en ts im pr ov ed A7 : M al aw i’s ra nk in g in E as e of D oi ng Bu sin es s I nd ex im pr ov ed Ra nk o n in de x 11 0 (2 01 7) 10 0 An nu al E as e of D oi ng B us in es s R ep or t (W or ld B an k) A8 : F as te r l ice ns in g of in pu ts th at h av e al re ad y b ee n ac cr ed ite d in o th er S AD C co un tri es Da ys 91 3 (fe rti lis er ) 57 9 (se ed s) 90 d ay s 90 d ay s EB A co un try re po rts A9 : M al aw i’s ra nk in g in th e En ab lin g th e Bu sin es s o f A gr icu ltu re (E BA ) I nd ex Ra nk o n in de x 33 /6 2 co un tri es Re la tiv e po sit . im pr ov ed b y 1 5% EB A re po rts A1 0: In cr ea se d pr iva te in ve stm en t i n ag ric ul tu re US D m ill io n tb d 25 % in cr ea se BR in di ca to rs 118 National Agricultural Investment Plan Pr og ra m B : R es ili en t L iv el ih oo ds a nd A gr icu ltu ra l S ys te m s In di ca to rs Un it Ba se lin e Ta rg et M ea ns o f V er ifi ca tio n/ Co m m en ts 1. In cr ea se in d ie ta ry d ive rs ity an d re du cti on in fo od in se cu rit y B1 : I nc re as e in th e nu m be r o f h ou se ho ld s, un de r 5 -ye ar o ld ch ild re n/ wo m en m ee tin g 6- fo od g ro up m in im um d ie ta ry d ive rs ity re qu ire m en t32 Pe rc en t tb d 25 % in cr ea se Sp ec ia lis ed M &E st ud y b as ed o n FA O’ s gu id el in es fo r m ea su rin g di et ar y di ve rs ity B2 : R ed uc tio n in n um be r o f p eo pl e re qu iri ng fo od as sis ta nc e pe r y ea r Pe rc en t tb d 5% M VA C re po rts 2. Im pr ov ed fo od sa fe ty an d sa ni ta tio n en vir on m en t B3 : A fla to xin le ve ls in g ro un dn ut s a nd m ai ze re du ce d Pa rts p er b ill io n (p pb ) 70 p pb 35 p pb 10 p pb 10 p pb M al aw i P ro gr am o n Afl at ox in C on tro l Re po rts 3. Im pr ov ed n at ur al re so ur ce m an ag em en t f or su sta in ab le ag ric ul tu re an d liv el ih oo ds B4 : S ize o f s us ta in ab le fi sh er ie s a nd aq ua cu ltu re (w ith in b io lo gi ca lly su sta in ab le le ve ls) in % o f G DP Pe rc en t N/ A N/ A SD G in di ca to r B5 : A nn ua l i nc re as e in ar ea u nd er su sta in ab le la nd an d wa te r m an ag em en t ha 10 ,5 00 15 ,0 00 De pa rtm en t o f L an d Re so ur ce s A nn ua l re po rt (C AA DP in di ca to r) B6 : W oo dy b io -m as s i nc re as ed tb d tb d 15 % in cr ea se Sa te lli te p ho to gr ap hy , e .g . ww w. gl ob al fo re stw at ch .o rg 4. In cid en ce an d im pa ct of p es t an d di se as es in cr op , li ve sto ck an d fis he rie s p ro du cti on re du ce d B7 : C ro p ar ea se ve re ly af fe cte d by p es t ou tb re ak s p er se as on ha 2, 80 0- 5, 30 0 ha p er ye ar (a rm yw or m ) 0 h (fo r a ll ou tb re ak s) De pa rtm en t o f C ro p De ve lo pm en t an nu al re po rts B8 : L ive sto ck m or ta lit y r at es re du ce d (ch ick en , p ig s a nd ca ttl e) Pe rc en t 30 % 28 % 10 % 10 % 8% 3% De pa rtm en t o f A ni m al H ea lth an d Liv es to ck D ev el op m en t 3 2 Th is in di ca to r i ss c ur re nt ly n ot m ea su re d at n at io na l l ev el in M al aw i, an d th e sh ar e fr om fo od g ro up s i n th e di et m ay b e us ed a s a p ro xy . 119 National Agricultural Investment Plan Pr og ra m C : P ro du ct io n an d Pr od uc tiv ity fo r G ro w th Ou tc om es In di ca to rs Un it Ba se lin e Ta rg et M ea ns o f V er ifi ca tio n/ Co m m en ts 1. In cr ea se d pr od uc tiv ity an d pr od uc tio n of p rio rit y v al ue ch ai ns C1 a: Av er ag e pu lse s y ie ld M T/h a 0. 92 1. 5 38 % in cr ea se Gr ou nd nu t p ro du cti on M T/y ea r 35 0, 00 0 70 0, 00 0 50 % in cr ea se Oi lse ed s p ro du cti vit y M T/h a 2. 8 5. 0 50 % in cr ea se Ri ce p ro du cti on M T/y ea r 11 0, 00 0 22 0, 00 0 10 0% in cr ea se C1 b: P ro du cti on an d pr od uc tiv ity in cr ea se fo r l ive sto ck an d fis he rie s: Aq ua cu ltu re ca tch M T/y ea r 4, 98 4 10 ,0 00 10 0% in cr ea se Ch ick en st oc k M ill io ns 97 11 0 10 0% in cr ea se Go at s s to ck M ill io ns 7 10 50 % Pi gs st oc k M ill io ns 4 5. 5 50 % Ca ttl e sto ck M ill io ns 1. 5 2. 0 50 % Da iry ca ttl e Th ou sa nd 80 10 6 50 % Liv es to ck u ni ts ow ne d pe r h ou se ho ld Av er ag e 1. 35 1. 80 50 % 2. In cr ea se d ac ce ss to an d co nt ro l ov er p ro du cti ve as se ts C2 : N um be r o f f ar m er s w ith la nd ri gh ts re co rd ed u nd er th e ne w la nd R eg ist rie s (b y g en de r a nd ag e) Fa rm er s 0 tb d Re co rd s o f d ist ric t l an d re gi str ie s, M oL HU D 3. Ti m el y a cc es s t o a b ro ad er ra ng e of q ua lit y i np ut s e nh an ce d C3 : N um be r o f f ar m er s u sin g im pr ov ed se ed s Fa rm er s 1. 5 m ill io n 3. 2 m ill io n AP ES – 3rd ro un d. Bi -a nn ua l p ro du cti on / p ro du cti vit y s ur ve ys (M al ab o in di ca to r) C4 : I nc re as ed fe rti lis er u sa ge p er h a o f ar ab le la nd kg /h a 43 .2 (2 01 3) 60 W or ld D ev el op m en t I nd ica to rs ( M al ab o BR in di ca to r 4. In cr ea se d ac ce ss to su sta in ab le m ec ha ni sa tio n se rv ice s C5 : I nc re as ed sh ar e of la nd p re pa re d wi th m ec ha ni se d co ns er va tio n ag ric ul tu re im pl em en ts ha Tb d tb d De pa rtm en t o f L an d Re so ur ce 5. In cr ea se d ad op tio n of G AP an d ot he r t ec hn ol og ie s C6 : N um be r o f f ar m er s u sin g In te gr at ed Pe st M an ag em en t fa rm er s Tb d tb d Pr od uc tio n su rv ey s 6. S us ta in ab le in cr ea se o f d ive rs ifi ed cr op p ro du cti on an d pr od uc tiv ity un de r i rri ga tio n C7 : I nc re as ed cr op pi ng in te ns ity o n ex ist in g an d ne w irr ig at io n sc he m es Pe rc en t Tb d 15 0% De pa rtm en t o f I rri ga tio n 120 National Agricultural Investment Plan Pr og ra m D : M ar ke ts , V al ue A dd iti on , T ra de a nd Fi na nc e fo r T ra ns fo rm at io n Ou tc om e In di ca to rs Un it Ba se lin e Ta rg et M ea ns o f V er ifi ca tio n/ Co m m en ts 1. G re at er e ffi cie nc y a nd tra ns pa re nc y o f a gr icu ltu ra l m ar ke ts an d be tte r m ar ke t a cc es s D1 : I nc re as ed sh ar e of sm al lh ol de r fa rm er s p ro du cin g fo r t he m ar ke t Pe rc en t 20 % 30 % An nu al /b i-a nn ua l o ut co m e pr od uc tio n & pr od uc tiv ity su rv ey D2 : D om es tic Fo od P ric e V ar ia bi lit y I nd ex tb d 10 % M al ab o in di ca to r ( ta rg et 7 .5 % b y 2 02 5) In cr ea se fa rm er sh ar es in te rm in al m ar ke t pr ice fo r s el ec t c om m od iti es Pe rc en t M AF AP re po rts 33 M AF AP re po rts 2. In cr ea se d di ve rs ifi ca tio n of ag ric ul tu ra l e xp or ts, w ith sp ec ia l em ph as is on in tra -A fri ca n tra de D3 : I nc re as ed sh ar e of ag ric ul tu ra l e xp or ts ot he r t ha n to ba cc o Pe rc en t 34 .2 % 34 (2 01 6) 60 % M oI TT , I TC (h ttp :// ww w. tra de m ap .o rg ) D4 : I nc re as ed sh ar e of h ig h- va lu e an d pr oc es se d pr od uc ts in ag ric ul tu ra l e xp or ts Un it va lu es tb d 20 % in cr ea se M oI TT , I TC (h ttp :// ww w. tra de m ap .o rg ) D5 : I nc re as ed va lu e of re gi on al ag ric ul tu ra l t ra de US D tb d 20 % in cr ea se M oI TT , C OM ES A SA DC 3. In cr ea se d nu m be r o f f ar m er s/F Os lin ke d to m ar ke ts an d fin an ce D6 : I nc re as ed n um be r o f f ar m er s u nd er co nt ra ct fa rm in g Fa rm er s tb d 20 % in cr ea se M oI TT ; f ar m er o rg an iza tio n ap ex es , N A an d CA P- F f ra m ew or ks , C FT C D7 :P er ce nt ag e of sm al lh ol de r f ar m er s ac ce ss in g fin an cia l s er vic es Pe rc en t 5% 10 % RB M st at ist ics an d da ta fr om b an ks , M FI s an d SA CC Os 4. Vo lu m e an d in clu siv en es s o f pr iva te in ve stm en t a gr ib us in es s en ha nc ed D8 : I nc re as ed p riv at el y m an ag ed st or ag e ca pa cit y M T in cr ea se d tb d 24 0, 00 0 M T M oI TT , W HR an d CE re gu la to rs , P S su rv ey s. 5. P os t-h ar ve st lo ss es re du ce d D1 0: R ed uc tio n of p os t-h ar ve st lo ss es in pr io rit y v al ue ch ai ns Pe rc en t tb d 50 % re du cti on Sp ec ia lis ed su rv ey s ( M al ab o, C AA DP , S DG in di ca to r) 33 Ba se lin e re po rt s a re av ai la bl e fo r g ro un dn ut s, m ai ze , s ee d co tto n, su ga r c an e, te a an d to ba cc o (2 01 4) . T o be u pd at ed d ur in g m id -t er m a nd to w ar ds th e en d of th e N A IP . 34 M al aw i’s to ta l a gr ic ul tu ra l e xp or ts in 2 01 6 am ou nt ed to U SD 8 44 .9 m ill io n (c al cu la te d as a ll ex po rt sm in us th e fo llo w in g ite m cl as sifi ca tio ns : 3 9, 8 4, 4 0, 8 5, 8 7, 7 3, 6 1, 64 , 7 4, 9 9, a nd 3 0. T ob ac co e xp or ts U SD 5 55 .6 m ill io n (H S 24 , t ob ac co , a ll ty pe s a nd p ro du ct s) . B as ed o n IT C T ra de M ap s. 121 National Agricultural Investment Plan An ne x 3: N AI P Bu dg et b y Pr og ra m Al l v al ue s a re in c on st an t 2 01 7 U S do lla rs Pr og ra m A IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 01 Im pr ov ed m ul ti- se ct or al co or di na tio n, p ar tn er sh ip s a nd m ut ua l a cc ou nt ab ili ty 20 4 EP A le ve l s tru ctu re s m ee t b ia nn ua lly m ee tin gs 4, 08 0 40 8, 00 0 40 8, 00 0 40 8, 00 0 40 8, 00 0 40 8, 00 0 2, 04 0, 00 0 28 D ist ric t c oo rd in at io n str uc tu re s m ee t 2 -4 /y ea r m ee tin gs 1, 66 0 34 2, 50 0 34 7, 00 0 34 2, 00 0 34 2, 00 0 34 2, 00 0 1, 71 5, 50 0 62 8 vil la ge le ve l s tru ctu re s m ee t 2 /y ea r m ee tin gs 7, 90 6 93 8, 60 0 12 5, 60 0 93 8, 60 0 12 5, 60 0 12 5, 60 0 2, 25 4, 00 0 AD D le ve l c oo rd in at io n fu nc tio na l m ee tin gs 40 27 ,9 36 27 ,9 36 27 ,9 36 27 ,9 36 27 ,9 36 13 9, 68 2 AS W G m ee ts 4 tim es p er ye ar m ee tin gs 20 44 ,0 00 44 ,0 00 44 ,0 00 44 ,0 00 44 ,0 00 22 0, 00 0 Bi an nu al co or di na tio n m ee tin gs fo r F O’ s, CS Os , pr iva te se cto r a nd su b- se cto rs m ee tin gs 10 2, 00 0 2, 00 0 2, 00 0 2, 00 0 2, 00 0 10 ,0 00 Co or di na tio n tro ik a f un cti on al lu m p su m 1 14 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 70 ,0 00 EM C fu nc tio na l m ee tin gs 10 12 ,0 00 12 ,0 00 2, 00 0 2, 00 0 2, 00 0 30 ,0 00 In tra -m in ist er ia l c oo rd in at io n str uc tu re s i m p. TA 3 10 ,0 00 10 ,0 00 5, 00 0 0 0 25 ,0 00 M oA IW D co m st ra te gy d ev el op ed str at eg y 1 50 ,0 00 0 0 0 0 50 ,0 00 NA IP se cr et ar ia t f un cti on al lu m p su m 5 11 0, 00 0 80 ,0 00 80 ,0 00 80 ,0 00 80 ,0 00 43 0, 00 0 Se cto r t ar ge tin g in h ar m on ise d lu m p su m 5 11 ,0 00 11 ,0 00 11 ,0 00 10 ,0 00 10 ,0 00 53 ,0 00 ST M fu nc tio na l m ee tin gs 20 54 ,0 00 4, 00 0 4, 00 0 4, 00 0 4, 00 0 70 ,0 00 TW Gs m ee t a s p er TO R + h ig h at te nd an ce m ee tin gs 27 0 31 3, 00 0 31 3, 00 0 31 3, 00 0 31 3, 00 0 31 3, 00 0 1, 56 5, 00 0 In cr ea se d ca pa cit y to g en er at e, a na ly se a nd u se d at a, in fo rm at io n, k no w le dg e an d in no va tio ns Ou tco m e le ve l s ur ve ys b i-a nn ua lly su rv ey 6 10 0, 00 0 50 0, 00 0 0 50 0, 00 0 10 0, 00 0 1, 20 0, 00 0 Pr od uc tio n- le ve l s ur ve ys an nu al ly su rv ey 15 73 5, 00 0 73 5, 00 0 73 5, 00 0 73 5, 00 0 73 5, 00 0 3, 67 5, 00 0 Sp ec ifi c s ur ve ys u nd er ta ke n as re qu ire d lu m p su m 5 18 0, 00 0 40 ,0 00 0 0 10 0, 00 0 32 0, 00 0 M &E sy st em s a nd p er fo rm an ce m an ag em en t i n ag ric ul tu re fu nc tio ni ng a nd u p to d at e Na tio na l l ev el M &E sy ste m s i m pr ov ed lu m p su m 1 72 0, 00 0 48 0, 00 0 35 0, 00 0 40 0, 00 0 35 0, 00 0 2, 30 0, 00 0 Pe rfo rm an ce A ss es sm en t F ra m ew or k d ev el op ed fo r th e ag ric ul tu ra l s ec to r lu m p su m 1 40 ,0 00 40 ,0 00 0 0 0 80 ,0 00 Se cto r-w id e HQ / d ec en tra lis ed M IS lu m p su m 1 1, 04 0, 00 0 1, 04 0, 00 0 79 0, 00 0 79 0, 00 0 79 0, 00 0 4, 45 0, 00 0 M oA IW D op er at io na l a nd re cu rr en t c os ts co ve re d Ve hi cle fl ee t c on tin uo us ly m ai nt ai ne d ve hi cle s 45 0 10 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 90 0, 00 0 122 National Agricultural Investment Plan IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t M oA IW D op er at io na l, re cu rr en t c os ts HQ -A DD -D ist ric t m on ito rin g of fi el d lu m p su m 5 6, 38 5, 55 5 6, 38 5, 55 5 6, 38 5, 55 5 6, 38 5, 55 5 6, 38 5, 55 5 31 ,9 27 ,7 77 In cr ea sin g sta ffi ng le ve ls m ai nt ai ne d/ pa id lu m p su m 5 16 ,0 00 ,0 00 19 ,2 00 ,0 00 20 ,8 00 ,0 00 22 ,4 00 ,0 00 24 ,0 00 ,0 00 10 2, 40 0, 00 0 M oA IW D fu nc tio n (E PA /D ist ric t/A DD /H Q) lu m p su m 5 4, 12 0, 00 0 4, 12 0, 00 0 4, 12 0, 00 0 4, 12 0, 00 0 4, 12 0, 00 0 20 ,6 00 ,0 00 02 Le ga l f ra m ew or k an d in st itu tio na l s up po rt fo r F Os st re ng th en ed Ag ric ul tu ra l C oo pe ra tiv e In sti tu te e sta bl ish ed lu m p su m 1 0 50 0, 00 0 25 0, 00 0 25 0, 00 0 25 0, 00 0 1, 25 0, 00 0 Co op er at ive A ct re vis ed ac t 1 17 5, 00 0 0 0 0 0 17 5, 00 0 Fa rm er s O rg an iza tio ns D ev el op S tra te gy ac t 1 0 50 ,0 00 0 0 0 50 ,0 00 FO d at ab as e es ta bl ish ed an d up da te d lu m p su m 5 12 0, 41 5 11 7, 91 5 11 7, 91 5 11 7, 91 5 11 7, 91 5 59 2, 07 7 Ge nd er ca pa cit y g ap s a re id en tifi ed re po rts 5 0 15 0, 00 0 10 0, 00 0 0 0 25 0, 00 0 TA to 5 FO su pp or tin g in sti tu tio ns TA 10 50 0, 00 0 50 0, 00 0 0 0 0 1, 00 0, 00 0 03 Ca pa cit y of p ub lic se ct or in st itu tio ns to p ro vi de a gr icu ltu ra l e xt en si on se rv ice s s tre ng th en ed 10 0 sta ff re ce ive sh or t-t er m tr ai ni ng sta ff 10 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 1, 00 0, 00 0 15 0 stu de nt s g ra du at ed fr om re fu rb ish ed M al aw i Co lle ge o f F ish er ie s sta ff 15 0 75 ,0 00 14 0, 00 0 14 0, 00 0 14 0, 00 0 12 0, 00 0 61 5, 00 0 20 st af f u pg ra de d to P hD le ve l sta ff 20 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 1, 00 0, 00 0 Fie ld Fo od an d Nu tri tio n Of fic er s ( EP A) re cr ui te d sta ff 20 4 54 0, 00 0 19 4, 40 0 0 0 0 73 4, 40 0 Fie ld Fo od an d Nu tri tio n Of fic er s t ra in ed sta ff 20 4 11 3, 98 0 11 3, 98 0 11 3, 98 0 11 3, 98 0 11 3, 98 0 56 9, 90 1 22 5 sta ff up gr ad ed to B SC le ve l sta ff 22 5 90 0, 00 0 90 0, 00 0 90 0, 00 0 90 0, 00 0 90 0, 00 0 4, 50 0, 00 0 22 5 sta ff up gr ad ed to M SC le ve l sta ff 22 5 1, 35 0, 00 0 1, 35 0, 00 0 1, 35 0, 00 0 1, 35 0, 00 0 1, 35 0, 00 0 6, 75 0, 00 0 28 d ist ric t l ev el M &E o ffi ce rs re cr ui te d sta ff 28 16 ,8 00 0 0 0 0 16 ,8 00 30 0 ag ri- bu sin es s o ffi ce rs re cr ui te d sta ff 30 0 54 0, 00 0 54 0, 00 0 0 0 0 1, 08 0, 00 0 Ex te ns io n sta ff tra in ed (v ar io us te ch ni ca l) sta ff 3, 00 0 1, 32 4, 38 2 1, 30 8, 87 1 1, 27 6, 92 2 1, 26 7, 92 2 1, 27 2, 12 2 6, 45 0, 21 8 61 re se ar ch er s r ec ru ite d sta ff 61 55 8, 00 0 36 0, 00 0 90 ,0 00 90 ,0 00 0 1, 09 8, 00 0 HR m an ag em en t i n M oA IW D m od er ni se d lu m p su m 1 10 ,5 00 10 ,5 00 10 ,5 00 50 0 1, 00 0 33 ,0 00 M oA IW D re -st ru ctu re d lu m p su m 1 3, 15 0, 00 0 0 30 ,0 00 30 ,0 00 0 3, 21 0, 00 0 HI V/ AI DS n ut rit io n su pp le m en ts (S ta ff) lu m p su m 1 11 ,1 75 11 ,1 75 11 ,1 75 11 ,1 75 11 ,1 75 55 ,8 73 Tra in in g ne ed s a ss es sm en t u nd er ta ke n lu m p su m 1 15 ,0 00 0 0 0 0 15 ,0 00 Pu bl ic ex te ns io n w or ke rs a t d ec en tra lis ed le ve ls e qu ip pe d an d ho us ed to d o th ei r j ob 10 7 -to n lo rri es av ai la bl e lo rri es 10 0 0 50 0, 00 0 0 0 50 0, 00 0 10 0 ve hi cle s p ro cu re d fo r fi el d op er at io ns ve hi cle s 10 0 6, 50 0, 00 0 0 0 0 0 6, 50 0, 00 0 123 National Agricultural Investment Plan IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 13 b or de r p os t o ffi ce /h ou se s m ai nt ai ne d Si te s 13 53 0, 49 8 53 0, 49 8 79 5, 74 7 79 5, 74 7 79 5, 74 7 3, 44 8, 23 7 20 4 EP As m ai nt ai ne d wi th o ffi ce , p ow er an d ho us in g fa cil iti es EP As 20 4 5, 20 0, 00 0 5, 00 0, 00 0 5, 00 0, 00 0 5, 00 0, 00 0 5, 00 0, 00 0 25 ,2 00 ,0 00 22 A gr icu ltu re Tr ai ni ng C en tre s r eh ab ili ta te d ce nt re s 22 25 0, 00 0 25 0, 00 0 25 0, 00 0 25 0, 00 0 10 0, 00 0 1, 10 0, 00 0 28 d ist ric t o ffi ce s m ai nt ai ne d Di str ict s 28 75 ,0 00 75 ,0 00 75 ,0 00 90 ,0 00 10 5, 00 0 42 0, 00 0 35 00 m ot or bi ke s p ro cu re d fo r f ro nt lin e sta ff m ot or bi ke s 3, 50 0 3, 00 0, 00 0 4, 50 0, 00 0 3, 00 0, 00 0 0 0 10 ,5 00 ,0 00 Ho us in g at re se ar ch st at io ns im pr ov ed St at io ns 8 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 0 40 0, 00 0 IC T p ac ka ge s a va ila bl e at 2 8 di str ict s, 8 re se ar ch sta tio ns an d 14 n at io na l l ev el o ffi ce s IC T p ac ka ge s 50 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 1, 75 0, 00 0 04 Im pr ov ed im pl em en ta tio n, co or di na tio n an d m on ito rin g of n ut rit io n re la te d ac tiv iti es in th e ag ric ul tu ra l s ec to r 28 d ist ric t l ev el D ist ric t N ut rit io n Co or di na tin g Co m m itt ee s o pe ra tio na l m ee tin gs 14 0 56 ,0 00 56 ,0 00 56 ,0 00 56 ,0 00 56 ,0 00 28 0, 00 0 Nu tri tio n po lic y e nh an ce d po lic y 1 50 ,0 00 0 0 0 0 50 ,0 00 Re gi on al n ut rit io n da ta co lle cte d an nu al ly su rv ey s 20 39 ,1 11 39 ,1 11 39 ,1 11 39 ,1 11 39 ,1 11 19 5, 55 4 Se m i-a nn ua l n ut rit io n fo ru m s u nd er ta ke n m ee tin gs 10 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 50 ,0 00 05 Ad eq ua te fo od sa fe ty le gi sl at io n is in p la ce Pr od uc t-s pe cifi c q ua lit y s ta nd ar ds d ev el op ed lu m p su m 1 18 4, 92 0 10 9, 92 0 10 9, 92 0 34 ,9 20 34 ,9 20 47 4, 60 2 Ap pr op ria te a nd a de qu at e fo od sa fe ty le gi sl at io n is in p la ce Fo od S af et y a nd Q ua lit y B ill an d Ac t d ev el op ed ag en cy 1 0 0 15 0, 00 0 0 0 15 0, 00 0 Fo od sa fe ty an d qu al ity co nt ro l a ge nc y e sta bl ish ed ag en cy 1 15 0, 00 0 0 0 15 0, 00 0 0 30 0, 00 0 pr od uc t-s pe cifi c q ua lit y s ta nd ar ds d ev el op ed lu m p su m 1 0 75 ,0 00 0 75 ,0 00 75 ,0 00 22 5, 00 0 Kn ow le dg e of fo od sa fe ty is su es e nh an ce d al on g th e va lu e ch ai n 45 TW G m em be rs an d Go ve rn m en t o ffi ce s t ra in ed on fo od sa fe ty is su es tra in in gs 45 14 3, 17 3 14 3, 17 3 14 3, 17 3 14 3, 17 3 14 3, 17 3 71 5, 86 6 M ul ti- sta ke ho ld er p la tfo rm s m ee t r eg ul ar m ee tin gs 35 40 ,0 00 40 ,0 00 40 ,0 00 40 ,0 00 40 ,0 00 20 0, 00 0 Re gu la r d at a u pd at in g on afl at ox in lu m p su m 5 13 4, 76 1 13 4, 76 1 13 4, 76 1 13 4, 76 1 13 4, 76 1 67 3, 80 6 Su rv ey s o n fo od sa fe ty u nd er ta ke n su rv ey 61 56 0, 00 0 0 0 0 56 0, 00 0 1, 12 0, 00 0 Qu al ity co nt ro l a ct iv iti es u nd er ta ke n 2 la bo ra to rie s a cc re di te d in te rn at io na lly la bs 2 0 20 0, 00 0 0 20 0, 00 0 0 40 0, 00 0 3 la bo ra to rie s a cc re di te d in te rn at io na lly la bs 2 0 0 0 15 0, 00 0 0 15 0, 00 0 4 la bo ra to rie s a cc re di te d in te rn at io na lly la bs 2 11 ,7 33 11 ,7 33 11 ,7 33 11 ,7 33 11 ,7 33 58 ,6 66 Qu al ity co nt ro l s ys te m d ev el op ed sy ste m 1 0 0 0 27 ,0 00 10 0, 00 0 12 7, 00 0 124 National Agricultural Investment Plan IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 06 Im pl em en ta tio n of th e La nd P ol icy su pp or te d 28 D ist ric t l an d re gi str ie s e sta bl ish ed sy ste m s 28 37 5, 00 0 3, 42 0, 00 0 3, 42 0, 00 0 3, 42 0, 00 0 3, 42 0, 00 0 14 ,0 55 ,0 00 La nd P ol icy in sti tu tio na l a sp ec ts im pl em en te d lu m p su m 5 25 8, 00 0 21 8, 00 0 20 8, 00 0 11 8, 00 0 58 ,0 00 86 0, 00 0 Pa rti cip at io n of w om en a nd y ou th in a gr icu ltu ra l v al ue ch ai ns a nd in st itu tio ns in cr ea se d Go v’t st af f t ra in ed as g en de r f oc al p er so ns sta ff 20 0 0 50 ,0 00 50 ,0 00 0 0 10 0, 00 0 Ag tr ai ni ng cu rri cu la u pd at ed (g en de r/H IV ) Lu m p su m 1 30 9, 52 2 0 0 0 0 30 9, 52 2 Ag S ec to r g en de r/ HI V str at eg y r ev ie we d str at eg y 1 0 50 ,0 00 0 0 0 50 ,0 00 07 Di sa st er p re pa re dn es s s tre ng th en ed Ea rly w ar ni ng in fo d iss em in at ed Lu m p su m 5 20 4, 00 0 20 4, 00 0 15 4, 00 0 15 4, 00 0 15 4, 00 0 87 0, 00 0 La nd zo ne d/ m ap pe d fo r d isa ste r p re pa re d ha 50 ,0 00 94 3, 40 8 1, 18 8, 40 8 69 8, 40 8 69 8, 40 8 69 8, 40 8 4, 22 7, 03 9 W ea th er st at io ns e sta bl ish ed at e ac h EP A sta tio ns 20 4 1, 75 0, 00 0 2, 70 0, 00 0 3, 20 0, 00 0 3, 12 0, 00 0 3, 12 0, 00 0 13 ,8 90 ,0 00 08 IP M a nd b io te ch no lo gy fo r p la nt p ro te ct io ns w id el y ad op te d 20 st af f t ra in ed in b io te ch no lo gy sta ff 20 13 9, 68 2 41 9, 04 5 55 8, 72 6 83 8, 08 9 83 8, 08 9 2, 79 3, 63 1 Pl an t p ro te cti on re gu la tio n re vie we d po lic y 1 0 0 50 ,0 00 0 0 50 ,0 00 09 Re le va nt , e vi de nc e ba se d ex te ns io n ad vi ce d el iv er ed 2 ag re so ur ce ce nt re s o pe ra tio na l p er d ist . ce nt re s 63 10 4, 76 1 10 4, 76 1 10 4, 76 1 14 0, 79 3 34 ,9 20 48 9, 99 7 Di str ict le ve l d at ab as es o n ex te ns io n es ta bl ish ed da ta ba se s 28 25 1, 42 7 29 3, 33 1 20 9, 52 2 20 9, 52 2 20 9, 52 2 1, 17 3, 32 5 GA P gu id el in es co nt in uo us ly up da te d gu id el in es 5 14 5, 71 3 21 5, 99 9 14 5, 71 3 14 5, 71 3 14 5, 71 3 79 8, 85 2 Liv es to ck m as te r p la n de ve lo pe d str at eg y 1 50 0, 00 0 0 0 0 0 50 0, 00 0 Ef fic ie nt re se ar ch p ar tn er sh ip s 2 te ch re le as e sta ke ho ld er m ee tin gs /a nn ua lly m ee tin gs 10 41 ,9 04 41 ,9 04 41 ,9 04 41 ,9 04 41 ,9 04 20 9, 52 2 AR ET d ive rs ifi ca tio n pl an d ev el op ed stu dy 1 0 50 ,0 00 0 0 0 50 ,0 00 Ca pa cit y o f n at io na l r ep os ito ry ce nt re s ( pl an t, liv es to ck , fi sh g en et ics ) u pg ra de d Lu m p su m 1 0 0 15 0, 00 0 0 0 15 0, 00 0 M IR T s tre ng th en ed Lu m p su m 1 0 50 ,0 00 0 0 0 50 ,0 00 Re se ar ch co or di na tio n ac tiv iti es m ee tin gs 20 62 ,0 00 52 ,0 00 42 ,0 00 32 ,0 00 32 ,0 00 22 0, 00 0 Re se ar ch g ra nt s p ro vid ed to 5 0 stu de nt s stu de nt s 50 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 50 0, 00 0 10 Ef fic ie nt se ed su pp ly sy st em s e st ab lis he d Im po rt pr oc ed ur es si m pl ifi ed Lu m p su m 1 15 0, 00 0 75 ,0 00 15 0, 00 0 0 0 37 5, 00 0 Pr oc ed ur e fo r r el ea sin g ne w va rie tie s r ev ise d an d str ea m lin ed (b la nk ) 30 ,0 00 30 ,0 00 0 0 0 60 ,0 00 125 National Agricultural Investment Plan IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Se ed b ill p as se d Lu m p su m 1 29 ,3 33 29 ,3 33 0 0 0 58 ,6 66 Se m i-a ut on om ou s S ee d Se rv ice s U ni t e sta bl ish ed Lu m p su m 1 84 6, 15 2 42 3, 07 6 0 0 0 1, 26 9, 22 8 FI SP re fo rm s a dv an ce d FI SP re fo rm o pt io ns m on ito re d an d di sc us se d am on gs t s ta ke ho ld er s Lu m p su m 5 17 5, 00 0 17 5, 00 0 17 5, 00 0 17 5, 00 0 17 5, 00 0 87 5, 00 0 FI SP re fo rm o pt io ns p ilo te d Lu m p su m 5 76 5, 00 0 76 5, 00 0 76 5, 00 0 76 5, 00 0 76 5, 00 0 3, 82 5, 00 0 FI SP re fo rm o pt io ns st ud ie d stu di es 2 15 0, 00 0 10 0, 00 0 0 0 0 25 0, 00 0 Li ve st oc k an d fis he rie s g en e po ol im pr ov ed a nd b re ed in g st oc k m ad e av ai la bl e to fa rm er s Liv es to ck co ns er va tio n pr ot oc ol s d ev el op ed Lu m p su m 1 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 50 ,0 00 Su pp ly ch ai ns fo r o rg an ic an d in -o rg an ic fe rti lis er st re ng th en ed 3 so il la bs re fu rb ish ed la bs 3 48 8, 88 5 50 9, 83 8 50 9, 83 8 20 ,9 52 0 1, 52 9, 51 3 Se m i-a ut on om ou s f er til ise r r eg ul at or y b od y es ta bl ish ed ag en cy 1 24 ,4 44 0 97 7, 77 1 0 0 1, 00 2, 21 5 11 Ag ro -fo re st ry a re as e xp an de d an d m an ag em en t c ap ac iti es e nh an ce d Le ga l f ra m ew or k f or ag ro -fo re str y d ev el op ed an d in ce nt ive m ec ha ni sm s i de nt ifi ed stu di es 1 25 ,0 00 25 ,0 00 10 0, 00 0 75 ,0 00 25 ,0 00 25 0, 00 0 Tre e- co ve r d en sit y o n ag ric ul tu ra l l an d es ta bl ish ed at n at io na l l ev el stu di es 1 75 0, 00 0 0 75 ,0 00 15 0, 00 0 15 0, 00 0 1, 12 5, 00 0 La ke a nd ri ve rs fi sh er ie s r es ou rc es a re e ffi cie nt ly a nd su st ai na bl y m an ag ed An nu al ce ns us o n fis h an d aq ua tic e nv iro nm en t un de rta ke n su rv ey 5 11 9, 84 1 11 9, 84 1 11 9, 84 1 11 9, 84 1 11 9, 84 1 59 9, 20 4 Fis he rie s m as te r p la n de ve lo pe d stu di es 1 0 0 0 20 0, 00 0 0 20 0, 00 0 Le ga l/r eg ul at or y f ra m ew or k f or fi sh er ie s m an ag em en t s tre ng th en ed Lu m p su m 1 42 2, 23 6 24 4, 44 3 55 5, 47 5 23 0, 47 5 23 0, 47 5 1, 68 3, 10 3 12 Ar ea u nd er fu nc tio na l i rr ig at io n sy st em s i nc re as ed Ca pa cit y f or p la nn in g/ im pl em en ta tio n of ir rig at io n/ m an ag em en t s tre ng th en ed at n at io na l l ev el Lu m p su m 2 10 5, 79 3 10 5, 79 3 10 5, 79 3 10 5, 79 3 10 5, 79 3 52 8, 96 5 Irr ig at io n sc he m es a re p ro pe rly m an ag ed a nd m ai nt ai ne d ac co rd in g to th ei r e co no m ic po te nt ia l Co de s o f c on du ct fo r i rri ga tio n m an ag em en t de ve lo pe d & m on ito re d pl an s 1, 20 0 62 ,9 52 42 ,0 00 42 ,0 00 42 ,0 00 42 ,0 00 23 0, 95 2 W UA A ct en ac te d Lu m p su m 1 0 50 ,0 00 0 0 0 50 ,0 00 13 Kn ow le dg e an d sk ill s o f p ro vi de rs a nd u se rs o f m ec ha ni za tio n se rv ice s s tre ng th en ed St an da rd s f or sa fe ty m ea su re s/s af eg ua rd d ev el op ed sta nd ar d 1 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 69 ,8 40 126 National Agricultural Investment Plan IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 14 En ab lin g en vi ro nm en t f or A gr i-fi na nc e st re ng th en ed a nd sp ec ifi c p ol icy in st ru m en ts e st ab lis he d. In cre as ed in cre m en tal va lue of w are ho us e r ec eip t fi na nc ing Lu m p su m 5 10 0, 00 0 0 0 0 0 10 0, 00 0 M AR KE T I NF O av ai la bi lit y an d us e en ha nc ed IC T-b as ed M IS o pe ra tio na l sy ste m s 1 97 8, 88 8 97 8, 88 8 97 8, 88 8 97 8, 88 8 97 8, 88 8 4, 89 4, 44 2 Re gi on al a nd in te rn at io na l t ra de fa cil ita te d Ba rc od e in sti tu tio n es ta bl ish ed in sti tu tio n 1 0 0 0 0 62 ,8 57 62 ,8 57 Go ve rn m en t s ta ff tra in ed o n tra de is su es lu m p su m 1 22 5, 93 6 22 5, 93 6 22 5, 93 6 22 5, 93 6 22 5, 93 6 1, 12 9, 67 8 No n- tra de b ar rie r d at ab as e es ta bl ish ed da ta ba se 1 0 25 3, 76 8 0 0 0 25 3, 76 8 Tra de b an s/ no n- tra de b ar rie rs re du ce d lu m p su m 1 15 8, 61 2 15 8, 61 2 15 8, 61 2 15 8, 61 2 15 8, 61 2 79 3, 06 0 Tra de -re la te d po lic ie s u pd at ed lu m p su m 1 36 6, 58 6 36 8, 05 3 36 9, 51 9 24 0, 94 2 24 0, 94 2 1, 58 6, 04 2 Sc op e an d ef fic ie nc y of C om EX a nd W R sy st em s e nh an ce d In cre as ed in cre m en tal va lue of w are ho us e r ec eip t fi na nc ing US D 50 ,0 00 ,0 00 29 5, 56 6 34 5, 56 6 29 5, 56 6 29 5, 56 6 29 5, 56 6 1, 52 7, 83 1 Tr an sp ar en t a nd ru le s- ba se d m ar ke t a nd tr ad e po lic ie s AD M AR C su cc es sfu lly re fo rm ed stu di es 2 1, 10 0, 00 0 1, 00 0, 00 0 0 0 0 2, 10 0, 00 0 An al yt ica l c ap ac ity st re ng th en ed tra in in gs 6 75 ,6 44 75 ,6 44 75 ,6 44 15 ,6 44 15 ,6 44 25 8, 22 2 Pr ici ng p ol icy d ev el op ed po lic y 1 10 0, 00 0 15 5, 87 3 0 0 0 25 5, 87 3 Pr iva te se cto r c on su lt m ec ha ni sm e sta bl ish ed m ee tin gs 25 19 2, 06 2 19 2, 06 2 19 2, 06 2 19 2, 06 2 19 2, 06 2 96 0, 31 1 15 En ab lin g ag rib us in es s e nv iro nm en t a nd p ub lic -p riv at e di al og ue st re ng th en ed Re gu la to ry . f ra m ew or k/ su pp or t i ns tit ut io ns fo r co tto n/ to ba cc o str en gt h Lu m p su m 1 70 ,0 00 17 0, 00 0 17 0, 00 0 20 ,0 00 70 ,0 00 50 0, 00 0 Hi gh -le ve l p ub lic -p riv at e co or di na tio n fo ru m s es ta bl ish ed an d ef fe cti ve m ee tin gs 20 54 ,0 00 54 ,0 00 54 ,0 00 54 ,0 00 54 ,0 00 27 0, 00 0 Na tio na l A gr icu ltu ra l f ai r g ro un ds an d ce nt re fo r ex ce lle nc e es ta bl ish ed Lu m p su m 1 0 0 20 0, 00 0 10 0, 00 0 10 0, 00 0 40 0, 00 0 Ta x/ no n- ta x i nc en tiv e m ec ha ni sm s d ev el op ed Lu m p su m 1 0 50 ,0 00 10 0, 00 0 0 0 15 0, 00 0 Pr in cip le s f or R es po ns ib le A gr icu ltu ra l I nv es tm en ts (P RA I) m ai ns tre am ed Aw ar en es s c re at io n an d ou tre ac h ac tiv iti es co nd uc te d in ve stm en ts 20 60 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 26 0, 00 0 Pr oc ed ur es / g ui de lin es d ev el op ed /a do pt ed in ve stm en ts 20 15 0, 00 0 0 0 0 0 15 0, 00 0 127 National Agricultural Investment Plan IA IO Ou tp ut s Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 16 En ab lin g en vi ro nm en t f or A gr i-fi na nc e st re ng th en ed a nd sp ec ifi c p ol icy in st ru m en ts e st ab lis he d. Es ta bl ish m ov ab le co lla te ra l r eg ist ry sy ste m 1 10 0, 00 0 0 0 0 0 10 0, 00 0 Fe as ib ili ty st ud ie s/ ex pe rt co ns ul ta tio ns to fo ste r ac ce ss to fi na nc e co nd uc te d Lu m p su m 5 10 0, 00 0 0 0 0 0 10 0, 00 0 St re ng th en e na bl in g en vir on m en t Lu m p su m 5 0 10 0, 00 0 0 0 0 10 0, 00 0 Gr an d To ta l 53 0, 85 4 72 ,4 29 ,2 46 68 ,4 70 ,1 59 66 ,7 35 ,8 67 62 ,4 95 ,0 28 63 ,1 83 ,7 60 33 3, 31 4, 06 1 128 National Agricultural Investment Plan Pr og ra m B IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 02 St ro ng , w el l-o rg an is ed a nd in clu si ve F Os co nd uc t b us in es s a nd p ro vi de se rv ice s t o th ei r m em be rs 17 03 0 gr ou ps tr ai ne d gr ou ps 17 ,0 30 64 9, 52 2 1, 28 9, 52 2 68 9, 52 2 88 9, 52 2 1, 28 9, 52 2 4, 80 7, 61 2 FO ’s re ce ive lo ng -te rm tr ai ni ng p ac ka ge s FO ’s 39 0 8, 31 1 8, 31 1 8, 31 1 8, 31 1 8, 31 1 41 ,5 55 04 In st itu tio na l f ee di ng p ro gr am s Or ch ar ds e sta bl ish ed at sc ho ol s sc ho ol s 5, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 1, 00 0, 00 0 Sc ho ol fe ed in g pr og ra m s i m pr ov ed Lu m p su m 5 61 ,6 82 61 ,6 82 81 ,6 82 81 ,6 82 10 1, 68 2 38 8, 41 1 1 m ill io n in te gr at ed h ou se ho ld fa rm in g (IH F) ga rd en s e sta bl ish ed 1, 00 0, 00 0 40 ,0 00 ,0 00 40 ,0 00 ,0 00 40 ,0 00 ,0 00 40 ,0 00 ,0 00 40 ,0 00 ,0 00 20 0, 00 0, 00 0 HH s d ire ctl y s en sit ise d on n ut rit io n hh s 57 5, 00 0 23 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 1, 63 0, 00 0 20 4 EP A le ve l n ut rit io n ca re g ro up s o pe ra tio na l an nu al ly gr ou ps 1, 02 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 1, 02 0, 00 0 4 co ok in g de m os /E PA an nu al ly de liv er ed hh s 3, 14 0 2, 51 2 2, 51 2 2, 51 2 2, 51 2 2, 51 2 12 ,5 60 50 0, 00 0 ho us eh ol ds tr ai ne d on fo od p ro ce ss in g, sto ra ge an d co ns er va tio n hh s 50 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 50 0, 00 0 An nu al vi lla ge fo od / n ut rit io n fa ir m ee tin gs 3, 14 0 31 4, 00 0 31 4, 00 0 31 4, 00 0 31 4, 00 0 31 4, 00 0 1, 57 0, 00 0 Nu tri tio n ca m pa ig ns (w ith re la te d m ee tin gs & m at er ia ls) u nd er ta ke n ca m pa ig ns 10 11 5, 93 6 11 5, 93 6 11 5, 93 6 11 5, 93 6 11 5, 93 6 57 9, 67 8 05 Kn ow le dg e of fo od sa fe ty is su es e nh an ce d al on g th e va lu e ch ai n In fo rm at io n on afl at ox in d iss em in at ed Lu m p su m 5 22 0, 00 0 95 ,0 00 95 ,0 00 85 ,0 00 85 ,0 00 58 0, 00 0 06 Im pl em en ta tio n of th e La nd P ol icy su pp or te d An nu al d ist ric t a wa re ne ss m ee tin gs o n ac qu iri ng la nd fo r i nv es tm en t c on du cte d m ee tin gs 14 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 2, 80 0, 00 0 Se ns iti se co m m un iti es o n la nd ri gh ts m ee tin gs 1, 02 0 49 4, 19 0 49 4, 19 0 49 4, 19 0 49 4, 19 0 49 8, 38 1 2, 47 5, 14 3 Hh s s tre ng th en ed o n ge nd er re la tio ns hh s 20 0, 00 0 1, 02 5, 00 0 1, 02 5, 00 0 1, 02 5, 00 0 1, 02 5, 00 0 25 ,0 00 4, 12 5, 00 0 Pa rti cip at io n of w om en an d yo ut h in ag ric ul tu ra l va lu e ch ai ns an d in sti tu tio ns in cr ea se d gr ou ps 2, 64 0 12 6, 53 9 13 4, 92 0 14 1, 90 4 15 5, 87 3 23 9, 68 2 79 8, 91 9 07 Di sa st er p re pa re dn es s s tre ng th en ed 20 25 0 Pe op le tr ai ne d on d isa ste r r isk m an ag em en t a nd p re pa re dn es s fa rm er s 20 ,2 50 24 0, 87 3 27 3, 37 3 17 5, 87 3 17 5, 87 3 17 5, 87 3 1, 04 1, 86 3 50 ,0 00 ho us eh old s w ith fo od st or ag e f ac ilit ies in pl ac e hh s 50 ,0 00 2, 56 4, 66 6 2, 56 4, 66 6 2, 63 9, 66 6 2, 33 9, 66 6 2, 33 9, 66 6 12 ,4 48 ,3 31 Ge nd er res po ns ive gu ide lin es in pl ac e f or dis as ter re sp on se gu id el in es 1 0 20 ,0 00 20 ,0 00 0 0 40 ,0 00 129 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t St ra te gi c g ra in re se rv es (p hy si ca l a nd v irt ua l i n pl ac e to re sp on d un de rta ke n to re du ce im pa ct s n at ur al d is as te rs o n ho us eh ol d- le ve l F NS . 24 0, 00 0 M T o f g ra in st or ed M T 1, 20 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 29 ,0 00 ,0 00 54 st or ag e fa cil iti es re ha bi lit at ed sil os 54 3, 00 0, 00 0 2, 10 0, 00 0 75 0, 00 0 25 0, 00 0 0 6, 10 0, 00 0 Fo od d el ive re d to 5 % o f M al aw ia n ho us eh ol ds pe op le 4, 57 8, 82 5 56 ,2 50 ,0 00 61 ,8 75 ,0 00 68 ,0 62 ,5 00 74 ,8 68 ,7 50 82 ,3 55 ,6 25 34 3, 41 1, 87 5 08 Ad eq ua te in fra st ru ct ur e in p la ce to h an dl e di se as e ou tb re ak s 50 0 lit re s o f h er bi cid es an d pe sti cid es al wa ys in st oc k lit re s 2, 50 0 5, 00 0 5, 00 0 5, 00 0 5, 00 0 5, 00 0 25 ,0 00 Qu ar an tin e an d ot he r f ac ili tie s a va ila bl e lu m p su m 1 3, 03 4, 45 8 2, 93 4, 45 8 1, 56 5, 57 9 96 3, 41 2 53 5, 84 6 9, 03 3, 75 3 An im al h ea lth p re ve nt iv e m ea su re s 5 m ill io n po ul try va cc in at io ns an nu al ly ch ick en 27 ,0 00 ,0 00 69 ,8 41 69 ,8 41 69 ,8 41 69 ,8 41 97 ,7 77 37 7, 14 0 Co ws va cc in at ed /d ip pe d tw ice a ye ar ca ttl e 16 ,5 00 ,0 00 2, 60 0, 00 0 2, 95 0, 00 0 3, 30 0, 00 0 3, 65 0, 00 0 4, 00 0, 00 0 16 ,5 00 ,0 00 Da iry co ws sc re en ed fo r T B/ tic ks ca ttl e 44 3, 75 0 49 5, 87 0 55 7, 85 3 61 9, 83 7 68 1, 82 1 74 3, 80 4 3, 09 9, 18 5 Go at st oc k d ew or m ed an nu al ly go at s 41 ,2 50 ,0 00 1, 62 5, 00 0 1, 84 3, 75 0 2, 06 2, 50 0 2, 28 1, 25 0 2, 50 0, 00 0 10 ,3 12 ,5 00 Pi gs d ew or m ed an d va cc in at ed an nu al ly pi gs 14 ,0 25 ,0 00 3, 60 0, 00 0 4, 55 0, 00 0 5, 50 0, 00 0 6, 45 0, 00 0 7, 95 0, 00 0 28 ,0 50 ,0 00 Pr oc ed ur es o n bi os af et y o f a ni m al s a nd fi sh in p la ce lu m p su m 1 50 ,0 00 0 0 0 0 50 ,0 00 Va cc in at io n bo xe s i n pl ac e lu m p su m 1 1, 00 0, 00 0 0 0 0 0 1, 00 0, 00 0 50 0, 00 0 fa rm er s t ra in ed an nu al ly on an im al hy gi en e an d di se as e pr ev en tio n fa rm er s 2, 50 0, 00 0 12 5, 00 0 12 5, 00 0 12 5, 00 0 12 5, 00 0 12 5, 00 0 62 5, 00 0 IP M a nd b io te ch no lo gy fo r p la nt p ro te ct io ns w id el y ad op te d 10 0 pl an t c lin ics e sta bl ish ed pl an t c lin ics 10 0 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 75 ,8 73 15 5, 87 3 5 gr ou ps p er E PA fo rm ed an d tra in ed to im pl em en t I M P in th ei r c om m un ity gr ou ps 1, 02 0 51 ,0 00 51 ,0 00 51 ,0 00 51 ,0 50 51 ,0 00 25 5, 05 0 Ag ric ul tu ra l b io te ch no lo gi es ap pl ie d lu m p su m 5 37 0, 95 2 36 3, 96 8 22 7, 93 6 22 0, 95 2 21 3, 96 8 1, 39 7, 77 7 M on ito rin g & co nt ro l 2 m ill io n ha m on ito re d an d co nt ro lle d fo r p es ts an nu al ly ha 10 ,0 00 ,0 00 30 ,6 80 ,2 31 30 ,7 22 ,1 35 30 ,5 26 ,5 81 30 ,1 63 ,4 09 30 ,1 07 ,5 36 15 2, 19 9, 89 2 Pe st s a nd d is ea se s o ut br ea ks a re m on ito re d an d co nt ro lle d 2 m ill io n ha m on ito re d an d co nt ro lle d fo r p es ts an nu al ly ha 10 ,0 00 ,0 00 36 0, 00 0 36 0, 00 0 36 0, 00 0 36 0, 00 0 36 0, 00 0 1, 80 0, 00 0 130 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 09 Re le va nt , e vi de nc e ba se d ex te ns io n ad vi ce d el iv er ed 15 0, 00 0 fa rm er s a cti ve in ch ick en p as s-o n gr ou ps fa rm er s 15 0, 00 0 24 ,0 00 24 ,0 00 24 ,0 00 24 ,0 00 24 ,0 00 12 0, 00 0 18 0, 00 0 ch ick en s a nn ua lly d ist rib ut ed to p as s-o n sc he m es ch ick en 90 0, 00 0 1, 25 7, 13 4 1, 25 7, 13 4 1, 25 7, 13 4 1, 25 7, 13 4 1, 25 7, 13 4 6, 28 5, 67 0 22 5, 00 0 fa rm er s a cti ve in g oa t p as s-o n pr og ra m s fa rm er s 16 6, 66 7 97 ,3 01 97 ,3 01 97 ,3 01 15 3, 17 4 15 3, 17 4 59 8, 25 0 36 40 0 fa rm er s a nn ua lly tr ai ne d on sm al l s to ck m an ag em en t fa rm er s 18 2, 00 0 30 1, 99 2 30 1, 99 2 30 1, 99 2 30 1, 99 2 30 1, 99 2 1, 50 9, 95 8 45 ,0 00 fa rm er s a cti ve in ch ick en p as s-o n gr ou ps fa rm er s 45 ,0 00 31 ,4 28 31 ,4 28 31 ,4 28 31 ,4 28 31 ,4 28 15 7, 14 2 45 ,0 00 g oa ts an nu al ly di str ib ut ed to p as s-o n sc he m es go at s 22 5, 00 0 2, 19 9, 98 5 2, 19 9, 98 5 2, 19 9, 98 5 2, 19 9, 98 5 2, 19 9, 98 5 10 ,9 99 ,9 23 45 00 b ee ke ep er s t ra in ed fa rm er s 4, 50 0 3, 35 2 5, 58 7 2, 79 4 83 8 0 12 ,5 71 Liv es to ck co m m itt ee s r ev am pe d in 2 80 0 vil la ge s co m m itt ee s 2, 80 0 7, 00 0 7, 00 0 7, 00 0 8, 40 0 9, 80 0 39 ,2 00 Ef fic ie nt re se ar ch p ar tn er sh ip s An im al G en et ic Re so ur ce s C en tre e sta bl ish ed lu m p su m 2 0 20 0, 00 0 0 0 0 20 0, 00 0 Ge rm pl as m co ns er ve d sp ec ie s 3, 00 0 33 ,4 96 33 ,4 96 82 ,3 84 82 ,3 84 82 ,3 84 31 4, 14 4 M al aw i P la n Ge ne tic C en tre re fu rb ish ed lu m p su m 1 0 83 ,8 09 0 0 0 83 ,8 09 10 Li ve st oc k/ fis he rie s b re ed in g Sm al l s to ck m ul tip lic at io n th ro ug h fa rm er br ee de rs go at s 1, 00 0 1, 57 8, 79 8 1, 57 8, 79 8 1, 57 8, 79 8 1, 57 8, 79 8 1, 57 8, 79 8 7, 89 3, 98 8 Su pp ly ch ai ns fo r o rg an ic an d in -o rg an ic fe rti lis er st re ng th en ed 2 m ill io n fa rm er s a nn ua lly in vo lve d in m an ur e an d in or ga ni c f er til ise r p ro du cti on fa rm er s 10 ,0 00 ,0 00 1, 01 9, 04 5 1, 01 9, 04 5 1, 01 9, 04 5 1, 01 9, 04 5 1, 01 9, 04 5 5, 09 5, 22 3 In ve sti ga te o pt io ns fo r f er til ise r p ro du cti on an d tra ns po rt lu m p su m 1 0 20 0, 00 0 0 0 0 20 0, 00 0 Na tio na l s oi l m ap s u pd at ed m ap s 8 70 2, 14 0 70 2, 14 0 36 6, 90 4 36 6, 90 4 36 6, 90 4 2, 50 4, 99 4 Pe sti cid es C on tro l B oa rd st re ng th en ed lu m p su m 1 0 50 ,0 00 50 ,0 00 50 ,0 00 0 15 0, 00 0 11 Ag ro -fo re st ry a re as e xp an de d an d m an ag em en t c ap ac iti es e nh an ce d 131 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 15 0, 00 0 fa rm er s t ra in ed an nu al ly in ag ro -fo re str y pr ac tic es fa rm er s 75 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 1, 75 0, 00 0 2 m ill io n ha o f f ar m er m an ag ed n at ur al ge ne ra tio n tre e- pl an te d ar ea s e sta bl ish ed ha 2, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 2, 80 0, 00 0 22 ,5 00 m in i-t re e nu rs er ie s e sta bl ish ed an d pr op er ly m an ag ed nu rs er ie s 22 ,5 00 2, 55 0, 00 0 2, 55 0, 00 0 2, 55 0, 00 0 2, 55 0, 00 0 2, 55 0, 00 0 12 ,7 50 ,0 00 At le as t 3 0, 00 0 ha an d 2, 50 0 km o f r ive r b an ks pl an te d wi th tr ee s ha 30 ,0 00 18 0, 00 0 18 0, 00 0 18 0, 00 0 18 0, 00 0 18 0, 00 0 90 0, 00 0 La ke a nd ri ve rs fi sh er ie s r es ou rc es a re e ffi cie nt ly a nd su st ai na bl y m an ag ed HI V/ AI DS b as el in e da ta d iss em in at ed an d co m m un ity aw ar en es s c am pa ig ns co nd uc te d stu di es 1 6, 98 4 26 ,9 84 6, 98 4 6, 98 4 6, 98 4 54 ,9 20 La nd u se p la nn in g an d zo ni ng u pd at ed a nd im pl em en ta tio n ca pa cit y en ha nc ed Ag ric ul tu ra l a nd p ro te cte d ar ea s z on ed ha 82 ,5 00 2, 39 4, 21 4 1, 67 2, 21 4 1, 50 4, 59 6 1, 49 7, 61 2 1, 49 7, 61 2 8, 56 6, 24 6 Di str ict le ve l n at ur al re so ur ce m an ag em en t co m m itt ee s f un cti on al co m m itt ee s 14 0 25 3, 96 8 25 3, 96 8 25 3, 96 8 25 3, 96 8 25 3, 96 8 1, 26 9, 84 1 Su st ai na bl e us e an d m an ag em en t o f w at er re so ur ce s 1 de ep w el l e sta bl ish ed p er d ist ric t we lls 28 0 24 5, 00 0 24 5, 00 0 24 5, 00 0 24 5, 00 0 98 0, 00 0 W at er re so ur ce s a re m an ag ed a nd u se d su st ai na bl y 15 00 li ve sto ck w at er in g po in ts es ta bl ish ed po in ts 1, 50 0 75 ,0 00 75 ,0 00 75 ,0 00 75 ,0 00 75 ,0 00 37 5, 00 0 20 0, 00 0 fa rm er s t ra in ed an nu al ly on ra in w at er ha rv es tin g fa rm er s 1, 00 0, 00 0 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 25 0, 00 0 3 da m s c on str uc te d pe r d ist ric t da m s 84 2, 00 0, 00 0 2, 00 0, 00 0 2, 00 0, 00 0 2, 00 0, 00 0 40 0, 00 0 8, 40 0, 00 0 Ca tch m en t a re a m an ag em en t s tre ng th en ed ha 1, 00 0, 00 0 1, 46 6, 73 8 1, 41 9, 27 7 1, 17 5, 78 7 72 1, 82 2 1, 15 1, 34 3 5, 93 4, 96 6 Im pr ov ed ra in wa te r h ar ve sti ng an d so il m oi stu re m an ag em en t t ec hn ol og ie s d ev el op ed fa rm er s 1, 00 0, 00 0 2, 25 2, 82 4 2, 25 2, 82 4 2, 25 2, 82 4 2, 25 2, 82 4 2, 25 2, 82 4 11 ,2 64 ,1 18 Gr an d To ta l 1, 51 4, 95 6 17 5, 64 9, 98 0 18 1, 56 8, 09 9 18 4, 48 6, 29 3 19 0, 87 9, 33 9 19 8, 12 8, 36 7 93 0, 71 2, 07 9 132 National Agricultural Investment Plan Pr og ra m C IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 02 St ro ng , w el l-o rg an is ed a nd in clu si ve F Os co nd uc t b us in es s a nd p ro vi de se rv ice s t o th ei r m em be rs 15 0 FO ’s lin ke d to w ar eh ou se s o r c om m od ity ex ch an ge s FO ’s 15 0 15 ,0 00 15 ,0 00 15 ,0 00 15 ,0 00 15 ,0 00 75 ,0 00 25 0 ag ri- bu sin es s F O’ s f or m ed FO ’s 25 0 51 ,8 19 51 ,8 19 51 ,8 19 51 ,8 19 51 ,8 19 25 9, 09 4 50 0 FO le ad er s t ra in ed pe op le 50 0 30 ,1 71 30 ,1 71 30 ,1 71 30 ,1 71 30 ,1 71 15 0, 85 6 05 Kn ow le dg e of fo od sa fe ty is su es e nh an ce d al on g th e va lu e ch ai n Pr oc es so rs /S M Es tr ai ne d on fo od h an dl in g SM Es 5, 64 2 24 4, 50 0 24 9, 14 8 26 6, 79 5 27 1, 89 4 26 4, 24 6 1, 29 6, 58 2 Qu al ity co nt ro l a ct iv iti es u nd er ta ke n 80 in sp ec tio n vis its o f p ro ce ss or s u nd er ta ke n vis its 80 57 ,5 24 57 ,5 24 57 ,5 24 57 ,5 24 57 ,5 24 28 7, 61 8 m on ito rin g of fo od p re m ise s vis its 70 65 ,0 69 65 ,0 69 65 ,0 69 65 ,0 69 65 ,0 69 32 5, 34 7 09 Re le va nt , e vi de nc e ba se d ex te ns io n ad vi ce d el iv er ed 24 5 va lu e ad di tio n gr ou ps fo rm ed gr ou ps 24 5 24 ,5 00 24 ,5 00 24 ,5 00 24 ,5 00 24 ,5 00 12 2, 50 0 29 30 FO ’s tra in ed o n pr oc es sin g FO ’s 2, 93 0 60 0, 00 0 73 0, 00 0 78 0, 00 0 52 0, 00 0 30 0, 00 0 2, 93 0, 00 0 41 0, 00 0 fa rm er s t ra in ed an nu al ly on p os t- ha rv es t m an ag em en t fa rm er s 2, 05 0, 00 0 41 0, 00 0 41 0, 00 0 41 0, 00 0 41 0, 00 0 41 0, 00 0 2, 05 0, 00 0 Eq ui pm en t d ist rib ut ed fo r r ed uc in g po st- ha rv es t l os se s eq ui pm en t 2, 05 0, 00 0 41 ,3 00 ,0 00 41 ,3 00 ,0 00 41 ,3 00 ,0 00 41 ,3 00 ,0 00 41 ,3 00 ,0 00 20 6, 50 0, 00 0 11 La ke a nd ri ve rs fi sh er ie s r es ou rc es a re e ffi cie nt ly a nd su st ai na bl y m an ag ed 20 Fi sh er ie s l an di ng si te s a nd m ar ke tin g fa cil iti es an d 2 do ck in g sta tio ns e sta bl ish ed fa cil iti es 22 27 9, 36 3 17 4, 60 2 17 4, 60 2 45 3, 96 5 17 4, 60 2 1, 25 7, 13 4 12 Irr ig at io n sc he m es a re p ro pe rly m an ag ed a nd m ai nt ai ne d ac co rd in g to th ei r e co no m ic po te nt ia l 50 0 m at ch in g gr an ts di sb ur se d fo r i rri ga tio n in ve stm en ts gr an ts 50 0 10 4, 76 1 10 4, 76 1 10 4, 76 1 10 4, 76 1 10 4, 76 1 52 3, 80 6 Irr ig at io n fa rm er s l in ke d to m ar ke ts an d fin an ce lin ka ge s 50 66 ,3 49 66 ,3 49 66 ,3 49 66 ,3 49 66 ,3 49 33 1, 74 4 13 Av ai la bi lit y an d qu al ity o f m ec ha ni za tio n eq ui pm en t a nd se rv ice s e nh an ce d Fe as ib ili ty st ud y o n m ac hi ne ry fu nd co nd uc te d stu di es 1 50 ,0 00 0 0 0 0 50 ,0 00 133 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 14 Do m es tic m ar ke t a cc es s i m pr ov ed 5, 00 0 km o f r ur al fe ed er ro ad s r eh ab ili ta te d/ up gr ad ed km s 5, 00 0 50 ,0 00 ,0 00 50 ,0 00 ,0 00 50 ,0 00 ,0 00 50 ,0 00 ,0 00 50 ,0 00 ,0 00 25 0, 00 0, 00 0 75 00 km o f r ur al fe ed er ro ad s s po t-i m pr ov ed km s 7, 50 0 18 ,7 50 ,0 00 18 ,7 50 ,0 00 18 ,7 50 ,0 00 18 ,7 50 ,0 00 18 ,7 50 ,0 00 93 ,7 50 ,0 00 Ru ra l c ol d sto ra ge fa cil iti es e sta bl ish ed M T 5, 00 0 1, 81 1, 42 7 1, 81 1, 42 7 1, 81 1, 42 7 1, 81 1, 42 7 1, 81 1, 42 7 9, 05 7, 13 4 Ru ra l m ar ke t f ac ili tie s e sta bl ish ed an d re ha bi lit at ed fa cil iti es 25 1 1, 05 0, 95 0 1, 25 7, 93 3 1, 50 1, 20 1 1, 37 4, 66 5 1, 49 0, 00 0 6, 67 4, 74 9 Ru ra l m ar ke t f ac ili tie s r eh ab ili ta te d ce nt re s 31 6 3, 00 0, 00 0 3, 00 0, 00 0 3, 00 0, 00 0 3, 00 0, 00 0 3, 80 0, 00 0 15 ,8 00 ,0 00 Re gi on al a nd in te rn at io na l t ra de fa cil ita te d Ac tiv e in te rn at io na l t ra de p ro m ot io n un de rta ke n lu m p su m 1 2, 03 1, 56 3 2, 12 9, 34 0 2, 22 7, 11 7 1, 75 7, 78 7 1, 73 8, 23 1 9, 88 4, 03 7 Sc op e an d ef fic ie nc y of C om E X an d W R sy st em s e nh an ce d 40 0, 00 0 M T a dd iti on al q ua lit y s to ra ge ca pa cit y es ta bl ish ed M T 40 0, 00 0 26 ,8 50 ,0 00 26 ,7 80 ,0 00 18 ,9 50 ,0 00 15 ,0 50 ,0 00 11 ,1 50 ,0 00 98 ,7 80 ,0 00 Fa rm er s a nd S M Es tr ai ne d in w ar eh ou se re ce ip t s ys te m s a nd co m m od ity e xc ha ng es en tit ie s 50 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 17 5, 00 0 17 5, 00 0 65 0, 00 0 In cr ea se d in cr em en ta l v al ue o f w ar eh ou se re ce ip t fi na nc in g en tit ie s 1, 55 1 1, 07 5, 54 8 2, 05 3, 31 9 2, 54 2, 20 4 2, 54 2, 20 4 2, 54 2, 20 4 10 ,7 55 ,4 80 15 Ag rib us in es s i nv es tm en t p ro m ot io n an d PP Ps im pl em en te d 36 ab at to irs (r ur al /u rb an ) e sta bl ish ed ab at to irs 36 15 5, 00 0 25 5, 00 0 25 5, 00 0 33 0, 00 0 18 0, 00 0 1, 17 5, 00 0 5 sp ec ia l e co no m ic zo ne s f or ag rib us in es s de ve lo pe d zo ne s 5 47 3, 73 3 52 3, 73 3 52 3, 73 3 82 2, 93 7 1, 23 7, 98 2 3, 58 2, 11 9 6 ad di tio na l c om m od ity va lu e ch ai n pl at fo rm s es ta bl ish ed an d ex ist in g pl at fo rm s f ul ly fu nc tio na l pl at fo rm s 10 62 2, 34 9 72 2, 34 9 82 2, 34 9 92 2, 34 9 1, 02 2, 34 9 4, 11 1, 74 5 75 A gr o- pr oc es so rs co nn ec te d to e le ctr ici ty SM Es 75 1, 20 0, 00 0 2, 00 0, 00 0 2, 00 0, 00 0 1, 20 0, 00 0 1, 10 0, 00 0 7, 50 0, 00 0 In ve stm en t c om m itm en ts un de r N ew A lli an ce fu lly im pl em en te d pe rc en t 10 0 29 ,6 00 ,0 00 29 ,6 00 ,0 00 29 ,6 00 ,0 00 29 ,6 00 ,0 00 29 ,6 00 ,0 00 14 8, 00 0, 00 0 Un de rta ke an nu al ag rib us in es s i nv es tm en t fo ra /fa irs n at io na l/d ist ric t l ev el s lu m p su m 5 19 0, 00 0 19 0, 00 0 19 0, 00 0 19 0, 00 0 19 0, 00 0 95 0, 00 0 134 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Te ch ni ca l a nd B us in es s S ki lls o f C oo pe ra tiv es a nd S M Es in a gr ib us in es s e nh an ce d 15 0 tra in in gs fo r c oo ps co nd uc te d on va rio us te ch ni ca l a nd b us in es s a sp ec ts re la te d to va lu e ad di tio n lu m p su m 15 0 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 30 0, 00 0 30 0 tra in in gs p ro vid ed fo r a gr ib us in es s S M Es , wo m en an d yo ut h on va rio us te ch ni ca l a nd bu sin es s a sp ec ts SM Es 30 0 13 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 69 0, 00 0 Bu sin es s m en to rs hi p fo r 2 00 0 yo ut hs an d wo m en ag rib us in es s e nt re pr en eu rs fa cil ita te d pe op le 2, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 4, 00 0, 00 0 Tra in in g of S M Es SM Es 40 0 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 69 ,8 41 15 0 tra in in gs fo r c oo ps in ag rib us in es s m an ag em en t lu m p su m 15 0 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 30 0, 00 0 16 En ab lin g en vi ro nm en t f or a gr i-fi na nc e st re ng th en ed a nd sp ec ifi c p ol icy in st ru m en ts e st ab lis he d. Fe as ib ili ty st ud ie s a nd e xp er t c on su lta tio ns on n ew in str um en ts to fo ste r a cc es s t o fin an ce co nd uc te d stu di es 3 10 0, 00 0 0 0 0 0 10 0, 00 0 Fe as ib ili ty st ud ie s a nd e xp er t c on su lta tio ns on n ew in str um en ts to fo ste r a cc es s t o fin an ce co nd uc te d stu di es 3 15 0, 00 0 0 0 0 0 15 0, 00 0 Te ch ni ca l a ss ist an ce , r efi na nc e an d ris k s ha rin g fa cil iti es e sta bl ish ed lu m p su m 1 60 0, 00 0 7, 50 0, 00 0 12 ,4 00 ,0 00 40 0, 00 0 40 0, 00 0 21 ,3 00 ,0 00 In ve st m en t s up po rt p ro vi de d to a gr ib us in es s S M Es , w ith p ri or ity to w om en a nd y ou th 14 0 SM Es (w ith p rio rit y t o wo m en an d yo ut h) an nu al ly re ce ive m at ch in g gr an ts fo r b us in es s sta rt- up SM Es 70 0 58 6, 04 4 58 6, 04 4 58 6, 04 4 58 6, 04 4 58 6, 04 4 2, 93 0, 21 9 50 S M Es (w ith p rio rit y t o wo m en an d yo ut h) an nu al ly re ce ive d m at ch in g gr an ts fo r bu sin es s e xp an sio n th ro ug h en vir on m en ta lly fri en dl y i nv es tm en ts. SM Es 25 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 Gr an d To ta l 86 ,8 59 18 3, 20 9, 63 8 19 2, 11 2, 05 5 19 0, 17 9, 63 3 17 3, 45 7, 43 2 17 0, 21 1, 24 6 90 9, 17 0, 00 5 135 National Agricultural Investment Plan Pr og ra m D IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 02 St ro ng , w el l-o rg an is ed a nd in clu si ve F Os co nd uc t b us in es s a nd p ro vi de se rv ice s t o th ei r m em be rs 25 0 gr ou ps p ro du cin g un de r c on tra ct gr ou ps 25 0 20 ,0 40 26 ,7 20 33 ,4 00 40 ,0 80 46 ,7 60 16 7, 00 0 39 0 FO ’s re ce ive lo ng -te rm tr ai ni ng p ac ka ge s FO ’s 39 0 1, 46 5, 00 0 1, 45 0, 00 0 1, 65 0, 00 0 1, 10 0, 00 0 1, 30 0, 00 0 6, 96 5, 00 0 03 Pu bl ic ex te ns io n w or ke rs a t d ec en tra lis ed le ve ls e qu ip pe d an d ho us ed to d o th ei r j ob 15 ,0 00 fr on t l in e sta ff ha ve re qu ire d eq ui pm en t sta ff 15 ,0 00 3, 55 8, 72 8 3, 76 8, 25 0 3, 55 8, 72 8 3, 55 8, 72 8 3, 55 8, 72 8 18 ,0 03 ,1 62 26 la bo ra to rie s a nd re la te d fa cil iti es m ai nt ai ne d la bs 26 56 0, 94 6 39 3, 33 0 38 6, 34 6 14 1, 90 4 41 ,9 04 1, 52 4, 43 0 4 Go ve rn m en t l ive sto ck fa rm s h av e el ec tri cit y fa rm s 4 83 ,8 08 83 ,8 08 0 0 0 16 7, 61 6 8 fis he rie s v es se ls av ai la bl e ve ss el s 8 35 0, 00 0 50 ,0 00 0 0 0 40 0, 00 0 04 Nu tri tio n ed uc at io n 13 10 0 fa rm er s a nn ua lly se ns iti se d on b io fo rti fie d va rie tie s fa rm er s 65 ,5 00 39 3, 00 0 39 3, 00 0 39 3, 00 0 39 3, 00 0 39 3, 00 0 1, 96 5, 00 0 05 Kn ow le dg e of fo od sa fe ty is su es e nh an ce d al on g th e va lu e ch ai n Fa rm er s a nd fi sh er m en tr ai ne d on fo od sa fe ty an d afl at ox in m an ag em en t fa rm er s 20 0, 17 0 77 1, 50 0 77 1, 50 0 15 4, 00 0 15 4, 00 0 15 4, 00 0 2, 00 5, 00 0 FO ’s/ SM Es tr ai ne d on fo od sa fe ty an d afl at ox in m an ag em en t FO ’s 90 0 27 9, 07 0 27 9, 07 0 27 9, 07 0 27 9, 07 0 27 9, 07 0 1, 39 5, 35 0 06 Im pl em en ta tio n of th e La nd P ol icy su pp or te d 91 00 0 ha o f l an d re gi ste re d ha 91 ,0 00 75 ,6 00 31 5, 60 0 31 5, 60 0 31 5, 60 0 75 ,6 00 1, 09 8, 00 0 Pa rti cip at io n of w om en a nd y ou th in a gr icu ltu ra l v al ue ch ai ns a nd in st itu tio ns in cr ea se d St ra te gy d ev el op ed o n de ce nt e m pl oy m en t stu dy 1 10 0, 00 0 50 ,0 00 0 0 10 0, 00 0 25 0, 00 0 St ro ng , w el l-o rg an is ed a nd in clu si ve F Os co nd uc t b us in es s a nd p ro vi de se rv ice s t o th ei r m em be rs 17 03 0 gr ou ps tr ai ne d gr ou ps 17 ,0 30 21 0, 00 0 21 0, 00 0 21 0, 00 0 21 0, 00 0 21 0, 00 0 1, 05 0, 00 0 07 Di sa st er p re pa re dn es s s tre ng th en ed Cr op o r l ive sto ck in su ra nc e pr od uc ts pi lo te d lu m p su m 1 50 0, 00 0 50 0, 00 0 50 0, 00 0 0 0 1, 50 0, 00 0 08 IP M a nd b io te ch no lo gy fo r p la nt p ro te ct io ns w id el y ad op te d 25 ,0 00 fa rm er s t ra in ed o n IP M fa rm er s 5, 00 0 37 5, 00 0 37 5, 00 0 37 5, 00 0 37 5, 00 0 37 5, 00 0 1, 87 5, 00 0 Im po rts an d ex po rts in sp ec te d fo r p es ts an d di se as es lu m p su m 5 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 136 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 09 Re le va nt , e vi de nc e ba se d ex te ns io n ad vi ce d el iv er ed # o f l ea d fa rm er s i nc re as ed fr om 2 0 to 3 5 th ou sa nd le ad fa rm er s 15 0, 00 0 4, 46 5, 65 2 5, 17 0, 95 2 4, 52 0, 95 2 5, 27 0, 95 2 6, 02 0, 95 2 25 ,4 49 ,4 60 10 ,0 00 cl us te rs o pe ra tio na l p er ye ar vil la ge s 50 ,0 00 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 5, 00 0, 00 0 10 0 wa te r p oi nt s e sta bl ish ed wa te r p oi nt s 10 0 22 5, 00 0 30 0, 00 0 40 5, 00 0 45 0, 00 0 12 0, 00 0 1, 50 0, 00 0 10 00 FF S op er at io na l p er ye ar fa rm er fi el d sc ho ol s 5, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 5, 00 0, 00 0 10 00 g re en b el ts op er at io na l p er ye ar vil la ge s 5, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 10 00 m od el vi lla ge s o pe ra tio na l p er ye ar vil la ge s 5, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 10 20 g ra zin g ar ea s e sta bl ish ed ar ea s 1, 02 0 1, 02 0, 00 0 1, 02 0, 00 0 1, 02 0, 00 0 1, 02 0, 00 0 1, 02 0, 00 0 5, 10 0, 00 0 11 m in -fe ed m ill s e sta bl ish ed fo r p ou ltr y f ee ds m ill s 11 0 7, 20 0 21 ,6 00 21 ,6 00 28 ,8 00 79 ,2 00 15 d am s r es to ck ed w ith fi sh da m s 15 20 ,9 52 62 ,8 56 16 7, 61 6 62 ,8 56 0 31 4, 28 0 19 0, 00 0 ha an nu al ly in te rc ro pp ed w ith ni tro ge n fix in g pl an ts ha 95 0, 00 0 1, 63 0, 00 0 1, 48 0, 00 0 1, 48 0, 00 0 1, 48 0, 00 0 1, 48 0, 00 0 7, 55 0, 00 0 22 00 0 an nu al fi el d da ys o n GA P fie ld d ay s 11 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 5, 50 0, 00 0 30 0, 00 0 ha an nu al ly un de r G AP ha 1, 50 0, 00 0 1, 44 3, 16 0 1, 48 9, 20 0 1, 53 3, 13 0 1, 56 8, 72 0 13 ,6 09 ,6 50 19 ,6 43 ,8 60 40 0 fa rm er s u sin g sta ll fe ed in g fa rm er s 40 0 5, 88 0 6, 86 0 7, 35 0 8, 33 0 10 ,7 80 39 ,2 00 40 0, 00 0 fa rm er s r ec ei ve an nu al sp ec ia lis ed ex te ns io n on cr op s t he y a re p ro du cin g fa rm er s 2, 00 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 4, 00 0, 00 0 50 00 fi sh fa rm er s a nn ua lly tr ai ne d on d ee p po nd fi sh p ro du cti on sy ste m fa m er s 25 ,0 00 70 7, 00 0 70 7, 00 0 70 7, 00 0 70 7, 00 0 70 0, 00 0 3, 52 8, 00 0 50 00 0 fo dd er tr ee s p la nt ed am on gs t f ar m er s tre es 50 ,0 00 2, 50 0 2, 50 0 2, 50 0 2, 50 0 2, 50 0 12 ,5 00 8 po nd o r c ag e cu ltu re sc he m es e sta bl ish ed sc he m es 8 50 ,0 00 97 ,7 77 97 ,7 77 97 ,7 77 97 ,7 77 44 1, 10 8 An nu al d ist ric t a gr icu ltu ra l f ai rs u nd er ta ke n fa irs 14 0 42 0, 00 0 42 0, 00 0 42 0, 00 0 42 0, 00 0 42 0, 00 0 2, 10 0, 00 0 In pu ts su pp lie d to fa rm er s f or d em on str at io n pu rp os es lu m p su m 5 1, 27 0, 00 0 1, 27 0, 00 0 1, 27 0, 00 0 1, 27 0, 00 0 1, 27 0, 00 0 6, 35 0, 00 0 Ef fic ie nt re se ar ch p ar tn er sh ip s 18 m icr o- nu tri en t b io -fo rti fie d cr op s d ev el op ed te ch no lo gi es 18 28 9, 68 2 28 9, 68 2 33 9, 68 2 33 9, 68 2 33 9, 68 2 1, 59 8, 41 0 ab ou t 1 0 ne w va rie tie s o r t ec hn ol og ie s de ve lo pe d & re le as ed an nu al ly te ch no lo gi es 10 17 ,0 00 ,0 00 17 ,0 00 ,0 00 17 ,0 00 ,0 00 17 ,0 00 ,0 00 17 ,0 00 ,0 00 85 ,0 00 ,0 00 ab ou t 4 50 00 o n- fa rm p ar tic ip at or y d em os o n GA P co nd uc te d an nu al ly de m os 22 9, 00 0 97 8, 00 0 1, 02 0, 00 0 1, 38 0, 00 0 1, 47 6, 00 0 2, 01 6, 00 0 6, 87 0, 00 0 137 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t ab ou t 5 fe ed te ch no lo gi es d ev el op ed an nu al ly te ch no lo gi es 5 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 1, 02 0, 00 0 De ta ile d an al ys is of si te -sp ec ifi c c on str ai nt s af fe cti ng ag p er fo rm an ce lu m p su m 5 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 5, 00 0, 00 0 10 Ef fic ie nt se ed su pp ly sy st em s e st ab lis he d 90 0, 00 0 fa rm er s a nn ua lly re ce ivi ng vo uc he r fo r l eg um e se ed su bs id y fa rm er s 4, 50 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 32 ,4 00 ,0 00 90 0, 00 0 fa rm er s a nn ua lly re ce ivi ng vo uc he r fo r m ai ze se ed su bs id y fa rm er s 4, 50 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 11 ,2 50 ,0 00 95 0 co m m un ity se ed b an ks e sta bl ish ed se ed b an ks 95 0 69 ,0 00 72 ,6 00 77 ,4 00 82 ,2 00 85 ,8 00 38 7, 00 0 FI SP p ro gr am im pl em en te d lu m p su m 5 11 5, 00 0 11 5, 00 0 11 5, 00 0 11 5, 00 0 11 5, 00 0 57 5, 00 0 Ha o f s ee d m ul tip lic at io n fie ld s i ns pe cte d by SS U in cr ea se d fro m 1 5, 00 0 to 2 5, 00 0 ha 10 7, 55 5 15 5, 55 0 17 0, 00 0 20 0, 00 0 25 0, 00 0 30 0, 00 0 1, 07 5, 55 0 Im po rt pr oc ed ur es si m pl ifi ed ce rti fic at es 50 ,0 00 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 70 0, 00 0 Nu rs er ie s f or tr ee s a nd ve ge ta bl es e sta bl ish ed ha 75 9, 75 0 29 ,7 50 9, 75 0 9, 75 0 9, 75 0 68 ,7 50 Qu an tit ie s o f b as ic se ed p ro du ce d in cr ea se d fro m 1 05 to 3 25 M T a nn ua lly M T 2, 50 5 31 ,3 95 89 ,7 00 14 9, 50 0 20 9, 30 0 26 9, 10 0 74 8, 99 5 Qu an tit ie s o f s ee d m ul tip lie d by fa rm er s M T 13 ,0 00 26 9, 75 0 33 0, 98 0 35 7, 69 0 36 7, 60 0 88 4, 59 0 2, 21 0, 61 0 Li ve st oc k an d fis he rie s g en ep oo l i m pr ov ed a nd b re ed in g st oc k m ad e av ai la bl e to fa rm er s # l ive sto ck ar tifi cia lly in se m in at ed an nu al ly in cr ea se d fro m 1 00 00 to 6 00 00 in se m in at io ns 30 0, 00 0 3, 11 2, 85 7 6, 06 2, 85 7 9, 06 2, 85 7 12 ,0 62 ,8 57 18 ,0 62 ,8 57 48 ,3 64 ,2 85 5 m ill io n fin ge rli ng s p ro du ce d an nu al ly fin ge rli ng s 25 ,0 00 ,0 00 1, 29 4, 88 9 1, 33 4, 88 9 1, 33 4, 88 9 1, 33 0, 00 0 1, 33 0, 00 0 6, 62 4, 66 7 5 m ill io n fin ge rli ng s r es to ck ed an nu al ly fin ge rli ng s 25 ,0 00 ,0 00 1, 29 1, 90 4 1, 29 1, 90 4 1, 29 1, 90 4 1, 29 1, 90 4 1, 29 1, 90 4 6, 45 9, 52 0 He ife r p as s-o n sc he m e im pl em en te d liv es to ck 1, 40 0 20 1, 12 0 30 1, 68 0 50 2, 80 0 58 6, 60 0 75 4, 20 0 2, 34 6, 40 0 Liv es to ck b re ed in g an im al s s ou rc ed in cr ea se d fro m 3 45 0 to 1 00 00 an nu al ly liv es to ck 20 ,7 50 6, 17 6, 70 0 6, 75 2, 00 0 6, 37 7, 50 0 6, 45 2, 80 0 6, 50 3, 00 0 32 ,2 62 ,0 00 Liv es to ck co ns er va tio n pr ot oc ol s d ev el op ed lu m p su m 1 75 0, 00 0 50 0, 00 0 0 0 0 1, 25 0, 00 0 Su pp ly ch ai ns fo r o rg an ic an d in -o rg an ic fe rti lis er st re ng th en ed 30 0 fe rti lis er sa m pl es an al ys ed an nu al ly sa m pl es 1, 50 0 12 1, 00 0 12 1, 00 0 12 1, 00 0 12 1, 00 0 12 1, 00 0 60 5, 00 0 90 0, 00 0 fa rm er s a nn ua lly re ce ivi ng vo uc he r fo r f er til ise r s ub sid y fa rm er s 4, 50 0, 00 0 37 ,3 50 ,0 00 37 ,3 50 ,0 00 37 ,3 50 ,0 00 37 ,3 50 ,0 00 37 ,3 50 ,0 00 18 6, 75 0, 00 0 Ar ea -sp ec ifi c f er til ise r r ec om m en da tio ns de ve lo pe d m ap s 10 21 1, 29 6 19 1, 29 6 19 1, 29 6 43 5, 74 1 43 5, 74 1 1, 46 5, 37 0 138 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 11 La ke a nd ri ve rs fi sh er ie s r es ou rc es a re e ffi cie nt ly a nd su st ai na bl y m an ag ed 50 ,0 00 fi sh er fo lk in clu di ng w om en an d yo ut h tra in ed o n im pr ov ed te ch no lo gi es fis he rm en 50 ,0 00 73 0, 00 0 75 0, 00 0 75 4, 88 9 75 4, 88 9 73 4, 88 9 3, 72 4, 66 7 Fis he rie s t ec hn ol og ie s d ev el op ed an d an al ys ed lu m p su m 5 11 7, 71 4 11 4, 22 2 11 4, 22 2 11 4, 22 2 11 4, 22 2 57 4, 60 2 12 Ar ea u nd er fu nc tio na l i rr ig at io n sy st em s i nc re as ed 36 ,8 00 h a o f i rri ga tio n sc he m es ar e de ve lo pe d ha 36 ,8 00 65 ,8 02 ,7 45 69 ,5 91 ,9 45 73 ,3 81 ,1 45 77 ,1 70 ,3 45 81 ,9 06 ,8 45 36 7, 85 3, 02 5 5, 10 0 ha o f i rri ga tio n sc he m es ar e re ha bi lit at ed ha 5, 10 0 2, 37 5, 84 1 3, 29 8, 24 1 4, 68 1, 84 1 6, 06 5, 44 1 7, 44 9, 04 1 23 ,8 70 ,4 05 Irr ig at io n sc he m es a re p ro pe rly m an ag ed a nd m ai nt ai ne d ac co rd in g to th ei r e co no m ic po te nt ia l 10 0 irr ig at io n as so cia tio ns tr ai ne d an nu al ly FO ’s 50 0 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 25 0, 00 0 64 n ew W UA s e sta bl ish ed an d al l e xis tin g W UA s t ra in ed an nu al ly W UA s 1, 23 0 43 ,2 80 46 ,4 80 49 ,6 80 52 ,8 80 56 ,0 80 24 8, 40 0 Ad va nc ed e xt en sio n se rv ice s p ro vid ed to fa rm er s i n irr ig at ed ar ea s ha 8, 00 0 48 7, 32 1 50 2, 32 1 53 2, 32 1 53 2, 32 1 51 7, 32 1 2, 57 1, 60 5 13 Av ai la bi lit y an d qu al ity o f m ec ha ni za tio n eq ui pm en t a nd se rv ice s e nh an ce d Dr au gh t a ni m al se rv ice s i m pr ov ed an im al s 19 7 11 5, 83 6 11 5, 83 6 11 5, 83 6 11 5, 83 6 11 5, 83 6 57 9, 18 0 Go ve rn m en t m ec ha ni za tio n sc he m es m ak e m or e tra cto rs an d CA -co m pl ia nt ri pp er s av ai la bl e to fa rm er s eq ui pm en t 72 54 4, 11 2 32 8, 22 4 78 ,2 24 32 8, 22 4 57 8, 22 4 1, 85 7, 00 8 In ce nt ive s p ro vid ed to in cr ea se im po rta tio n of tra cto rs an d CA im pl em en ts by p riv at e se cto r tra cto rs 50 0 8, 00 6, 98 5 8, 00 6, 98 5 8, 00 6, 98 5 8, 00 6, 98 5 8, 00 6, 98 5 40 ,0 34 ,9 25 Kn ow le dg e an d sk ill s o f p ro vi de rs a nd u se rs o f m ec ha ni za tio n se rv ice s s tre ng th en ed 30 0 m ec ha ni za tio n de m os co nd uc te d de m os 30 0 41 ,8 80 41 ,8 80 41 ,8 80 41 ,8 80 41 ,8 80 20 9, 40 0 42 5 He al th an d sa fe ty tr ai ni ng s c on du cte d fa rm er s 42 5 2, 50 8, 75 0 2, 51 3, 12 5 2, 51 3, 12 5 2, 51 7, 50 0 2, 52 1, 87 5 12 ,5 74 ,3 75 75 0 m ac hi ne ry o pe ra to rs /m ec ha ni cs tr ai ne d ar tis an s 75 0 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 10 0, 00 0 14 Ef fe ct iv en es s, sc op e an d fa irn es s o f c on tra ct fa rm in g im pr ov ed Ca pa cit y o f F Os to e ng ag e in co nt ra ct fa rm in g en ha nc ed FO ’s 55 0 19 6, 60 0 19 8, 10 0 19 7, 10 0 19 7, 60 0 19 6, 10 0 98 5, 50 0 Co nt ra ct Fa rm in g str at eg y d iss em in at ed / sta ke ho ld er s s en sit ise d FO ’s 1, 00 0 19 6, 70 0 24 6, 70 0 24 6, 70 0 24 6, 70 0 19 6, 70 0 1, 13 3, 50 0 In cr ea se d nu m be r o f f ar m er s o pe ra tin g un de r co nt ra ct fa rm in g ar ra ng em en ts fa rm er s 10 0, 00 0 39 7, 80 0 39 7, 80 0 39 7, 80 0 39 7, 80 0 39 7, 80 0 1, 98 9, 00 0 139 National Agricultural Investment Plan IA IO O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t M AR KE T I NF O av ai la bi lit y an d us e en ha nc ed Fa rm er s a bl e to ac ce ss an d us e m ar ke t in fo rm at io n sy ste m s fa rm er s 1, 50 0, 00 0 61 3, 96 8 1, 10 0, 00 0 1, 61 3, 96 8 2, 10 0, 00 0 3, 11 3, 96 8 8, 54 1, 90 4 16 Fa rm er s, w om en a nd y ou th a bl e to u se fi na nc ia l s er vi ce s e ffe ct iv el y Fa rm er s, wo m en an d yo ut h gr ou ps ca pa cit at ed on fi na nc ia l l ite ra cy an d m an ag em en t s ki lls gr ou ps 60 0 60 0, 00 0 60 0, 00 0 60 0, 00 0 60 0, 00 0 60 0, 00 0 3, 00 0, 00 0 Fin an cia l l ite ra cy ca m pa ig ns co nd uc te d lu m p su m 5 26 ,6 00 35 ,0 00 42 ,0 00 56 ,0 00 14 0, 00 0 29 9, 60 0 Fin an cia l l ite ra cy ca m pa ig ns co nd uc te d ta rg et in g 22 0, 00 0 fa rm er s lu m p su m 5 66 ,2 85 64 ,1 90 0 0 0 13 0, 47 5 Gr an d To ta l 91 3, 92 7 18 7, 84 7, 14 6 19 7, 21 9, 01 0 20 4, 28 1, 05 3 21 3, 27 0, 17 4 24 0, 41 4, 91 1 1, 04 3, 03 2, 29 4 140 National Agricultural Investment Plan An ne x 4: N AI P Bu dg et b y In te rv en tio n Ar ea s Al l v al ue s a re in c on st an t 2 01 7 U S do lla rs In te rv en tio n Ar ea 1 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Im pr ov ed m ul ti- se ct or al co or di na tio n, p ar tn er sh ip s a nd m ut ua l a cc ou nt ab ili ty A 20 4 EP A le ve l s tru ctu re s m ee t b ia nn ua lly m ee tin gs 4, 08 0 40 8, 00 0 40 8, 00 0 40 8, 00 0 40 8, 00 0 40 8, 00 0 2, 04 0, 00 0 28 D ist ric t c oo rd in at io n str uc tu re s m ee t 2 -4 ti m es pe r y ea r m ee tin gs 1, 66 0 34 2, 50 0 34 7, 00 0 34 2, 00 0 34 2, 00 0 34 2, 00 0 1, 71 5, 50 0 62 8 vil la ge le ve l s tru ctu re s m ee t b ia nn ua l m ee tin gs 7, 90 6 93 8, 60 0 12 5, 60 0 93 8, 60 0 12 5, 60 0 12 5, 60 0 2, 25 4, 00 0 AD D le ve l c oo rd in at io n fu nc tio na l m ee tin gs 40 27 ,9 36 27 ,9 36 27 ,9 36 27 ,9 36 27 ,9 36 13 9, 68 2 AS W G m ee ts 4 tim es p er ye ar m ee tin gs 20 44 ,0 00 44 ,0 00 44 ,0 00 44 ,0 00 44 ,0 00 22 0, 00 0 Bi an nu al co or di na tio n m ee tin gs fo r F O’ s, CS Os , pr iva te se cto r a nd su b- se cto rs m ee tin gs 10 2, 00 0 2, 00 0 2, 00 0 2, 00 0 2, 00 0 10 ,0 00 Co or di na tio n tro ik a f un cti on al lu m p su m 1 14 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 14 ,0 00 70 ,0 00 EM C fu nc tio na l m ee tin gs 10 12 ,0 00 12 ,0 00 2, 00 0 2, 00 0 2, 00 0 30 ,0 00 In tra -m in ist er ia l c oo rd in at io n str uc tu re s TA 3 10 ,0 00 10 ,0 00 5, 00 0 0 0 25 ,0 00 M oA IW D co m m un ica tio n str at eg y d ev el op ed str at eg y 1 50 ,0 00 0 0 0 0 50 ,0 00 NA IP se cr et ar ia t f un cti on al lu m p su m 5 11 0, 00 0 80 ,0 00 80 ,0 00 80 ,0 00 80 ,0 00 43 0, 00 0 Se cto r t ar ge tin g in h ar m on ise d lu m p su m 5 11 ,0 00 11 ,0 00 11 ,0 00 10 ,0 00 10 ,0 00 53 ,0 00 ST M fu nc tio na l m ee tin gs 20 54 ,0 00 4, 00 0 4, 00 0 4, 00 0 4, 00 0 70 ,0 00 TW Gs m ee t a s p er TO R wi th h ig h at te nd m ee tin gs 27 0 31 3, 00 0 31 3, 00 0 31 3, 00 0 31 3, 00 0 31 3, 00 0 1, 56 5, 00 0 In cr ea se d ca pa cit y to g en er at e, a na ly se a nd u se d at a, in fo rm at io n, k no w le dg e an d in no va tio ns A Ou tco m e le ve l s ur ve ys b i-a nn ua lly su rv ey 6 10 0, 00 0 50 0, 00 0 0 50 0, 00 0 10 0, 00 0 1, 20 0, 00 0 Pr od uc tio n- le ve l s ur ve ys an nu al ly su rv ey 15 73 5, 00 0 73 5, 00 0 73 5, 00 0 73 5, 00 0 73 5, 00 0 3, 67 5, 00 0 Sp ec ifi c s ur ve ys u nd er ta ke n as re qu ire d lu m p su m 5 18 0, 00 0 40 ,0 00 0 0 10 0, 00 0 32 0, 00 0 M &E sy st em s a nd p er fo rm an ce m an ag em en t i n ag ric ul tu re fu nc tio ni ng a nd u p to d at e A Na tio na l l ev el M &E sy ste m s i m pr ov ed lu m p su m 1 72 0, 00 0 48 0, 00 0 35 0, 00 0 40 0, 00 0 35 0, 00 0 2, 30 0, 00 0 PA F d ev el op ed fo r t he ag ric ul tu ra l s ec to r lu m p su m 1 40 ,0 00 40 ,0 00 0 0 0 80 ,0 00 Se cto r-w id e HQ an d de ce nt ra lis ed M IS lu m p su m 1 1, 04 0, 00 0 1, 04 0, 00 0 79 0, 00 0 79 0, 00 0 79 0, 00 0 4, 45 0, 00 0 M oA IW D op er at io na l a nd re cu rr en t c os ts co ve re d A Ve hi cle fl ee t c on tin uo us ly m ai nt ai ne d ve hi cle s 45 0 10 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 90 0, 00 0 141 National Agricultural Investment Plan IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t M oA IW D op er at io na l, re cu rr en t c os ts A HQ -A DD -D ist ric t m on ito rin g of ac tiv iti es lu m p su m 5 6, 38 5, 55 5 6, 38 5, 55 5 6, 38 5, 55 5 6, 38 5, 55 5 6, 38 5, 55 5 31 ,9 27 ,7 77 In cr ea sin g sta ffi ng le ve ls m ai nt ai ne d lu m p su m 5 16 ,0 00 ,0 00 19 ,2 00 ,0 00 20 ,8 00 ,0 00 22 ,4 00 ,0 00 24 ,0 00 ,0 00 10 2, 40 0, 00 0 M oA IW D fu nc tio na l a t E PA , D ist ric t, A DD an d HQ le ve ls lu m p su m 5 4, 12 0, 00 0 4, 12 0, 00 0 4, 12 0, 00 0 4, 12 0, 00 0 4, 12 0, 00 0 20 ,6 00 ,0 00 Gr an d To ta l 49 5 31 ,7 57 ,5 92 34 ,1 39 ,0 92 35 ,5 72 ,0 92 36 ,9 03 ,0 92 38 ,1 53 ,0 92 17 6, 52 4, 95 9 In te rv en tio n Ar ea 2 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Le ga l f ra m ew or k an d in st itu tio na l s up po rt fo r F Os st re ng th en ed A Ag ric ul tu ra l C oo pe ra tiv e In sti tu te e sta bl ish ed lu m p su m 1 0 50 0, 00 0 25 0, 00 0 25 0, 00 0 25 0, 00 0 1, 25 0, 00 0 Co op er at ive A ct re vis ed ac t 1 17 5, 00 0 0 0 0 0 17 5, 00 0 Fa rm er s O rg an iza tio ns D ev el op m en t S tra te gy de ve lo pe d ac t 1 0 50 ,0 00 0 0 0 50 ,0 00 FO d at ab as e es ta bl ish ed an d up da te d re gu la rly lu m p su m 5 12 0, 41 5 11 7, 91 5 11 7, 91 5 11 7, 91 5 11 7, 91 5 59 2, 07 7 Ge nd er ca pa cit y g ap s a re id en tifi ed re po rts 5 0 15 0, 00 0 10 0, 00 0 0 0 25 0, 00 0 TA p ro vid ed to 5 FO su pp or tin g in sti tu tio ns TA 10 50 0, 00 0 50 0, 00 0 0 0 0 1, 00 0, 00 0 St ro ng , w el l-o rg an is ed a nd in clu si ve F Os co nd uc t b us in es s a nd p ro vi de se rv ice s t o th ei r m em be rs B 17 03 0 gr ou ps tr ai ne d gr ou ps 17 ,0 30 64 9, 52 2 1, 28 9, 52 2 68 9, 52 2 88 9, 52 2 1, 28 9, 52 2 4, 80 7, 61 2 39 0 FO ’s re ce ive lo ng -te rm tr ai ni ng p ac ka ge s FO ’s 39 0 8, 31 1 8, 31 1 8, 31 1 8, 31 1 8, 31 1 41 ,5 55 C 25 0 gr ou ps p ro du cin g un de r c on tra ct gr ou ps 25 0 20 ,0 40 26 ,7 20 33 ,4 00 40 ,0 80 46 ,7 60 16 7, 00 0 39 0 FO ’s re ce ive lo ng -te rm tr ai ni ng p ac ka ge s FO ’s 39 0 1, 46 5, 00 0 1, 45 0, 00 0 1, 65 0, 00 0 1, 10 0, 00 0 1, 30 0, 00 0 6, 96 5, 00 0 D 15 0 FO ’s lin ke d to w ar eh ou se s o r c om m od ity ex ch an ge s FO ’s 15 0 15 ,0 00 15 ,0 00 15 ,0 00 15 ,0 00 15 ,0 00 75 ,0 00 25 0 ag ri- bu sin es s F O’ s f or m ed FO ’s 25 0 51 ,8 19 51 ,8 19 51 ,8 19 51 ,8 19 51 ,8 19 25 9, 09 4 50 0 FO le ad er s t ra in ed pe op le 50 0 30 ,1 71 30 ,1 71 30 ,1 71 30 ,1 71 30 ,1 71 15 0, 85 6 Gr an d To ta l 1, 57 1 3, 03 5, 27 9 4, 18 9, 45 9 2, 94 6, 13 9 2, 50 2, 81 9 3, 10 9, 49 9 15 ,7 83 ,1 95 142 National Agricultural Investment Plan In te rv en tio n Ar ea 3 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ca pa cit y of p ub lic se ct or in st itu tio ns to p ro vi de a gr icu ltu ra l e xt en si on se rv ice s s tre ng th en ed A 10 0 sta ff re ce ive sh or t-t er m tr ai ni ng sta ff 10 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 1, 00 0, 00 0 St ud . g ra du at e fro m M C ol . o f F ish . sta ff 15 0 75 ,0 00 14 0, 00 0 14 0, 00 0 14 0, 00 0 12 0, 00 0 61 5, 00 0 20 st af f u pg ra de d to P hD le ve l sta ff 20 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 1, 00 0, 00 0 Fie ld Fo od /N ut rit io n Of fic er s r e. (E PA ) sta ff 20 4 54 0, 00 0 19 4, 40 0 0 0 0 73 4, 40 0 Fie ld Fo od an d Nu tri tio n Of f. tra in ed sta ff 20 4 11 3, 98 0 11 3, 98 0 11 3, 98 0 11 3, 98 0 11 3, 98 0 56 9, 90 1 22 5 sta ff up gr ad ed to B SC le ve l sta ff 22 5 90 0, 00 0 90 0, 00 0 90 0, 00 0 90 0, 00 0 90 0, 00 0 4, 50 0, 00 0 22 5 sta ff up gr ad ed to M SC le ve l sta ff 22 5 1, 35 0, 00 0 1, 35 0, 00 0 1, 35 0, 00 0 1, 35 0, 00 0 1, 35 0, 00 0 6, 75 0, 00 0 28 d ist ric t l ev el M &E o ffi ce rs re cr ui te d sta ff 28 16 ,8 00 0 0 0 0 16 ,8 00 30 0 ag ri- bu sin es s o ffi ce rs re cr ui te d sta ff 30 0 54 0, 00 0 54 0, 00 0 0 0 0 1, 08 0, 00 0 Ex t. sta ff tra in ed o n va rio us te ch . is su e sta ff 3, 00 0 1, 32 4, 38 2 1, 30 8, 87 1 1, 27 6, 92 2 1, 26 7, 92 2 1, 27 2, 12 2 6, 45 0, 21 8 61 re se ar ch er s r ec ru ite d sta ff 61 55 8, 00 0 36 0, 00 0 90 ,0 00 90 ,0 00 0 1, 09 8, 00 0 HR m gt in M oA IW D m od er ni se d lu m p su m 1 10 ,5 00 10 ,5 00 10 ,5 00 50 0 1, 00 0 33 ,0 00 M oA IW D re -st ru ctu re d lu m p su m 1 3, 15 0, 00 0 0 30 ,0 00 30 ,0 00 0 3, 21 0, 00 0 HI V/ AI DS n ut rit io n su pp le m en ts (st af f) lu m p su m 1 11 ,1 75 11 ,1 75 11 ,1 75 11 ,1 75 11 ,1 75 55 ,8 73 Tra in in g ne ed s a ss es sm en t lu m p su m 1 15 ,0 00 0 0 0 0 15 ,0 00 Pu bl ic ex te ns io n w or ke rs a t d ec en tra lis ed le ve ls e qu ip pe d an d ho us ed to d o th ei r j ob A 10 7 -to n lo rri es av ai la bl e lo rri es 10 0 0 50 0, 00 0 0 0 50 0, 00 0 Ve hi cle s p ro cu re d fo r fi el d op er at io ns ve hi cle s 10 0 6, 50 0, 00 0 0 0 0 0 6, 50 0, 00 0 bo rd er p os t o ffi ce s/h ou se s m ai nt ai ne d Si te s 13 53 0, 49 8 53 0, 49 8 79 5, 74 7 79 5, 74 7 79 5, 74 7 3, 44 8, 23 7 Of fic es , p ow er an d ho us in g at E PA s EP As 20 4 5, 20 0, 00 0 5, 00 0, 00 0 5, 00 0, 00 0 5, 00 0, 00 0 5, 00 0, 00 0 25 ,2 00 ,0 00 22 A g Tra in in g Ce nt re s r eh ab ili ta te d ce nt re s 22 25 0, 00 0 25 0, 00 0 25 0, 00 0 25 0, 00 0 10 0, 00 0 1, 10 0, 00 0 28 d ist ric t o ffi ce s m ai nt ai ne d Di str ict s 28 75 ,0 00 75 ,0 00 75 ,0 00 90 ,0 00 10 5, 00 0 42 0, 00 0 M ot or bi ke s f or fr on tli ne st af f m ot or bi ke s 3, 50 0 3, 00 0, 00 0 4, 50 0, 00 0 3, 00 0, 00 0 0 0 10 ,5 00 ,0 00 Ho us in g at re se ar ch st at io ns im pr ov ed St at io ns 8 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 0 40 0, 00 0 IC T p ac ka ge s a t 2 8 di str ict s, 8 re se ar ch st at io ns an d 14 n at io na l l ev el o ffi ce s IC T p ac ka ge s 50 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 1, 75 0, 00 0 C Fr on t l in e sta ff ha ve re qu ire d eq ui p sta ff 15 ,0 00 3, 55 8, 72 8 3, 76 8, 25 0 3, 55 8, 72 8 3, 55 8, 72 8 3, 55 8, 72 8 18 ,0 03 ,1 62 La bs an d re la te d fa cil iti es m ai nt ai ne d la bs 26 56 0, 94 6 39 3, 33 0 38 6, 34 6 14 1, 90 4 41 ,9 04 1, 52 4, 43 0 Go vt li ve sto ck fa rm s w ith e le ctr ici ty fa rm s 4 83 ,8 08 83 ,8 08 0 0 0 16 7, 61 6 8 fis he rie s v es se ls av ai la bl e ve ss el s 8 35 0, 00 0 50 ,0 00 0 0 0 40 0, 00 0 Gr an d To ta l 1, 46 1 29 ,5 63 ,8 17 20 ,4 29 ,8 11 18 ,3 38 ,3 97 14 ,5 89 ,9 55 14 ,1 19 ,6 55 97 ,0 41 ,6 36 143 National Agricultural Investment Plan In te rv en tio n Ar ea 4 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Im pr ov ed im pl em en ta tio n, co or di na tio n an d m on ito rin g of n ut rit io n re la te d ac tiv iti es in th e ag ric ul tu ra l s ec to r A 28 d ist ric t l ev el D ist ric t N ut rit io n Co or di na tin g Co m m itt ee s o pe ra tio na l m ee tin gs 14 0 56 ,0 00 56 ,0 00 56 ,0 00 56 ,0 00 56 ,0 00 28 0, 00 0 Nu tri tio n po lic y e nh an ce d po lic y 1 50 ,0 00 0 0 0 0 50 ,0 00 re gi on al n ut rit io n da ta co lle cte d an nu al ly su rv ey s 20 39 ,1 11 39 ,1 11 39 ,1 11 39 ,1 11 39 ,1 11 19 5, 55 4 se m i-a nn ua l n ut rit io n fo ru m s u nd er ta ke n m ee tin gs 10 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 50 ,0 00 In st itu tio na l f ee di ng p ro gr am s B Or ch ar ds e sta bl ish ed at sc ho ol s sc ho ol s 5, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 20 0, 00 0 1, 00 0, 00 0 sc ho ol fe ed in g pr og ra m s i m pr ov ed lu m p su m 5 61 ,6 82 61 ,6 82 81 ,6 82 81 ,6 82 10 1, 68 2 38 8, 41 1 Nu tri tio n ed uc at io n B 1 m ill io n in te gr at ed h ou se ho ld fa rm in g (IH F) g ar de ns e sta bl ish ed hh s 1, 00 0, 00 0 40 ,0 00 ,0 00 40 ,0 00 ,0 00 40 ,0 00 ,0 00 40 ,0 00 ,0 00 40 ,0 00 ,0 00 20 0, 00 0, 00 0 11 5, 00 0 hh s a nn ua lly d ire ctl y s en sit ise d on n ut rit io n hh s 57 5, 00 0 23 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 1, 63 0, 00 0 20 4 EP A le ve l n ut rit io n ca re g ro up s op er at io na l a nn ua lly EP As 1, 02 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 1, 02 0, 00 0 4 co ok in g de m os p er EP A a nn ua lly d el ive re d de m os 3, 14 0 2, 51 2 2, 51 2 2, 51 2 2, 51 2 2, 51 2 12 ,5 60 50 0, 00 0 ho us eh ol ds tr ai ne d on fo od pr oc es sin g, st or ag e an d co ns er va tio n hh s 50 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 50 0, 00 0 An nu al vi lla ge fo od an d nu tri tio n fa irs m ee tin gs 3, 14 0 31 4, 00 0 31 4, 00 0 31 4, 00 0 31 4, 00 0 31 4, 00 0 1, 57 0, 00 0 nu tri tio n ca m pa ig ns (w ith re la te d m ee tin gs & m at er ia ls) u nd er ta ke n ca m pa ig ns 10 11 5, 93 6 11 5, 93 6 11 5, 93 6 11 5, 93 6 11 5, 93 6 57 9, 67 8 C 13 10 0 fa rm er s a nn ua lly se ns iti se d on b io fo rti fie d va rie tie s fa rm er s 65 ,5 00 39 3, 00 0 39 3, 00 0 39 3, 00 0 39 3, 00 0 39 3, 00 0 1, 96 5, 00 0 Gr an d To ta l 15 7, 28 7 41 ,7 76 ,2 41 41 ,8 46 ,2 41 41 ,8 66 ,2 41 41 ,8 66 ,2 41 41 ,8 86 ,2 41 20 9, 24 1, 20 4 144 National Agricultural Investment Plan In te rv en tio n Ar ea 5 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ad eq ua te fo od sa fe ty le gi sl at io n is in p la ce A pr od uc t-s pe cifi c q ua lit y s ta nd ar ds d ev el op ed lu m p su m 1 18 4, 92 0 10 9, 92 0 10 9, 92 0 34 ,9 20 34 ,9 20 47 4, 60 2 Ap pr op ria te a nd a de qu at e fo od sa fe ty le gi sl at io n is in p la ce A Fo od S af et y a nd Q ua lit y B ill an d Ac t d ev el op ed ag en cy 1 0 0 15 0, 00 0 0 0 15 0, 00 0 Fo od sa fe ty an d qu al ity co nt ro l a ge nc y e sta bl ish ed ag en cy 1 15 0, 00 0 0 0 15 0, 00 0 0 30 0, 00 0 pr od uc t-s pe cifi c q ua lit y s ta nd ar ds d ev el op ed lu m p su m 1 0 75 ,0 00 0 75 ,0 00 75 ,0 00 22 5, 00 0 Kn ow le dg e of fo od sa fe ty is su es e nh an ce d al on g th e va lu e ch ai n A 45 TW G m em be rs an d Go ve rn m en t o ffi ce s t ra in ed o n fo od sa fe ty is su es tra in in gs 45 14 3, 17 3 14 3, 17 3 14 3, 17 3 14 3, 17 3 14 3, 17 3 71 5, 86 6 M ul ti- sta ke ho ld er p la tfo rm s m ee t r eg ul ar ly m ee tin gs 35 40 ,0 00 40 ,0 00 40 ,0 00 40 ,0 00 40 ,0 00 20 0, 00 0 Re gu la r d at a u pd at in g on afl at ox in an d ot he r f oo d- bo rn e di se as es lu m p su m 5 13 4, 76 1 13 4, 76 1 13 4, 76 1 13 4, 76 1 13 4, 76 1 67 3, 80 6 Su rv ey s o n sta tu s o f f oo d sa fe ty u nd er ta ke n su rv ey 61 56 0, 00 0 0 0 0 56 0, 00 0 1, 12 0, 00 0 B In fo rm at io n on afl at ox in a nd o th er fo od h az ar ds di ss em in at ed lu m p su m 5 22 0, 00 0 95 ,0 00 95 ,0 00 85 ,0 00 85 ,0 00 58 0, 00 0 C Fa rm er s a nd fi sh er m en tr ai ne d on p os t-h ar ve st m an ag em en t a nd fo od sa fe ty fa rm er s 20 0, 17 0 77 1, 50 0 77 1, 50 0 15 4, 00 0 15 4, 00 0 15 4, 00 0 2, 00 5, 00 0 FO ’s/ SM Es tr ai ne d on fo od sa fe ty in clu di ng afl at ox in m an ag em en t FO ’s 90 0 27 9, 07 0 27 9, 07 0 27 9, 07 0 27 9, 07 0 27 9, 07 0 1, 39 5, 35 0 D Pr oc es so rs /S M Es tr ai ne d on fo od h an dl in g SM Es 5, 64 2 24 4, 50 0 24 9, 14 8 26 6, 79 5 27 1, 89 4 26 4, 24 6 1, 29 6, 58 2 Qu al ity co nt ro l a ct iv iti es u nd er ta ke n A 2 la bo ra to rie s a cc re di te d in te rn at io na lly la bs 2 0 20 0, 00 0 0 20 0, 00 0 0 40 0, 00 0 3 la bo ra to rie s a cc re di te d in te rn at io na lly la bs 2 0 0 0 15 0, 00 0 0 15 0, 00 0 4 la bo ra to rie s a cc re di te d in te rn at io na lly la bs 2 11 ,7 33 11 ,7 33 11 ,7 33 11 ,7 33 11 ,7 33 58 ,6 66 Qu al ity co nt ro l s ys te m d ev el op ed sy ste m 1 0 0 0 27 ,0 00 10 0, 00 0 12 7, 00 0 D 80 in sp ec tio n vis its o f p ro ce ss or s u nd er ta ke n vis its 80 57 ,5 24 57 ,5 24 57 ,5 24 57 ,5 24 57 ,5 24 28 7, 61 8 m on ito rin g of fo od p re m ise s vis its 70 65 ,0 69 65 ,0 69 65 ,0 69 65 ,0 69 65 ,0 69 32 5, 34 7 Gr an d To ta l 14 ,2 38 2, 86 2, 25 1 2, 23 1, 89 8 1, 50 7, 04 6 1, 87 9, 14 4 2, 00 4, 49 7 10 ,4 84 ,8 37 145 National Agricultural Investment Plan In te rv en tio n Ar ea 6 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Im pl em en ta tio n of th e La nd P ol icy su pp or te d A 28 D ist ric t l an d re gi str ie s e sta bl ish ed sy ste m s 28 37 5, 00 0 3, 42 0, 00 0 3, 42 0, 00 0 3, 42 0, 00 0 3, 42 0, 00 0 14 ,0 55 ,0 00 La nd P ol icy in sti tu tio na l a sp ec ts im pl em en te d lu m p su m 5 25 8, 00 0 21 8, 00 0 20 8, 00 0 11 8, 00 0 58 ,0 00 86 0, 00 0 B An nu al d ist ric t a wa re ne ss m ee tin gs o n ac qu iri ng la nd fo r i nv es tm en t c on du cte d m ee tin gs 14 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 2, 80 0, 00 0 Se ns iti za tio n of co m m un ity m em be rs o n la nd ri gh ts m ee tin gs 1, 02 0 49 4, 19 0 49 4, 19 0 49 4, 19 0 49 4, 19 0 49 8, 38 1 2, 47 5, 14 3 C 91 00 0 ha o f l an d re gi ste re d ha 91 ,0 00 75 ,6 00 31 5, 60 0 31 5, 60 0 31 5, 60 0 75 ,6 00 1, 09 8, 00 0 Pa rti cip at io n of w om en a nd y ou th in a gr icu ltu ra l v al ue ch ai ns a nd in st itu tio ns in cr ea se d A 20 0 Go ve rn m en t s ta ff tra in ed as g en de r f oc al p er so ns sta ff 20 0 0 50 ,0 00 50 ,0 00 0 0 10 0, 00 0 Ag ric ul tu ra l t ra in in g cu rri cu la r u pd at ed o n ge nd er , HI V/ AI DS lu m p su m 1 30 9, 52 2 0 0 0 0 30 9, 52 2 Ag ric ul tu re S ec to r g en de r a nd H IV st ra te gy re vie we d str at eg y 1 0 50 ,0 00 0 0 0 50 ,0 00 B 20 0, 00 0 hh s s tre ng th en ed o n ge nd er re la tio ns hh s 20 0, 00 0 1, 02 5, 00 0 1, 02 5, 00 0 1, 02 5, 00 0 1, 02 5, 00 0 25 ,0 00 4, 12 5, 00 0 26 40 W om en /y ou th g ro up s s tre ng th en ed gr ou ps 2, 64 0 12 6, 53 9 13 4, 92 0 14 1, 90 4 15 5, 87 3 23 9, 68 2 79 8, 91 9 C St ra te gy d ev el op ed o n de ce nt e m pl oy m en t stu dy 1 10 0, 00 0 50 ,0 00 0 0 10 0, 00 0 25 0, 00 0 St ro ng , w el l-o rg an is ed a nd in clu si ve F Os co nd uc t b us in es s a nd p ro vi de se rv ice s t o th ei r m em be rs C 17 03 0 gr ou ps tr ai ne d gr ou ps 17 ,0 30 21 0, 00 0 21 0, 00 0 21 0, 00 0 21 0, 00 0 21 0, 00 0 1, 05 0, 00 0 Gr an d To ta l 27 ,2 70 3, 53 3, 85 2 6, 52 7, 71 1 6, 42 4, 69 5 6, 29 8, 66 3 5, 18 6, 66 2 27 ,9 71 ,5 84 146 National Agricultural Investment Plan In te rv en tio n Ar ea 7 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Di sa st er p re pa re dn es s s tre ng th en ed A Ea rly w ar ni ng in fo d iss em in at ed lu m p su m 5 20 4, 00 0 20 4, 00 0 15 4, 00 0 15 4, 00 0 15 4, 00 0 87 0, 00 0 La nd zo ne d an d m ap pe d fo r d isa ste r pr ep ar ed ne ss ha 50 ,0 00 94 3, 40 8 1, 18 8, 40 8 69 8, 40 8 69 8, 40 8 69 8, 40 8 4, 22 7, 03 9 W ea th er st at io ns e sta bl ish ed at e ac h EP A we at he r sta tio ns 20 4 1, 75 0, 00 0 2, 70 0, 00 0 3, 20 0, 00 0 3, 12 0, 00 0 3, 12 0, 00 0 13 ,8 90 ,0 00 B 20 25 0 Pe op le tr ai ne d on d isa ste r r isk m an ag em en t a nd p re pa re dn es s fa rm er s 20 ,2 50 24 0, 87 3 27 3, 37 3 17 5, 87 3 17 5, 87 3 17 5, 87 3 1, 04 1, 86 3 50 ,0 00 h ou se ho ld s w ith fo od st or ag e fa cil iti es in p la ce hh s 50 ,0 00 2, 56 4, 66 6 2, 56 4, 66 6 2, 63 9, 66 6 2, 33 9, 66 6 2, 33 9, 66 6 12 ,4 48 ,3 31 Ge nd er re sp on siv e gu id el in es in p la ce fo r di sa ste r r es po ns e gu id el in es 1 0 20 ,0 00 20 ,0 00 0 0 40 ,0 00 C Cr op o r l ive sto ck in su ra nc e pr od uc ts pi lo te d lu m p su m 1 50 0, 00 0 50 0, 00 0 50 0, 00 0 0 0 1, 50 0, 00 0 St ra te gi c g ra in re se rv es (p hy si ca l a nd v irt ua l i n pl ac e to re sp on d un de rta ke n to re du ce im pa ct s n at ur al d is as te rs o n ho us eh ol d- le ve l F NS . B 24 0, 00 0 M T o f g ra in st or ed M T 1, 20 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 5, 80 0, 00 0 29 ,0 00 ,0 00 54 st or ag e fa cil iti es re ha bi lit at ed sil os 54 3, 00 0, 00 0 2, 10 0, 00 0 75 0, 00 0 25 0, 00 0 0 6, 10 0, 00 0 Fo od d el ive re d to 5 % o f M al aw ia n ho us eh ol ds pe op le 4, 57 8, 82 5 56 ,2 50 ,0 00 61 ,8 75 ,0 00 68 ,0 62 ,5 00 74 ,8 68 ,7 50 82 ,3 55 ,6 25 34 3, 41 1, 87 5 Gr an d To ta l 31 6, 98 1 71 ,2 52 ,9 47 77 ,2 25 ,4 47 82 ,0 00 ,4 47 87 ,4 06 ,6 97 94 ,6 43 ,5 72 41 2, 52 9, 10 8 147 National Agricultural Investment Plan In te rv en tio n Ar ea 8 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ad eq ua te in fra st ru ct ur e in p la ce to h an dl e di se as e ou tb re ak s B 50 0 lit re s o f h er bi cid es an d pe sti cid es al wa ys in st oc k lit re s 2, 50 0 5, 00 0 5, 00 0 5, 00 0 5, 00 0 5, 00 0 25 ,0 00 Qu ar an tin e an d ot he r f ac ili tie s lu m p su m 1 3, 03 4, 45 8 2, 93 4, 45 8 1, 56 5, 57 9 96 3, 41 2 53 5, 84 6 9, 03 3, 75 3 An im al h ea lth p re ve nt iv e m ea su re s B 5 m ill io n po ul try va cc in at ed /y ea r ch ick en 27 ,0 00 ,0 00 69 ,8 41 69 ,8 41 69 ,8 41 69 ,8 41 97 ,7 77 37 7, 14 0 Co ws va cc in at ed /d ip pe d 2x ye ar ca ttl e 16 ,5 00 ,0 00 2, 60 0, 00 0 2, 95 0, 00 0 3, 30 0, 00 0 3, 65 0, 00 0 4, 00 0, 00 0 16 ,5 00 ,0 00 Da iry co ws sc re en ed fo r T B/ tic ks ca ttl e 44 3, 75 0 49 5, 87 0 55 7, 85 3 61 9, 83 7 68 1, 82 1 74 3, 80 4 3, 09 9, 18 5 Go at st oc k d ew or m ed an nu al ly go at s 41 ,2 50 ,0 00 1, 62 5, 00 0 1, 84 3, 75 0 2, 06 2, 50 0 2, 28 1, 25 0 2, 50 0, 00 0 10 ,3 12 ,5 00 Pi gs d ew or m ed /v ac cin at ed /y ea r pi gs 14 ,0 25 ,0 00 3, 60 0, 00 0 4, 55 0, 00 0 5, 50 0, 00 0 6, 45 0, 00 0 7, 95 0, 00 0 28 ,0 50 ,0 00 Pr oc ed ur es o n bi os af et y o f a ni m al s a nd fi sh in p la ce lu m p su m 1 50 ,0 00 0 0 0 0 50 ,0 00 Va cc in at io n bo xe s i n pl ac e lu m p su m 1 1, 00 0, 00 0 0 0 0 0 1, 00 0, 00 0 50 0, 00 0 fa rm er s t ra in ed /y ea r o n an im al hy gi en e / d ise as e pr ev en t. fa rm er s 2, 50 0, 00 0 12 5, 00 0 12 5, 00 0 12 5, 00 0 12 5, 00 0 12 5, 00 0 62 5, 00 0 IP M a nd b io te ch no lo gy fo r p la nt p ro te ct io ns w id el y ad op te d A 20 st af f t ra in ed in b io te ch no lo gy sta ff 20 13 9, 68 2 41 9, 04 5 55 8, 72 6 83 8, 08 9 83 8, 08 9 2, 79 3, 63 1 Pl an t p ro te cti on re gu la tio n re vie we d po lic y 1 0 0 50 ,0 00 0 0 50 ,0 00 B 10 0 pl an t c lin ics e sta bl ish ed cli ni cs 10 0 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 75 ,8 73 15 5, 87 3 5 gr ou ps p er E PA fo rm ed an d tra in ed to im pl em en t I M P in th ei r c om m un ity gr ou ps 1, 02 0 51 ,0 00 51 ,0 00 51 ,0 00 51 ,0 50 51 ,0 00 25 5, 05 0 Ag ric ul tu ra l b io te ch s a pp lie d lu m p su m 5 37 0, 95 2 36 3, 96 8 22 7, 93 6 22 0, 95 2 21 3, 96 8 1, 39 7, 77 7 C 25 ,0 00 fa rm er s t ra in ed o n IP M fa rm er s 5, 00 0 37 5, 00 0 37 5, 00 0 37 5, 00 0 37 5, 00 0 37 5, 00 0 1, 87 5, 00 0 Im po rts an d ex po rts in sp ec te d fo r p es ts an d di se as es lu m p su m 5 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 M on ito rin g & co nt ro l B 2 m ill io n ha m on ito re d an d co nt ro lle d fo r pe sts an nu al ly ha 10 ,0 00 ,0 00 30 ,6 80 ,2 31 30 ,7 22 ,1 35 30 ,5 26 ,5 81 30 ,1 63 ,4 09 30 ,1 07 ,5 36 15 2, 19 9, 89 2 Pe st s a nd d is ea se s o ut br ea ks a re m on ito re d an d co nt ro lle d B 2 m ill io n ha m on ito re d an d co nt ro lle d fo r pe sts an nu al ly ha 10 ,0 00 ,0 00 36 0, 00 0 36 0, 00 0 36 0, 00 0 36 0, 00 0 36 0, 00 0 1, 80 0, 00 0 Gr an d To ta l 4, 59 7, 80 4 45 ,1 02 ,0 33 45 ,8 47 ,0 50 45 ,9 17 ,0 00 46 ,7 54 ,8 23 48 ,4 78 ,8 94 23 2, 09 9, 80 1 148 National Agricultural Investment Plan In te rv en tio n Ar ea 9 (p ar t 1 - Re le va nt , e vi de nc e- ba se d ex te ns io n ad vi ce d el iv er ed ) IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Re le va nt , e vi de nc e ba se d ex te ns io n ad vi ce d el iv er ed A 2 ag ric ul tu ra l r es ou rc e ce nt re s o pe ra tio na l pe r d ist ric t ce nt re s 63 10 4, 76 1 10 4, 76 1 10 4, 76 1 14 0, 79 3 34 ,9 20 48 9, 99 7 Di str ict le ve l d at ab as es o n ex te ns io n es ta bl ish ed da ta ba se s 28 25 1, 42 7 29 3, 33 1 20 9, 52 2 20 9, 52 2 20 9, 52 2 1, 17 3, 32 5 GA P gu id el in es co nt in uo us ly up da te d gu id el in es 5 14 5, 71 3 21 5, 99 9 14 5, 71 3 14 5, 71 3 14 5, 71 3 79 8, 85 2 Liv es to ck m as te rp la n de ve lo pe d str at eg y 1 50 0, 00 0 0 0 0 0 50 0, 00 0 B 15 0, 00 0 fa rm er s a cti ve in ch ick en p as s-o n gr ou ps fa rm er s 15 0, 00 0 24 ,0 00 24 ,0 00 24 ,0 00 24 ,0 00 24 ,0 00 12 0, 00 0 18 0, 00 0 ch ick en an nu al ly di str ib ut ed to pa ss -o n sc he m es ch ick en 90 0, 00 0 1, 25 7, 13 4 1, 25 7, 13 4 1, 25 7, 13 4 1, 25 7, 13 4 1, 25 7, 13 4 6, 28 5, 67 0 22 5, 00 0 fa rm er s a cti ve in g oa t p as s-o n pr og ra m s fa rm er s 16 6, 66 7 97 ,3 01 97 ,3 01 97 ,3 01 15 3, 17 4 15 3, 17 4 59 8, 25 0 36 40 0 fa rm er s a nn ua lly tr ai ne d on sm al l sto ck m an ag em en t fa rm er s 18 2, 00 0 30 1, 99 2 30 1, 99 2 30 1, 99 2 30 1, 99 2 30 1, 99 2 1, 50 9, 95 8 45 ,0 00 fa rm er s a cti ve in ch ick en p as s-o n gr ou ps fa rm er s 45 ,0 00 31 ,4 28 31 ,4 28 31 ,4 28 31 ,4 28 31 ,4 28 15 7, 14 2 45 ,0 00 g oa ts an nu al ly di str ib ut ed to p as s- on sc he m es go at s 22 5, 00 0 2, 19 9, 98 5 2, 19 9, 98 5 2, 19 9, 98 5 2, 19 9, 98 5 2, 19 9, 98 5 10 ,9 99 ,9 23 45 00 b ee ke ep er s t ra in ed fa rm er s 4, 50 0 3, 35 2 5, 58 7 2, 79 4 83 8 0 12 ,5 71 liv es to ck co m m itt ee s r ev am pe d in 2 80 0 vil la ge s co m m itt ee s 2, 80 0 7, 00 0 7, 00 0 7, 00 0 8, 40 0 9, 80 0 39 ,2 00 C # o f l ea d fa rm er s i nc re as ed fr om 2 0 to 3 5 th ou sa nd le ad fa rm er s 15 0, 00 0 4, 46 5, 65 2 5, 17 0, 95 2 4, 52 0, 95 2 5, 27 0, 95 2 6, 02 0, 95 2 25 ,4 49 ,4 60 10 ,0 00 cl us te rs o pe ra tio na l p er ye ar vil la ge s 50 ,0 00 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 5, 00 0, 00 0 10 0 wa te r p oi nt s e sta bl ish ed wa te r p oi nt s 10 0 22 5, 00 0 30 0, 00 0 40 5, 00 0 45 0, 00 0 12 0, 00 0 1, 50 0, 00 0 10 00 FF S op er at io na l p er ye ar fa rm er fi el d sc ho ol s 5, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 5, 00 0, 00 0 10 00 g re en b el ts op er at io na l p er ye ar vil la ge s 5, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 10 00 m od el vi lla ge s o pe ra tio na l p er ye ar vil la ge s 5, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 10 20 g ra zin g ar ea s e sta bl ish ed ar ea s 1, 02 0 1, 02 0, 00 0 1, 02 0, 00 0 1, 02 0, 00 0 1, 02 0, 00 0 1, 02 0, 00 0 5, 10 0, 00 0 149 National Agricultural Investment Plan IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t 11 m in -fe ed m ill s e sta bl ish ed fo r p ou ltr y fe ed s m ill s 11 0 7, 20 0 21 ,6 00 21 ,6 00 28 ,8 00 79 ,2 00 15 d am s r es to ck ed w ith fi sh da m s 15 20 ,9 52 62 ,8 56 16 7, 61 6 62 ,8 56 0 31 4, 28 0 19 0, 00 0 ha an nu al ly in te rc ro pp ed w ith ni tro ge n fix in g pl an ts ha 95 0, 00 0 1, 63 0, 00 0 1, 48 0, 00 0 1, 48 0, 00 0 1, 48 0, 00 0 1, 48 0, 00 0 7, 55 0, 00 0 22 00 0 an nu al fi el d da ys o n GA P fie ld d ay s 11 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 1, 10 0, 00 0 5, 50 0, 00 0 30 0, 00 0 ha an nu al ly un de r G AP ha 1, 50 0, 00 0 1, 44 3, 16 0 1, 48 9, 20 0 1, 53 3, 13 0 1, 56 8, 72 0 13 ,6 09 ,6 50 19 ,6 43 ,8 60 40 0 fa rm er s u sin g sta ll fe ed in g fa rm er s 40 0 5, 88 0 6, 86 0 7, 35 0 8, 33 0 10 ,7 80 39 ,2 00 40 0, 00 0 fa rm er s r ec ei ve an nu al sp ec ia lis ed ex te ns io n on cr op s t he y a re p ro du cin g fa rm er s 2, 00 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 4, 00 0, 00 0 50 00 fi sh fa rm er s a nn ua lly tr ai ne d on d ee p po nd fi sh p ro du cti on sy ste m fa m er s 25 ,0 00 70 7, 00 0 70 7, 00 0 70 7, 00 0 70 7, 00 0 70 0, 00 0 3, 52 8, 00 0 50 00 0 fo dd er tr ee s p la nt ed am on gs t fa rm er s tre es 50 ,0 00 2, 50 0 2, 50 0 2, 50 0 2, 50 0 2, 50 0 12 ,5 00 8 po nd o r c ag e cu ltu re sc he m es e sta bl ish ed sc he m es 8 50 ,0 00 97 ,7 77 97 ,7 77 97 ,7 77 97 ,7 77 44 1, 10 8 An nu al d ist ric t a gr icu ltu ra l f ai rs u nd er ta ke n fa irs 14 0 42 0, 00 0 42 0, 00 0 42 0, 00 0 42 0, 00 0 42 0, 00 0 2, 10 0, 00 0 In pu ts su pp lie d to fa rm er s f or de m on str at io n pu rp os es lu m p su m 5 1, 27 0, 00 0 1, 27 0, 00 0 1, 27 0, 00 0 1, 27 0, 00 0 1, 27 0, 00 0 6, 35 0, 00 0 D 24 5 va lu e ad di tio n gr ou ps fo rm ed gr ou ps 24 5 24 ,5 00 24 ,5 00 24 ,5 00 24 ,5 00 24 ,5 00 12 2, 50 0 29 30 FO ’s tra in ed o n pr oc es sin g FO ’s 2, 93 0 60 0, 00 0 73 0, 00 0 78 0, 00 0 52 0, 00 0 30 0, 00 0 2, 93 0, 00 0 41 0, 00 0 fa rm er s t ra in ed an nu al ly on p os t- ha rv es t m an ag em en t fa rm er s 2, 05 0, 00 0 41 0, 00 0 41 0, 00 0 41 0, 00 0 41 0, 00 0 41 0, 00 0 2, 05 0, 00 0 Eq ui pm en t d ist rib ut ed fo r r ed uc in g po st- ha rv es t l os se s eq ui pm en t 2, 05 0, 00 0 41 ,3 00 ,0 00 41 ,3 00 ,0 00 41 ,3 00 ,0 00 41 ,3 00 ,0 00 41 ,3 00 ,0 00 20 6, 50 0, 00 0 150 National Agricultural Investment Plan In te rv en tio n Ar ea 9 (P ar t 2 – E ffi ci en t r es ea rc h pa rt ne rs hi ps ) IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ef fic ie nt re se ar ch p ar tn er sh ip s A 2 te ch no lo gy re le as e sta ke ho ld er m ee tin gs co nd uc te d an nu al ly m ee tin gs 10 41 ,9 04 41 ,9 04 41 ,9 04 41 ,9 04 41 ,9 04 20 9, 52 2 AR ET d ive rs ifi ca tio n pl an d ev el op ed stu dy 1 0 50 ,0 00 0 0 0 50 ,0 00 Ca pa cit y o f n at io na l r ep os ito ry ce nt re s (p la nt , li ve sto ck , fi sh er ie s g en et ics ) up gr ad ed lu m p su m 1 0 0 15 0, 00 0 0 0 15 0, 00 0 M IR T s tre ng th en ed lu m p su m 1 0 50 ,0 00 0 0 0 50 ,0 00 Re se ar ch co or di na tio n ac tiv iti es un de rta ke n m ee tin gs 20 62 ,0 00 52 ,0 00 42 ,0 00 32 ,0 00 32 ,0 00 22 0, 00 0 Re se ar ch g ra nt s p ro vid ed to 5 0 stu de nt s stu de nt s 50 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 50 0, 00 0 B An im al G en et ic Re so ur ce s C en tre es ta bl ish ed lu m p su m 2 0 20 0, 00 0 0 0 0 20 0, 00 0 Ge rm pl as m co ns er ve d sp ec ie s 3, 00 0 33 ,4 96 33 ,4 96 82 ,3 84 82 ,3 84 82 ,3 84 31 4, 14 4 M al aw i P la n Ge ne tic C en tre re fu rb ish ed lu m p su m 1 0 83 ,8 09 0 0 0 83 ,8 09 C 18 m icr o- nu tri en t b io -fo rti fie d cr op s de ve lo pe d te ch no lo gi es 18 28 9, 68 2 28 9, 68 2 33 9, 68 2 33 9, 68 2 33 9, 68 2 1, 59 8, 41 0 ab ou t 1 0 ne w va rie tie s o r t ec hn ol og ie s de ve lo pe d & re le as ed an nu al ly te ch no lo gi es 10 17 ,0 00 ,0 00 17 ,0 00 ,0 00 17 ,0 00 ,0 00 17 ,0 00 ,0 00 17 ,0 00 ,0 00 85 ,0 00 ,0 00 ab ou t 4 50 00 o n- fa rm p ar tic ip at or y de m os o n GA P co nd uc te d an nu al ly de m os 22 9, 00 0 97 8, 00 0 1, 02 0, 00 0 1, 38 0, 00 0 1, 47 6, 00 0 2, 01 6, 00 0 6, 87 0, 00 0 ab ou t 5 fe ed te ch no lo gi es d ev el op ed an nu al ly te ch no lo gi es 5 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 20 4, 00 0 1, 02 0, 00 0 De ta ile d an al ys is of si te -sp ec ifi c co ns tra in ts af fe cti ng ag p er fo rm an ce lu m p su m 5 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 1, 00 0, 00 0 5, 00 0, 00 0 Gr an d To ta l 32 1, 19 6 83 ,1 27 ,8 19 84 ,0 62 ,2 54 83 ,7 89 ,0 26 84 ,2 83 ,1 85 96 ,8 98 ,5 98 43 2, 16 0, 88 1 151 National Agricultural Investment Plan In te rv en tio n Ar ea 1 0 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ef fic ie nt se ed su pp ly sy st em s e st ab lis he d A Im po rt pr oc ed ur es si m pl ifi ed lu m p su m 1 15 0, 00 0 75 ,0 00 15 0, 00 0 0 0 37 5, 00 0 Pr oc ed ur es fo r r el ea sin g ne w va rie tie s re vis ed an d str ea m lin ed (b la nk ) 30 ,0 00 30 ,0 00 0 0 0 60 ,0 00 Se ed b ill p as se d lu m p su m 1 29 ,3 33 29 ,3 33 0 0 0 58 ,6 66 Se m i-a ut on om ou s S ee d Se rv ice s U ni t es ta bl ish ed lu m p su m 1 84 6, 15 2 42 3, 07 6 0 0 0 1, 26 9, 22 8 C 90 0, 00 0 fa rm er s a nn ua lly re ce ivi ng vo uc he r f or le gu m e se ed su bs id y fa rm er s 4, 50 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 6, 48 0, 00 0 32 ,4 00 ,0 00 90 0, 00 0 fa rm er s a nn ua lly re ce ivi ng vo uc he r f or m ai ze se ed su bs id y fa rm er s 4, 50 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 2, 25 0, 00 0 11 ,2 50 ,0 00 95 0 co m m un ity se ed b an ks e sta bl ish ed se ed b an ks 95 0 69 ,0 00 72 ,6 00 77 ,4 00 82 ,2 00 85 ,8 00 38 7, 00 0 FI SP p ro gr am im pl em en te d lu m p su m 5 11 5, 00 0 11 5, 00 0 11 5, 00 0 11 5, 00 0 11 5, 00 0 57 5, 00 0 Ha o f s ee d m ul tip lic at io n fie ld s in sp ec te d by S SU in cr ea se d fro m 15 ,0 00 to 2 5, 00 0 ha 10 7, 55 5 15 5, 55 0 17 0, 00 0 20 0, 00 0 25 0, 00 0 30 0, 00 0 1, 07 5, 55 0 Im po rt pr oc ed ur es si m pl ifi ed ce rti fic at es 50 ,0 00 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 70 0, 00 0 Nu rs er ie s f or tr ee s a nd ve ge ta bl es es ta bl ish ed ha 75 9, 75 0 29 ,7 50 9, 75 0 9, 75 0 9, 75 0 68 ,7 50 Qu an tit ie s o f b as ic se ed p ro du ce d in cr ea se d fro m 1 05 to 3 25 M T a nn ua lly M T 2, 50 5 31 ,3 95 89 ,7 00 14 9, 50 0 20 9, 30 0 26 9, 10 0 74 8, 99 5 Qu an tit ie s o f s ee d m ul tip lie d by fa rm er s M T 13 ,0 00 26 9, 75 0 33 0, 98 0 35 7, 69 0 36 7, 60 0 88 4, 59 0 2, 21 0, 61 0 FI SP re fo rm s a dv an ce d A FI SP re fo rm o pt io ns m on ito re d an d di sc us se d am on gs t s ta ke ho ld er s lu m p su m 5 17 5, 00 0 17 5, 00 0 17 5, 00 0 17 5, 00 0 17 5, 00 0 87 5, 00 0 FI SP re fo rm o pt io ns p ilo te d lu m p su m 5 26 5, 00 0 26 5, 00 0 26 5, 00 0 26 5, 00 0 26 5, 00 0 1, 32 5, 00 0 M T 3, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 FI SP re fo rm o pt io ns st ud ie d stu di es 2 15 0, 00 0 10 0, 00 0 0 0 0 25 0, 00 0 152 National Agricultural Investment Plan IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Li ve st oc k an d fis he rie s g en ep oo l i m pr ov ed a nd b re ed in g st oc k m ad e av ai la bl e to fa rm er s A Liv es to ck co ns er va tio n pr ot oc ol s de ve lo pe d lu m p su m 1 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 10 ,0 00 50 ,0 00 C # l ive sto ck ar tifi cia lly in se m in at ed an nu all y i nc re as ed fr om 1 00 00 to 6 00 00 in se m in at io ns 30 0, 00 0 3, 11 2, 85 7 6, 06 2, 85 7 9, 06 2, 85 7 12 ,0 62 ,8 57 18 ,0 62 ,8 57 48 ,3 64 ,2 85 5 m ill io n fin ge rli ng s p ro du ce d an nu al ly fin ge rli ng s 25 ,0 00 ,0 00 1, 29 4, 88 9 1, 33 4, 88 9 1, 33 4, 88 9 1, 33 0, 00 0 1, 33 0, 00 0 6, 62 4, 66 7 5 m ill io n fin ge rli ng s r es to ck ed an nu al ly fin ge rli ng s 25 ,0 00 ,0 00 1, 29 1, 90 4 1, 29 1, 90 4 1, 29 1, 90 4 1, 29 1, 90 4 1, 29 1, 90 4 6, 45 9, 52 0 He ife r p as s-o n sc he m e liv es to ck 1, 40 0 20 1, 12 0 30 1, 68 0 50 2, 80 0 58 6, 60 0 75 4, 20 0 2, 34 6, 40 0 Liv es to ck b re ed in g an im al s s ou rce d in cre as ed fr om 3 45 0 to 1 00 00 an nu al ly liv es to ck 20 ,7 50 6, 17 6, 70 0 6, 75 2, 00 0 6, 37 7, 50 0 6, 45 2, 80 0 6, 50 3, 00 0 32 ,2 62 ,0 00 Liv es to ck co ns er va tio n p ro to co ls de ve lop ed lu m p su m 1 75 0, 00 0 50 0, 00 0 0 0 0 1, 25 0, 00 0 Li ve st oc k/ fis he rie s b re ed in g B Sm al l s to ck m ul tip lic at io n th ro ug h fa rm er b re ed er s go at s 1, 00 0 1, 57 8, 79 8 1, 57 8, 79 8 1, 57 8, 79 8 1, 57 8, 79 8 1, 57 8, 79 8 7, 89 3, 98 8 Su pp ly ch ai ns fo r o rg an ic an d in -o rg an ic fe rti lis er st re ng th en ed A 3 so il la bs re fu rb ish ed la bs 3 48 8, 88 5 50 9, 83 8 50 9, 83 8 20 ,9 52 0 1, 52 9, 51 3 Se m i-a ut on om ou s f er til ise r r eg ul at or y bo dy e sta bl ish ed ag en cy 1 24 ,4 44 0 97 7, 77 1 0 0 1, 00 2, 21 5 B 2 m ill io n fa rm er s/y ea r p ro du ce m an ur e/ in or ga ni c f er til ise r fa rm er s 10 ,0 00 ,0 00 1, 01 9, 04 5 1, 01 9, 04 5 1, 01 9, 04 5 1, 01 9, 04 5 1, 01 9, 04 5 5, 09 5, 22 3 In ve sti ga te o pt io ns fo r f er til ise r pr od uc tio n an d tra ns po rt lu m p su m 1 0 20 0, 00 0 0 0 0 20 0, 00 0 Na tio na l s oi l m ap s u pd at ed m ap s 8 70 2, 14 0 70 2, 14 0 36 6, 90 4 36 6, 90 4 36 6, 90 4 2, 50 4, 99 4 Pe sti cid es C on tro l B oa rd st re ng th en ed lu m p su m 1 0 50 ,0 00 50 ,0 00 50 ,0 00 0 15 0, 00 0 C 30 0 fe rti lis er sa m pl es an al ys ed an nu al ly sa m pl es 1, 50 0 12 1, 00 0 12 1, 00 0 12 1, 00 0 12 1, 00 0 12 1, 00 0 60 5, 00 0 90 0, 00 0 fa rm er s a nn ua lly re ce ive vo uc he r f or fe rti lis er su bs id y fa rm er s 4, 50 0, 00 0 37 ,3 50 ,0 00 37 ,3 50 ,0 00 37 ,3 50 ,0 00 37 ,3 50 ,0 00 37 ,3 50 ,0 00 18 6, 75 0, 00 0 Ar ea -sp ec ifi c f er til ise r re co m m en da tio ns d ev el op ed m ap s 10 21 1, 29 6 19 1, 29 6 19 1, 29 6 43 5, 74 1 43 5, 74 1 1, 46 5, 37 0 Gr an d To ta l 2, 53 3, 54 7 65 ,9 99 ,0 08 69 ,2 50 ,8 85 71 ,6 13 ,9 41 73 ,5 20 ,4 51 80 ,2 97 ,6 89 36 0, 68 1, 97 4 153 National Agricultural Investment Plan In te rv en tio n Ar ea 1 1 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ag ro -fo re st ry a re as e xp an de d an d m an ag em en t c ap ac iti es e nh an ce d A Le ga l f ra m ew or k f or ag ro -fo re str y d ev & in ce nt ive m ec ha ni sm s i de nt ifi ed . stu di es 1 25 ,0 00 25 ,0 00 10 0, 00 0 75 ,0 00 25 ,0 00 25 0, 00 0 Tre e- co ve r d en sit y o n ag ric ul tu ra l l an d es ta bl ish ed at n at io na l l ev el stu di es 1 75 0, 00 0 0 75 ,0 00 15 0, 00 0 15 0, 00 0 1, 12 5, 00 0 B Tra in in gs in ag ro -fo re str y p ra cti ce s fa rm er s 75 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 35 0, 00 0 1, 75 0, 00 0 fa rm er m an ag ed n at ur al g en er at io n tre e- pl an te d ar ea s e sta bl ish ed ha 2, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 56 0, 00 0 2, 80 0, 00 0 M in i-n ur se rie s e sta bl ish ed /w el l m an ag ed nu rs er ie s 22 ,5 00 2, 55 0, 00 0 2, 55 0, 00 0 2, 55 0, 00 0 2, 55 0, 00 0 2, 55 0, 00 0 12 ,7 50 ,0 00 30 ,0 00 ha /2 50 0k m ri ve r b an ks p la nt ha 30 ,0 00 18 0, 00 0 18 0, 00 0 18 0, 00 0 18 0, 00 0 18 0, 00 0 90 0, 00 0 La ke a nd ri ve rs fi sh er ie s r es ou rc es a re e ffi cie nt ly a d su st ai na bl y m an ag ed A An nu al ce ns us fi sh /a qu at ic en vir on m en t su rv ey 5 11 9, 84 1 11 9, 84 1 11 9, 84 1 11 9, 84 1 11 9, 84 1 59 9, 20 4 Fis he rie s m as te rp la n de ve lo pe d stu di es 1 0 0 0 20 0, 00 0 0 20 0, 00 0 Fis he rie s m as te rp la n de ve lo pe d stu di es 1 4, 88 9 4, 88 9 4, 88 9 4, 88 9 4, 88 9 24 ,4 44 Le ga l/r eg ul at or y f ra m ew or k f or fi sh er ie s m an ag em en t r ev ise d/ str en gt he ne d lu m p su m 1 42 2, 23 6 24 4, 44 3 55 5, 47 5 23 0, 47 5 23 0, 47 5 1, 68 3, 10 3 B HI V/ AI DS b as el in e da ta d iss em in at e stu di es 1 6, 98 4 26 ,9 84 6, 98 4 6, 98 4 6, 98 4 54 ,9 20 C Fis he r f ol k ( + wo m en / y ou th tr ai ne d) fis he rm en 50 ,0 00 73 0, 00 0 75 0, 00 0 75 4, 88 9 75 4, 88 9 73 4, 88 9 3, 72 4, 66 7 Fis he rie s t ec hs d ev el op ed / a na lys ed lu m p su m 5 11 7, 71 4 11 4, 22 2 11 4, 22 2 11 4, 22 2 11 4, 22 2 57 4, 60 2 D 20 Fi sh er ie s l an di ng si te s/m ar ke tin g fa cil iti es + 2 d oc ki ng st at io ns e sta bl ish ed . fa cil iti es 22 27 9, 36 3 17 4, 60 2 17 4, 60 2 45 3, 96 5 17 4, 60 2 1, 25 7, 13 4 La nd u se p la nn in g an d zo ni ng u pd at ed a nd im pl em en ta tio n ca pa cit y en ha nc ed B Ag ric ul tu ra l/ pr ot ec te d ar ea s z on ed ha 82 ,5 00 2, 39 4, 21 4 1, 67 2, 21 4 1, 50 4, 59 6 1, 49 7, 61 2 1, 49 7, 61 2 8, 56 6, 24 6 Di str ict n at ur al re so ur ce m an ag em en t co m m itt ee co m m itt ee 14 0 25 3, 96 8 25 3, 96 8 25 3, 96 8 25 3, 96 8 25 3, 96 8 1, 26 9, 84 1 Su st ai na bl e us e an d m an ag em en t o f w at er re so ur ce s B 1 de ep w el l e sta bl ish ed p er d ist ric t we lls 28 0 24 5, 00 0 24 5, 00 0 24 5, 00 0 24 5, 00 0 98 0, 00 0 154 National Agricultural Investment Plan IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t W at er re so ur ce s a re m an ag ed a nd u se d su st ai na bl y B 15 00 li ve sto ck w at er in g po in ts po in ts 1, 50 0 75 ,0 00 75 ,0 00 75 ,0 00 75 ,0 00 75 ,0 00 37 5, 00 0 Fa rm er s t ra in ed o n ra in w at er h ar ve sti ng fa rm er s 1, 00 0, 00 0 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 25 0, 00 0 3 da m s c on str uc te d pe r d ist ric t da m s 84 2, 00 0, 00 0 2, 00 0, 00 0 2, 00 0, 00 0 2, 00 0, 00 0 40 0, 00 0 8, 40 0, 00 0 Ca tch m en t a re a m an ag em en t s tre ng th en ed ha 1, 00 0, 00 0 1, 46 6, 73 8 1, 41 9, 27 7 1, 17 5, 78 7 72 1, 82 2 1, 15 1, 34 3 5, 93 4, 96 6 Ra in wa te r h ar ve sti ng /so il m oi stu re m an ag em en t t ec hs fa rm er s 1, 00 0, 00 0 2, 25 2, 82 4 2, 25 2, 82 4 2, 25 2, 82 4 2, 25 2, 82 4 2, 25 2, 82 4 11 ,2 64 ,1 18 Gr an d To ta l 23 8, 90 2 14 ,5 88 ,7 70 13 ,0 68 ,2 63 13 ,1 03 ,0 75 12 ,8 46 ,4 89 11 ,1 26 ,6 47 64 ,7 33 ,2 45 In te rv en tio n Ar ea 1 2 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ar ea u nd er fu nc tio na l i rr ig at io n sy st em s i nc re as ed A Ca pa cit y f or p la nn in g an d im pl em en ta tio n of ir rig at io n wo rk an d sc he m e m an ag em en t str en gt he ne d at n at io na l l ev el lu m p su m 2 10 5, 79 3 10 5, 79 3 10 5, 79 3 10 5, 79 3 10 5, 79 3 52 8, 96 5 C 36 ,8 00 h a o f i rri ga tio n sc he m es ar e de ve lo pe d ha 36 ,8 00 65 ,8 02 ,7 45 69 ,5 91 ,9 45 73 ,3 81 ,1 45 77 ,1 70 ,3 45 81 ,9 06 ,8 45 36 7, 85 3, 02 5 5, 10 0 ha o f i rri ga tio n sc he m es ar e re ha bi lit at ed ha 5, 10 0 2, 37 5, 84 1 3, 29 8, 24 1 4, 68 1, 84 1 6, 06 5, 44 1 7, 44 9, 04 1 23 ,8 70 ,4 05 Irr ig at io n sc he m es a re p ro pe rly m an ag ed a nd m ai nt ai ne d ac co rd in g to th ei r e co no m ic po te nt ia l A Co de s o f c on du ct fo r i rri ga tio n m an ag em en t de ve lo pe d an d th ei r i m pl em en ta tio n m on ito re d pl an s 1, 20 0 62 ,9 52 42 ,0 00 42 ,0 00 42 ,0 00 42 ,0 00 23 0, 95 2 W UA A ct en ac te d lu m p su m 1 0 50 ,0 00 0 0 0 50 ,0 00 C 10 0 irr ig at io n as so cia tio ns tr ai ne d an nu al ly FO ’s 50 0 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 25 0, 00 0 64 n ew W UA s e sta bl ish ed an d al l e xis tin g W UA s t ra in ed an nu al ly W UA s 1, 23 0 43 ,2 80 46 ,4 80 49 ,6 80 52 ,8 80 56 ,0 80 24 8, 40 0 Ad va nc ed e xt en sio n se rv ice s p ro vid ed to fa rm er s i n irr ig at ed ar ea s ha 8, 00 0 48 7, 32 1 50 2, 32 1 53 2, 32 1 53 2, 32 1 51 7, 32 1 2, 57 1, 60 5 D 50 0 m at ch in g gr an ts di sb ur se d fo r i rri ga tio n in ve stm en ts gr an ts 50 0 10 4, 76 1 10 4, 76 1 10 4, 76 1 10 4, 76 1 10 4, 76 1 52 3, 80 6 Irr ig at io n fa rm er s l in ke d to m ar ke ts an d fin an ce lin ka ge s 50 66 ,3 49 66 ,3 49 66 ,3 49 66 ,3 49 66 ,3 49 33 1, 74 4 Gr an d To ta l 7, 83 5 69 ,0 99 ,0 42 73 ,8 57 ,8 90 79 ,0 13 ,8 90 84 ,1 89 ,8 90 90 ,2 98 ,1 90 39 6, 45 8, 90 2 155 National Agricultural Investment Plan In te rv en tio n Ar ea 1 3 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Av ai la bi lit y an d qu al ity o f m ec ha ni za tio n eq ui pm en t a nd se rv ice s e nh an ce d C Dr au gh t a ni m al se rv ice s i m pr ov ed an im al s 19 7 11 5, 83 6 11 5, 83 6 11 5, 83 6 11 5, 83 6 11 5, 83 6 57 9, 18 0 Go ve rn m en t m ec ha ni za tio n sc he m es m ak e m or e tra cto rs an d CA -co m pl ia nt ri pp er s a va ila bl e to fa rm er s eq ui pm en t 72 54 4, 11 2 32 8, 22 4 78 ,2 24 32 8, 22 4 57 8, 22 4 1, 85 7, 00 8 In ce nt ive s p ro vid ed to in cr ea se im po rta tio n of tra cto rs an d CA im pl em en ts by p riv at e se cto r tra cto rs 50 0 8, 00 6, 98 5 8, 00 6, 98 5 8, 00 6, 98 5 8, 00 6, 98 5 8, 00 6, 98 5 40 ,0 34 ,9 25 D Fe as ib ili ty st ud y o n m ac hi ne ry fu nd co nd uc te d stu di es 1 50 ,0 00 0 0 0 0 50 ,0 00 Kn ow le dg e an d sk ill s o f p ro vi de rs a nd u se rs o f m ec ha ni za tio n se rv ice s s tre ng th en ed A St an da rd s f or sa fe ty m ea su re s a nd sa fe gu ar ds de ve lo pe d sta nd ar d 1 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 69 ,8 40 C 30 0 m ec ha ni za tio n de m os co nd uc te d de m os 30 0 41 ,8 80 41 ,8 80 41 ,8 80 41 ,8 80 41 ,8 80 20 9, 40 0 42 5 He al th an d sa fe ty tr ai ni ng s c on du cte d fa rm er s 42 5 2, 50 8, 75 0 2, 51 3, 12 5 2, 51 3, 12 5 2, 51 7, 50 0 2, 52 1, 87 5 12 ,5 74 ,3 75 75 0 m ac hi ne ry o pe ra to rs /m ec ha ni cs tr ai ne d ar tis an s 75 0 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 10 0, 00 0 Gr an d To ta l 28 6 11 ,3 01 ,5 31 11 ,0 40 ,0 18 10 ,7 90 ,0 18 11 ,0 44 ,3 93 11 ,2 98 ,7 68 55 ,4 74 ,7 28 156 National Agricultural Investment Plan In te rv en tio n Ar ea 1 4 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Do m es tic m ar ke t a cc es s i m pr ov ed D 5, 00 0 km o f r ur al fe ed er ro ad s r eh ab ili ta te d/ up gr ad ed km s 5, 00 0 50 ,0 00 ,0 00 50 ,0 00 ,0 00 50 ,0 00 ,0 00 50 ,0 00 ,0 00 50 ,0 00 ,0 00 25 0, 00 0, 00 0 75 00 km o f r ur al fe ed er ro ad s s po t-i m pr ov ed km s 7, 50 0 18 ,7 50 ,0 00 18 ,7 50 ,0 00 18 ,7 50 ,0 00 18 ,7 50 ,0 00 18 ,7 50 ,0 00 93 ,7 50 ,0 00 Ru ra l c ol d sto ra ge fa cil iti es e sta bl ish ed M T 5, 00 0 1, 81 1, 42 7 1, 81 1, 42 7 1, 81 1, 42 7 1, 81 1, 42 7 1, 81 1, 42 7 9, 05 7, 13 4 Ru ral m ark et fac ilit ies es tab lis he d a nd re ha bi lita ted fa cil iti es 25 1 1, 05 0, 95 0 1, 25 7, 93 3 1, 50 1, 20 1 1, 37 4, 66 5 1, 49 0, 00 0 6, 67 4, 74 9 Ru ra l m ar ke t f ac ili tie s r eh ab ili ta te d ce nt re s 31 6 3, 00 0, 00 0 3, 00 0, 00 0 3, 00 0, 00 0 3, 00 0, 00 0 3, 80 0, 00 0 15 ,8 00 ,0 00 Ef fe ct iv en es s, sc op e an d fa irn es s o f c on tra ct fa rm in g im pr ov ed C Ca pa cit y o f F Os to e ng ag e in co nt ra ct fa rm in g en ha nc ed FO ’s 55 0 19 6, 60 0 19 8, 10 0 19 7, 10 0 19 7, 60 0 19 6, 10 0 98 5, 50 0 Co nt ra ct Fa rm in g str at eg y d iss em in at ed / sta ke ho ld er s s en sit ise d FO ’s 1, 00 0 19 6, 70 0 24 6, 70 0 24 6, 70 0 24 6, 70 0 19 6, 70 0 1, 13 3, 50 0 In cr ea se d nu m be r o f f ar m er s o pe ra tin g un de r co nt ra ct fa rm in g ar ra ng em en ts fa rm er s 10 0, 00 0 39 7, 80 0 39 7, 80 0 39 7, 80 0 39 7, 80 0 39 7, 80 0 1, 98 9, 00 0 En ab lin g en vi ro nm en t f or a gr i-fi na nc e st re ng th en ed a nd sp ec ifi c p ol icy in st ru m en ts e st ab lis he d. A In cr ea se d in cr em en ta l v al ue o f w ar eh ou se re ce ip t fi na nc in g lu m p su m 5 10 0, 00 0 0 0 0 0 10 0, 00 0 M AR KE T I NF O av ai la bi lit y an d us e en ha nc ed A IC T-b as ed m ar ke t in fo rm ati on sy ste m op er ati on al sy ste m s 1 97 8, 88 8 97 8, 88 8 97 8, 88 8 97 8, 88 8 97 8, 88 8 4, 89 4, 44 2 C Fa rm er s a bl e to ac ce ss an d us e m ar ke t in fo rm at io n sy ste m s fa rm er s 1, 50 0, 00 0 61 3, 96 8 1, 10 0, 00 0 1, 61 3, 96 8 2, 10 0, 00 0 3, 11 3, 96 8 8, 54 1, 90 4 Re gi on al a nd in te rn at io na l t ra de fa cil ita te d A Ba rc od e in sti tu tio n es ta bl ish ed in sti tu tio n 1 0 0 0 0 62 ,8 57 62 ,8 57 Go ve rn m en t s ta ff tra in ed o n tra de is su es lu m p su m 1 22 5, 93 6 22 5, 93 6 22 5, 93 6 22 5, 93 6 22 5, 93 6 1, 12 9, 67 8 No n- tra de b ar rie r d at ab as e es ta bl ish ed da ta ba se 1 0 25 3, 76 8 0 0 0 25 3, 76 8 Tra de b an s a nd n on -tr ad e ba rri er s r ed uc ed lu m p su m 1 15 8, 61 2 15 8, 61 2 15 8, 61 2 15 8, 61 2 15 8, 61 2 79 3, 06 0 Tra de -re la te d po lic ie s u pd at ed lu m p su m 1 36 6, 58 6 36 8, 05 3 36 9, 51 9 24 0, 94 2 24 0, 94 2 1, 58 6, 04 2 D Ac tiv e i nt er na tio na l tr ad e p ro m ot io n un de rta ke n lu m p su m 1 2, 03 1, 56 3 2, 12 9, 34 0 2, 22 7, 11 7 1, 75 7, 78 7 1, 73 8, 23 1 9, 88 4, 03 7 Sc op e an d ef fic ie nc y of C om EX a nd W R sy st em s e nh an ce d A In cr ea se d in cr em en ta l v al ue o f w ar eh ou se re ce ip t fi na nc in g US D 50 ,0 00 ,0 00 29 5, 56 6 34 5, 56 6 29 5, 56 6 29 5, 56 6 29 5, 56 6 1, 52 7, 83 1 157 National Agricultural Investment Plan IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t D 40 0, 00 0 M T a dd iti on al q ua lit y s to ra ge ca pa cit y e sta bl ish ed M T 40 0, 00 0 26 ,8 50 ,0 00 26 ,7 80 ,0 00 18 ,9 50 ,0 00 15 ,0 50 ,0 00 11 ,1 50 ,0 00 98 ,7 80 ,0 00 Fa rm er s a nd S M Es tr ai ne d in w ar eh ou se re ce ip t s ys te m s a nd co m m od ity e xc ha ng es en tit ie s 50 0 10 0, 00 0 10 0, 00 0 10 0, 00 0 17 5, 00 0 17 5, 00 0 65 0, 00 0 In cr ea se d in cr em en ta l v al ue o f w ar eh ou se re ce ip t fi na nc in g en tit ie s 1, 55 1 1, 07 5, 54 8 2, 05 3, 31 9 2, 54 2, 20 4 2, 54 2, 20 4 2, 54 2, 20 4 10 ,7 55 ,4 80 Tr an sp ar en t a nd ru le s- ba se d m ar ke t a nd tr ad e po lic ie s A AD M AR C su cc es sfu lly re fo rm ed stu di es 2 1, 10 0, 00 0 1, 00 0, 00 0 0 0 0 2, 10 0, 00 0 An al yt ica l c ap ac ity st re ng th en ed tra in in gs 6 75 ,6 44 75 ,6 44 75 ,6 44 15 ,6 44 15 ,6 44 25 8, 22 2 Pr ici ng p ol icy d ev el op ed po lic y 1 10 0, 00 0 15 5, 87 3 0 0 0 25 5, 87 3 Pr iva te se cto r c on su lta tio n m ec ha ni sm es ta bl ish ed m ee tin gs 25 19 2, 06 2 19 2, 06 2 19 2, 06 2 19 2, 06 2 19 2, 06 2 96 0, 31 1 Gr an d To ta l 2, 32 1, 09 1 10 9, 66 7, 85 0 11 1, 57 9, 02 0 10 3, 63 3, 74 5 99 ,5 10 ,8 34 97 ,5 31 ,9 38 52 1, 92 3, 38 7 158 National Agricultural Investment Plan In te rv en tio n Ar ea 1 5 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t Ag rib us in es s i nv es tm en t p ro m ot io n an d PP Ps im pl em en te d D 36 ab at to irs (r ur al /u rb an ) e sta bl ish ed ab at to irs 36 15 5, 00 0 25 5, 00 0 25 5, 00 0 33 0, 00 0 18 0, 00 0 1, 17 5, 00 0 5 sp ec ia l e co no m ic zo ne s f or ag rib us in es s d ev el op ed zo ne s 5 47 3, 73 3 52 3, 73 3 52 3, 73 3 82 2, 93 7 1, 23 7, 98 2 3, 58 2, 11 9 6 co m m od ity va lu e ch ai n pl at fo rm s e sta bl ish ed ; ex ist in g pl at fo rm fu nc tio na l pl at fo rm s 10 62 2, 34 9 72 2, 34 9 82 2, 34 9 92 2, 34 9 1, 02 2, 34 9 4, 11 1, 74 5 Ag ro -p ro ce ss or s c on ne cte d to e le ctr ic. SM Es 75 1, 20 0, 00 0 2, 00 0, 00 0 2, 00 0, 00 0 1, 20 0, 00 0 1, 10 0, 00 0 7, 50 0, 00 0 In ve stm en t c om m itm en ts un de r N ew A lli an ce fu lly im pl em en te d pe rc en t 10 0 29 ,6 00 ,0 00 29 ,6 00 ,0 00 29 ,6 00 ,0 00 29 ,6 00 ,0 00 29 ,6 00 ,0 00 14 8, 00 0, 00 0 An nu al ag rib us in es s i nv es tm en t/f or a a nd fa irs at na tio na l a nd d ist ric t l ev el s lu m p su m 5 19 0, 00 0 19 0, 00 0 19 0, 00 0 19 0, 00 0 19 0, 00 0 95 0, 00 0 En ab lin g ag rib us in es s e nv iro nm en t a nd p ub lic -p riv at e di al og ue st re ng th en ed A R eg . f ra m ew or k + su pp or t i ns tit ut io ns fo r c ot to n/ to ba cc o str en gt he ne d lu m p su m 1 70 ,0 00 17 0, 00 0 17 0, 00 0 20 ,0 00 70 ,0 00 50 0, 00 0 Hi gh -le ve l p ub lic -p riv at e co or di na tio n fo ru m s es ta bl ish ed an d ef fe cti ve m ee tin gs 20 54 ,0 00 54 ,0 00 54 ,0 00 54 ,0 00 54 ,0 00 27 0, 00 0 Na tio na l A gr icu ltu ra l F ai r g ro un ds an d ce nt re fo r ex ce lle nc e es ta bl ish ed lu m p su m 1 0 0 20 0, 00 0 10 0, 00 0 10 0, 00 0 40 0, 00 0 Ta x a nd n on -ta x i nc en tiv e m ec ha ni sm s d ev el op ed lu m p su m 1 0 50 ,0 00 10 0, 00 0 0 0 15 0, 00 0 Pr in cip le s f or R es po ns ib le A gr icu ltu ra l I nv es tm en ts (P RA I) m ai ns tre am ed A Aw ar en es s c re at io n an d ou tre ac h ac tiv iti es co nd uc te d in ve stm en ts 20 60 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 50 ,0 00 26 0, 00 0 Pr oc ed ur es an d g ui de lin es de ve lop ed an d a do pt ed in ve stm en ts 20 15 0, 00 0 0 0 0 0 15 0, 00 0 Te ch ni ca l a nd B us in es s S ki lls o f C oo pe ra tiv es a nd S M Es in a gr ib us in es s e nh an ce d D 15 0 tra in in gs fo r c oo ps o n va rio us te ch /b us in es s as pe cts o f v al ue ad d. lu m p su m 15 0 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 30 0, 00 0 Tra in in gs fo r a gr ib us in es s S M Es , w om en , y ou th o n te ch ni ca l/b us in es s SM Es 30 0 13 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 14 0, 00 0 69 0, 00 0 Bu sin es s m en to rs hi p fo r 2 ,0 00 yo ut hs / w om en ag rib us in es s e nt re pr en eu rs fa cil ita te d pe op le 2, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 80 0, 00 0 4, 00 0, 00 0 Tra in in g of S M Es SM Es 40 0 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 13 ,9 68 69 ,8 41 15 0 t rai nin gs fo r c oo ps in ag rib us ine ss m an ag em en t lu m p su m 15 0 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 60 ,0 00 30 0, 00 0 Gr an d To ta l 10 6 33 ,6 39 ,0 50 34 ,6 89 ,0 50 35 ,0 39 ,0 50 34 ,3 63 ,2 54 34 ,6 78 ,2 99 17 2, 40 8, 70 5 159 National Agricultural Investment Plan In te rv en tio n Ar ea 1 6 IO P O ut pu ts Un it Ta rg et Co st Y 1 Co st Y 2 Co st Y 3 Co st Y 4 Co st Y 5 To ta l c os t En ab lin g en vi ro nm en t f or a gr i-fi na nc e st re ng th en ed a nd sp ec ifi c p ol icy in st ru m en ts e st ab lis he d. A Es ta bl ish m ov ab le co lla te ra l r eg ist ry sy ste m 1 10 0, 00 0 0 0 0 0 10 0, 00 0 Fe as ib ili ty st ud ie s a nd e xp er t c on su lta tio ns o n ne w in str um en ts to fo ste r a cc es s t o fin an ce co nd uc te d lu m p su m 5 10 0, 00 0 0 0 0 0 10 0, 00 0 St re ng th en e na bl in g en vir on m en t lu m p su m 5 0 10 0, 00 0 0 0 0 10 0, 00 0 D Fe as ib ili ty st ud ie s a nd e xp er t c on su lta tio ns o n ne w in str um en ts to fo ste r a cc es s t o fin an ce co nd uc te d stu di es 3 10 0, 00 0 0 0 0 0 10 0, 00 0 Fe as ib ili ty st ud ie s a nd e xp er t c on su lta tio ns o n ne w in str um en ts to fo ste r a cc es s t o fin an ce co nd uc te d stu di es 3 15 0, 00 0 0 0 0 0 15 0, 00 0 Te ch ni ca l a ss ist an ce , r efi na nc e an d ris k s ha rin g fa cil iti es es ta bl ish ed lu m p su m 1 60 0, 00 0 7, 50 0, 00 0 12 ,4 00 ,0 00 40 0, 00 0 40 0, 00 0 21 ,3 00 ,0 00 Fa rm er s, w om en a nd y ou th a bl e to u se fi na nc ia l s er vi ce s e ffe ct iv el y C Fa rm er s, wo m en an d yo ut h gr ou ps ca pa cit at ed o n fin an cia l l ite ra cy an d m an ag em en t s ki lls gr ou ps 60 0 60 0, 00 0 60 0, 00 0 60 0, 00 0 60 0, 00 0 60 0, 00 0 3, 00 0, 00 0 Fin an cia l l ite ra cy ca m pa ig ns co nd uc te d lu m p su m 5 26 ,6 00 35 ,0 00 42 ,0 00 56 ,0 00 14 0, 00 0 29 9, 60 0 Fin an cia l l ite ra cy ca m pa ig ns co nd uc te d ta rg et in g 22 0, 00 0 fa rm er s lu m p su m 5 66 ,2 85 64 ,1 90 0 0 0 13 0, 47 5 In ve st m en t s up po rt pr ov id ed to a gr ib us in es s S M Es , w ith p rio rit y to w om en a nd y ou th D 14 0 SM Es (w ith p rio rit y t o wo m en an d yo ut h) an nu al ly re ce ive m at ch in g gr an ts fo r b us in es s s ta rt- up SM Es 70 0 58 6, 04 4 58 6, 04 4 58 6, 04 4 58 6, 04 4 58 6, 04 4 2, 93 0, 21 9 50 S M Es (w ith p rio rit y t o wo m en an d yo ut h) an nu al ly re ce ive d m at ch in g gr an ts fo r b us in es s e xp an sio n th ro ug h en vir on m en ta lly fr ie nd ly in ve stm en ts. SM Es 25 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 50 0, 00 0 2, 50 0, 00 0 Gr an d To ta l 13 2 2, 82 8, 92 9 9, 38 5, 23 4 14 ,1 28 ,0 44 2, 14 2, 04 4 2, 22 6, 04 4 30 ,7 10 ,2 94 160 National Agricultural Investment Plan An ne x 5: D CA FS F un de d Pr oj ec ts Fi na nc ie r Pr og ra m / P ro je ct N am e Bu dg et (U SD M ill io n) Pr oj ec t Pe rio d Di sb ur se m en t L as t Ye ar U SD M ill io n Di sb ur se m en t t o da te (U SD M ill io n) Po ss ib le ca rr y ov er fo r N AI P W B Sh ire R ive r B as in M an ag em en t P ro je ct 12 5. 00 0 20 12 -2 01 8 20 .8 3 70 .3 0 54 .7 0 W B M al aw i D ro ug ht an d Re sil ie nc e Re co ve ry P ro je ct 10 4. 00 0 20 16 -2 01 8 0. 00 0. 00 10 4. 00 W B M al aw i F lo od s E m er ge nc y R ec ov er y P ro je ct 80 .0 00 20 15 -2 01 9 15 .0 0 40 .0 0 40 .0 0 DF ID En ha nc in g Co m m un ity R es ili en ce (C lim at e Ch an ge ) 43 .4 74 N/ A 10 .6 4 35 .6 7 7. 80 IFA D SA PP 41 .3 03 20 12 -2 02 1 2. 96 11 .7 2 29 .5 8 US AI D Un ite d in B ui ld in g an d Ad va nc in g Lif e Ex pe cta tio ns (U BA LE ) 40 .0 00 20 14 -2 01 9 10 .2 9 12 .2 9 27 .7 1 Af DB SI VA P- GA FS P 39 .6 00 20 13 -2 01 8 6. 10 18 .3 1 21 .2 9 US AI D Ag ric ul tu ra l D ive rs ifi ca tio n 38 .0 00 20 16 -2 02 1 0. 00 3. 11 34 .8 9 EU Su pp or t t o th e im pl em en ta tio n of th e GB A 37 .2 00 20 14 -2 01 9 0. 81 0. 81 36 .3 9 EU Ru ra l R oa ds im pr ov em en t P ro gr am (R rIM P) 37 .1 00 20 16 -2 02 0 0. 00 0. 00 37 .1 0 RN E AS W Ap -S P 33 .0 00 20 13 -2 01 7 3. 85 7. 69 25 .3 1 Fl an de rs Su pp or t t o AS W Ap -S P 17 .9 00 20 13 -2 02 0 9. 65 8. 25 EU Su pp or t t o t he im pl em en ta tio n of th e A SW Ap (M DT F+ ot he r t ec hn ica l c oo pe ra tio n) 32 .2 10 20 13 -2 01 7 0. 16 15 .6 0 16 .6 1 W B AS W Ap -S P (A gr icu ltu ra l S ec to r W id e A pp ro ac h - S up po rt Pr oj ec t) AF 1 30 .0 00 20 12 -2 01 7 3. 39 17 .0 1 12 .9 9 W B Ag ric ul tu ra l P ro du cti vit y P ro gr am fo r S ou th er n Af ric a ( AP PS A) 29 .8 00 20 13 -2 01 9 4. 97 4. 62 25 .1 8 IFA D RL EE P 25 .2 88 20 09 -2 01 7 8. 08 14 .5 4 10 .7 5 Af DB AI YA P 22 .4 00 20 12 -2 01 7 0. 00 22 .4 0 US AI D M al aw i I m pr ov ed S ee d Sy ste m s a nd Te ch no lo gi es 21 .0 00 20 14 -2 01 8 6. 00 12 .9 0 8. 10 DF ID M al aw i A gr icu ltu re C at al yt ic Fu nd (M AC F) 20 .9 53 20 13 -2 02 1 4. 01 11 .0 1 9. 94 US AI D Nj ira P ro je ct 20 .0 00 20 14 -2 01 9 4. 26 8. 00 12 .0 0 EU Fa rm In co m e Di ve rs ifi ca tio n Pr og ra m P ha se II (F ID P II) 19 .0 80 20 15 -2 01 9 0. 90 0. 90 18 .1 8 Af DB FC RB SP 16 .8 00 20 17 -2 01 8 0. 00 16 .8 0 Iri sh A id AS W Ap -S P M DT F 15 .9 39 20 13 -2 01 6 3. 94 15 .9 4 0. 00 RN E NA SF AM S tra te gi c D ev el op m en t P la n III 15 .3 80 20 12 -2 01 7 2. 77 11 .2 8 4. 10 US AI D St re ng th en in g Ag ric ul tu re an d Nu tri tio n Ex te ns io n Se rv ice s 15 .0 00 20 15 -2 02 0 0. 44 3. 50 11 .5 0 UN DP Gr ee n Cl im at e Fu nd 12 .3 00 N/ A 12 .3 0 RN E W e Ef fe ct - M al aw i L ak e Ba sin P ro gr am 12 .2 92 20 14 - 2 01 9 1. 72 5. 51 6. 78 161 National Agricultural Investment Plan Fi na nc ie r Pr og ra m / P ro je ct N am e Bu dg et (U SD M ill io n) Pr oj ec t Pe rio d Di sb ur se m en t L as t Ye ar U SD M ill io n Di sb ur se m en t t o da te (U SD M ill io n) Po ss ib le ca rr y ov er fo r N AI P DF ID M al aw i O ils ee ds S ec to r T ra ns fo rm at io n Pr og ra m (M OS T) 11 .8 30 20 13 -2 01 8 3. 16 6. 73 5. 11 RN E TL C M an ag em en t f or A da pt at io n to C lim at e Ch an ge 11 .2 30 20 14 - 2 01 9 1. 78 5. 81 5. 42 RN E De ve lo pm en t F un d - S us ta in ab le A gr icu ltu re Le ad Fa rm er P ro gr am 10 .7 69 20 14 - 2 01 9 2. 61 5. 05 5. 72 Ge rm an y M or e In co m e an d Em pl oy m en t i n Ru ra l A re as (M IE RA ) 10 .4 00 20 15 - 2 01 9 0. 00 3. 80 6. 60 Iri sh A id Ro ot an d Tu be r C ro ps fo r A gr icu ltu ra l T ra ns fo rm at io n in M al aw i ( RT C- AC TIO N M al aw i) 10 .1 30 20 16 -2 02 0 0. 00 1. 02 9. 11 Iri sh A id M al aw i S ee d In du str y D ev el op m en t P ro je ct Ph as e II (M SI DP II ) 10 .1 30 20 16 -2 02 0 0. 00 1. 02 9. 11 US AI D M al aw i R es ili en ce P ro gr am 10 .0 00 20 16 -2 01 7 0. 00 10 .0 0 0. 00 DF ID DF ID -D ai ry (S HM PA ) + H ei fe r I nt er na tio na l 9. 66 3 20 14 -2 01 7 2. 83 6. 60 3. 06 EU Gl ob al C lim at e Ch an ge A lli an ce (G CC A) 8. 48 0 20 15 -2 01 9 0. 00 0. 00 8. 48 Ge rm an y Fo od an d N ut rit ion Se cu rit y P ro gr am (F NS P) (p ar t o f G er m an fu nd ed gl ob al pr og ra m ) 8. 25 0 20 14 -2 01 7 0. 00 0. 38 7. 87 DF ID M al aw i I nn ov at io n Ch al le ng e Fu nd (M IC F) 8. 00 0 20 13 -2 01 9 2. 05 3. 81 4. 20 RN E AI CC - M al aw i A gr icu ltu re P ar tn er sh ip (M AP ) 8. 00 0 20 14 -2 01 9 1. 42 3. 35 4. 65 W FP Ho m e gr ow n sc ho ol fe ed in g to su pp or t r es ili en ce b ui ld in g 8. 00 0 20 14 -2 01 7 0. 05 1. 14 6. 86 Ge rm an y Gr ee n In no va tio n Ce nt re s i n th e A gr icu ltu re an d Fo od S ec to r 8. 00 0 20 15 - 2 01 9 0. 00 3. 20 4. 80 US AI D Fis he rie s I nt eg ra tio n of S oc ie ty an d Ha bi ta ts (F IS H) 6. 95 0 20 14 -0 19 3. 50 4. 56 2. 39 FA O St re ng th en in g Co m m un ity R es ili en ce to C lim at e Ch an ge 6. 08 4 20 15 -2 01 9 0. 11 1. 41 4. 68 US AI D Bo rla ug H ig he r E du ca tio n Ag ric ul tu ra l R es ea rc h an d De ve lo pm en t ( BH EA RD ) 6. 00 0 20 13 -2 01 8 2. 30 4. 30 1. 70 Fl an de rs M ar ke tin g Ca pa cit y B ui ld in g Pr oj ec t f or S m al lh ol de r F ar m er s 5. 85 0 20 15 -2 02 0 1. 46 1. 46 4. 39 JI CA Pr oj ec t f or P ro m ot in g Ca tch m en t M an ag em en t A cti vit ie s i n M id dl e Sh ire (C OV AM S II) 5. 67 4 20 13 -2 01 8 1. 49 4. 61 1. 07 Fl an de rs M ar ke tin g Ca pa cit y B ui ld in g Pr oj ec t f or S m al lh ol de r F ar m er s 4. 99 8 20 15 -2 02 0 0. 00 0. 70 4. 30 JI CA En ha nc in g Ca pa cit y f or M ed iu m S ca le Ir rig at io n Sc he m e De ve lo pm en t, O& M 4. 44 1 20 15 -2 02 0 0. 53 1. 52 2. 92 Fl an de rs St re ng th en in g Fa rm er O rg an iza tio ns an d Ru ra l S tru ctu re d Tra de M ec ha ni sm s 3. 89 9 20 14 -2 01 8 1. 17 2. 89 1. 01 W FP Fo od A ss ist an ce fo r A ss et C re at io n Pr og ra m to S up po rt Re sil ie nc e Bu ild in g 3. 60 0 20 14 -2 01 7 0. 28 0. 38 3. 22 W FP Pu rc ha se fo r P ro gr es s ( P4 P) to p ro m ot e re sil ie nc e bu ild in g 3. 34 6 20 14 -2 01 7 0. 68 1. 12 2. 23 EU Pr om ot in g Re sp on sib le La nd G ov er na nc e fo r S us ta in ab le A gr icu ltu re in M al aw i 3. 18 0 20 15 -2 01 8 0. 00 0. 00 3. 18 US AI D Ne w Al lia nc e Po lic y A cc el er at io n Su pp or t ( NA PA S) A cti vit y 3. 13 8 20 14 -2 01 7 1. 08 1. 18 1. 96 FA O Em er ge nc y s up po rt to sm al lh ol de r f ar m er s a ffe cte d by El N iñ o in So ut he rn A fri ca 2. 82 0 20 16 -2 01 7 0. 00 0. 00 2. 82 W FP Ru ra l R es ili en ce (R 4) In iti at ive 2. 58 0 20 14 -2 01 7 0. 10 0. 15 2. 43 162 National Agricultural Investment Plan Fi na nc ie r Pr og ra m / P ro je ct N am e Bu dg et (U SD M ill io n) Pr oj ec t Pe rio d Di sb ur se m en t L as t Ye ar U SD M ill io n Di sb ur se m en t t o da te (U SD M ill io n) Po ss ib le ca rr y ov er fo r N AI P FA O Pe sti cid e Ri sk R ed uc tio n in M al aw i ( FS P) 2. 55 0 20 15 - 2 01 8 0. 00 1. 07 1. 48 US AI D AS W Ap -S P M ul ti Do no r T ru st Fu nd 2. 50 0 20 13 -2 01 8 0. 00 2. 50 0. 00 JI CA Su pp le m en ta ry B ud ge t ( W FP ) 2. 50 0 20 15 2. 50 2. 50 0. 00 DF ID Su pp or t t o Pr og ra m m on ito rin g an d Ev al ua tio n 2. 02 7 20 11 -2 01 7 0. 69 1. 60 0. 43 US AI D Fe ed th e Fu tu re B rid gi ng A cti vit y 2. 00 0 20 16 -2 01 8 0. 00 3. 50 -1 .5 0 Iri sh A id En ha nc in g Sm all ho ld er Pr od uc tiv ity an d Re tu rn s t hr ou gh C lim at e S m ar t A gr icu ltu re (C SA ) 1. 94 0 20 16 -2 02 1 0. 23 0. 23 1. 71 Fl an de rs Ag ro fo re str y F oo d Se cu rit y P ro gr am II 1. 82 0 20 13 - 2 01 8 0. 47 0. 57 1. 25 Fl an de rs Ri gh t t o Fo od 1. 62 5 20 14 - 2 01 9 0. 28 1. 01 0. 62 Fl an de rs Sc al in g up R ad io an d IC T’s in e nh an cin g Ex te ns io n De liv er y 1. 35 8 20 14 - 2 01 9 0. 26 0. 90 0. 46 FA O En ha nc ed Ag ric ul tu re Em er ge nc y R es po ns e t o t ac kle th e n eg at ive ef fe cts of El N iñ o 1. 11 1 20 16 - 2 01 8 0. 00 0. 00 1. 11 US AI D De ve lo pm en t C re di t A ut ho rit y ( DC A) 1. 05 6 20 16 -2 02 1 0. 00 1. 10 -0 .0 4 US AI D De ve lo pm en t C re di t A ut ho rit y ( DC A) 1. 05 2 20 13 - 2 01 9 N/ A N/ A FA O St re ng th in te gr at ed ad ap ta tio n pl an ni ng an d im pl em en ta tio n in S ou th er n Af ric a s m al lh ol de r a g 0. 85 5 20 16 - 2 01 9 0. 00 0. 00 0. 85 Fl an de rs Su pp or t t o Liv es to ck E xt en sio n an d Tra in in g Se rv ice s 0. 84 5 20 12 - 2 01 5 0. 00 0. 16 0. 69 Fl an de rs As se ss in g/ e nh an cin g th e ca pa cit y, pe rfo rm an ce / i m pa ct of p lu ra lis tic ag ex te ns io n sy ste m in M . 0. 50 4 20 16 -2 01 9 0. 00 0. 19 0. 31 FA O In cr. re sil ie nc e to cl im at e ch an ge in th e fis he ry se cto r o f s ou th er n La ke M al aw i an d M al om be 0. 47 0 20 16 - 2 01 7 0. 00 0. 04 0. 43 Af DB SI VA P- AD F 0. 35 4 20 13 - 2 01 8 0. 26 0. 09 Fl an de rs St re ng th en in g Di str ict St ak eh ol de r P an el s F or Im pr ov ed Ex te ns io n Se rv ice D el ive ry. 0. 26 0 20 13 -2 01 5 0. 04 0. 14 0. 12 FA O St re ng th en in g lin ka ge s b et we en sm al l a cto rs an d bu ye rs in th e Ro ot s a nd Tu be rs se cto r i n Af ric a 0. 19 2 20 14 - 20 18 0. 00 0. 12 0. 07 FA O Na tio na l A da pt at io n Pl an s - C lim at e Sm ar t A gr icu ltu re 0. 07 4 20 14 - 2 01 7 0. 03 0. 05 0. 03 FA O En ha nc ed C ap ac iti es fo r E ffe cti ve M ob ili za tio n/ Us e of R es ou rc es fo r F oo d Se cu rit y a nd N ut rit io n 0. 06 6 20 14 - 2 01 8 0. 00 0. 09 -0 .0 3 M ar y’ M ea ls Sc ho ol Fe ed in g Pr og ra m 6. 09 0 20 17 -2 01 8 0. 00 0. 00 6. 09 Ch in a TA So ut h- So ut h C oo pe ra tio n ( SS C) w ith th e P R C hi na in su pp or t o f A SW Ap : P ha se II 1. 13 9 20 16 - 2 01 8 NA N/ A N/ A To ta l 11 72 .8 48 20 15 .0 00 14 2. 20 4 42 2. 55 6 74 8. 10 1 163 National Agricultural Investment Plan DC AF S Pi pe lin e Pr oj ec ts Fi na nc ie r Pr og ra m / P ro je ct N am e Bu dg et (U SD M ill io n) Pr oj ec t P er io d Di sb ur se m en t La st Ye ar U SD M ill io n Di sb ur se m en t t o da te (U SD M ill io n) Po ss ib le ca rr y ov er fo r N AI P W B Ag ric ul tu ra l C om m er cia liz at io n Pr oj ec t 9 5. 00 20 17 -2 02 3 0 0 9 5. 00 W B Sh ire Va lle y I rri ga tio n Tra ns fo rm at io n Pr oj ec t 2 65 .0 0 20 17 -2 02 6 0 0 26 5. 00 W B Nu tri tio n se ns iti ve A gr icu ltu re P ro je ct 3 .0 0 20 18 -2 02 0 0 0 3. 00 EU Afi ke po (N ut rit io n En ha nc em et ) 7 4. 20 20 17 - 2 02 2 0 0 7 4. 20 EU Ku lim a P ro je ct 1 06 .0 0 20 17 -2 02 2 0 0 10 6. 00 Fl an de rs St re ng th en in g Fa rm er G ro up s 1 .0 6 20 17 -2 02 2 0 0 1. 06 IFA D Ru ra l F in an ce P ro je ct TB A 0 0 To ta l 5 44 .2 6 54 4. 26 164 National Agricultural Investment Plan Ap pe nd ix 5 .1 : M ap pi ng o f D CA FS p ro je ct s b y N AI P pi lla r NA IP p ro gr am Pr og ra m A Pr og ra m B Pr og ra m C Pr og am m e D AS W Ap su b- pr og ra m Public mgt system Capacity building HIV & AIDS& Nutrition Gender Risk mgt Diversification Sustainable Lang mgt Maize Sufficient Irrigation and Water mgt Results & mkt research Framer-led extension Agric. Exports Agro-processing Market dvpt Total project Cost Do no r Pr oj ec t W B Sh ire R ive r B as in M an ag em en t Pr oj ec t 22 .8 75 20 .1 25 10 .7 50 17 .3 75 9. 37 5 44 .5 00 12 5. 00 W B M al aw i D ro ug ht an d Re sil ie nc e Re co ve ry P ro je ct 3. 00 0 55 .0 00 58 .0 0 W B M al aw i F lo od s E m er ge nc y R ec ov er y Pr oj ec t 4. 00 0 22 .0 00 26 .0 0 DF ID En ha nc in g Co m m un ity R es ili en ce / Cl im at e Ch an ge 11 .0 00 11 .0 00 22 .0 00 44 .0 0 IFA D SA PP 2. 06 5 2. 89 1 0. 00 0 2. 06 5 0. 00 0 5. 78 2 0. 00 0 0. 00 0 0. 00 0 3. 71 7 24 .7 82 0. 00 0 0. 00 0 0. 00 41 .3 0 US AI D Un ite d in B ui ld in g an d Ad va nc in g Lif e Ex pe cta tio ns (U BA LE ) 4. 00 0 2. 00 0 4. 00 0 16 .0 00 6. 00 0 4. 00 0 4. 00 0 40 .0 0 Af DB SI VA P- GA FS P 7. 47 0 26 .4 60 6. 71 0 40 .6 4 US AI D Ag ric ul tu ra l D ive rs ifi ca tio n 0. 93 8 18 .7 60 4. 69 0 0. 70 4 2. 34 5 3. 75 2 11 .7 25 42 .9 1 EU Su pp or t t o th e im pl em en ta tio n of th e GB A 2. 97 6 4. 46 4 29 .7 60 37 .2 0 EU Ru ra l R oa ds im pr ov em en t P ro gr am (R rIM P) 2. 41 2 2. 41 2 32 .2 77 37 .1 0 RN E AS W Ap -S P 2. 14 5 1. 98 0 0. 01 7 0. 01 7 0. 99 0 1. 98 0 0. 54 1 10 .8 97 0. 00 0 0. 00 0 1. 20 1 0. 00 0 0. 00 0 12 .9 36 32 .7 0 Fl an de rs Su pp or t t o AS W Ap -S P 4. 47 5 4. 47 5 4. 47 5 4. 47 5 17 .9 0 EU Su pp or t t o th e im pl em en ta tio n of th e A SW Ap (M DT F+ o th er te ch ni ca l co op er at io n) 2. 09 4 1. 93 3 0. 16 1 0. 16 1 0. 96 6 1. 93 3 0. 52 8 10 .6 36 0. 00 0 0. 00 0 1. 17 2 0. 00 0 0. 00 0 12 .6 26 32 .2 1 W B AS W Ap -S P (A gr icu ltu ra l S ec to r W id e Ap pr oa ch - S up po rt Pr oj ec t) AF 1 2. 01 0 3. 00 0 24 .9 90 30 .0 0 W B Ag ric ul tu ra l P ro du cti vit y P ro gr am fo r S ou th er n Af ric a ( AP PS A) 14 .8 70 2. 89 1 8. 58 2 3. 45 7 29 .8 0 IFA D RL EE P 2. 52 9 0. 00 0 1. 51 7 0. 00 0 0. 00 0 0. 00 0 0. 00 0 0. 00 0 2. 02 3 1. 51 7 0. 00 0 10 .1 15 7. 58 6 25 .2 9 165 National Agricultural Investment Plan NA IP p ro gr am Pr og ra m A Pr og ra m B Pr og ra m C Pr og am m e D AS W Ap su b- pr og ra m Public mgt system Capacity building HIV & AIDS& Nutrition Gender Risk mgt Diversification Sustainable Lang mgt Maize Sufficient Irrigation and Water mgt Results & mkt research Framer-led extension Agric. Exports Agro-processing Market dvpt Total project Cost Af DB AI YA P 1. 62 0 15 .6 00 5. 19 0 22 .4 1 US AI D M al aw i I m pr ov ed S ee d Sy ste m s a nd Te ch no lo gi es 1. 05 0 1. 05 0 5. 25 0 5. 25 0 4. 20 0 5. 25 0 22 .0 5 DF ID M al aw i A gr icu ltu re C at al yt ic Fu nd (M AC F) 16 .9 15 4. 03 8 20 .9 5 US AI D Nj ira P ro je ct 2. 00 0 1. 00 0 2. 40 0 4. 00 0 4. 00 0 3. 60 0 2. 00 0 19 .0 0 EU Fa rm In co m e Di ve rs ifi ca tio n Pr og ra m P ha se II (F ID P II) 4. 38 8 4. 84 8 4. 84 8 4. 84 8 18 .9 3 Af DB FC RB SP 16 .8 00 16 .8 0 Iri sh A id AS W Ap -S P M DT F 1. 04 0 0. 80 0 0. 08 0 0. 48 0 0. 96 0 0. 26 0 5. 30 0 0. 00 0 0. 00 0 0. 58 0 0. 00 0 0. 00 0 6. 24 8 15 .7 5 RN E NA SF AM S tra te gi c D ev el op m en t Pl an II I 1. 92 4 0. 08 5 0. 50 0 0. 90 0 1. 40 0 1. 20 0 0. 90 0 0. 10 0 2. 50 0 0. 90 0 1. 00 0 1. 01 7 12 .4 3 US AI D St re ng th en in g Ag ric ul tu re an d Nu tri tio n Ex te ns io n Se rv ice s 5. 70 0 9. 30 0 15 .0 0 UN DP Gr ee n Cl im at e Fu nd 12 .3 00 12 .3 0 RN E W e E ffe ct - M ala wi La ke B as in Pr og ra m 0. 75 0 1. 23 0 1. 23 0 2. 46 0 1. 23 0 0. 50 0 0. 61 5 8. 02 DF ID M al aw i O ils ee ds S ec to r Tra ns fo rm at io n Pr og ra m (M OS T) 11 .8 30 11 .8 3 RN E TL C M an ag em en t f or A da pt at io n to Cl im at e Ch an ge 0. 72 0 0. 00 9 0. 18 0 4. 17 4 2. 18 0 0. 88 6 0. 72 0 0. 86 0 0. 45 0 10 .1 8 RN E De ve lo pm en t F un d - S us ta in ab le Ag ric ul tu re Le ad Fa rm er P ro gr am 3. 00 8 0. 05 0 0. 45 0 1. 58 0 2. 45 0 0. 25 0 0. 54 0 1. 01 1 0. 50 0 9. 84 Ge rm an y M or e In co m e an d Em pl oy m en t i n Ru ra l A re as (M IE RA ) 0. 25 0 2. 50 0 2. 75 0 5. 00 0 10 .5 0 Iri sh A id Ro ot an d Tu be r C ro ps Fo r Ag ric ul tu ra l T ra ns fo rm at io n in M al aw i ( RT C- AC TIO N M al aw i) 5. 06 5 5. 06 5 10 .1 3 Iri sh A id M al aw i S ee d In du str y D ev el op m en t Pr oj ec t P ha se II (M SI DP II ) 5. 06 5 5. 06 5 10 .1 3 166 National Agricultural Investment Plan NA IP p ro gr am Pr og ra m A Pr og ra m B Pr og ra m C Pr og am m e D AS W Ap su b- pr og ra m Public mgt system Capacity building HIV & AIDS& Nutrition Gender Risk mgt Diversification Sustainable Lang mgt Maize Sufficient Irrigation and Water mgt Results & mkt research Framer-led extension Agric. Exports Agro-processing Market dvpt Total project Cost US AI D M al aw i R es ili en ce P ro gr am 5. 00 0 5. 00 0 10 .0 0 DF ID DF ID -D air y ( SH M PA ) + H eif er Int ern ati on al 9. 66 0 9. 66 EU Gl ob al Cl im ate C ha ng e A llia nc e ( GC CA ) 2. 37 4 3. 05 3 3. 05 3 8. 48 Ge rm an y Fo od an d Nu tri tio n Se cu rit y Pr og ra m (F NS P) (p art of G er m an fu nd ed gl ob al pr og ram ) 4. 00 0 0. 20 0 0. 80 0 1. 40 0 6. 40 DF ID M al aw i I nn ov at io n Ch al le ng e Fu nd (M IC F) 0. 00 RN E AI CC - M al aw i A gr icu ltu re Pa rtn er sh ip (M AP ) 0. 95 0 0. 15 0 0. 25 0 1. 70 0 0. 70 0 1. 20 0 1. 10 0 2. 05 0 8. 10 W FP Ho m e gr ow n sc ho ol fe ed in g to su pp or t r es ili en ce b ui ld in g 0. 56 0 0. 32 0 6. 80 0 0. 32 0 8. 00 Ge rm an y Gr ee n In no va tio n Ce nt re s i n th e Ag ric ul tu re an d Fo od S ec to r (p ar t o f a G er m an fu nd ed g lo ba l pr og ra m ) 2. 00 0 3. 00 0 2. 00 0 0. 50 0 0. 50 0 8. 00 US AI D Fis he rie s I nt eg ra tio n of S oc ie ty & Ha bi ta ts (F IS H) 1. 73 8 0. 34 8 0. 34 8 0. 34 8 0. 69 5 1. 73 8 1. 04 3 0. 69 5 6. 95 FA O St re ng th en in g Co m m un ity Re sil ie nc e to C lim at e Ch an ge 1. 21 7 1. 21 7 0. 30 4 0. 30 4 0. 30 4 0. 30 4 0. 45 6 0. 30 4 0. 45 6 0. 60 8 0. 60 8 6. 08 US AI D Bo rla ug H ig he r E du ca tio n Ag ric ul tu ra l R es ea rc h an d De ve lo pm en t ( BH EA RD ) 6. 00 0 6. 00 Fl an de rs M ar ke tin g Ca pa cit y B ui ld in g Pr oj ec t fo r S m al lh ol de r F ar m er s 2. 92 5 2. 92 5 5. 85 JI CA Pr oj ec t f or P ro m ot in g Ca tch m en t M an ag em en t A cti vit ie s i n M id dl e Sh ire (C OV AM S II) 5. 67 4 5. 67 Fl an de rs M ar ke tin g Ca pa cit y B ui ld in g Pr oj ec t fo r S m al lh ol de r F ar m er s 0. 25 0 0. 25 0 0. 25 0 0. 25 0 0. 75 0 0. 50 0 0. 25 0 1. 24 9 1. 24 9 4. 99 8 167 National Agricultural Investment Plan NA IP p ro gr am Pr og ra m A Pr og ra m B Pr og ra m C Pr og am m e D AS W Ap su b- pr og ra m Public mgt system Capacity building HIV & AIDS& Nutrition Gender Risk mgt Diversification Sustainable Lang mgt Maize Sufficient Irrigation and Water mgt Results & mkt research Framer-led extension Agric. Exports Agro-processing Market dvpt Total project Cost JI CA Th e pr oj ec t f or E nh an cin g Ca pa cit y fo r M ed iu m S ca le Ir rig at io n Sc he m e De ve lo pm en t, Op er at io n & M ai nt en an ce (M ID P2 ) 4. 44 4 4. 44 4 Fl an de rs St re ng th en in g Fa rm er Or ga ni za tio ns an d Ru ra l S tru ctu re d Tra de M ec ha ni sm s 3. 89 9 3. 89 9 W FP Fo od As sis tan ce fo r A ss et C re ati on pr og ra m to su pp or t r es ilie nc e b ui ld in g 0. 36 0 1. 44 0 0. 36 0 0. 54 0 0. 54 0 0. 36 0 3. 60 0 W FP Pu rc ha se fo r P ro gr es s ( P4 P) to pr om ot e re sil ie nc e bu ild in g 0. 00 0 EU Pr om ot in g Re sp on sib le La nd Go ve rn an ce fo r S us ta in ab le Ag ric ul tu re in M al aw i 1. 04 9 1. 04 9 1. 04 9 3. 14 8 US AI D Ne w Al lia nc e Po lic y A cc el er at io n Su pp or t ( NA PA S) A cti vit y 3. 13 8 3. 13 8 FA O Em er ge nc y s up po rt to sm al lh ol de r fa rm er s a ffe cte d by E l N iñ o in So ut he rn A fri ca 0. 70 5 0. 70 5 0. 70 5 0. 70 5 2. 82 0 W FP Ru ra l R es ili en ce (R 4) In iti at ive 0. 77 4 1. 80 6 2. 58 0 FA O Pe sti cid e R isk Re du cti on in M ala wi (F SP ) 2. 04 0 0. 51 0 2. 55 0 US AI D AS W Ap -S P M ul ti Do no r T ru st Fu nd 0. 16 5 0. 15 0 0. 00 1 0. 00 1 0. 07 5 0. 15 0 0. 04 1 0. 82 6 0. 00 0 0. 00 0 0. 09 1 0. 00 0 0. 00 0 0. 98 0 2. 48 0 JI CA Su pp le m en ta ry B ud ge t ( W FP ) 0. 00 0 DF ID Su pp or t t o Pr og ra m m on ito rin g an d Ev al ua tio n 0. 00 0 US AI D Fe ed th e Fu tu re B rid gi ng A cti vit y 1. 20 0 0. 20 0 0. 60 0 2. 00 0 Iri sh A id En ha nc in g Sm al lh ol de r P ro du cti vit y an d Re tu rn s t hr ou gh C lim at e Sm ar t Ag ric ul tu re (C SA ) 1. 94 0 1. 94 0 Fl an de rs Ag ro fo re str y F oo d Se cu rit y P ro gr am II 0. 91 0 0. 91 0 1. 82 0 Fl an de rs Ri gh t t o Fo od 0. 00 0 168 National Agricultural Investment Plan NA IP p ro gr am Pr og ra m A Pr og ra m B Pr og ra m C Pr og am m e D AS W Ap su b- pr og ra m Public mgt system Capacity building HIV & AIDS& Nutrition Gender Risk mgt Diversification Sustainable Lang mgt Maize Sufficient Irrigation and Water mgt Results & mkt research Framer-led extension Agric. Exports Agro-processing Market dvpt Total project Cost Fl an de rs Sc al in g up R ad io an d IC T’s in en ha nc in g Ex te ns io n De liv er y 1. 35 8 1. 35 8 FA O En ha nc ed A gr icu ltu re E m er ge nc y Re sp on se to ta ck le th e ne ga tiv e ef fe cts o f E l N iñ o in M al aw i 2 01 6 0. 27 8 0. 27 8 0. 27 8 0. 27 8 1. 11 2 US AI D De ve lo pm en t C re di t A ut ho rit y ( DC A) 1. 05 6 1. 05 6 US AI D De ve lo pm en t C re di t A ut ho rit y ( DC A) 1. 05 2 1. 05 2 FA O St re ng th en in g in te gr at ed ad ap ta tio n pl an ni ng an d im pl em en ta tio n in S ou th er n Af ric a sm al lh ol de r a gr ic 0. 85 5 0. 85 5 Fl an de rs Su pp or t t o Liv es to ck E xt en sio n an d Tra in in g Se rv ice s 0. 00 0 Fl an de rs As se ss in g an d en ha nc in g th e ca pa cit y, pe rfo rm an ce an d im pa ct of p lu ra lis tic ag ric ul tu ra l e xt en sio n sy ste m in M al aw i 0. 50 4 0. 50 4 FA O In cr ea sin g re sil ie nc e to cl im at e ch an ge in th e fis he ry se cto r of so ut he rn La ke M al aw i a nd M al om be 0. 47 0 0. 47 0 Af DB SI VA P- AD F 0. 35 0 0. 35 0 Fl an de rs St re ng th en in g Di str ict S ta ke ho ld er Pa ne ls Fo r I m pr ov ed E xt en sio n Se rv ice D el ive ry . 0. 00 0 FA O St re ng th en in g lin ka ge s b et we en sm al l a cto rs an d bu ye rs in th e Ro ot s an d Tu be rs se cto r i n Af ric a 0. 04 8 0. 04 8 0. 04 8 0. 04 8 0. 19 2 FA O Na tio na l A da pt at io n Pl an s - C lim at e Sm ar t A gr icu ltu re 0. 01 5 0. 01 5 0. 04 4 0. 07 4 169 National Agricultural Investment Plan NA IP p ro gr am Pr og ra m A Pr og ra m B Pr og ra m C Pr og am m e D AS W Ap su b- pr og ra m Public mgt system Capacity building HIV & AIDS& Nutrition Gender Risk mgt Diversification Sustainable Lang mgt Maize Sufficient Irrigation and Water mgt Results & mkt research Framer-led extension Agric. Exports Agro-processing Market dvpt Total project Cost FA O En ha nc ed C ap ac iti es fo r E ffe cti ve M ob ili za tio n an d Us e of R es ou rc es fo r F oo d Se cu rit y a nd N ut rit io n 0. 00 7 0. 01 3 0. 01 3 0. 02 6 0. 00 7 0. 06 6 M ar y’s M ea ls Sc ho ol Fe ed in g Pr og ra m 6. 09 0 6. 09 0 Ch in a Te ch ni ca l A ss ist an ce S ou th -S ou th Co op er at io n (S SC ) w ith th e PR Ch in a i n su pp or t o f A SW Ap : P ha se II 1. 13 9 1. 13 9 To ta l R es ou rc e Al lo ca tio n by In te rv en tio n Ar ea s 57 .9 7 10 3. 85 8. 26 11 .7 5 62 .6 1 10 5. 02 79 .0 3 16 2. 87 15 8. 62 29 .2 7 62 .6 6 8. 14 39 .2 3 15 9. 97 10 49 .2 3 To ta ls R es ou rc e Al lo ca tio n by NA IP P ro gr am 16 1. 82 82 .6 2 59 7. 46 20 7. 34 Pr og ra m R es ou rc e En ve lo pe a s % ag e of To ta l 15 .4 2 7. 87 56 .9 4 19 .7 6 10 0. 00 Pi pe lin e Pr oj ec ts W B Ag ric ul tu ra l C om m er cia liz at io n Pr oj ec t 95 95 .0 0 W B Sh ire Va lle y I rri ga tio n Tra ns fo rm at io n Pr oj ec t 26 5 26 5. 00 W B Nu tri tio n se ns iti ve A gr icu ltu re Pr oj ec t 3 3. 00 EU Afi ke po (N ut rit io n En ha nc em en t) 74 .2 74 .2 0 EU Ku lim a 10 .6 10 .6 74 10 .6 10 5. 80 Fl an de rs St re ng th en in g Fa rm er G ro up s 1. 06 1. 06 0 To ta l P ip el in e Re so ur ce A llo ca tio n by NA IP P ro g. 10 .6 87 .8 35 0. 66 95 54 4. 06 Pi pe lin e Pr og ra m R es ou rc e En ve lo pe % o f T ot al 1. 95 16 .1 4 64 .4 5 17 .4 6 10 0. 00 GR AN D TO TA LS B Y NA IP P RO GR AM 17 2. 42 17 0. 42 94 8. 12 30 2. 34 15 93 .2 9 % P ro gr am R es ou rc e Al lo ca tio ns 10 .8 2 10 .7 0 59 .5 1 18 .9 8 10 0. 00 170 National Agricultural Investment Plan Ap pe nd ix 5 .2 : P rio riti es o f L ar ge r ( U SD 1 0 m ill io n +) D CA FS F in an ce d Pr oj ec ts Pr oj ec t Fu nd er Co ve ra ge M aj or A ct iv iti es M ul ti Do no r T ru st Fu nd (A SW Ap -S P) Va rio us Al l d ist ric ts; th e ro ad s im pr ov em en t c om po ne nt co ve rs 1 0 di str ict s Th e pr oj ec t t ar ge ts 1. 2 m ill io n fa rm er s, 50 % o f w ho m fe m al e. It p ro m ot es le ad fa rm er co nc ep ts in e xt en sio n se rv ice d el ive ry ; p ro m ot in g le gu m es ad op tio n; p ro m ot in g co ns er va tio n fa rm in g; re ha bi lit at in g ru ra l r oa ds ; ca pa cit y b ui ld in g in la nd ad m in ist ra tio n an d m an ag em en t s er vic es M al aw i D ro ug ht R ec ov er y an d Re sil ie nc e Pr oj ec t W or ld B an k T2 4 di str ict s f or cl im at e sm ar t co m po ne nt 15 di str ict s f or re sil ien ce co m po ne nt Pr oc ur em en t a nd d ist rib ut io n of m ai ze to m ee t i m m ed ia te fo od se cu rit y n ee ds ; p ro vid in g in pu ts fo r a ss et s cr ea tio n ac tiv iti es ; p ro m ot io n of d ro ug ht to le ra nt cr op s a nd li ve sto ck d ist rib ut io n; im pr ov em en t o f c rit ica l irr ig at io n sc he m es ; c at ch m en t a re a c on se rv at io n; w at er su pp ly im pr ov em en t; im pr ov in g ea rly w ar ni ng sy ste m s; am on gs t o th er s Ag ric ul tu ra l P ro du cti vit y Pr og ra m fo r S ou th er n Af ric a (A PP SA ) W or ld B an k 5 di str ict s Te ch no lo gy g en er at io n, in clu di ng u pg ra di ng o f r es ea rc h in fra str uc tu re ; c ap ac ity d ev el op m en t; an d str en gt he ni ng o f s ee d, re gu la to ry an d re la te d se rv ice s; am on gs t o th er s Th e M al aw i A gr icu ltu ra l In fra str uc tu re an d Yo ut h in Ag rib us in es s P ro je ct (A IY AP ) Af DB 2 di str ict s o f N kh at a B ay an d Nk ho ta -K ot a De ve lo pi ng tw o la rg e sc al e irr ig at io n ta rg et in g 10 ,0 00 b en efi cia rie s w ith sp ec ia l f oc us o n yo ut h (a bo ut 5 0% ); pr om ot in g yo ut h ow ne rs hi p of ag rib us in es s; an d en su rin g yo ut h ac ce ss to fu nd in g/ cr ed it th ro ug h se ed fu nd s, am on gs t o th er s. Un ite d in B ui ld in g an d Ad va nc in g Lif e Ex pe cta tio ns (U BA LE ) US AI D Se ve ra l d ist ric ts Ta rg et s 2 50 ,0 00 fa rm er s a nd su cc es sfu lly li nk in g th em to m ar ke ts; in cr ea sin g re sil ie nc y t o sh oc ks fo r ho us eh ol ds an d co m m un iti es ; a nd su pp or tin g sy ste m s a nd st ru ctu re s f or re du cin g ch ro ni c m al nu tri tio n an d fo od in se cu rit y w hi le b ui ld in g re sil ie nc e. Sh ire Va lle y I rri ga tio n Pr oj ec t, Ph as e I W B 2 di str ict s o f C hi kw aw a a nd Ns an je Es ta bl ish in g m ar ke t-l in ke d sm al lh ol de r f ar m in g ve nt ur es ; a nd d ev el op in g pr of es sio na lly o pe ra te d irr ig at io n se rv ice s. Gr ee n Be lt Au th or ity (G BA ) EU M os tly la ke sh or e di str ict s In sti tu tio na l c ap ac ity b ui ld in g (N at io na l I rri ga tio n Fu nd ); gr an ts fo r t he m ed iu m sc al e irr ig at io n sc he m es , e tc. Fa rm In co m e Di ve rs ifi ca tio n Pr og ra m (F ID P) II EU Op er ate s i n 1 2 d ist ric ts in N or th er n, Ce nt ral an d S ou th er n R eg ion Su pp or tin g sm al lh ol de r a gr icu ltu re p ro du cti on an d di ve rs ifi ca tio n; ag ri- bu sin es s d ev el op m en t; so cia l a nd fa rm er g ro up d ev el op m en t. Su sta in ab le A gr icu ltu ra l Pr od uc tio n Pr og ra m (S AP P) IFA D Op er at es in 6 d ist ric ts, Li lo ng we an d Ch iti pa Ta rg et s 2 00 ,0 00 fa rm er s i n un de rta ki ng ad ap tiv e re se ar ch , k no wl ed ge m an ag em en t, fa rm er ac ce ss to se ed an d pr om ot io n GA Ps Fe ed th e Fu tu re M al aw i Ag ric ul tu ra l D ive rs ifi ca tio n Ac tiv ity (A gD iv) US AI D M ch in ji, Li lo ng we R ur al , D ed za , Nt ch eu , B al ak a, M ac hi ng a, Bl an ty re R ur al , a nd M an go ch i di str ict s Fo ste rs in clu siv e an d su sta in ab le g ro wt h an d im pr ov es th e nu tri tio na l s ta tu s o f w om en an d ch ild re n th ro ug h a p ro ve n nu tri tio n- se ns iti ve ap pr oa ch o f l ay er in g ag ric ul tu re an d nu tri tio n be ha vio ur ch an ge in te rv en tio ns in ru ra l c om m un iti es . I nc re as es th e co m pe tit ive ne ss o f h ig h- va lu e, n ut rie nt -ri ch va lu e ch ai ns th ro ug h su pp or t f or ag ric ul tu ra l e nt er pr ise s a nd in cr ea se d ac ce ss to m ar ke ts an d fin an ce . Th e En ha nc in g Co m m un ity Re sil ie nc e Pr og ra m (E CR P) DF ID In co rp or at in g na tu ra l r es ou rc e m an ag em en t a nd ri sk re du cti on , a nd co m m un ity ca pa cit y b ui ld in g in ad vo ca cy Fe ed th e Fu tu re M al aw i Ag ric ul tu ra l D ive rs ifi ca tio n Ac tiv ity (A gD iv) US AI D M ch in ji, Li lo ng we R ur al , D ed za , Nt ch eu , B al ak a, M ac hi ng a, Bl an ty re R ur al , a nd M an go ch i di str ict s Th e Fe ed th e Fu tu re M al aw i A gD iv fo r I nc om es a nd N ut rit io n ac tiv ity fo ste rs in clu siv e an d su sta in ab le g ro wt h in M al aw i’s a gr icu ltu ra l s ec to r a nd im pr ov es th e nu tri tio na l s ta tu s o f w om en a nd ch ild re n un de r fi ve th ro ug h a pr ov en n ut rit io n- se ns iti ve a pp ro ac h of la ye rin g ag ric ul tu re a nd n ut rit io n be ha vio ur ch an ge in te rv en tio ns in ru ra l c om m un iti es , w hi le a t t he sa m e tim e in cr ea sin g th e co m pe tit ive ne ss o f h ig h- va lu e, n ut rie nt -ri ch v al ue ch ai ns th ro ug h su pp or t f or ag ric ul tu ra l e nt er pr ise s a nd in cr ea se d ac ce ss to m ar ke ts an d fin an ce . 171 National Agricultural Investment Plan Ap pe nd ix 5 .3 : D oN U TS fu nd ed p ro je ct s, Pr og ra m Fu nd in g Pa rtn er Bu dg et Ti m e Fr am e In te rv en tio ns Pa th wa ys to S us ta in ab le Fo od S ec ur ity S oc ia l Pr ot ec tio n US AI D US D 30 m 20 15 -2 02 0 Nu tri tio n ed uc at io n an d co m m un ity sa ni ta tio n an d hy gi en e; an d str en gt he ni ng nu tri tio n go ve rn an ce Or ga ni se d Ne tw or k o f S er vic es fo r Ev er yo ne ’s He al th US AI D US D 10 5m 20 16 -2 02 2 Pr im ar y h ea lth ca re , m an ag em en t o f m od er at e an d se ve re m al nu tri tio n; an d str en gt he ni ng n ut rit io n go ve rn an ce He al th S ec to r S up po rt DF ID GB P 13 m 20 16 -2 02 0 Pr im ar y h ea lth ca re m an ag em en t o f m od er at e an d se ve re m al nu tri tio n; an d wa te r a nd sa ni ta tio n. On e W or ld N o Hu ng er KF W EU R 1 m 20 17 -2 02 2 Nu tri tio n ed uc at io n, co m m un ity sa ni ta tio n an d hy gi en e; p rim ar y h ea lth ca re , m an ag em en t o f m od er at e an d se ve re m al nu tri tio n; m at er na l a nd yo un g ch ild fe ed in g an d ca re p ra cti ce s So ur ce : D oN UT S da ta b as e Ap pe nd ix 5 .4 : P ro je ct s S up po rti ng T IP S W AP Pr og ra m Fi na nc ie r Ob je ct iv e/ ac tiv iti es Ag ro -p ro ce ss in g an d Va lu e ad di tio n pr oj ec t En ha nc ed In te gr at ed Fr am ew or k ( EI F) Se ek s t o de ve lo p re gu la to ry fr am ew or k f or A gr o- Pr oc es sin g Sp ec ia l E co no m ic Zo ne s Th e Bu sin es s E na bl in g En vir on m en t P ro je ct EI F Es ta bl ish in g M ITC as a on e- sto p sh op fo r i nv es to rs . Re vie wi ng an d up da tin g th e In ve stm en t a nd P ro m ot io n Ac t Es ta bl ish in g a M ITC o ffi ce in M oz am bi qu e A M an uf ac tu re s S tra te gy UN DP & E U In ve sto r P ro fil e M ap pi ng fo r t he m an uf ac tu re s s ub -se cto r; De ve lo pi ng an In ve sto r F ac ili ta tio n Pr og ra m fo r t he m an uf ac tu re s s ub -cl us te r Es ta bl ish in g of in du str ia l f or um s f or th e m an uf ac tu re s s ub -cl us te r Su ga r C an e Pr od uc ts St ra te gy EU Fe ed er ro ad s t o re du ce ca ne h au la ge d ist an ce fo r s m al lh ol de r g ro we rs Sm al lh ol de r i rri ga tio n sc he m es d ev el op m en t i n Dw an gw a M al aw i O ils ee d Se cto r T ra ns fo rm at io n Pr og ra m DF ID & U SA ID In ve sto r p ro fil es an d m ar ch in g gr an t s ch em es , im pr ov ed e xt en sio n se rv ice s a m on gs t o th er s Co m pe tit ive ne ss an d Jo b Cr ea tio n Su pp or t Pr oj ec t/S ki lls D ev el op m en t P ro je ct ILO , W or ld B an k Sk ill s d efi cit at va rio us st ag es o f t he va lu e ch ai n So ur ce : M oI TT 172 National Agricultural Investment Plan Annex 6: Policy and Institutional Framework Introduction 1. Malawi has a very wide range of sectoral and sub-sectoral policies which are usually for a five-year period, though not always systematically updated. Many of these are linked to global, continental and regional policy frameworks, treaties and commitments. To implement national policies, various plans, investment frameworks and strategies exist. While the NAIP is the implementation tool of the National Agricultural Policy (NAP), it also responds to a number of adjacent sectoral policies that are: (i) relevant for achieving its objectives: and (ii) whose objectives depend to a significant extent on agriculture. The alignment of the NAIP with adjacent policy frameworks is guided by the need to: (i) ensure consistency and coherence: (ii) address critical resource gaps in overlapping policy and investment areas; and (iii) avoid multiple programming of resources for the same activities in various investment frameworks. It is also important in view of Malawi’s commitments under the Malabo Declaration which stretch beyond the agricultural sector. 2. In view of the large number of policies, strategies, agreements and commitments with relevance to the NAIP, a comprehensive coverage is beyond the scope of this annex. Rather, the most important and relevant policy frameworks and strategies at international, continental, regional and national level are described, in that orde 6.1 International Policy Frameworks 3. Malawi is signatory to the main international commitments related to agriculture, including the Sustainable Development Goals (SDGs, 2015) and the Malabo Declaration (2014). The SDGs are globally agreed upon goals to be achieved by 2030. While the agricultural sector is mainly captured under SDG 2 (Zero Hunger), several objectives and interventions of other goals are directly relevant to the agricultural sector, including 5, 6, 12, 14, and 15. The targets include achieving zero hunger, gender equality, empowerment to women and girls, availability and sustainable management of water and sanitation for all, sustainable consumption and production patterns, that water bodies are conserved and sustainably used; and that terrestrial ecosystems are protected, restored and promoted, forests managed sustainably, desertification combatted and land degradation and biodiversity losses are halted. This calls for integrated and holistic approaches, looking beyond one sector at a time. 4. Notwithstanding its very low emissions, Malawi is a Party to the United Nations Framework Convention on Climate Change (UNFCCC) and the Paris Climate Agreement of December 2015. Under these agreements Malawi has made firm commitments to move the country’s development pathways towards a green economy based on national circumstances and capabilities. These commitments are defined under Malawi’sIntended Nationally Determined Contribution (INDC) in direct response to decisions adopted at the 19th and 20th Sessions of the Conference of the Parties (COP19 and 20). The INDC aims at achieving the objective of the UNFCCC as set out in Article 2 of the Convention and also contribute to sustainable development. These international policy commitments on climate change have guided the development of the national climate change and resilience policies (see below), with which the NAIP is aligned. Alignment with the major global climate agreements is also significant in terms of potential access to climate funding, for example through the Green Climate Fund (GCF). 5. The Enhanced Integrated Framework (EIF) is a global initiative of the World Trade Organisation (WTO) which brings together partners and resources to support least developed countries (LDCs) in harnessing trade for poverty reduction, inclusive growth and sustainable development. It provides financial and technical support to build trade capacity in 50 countries of which Malawi is one. The EIF is an aid-for-trade program designed to help participating countries develop sustainable trade strategies. The EIF is recognized under Goal 8a of SDG. 173 National Agricultural Investment Plan 6. The EIF has supported Malawi in identifying and quantifying the trade costs constraining Malawi’s competitiveness within regional and international markets. The TIP-SWAp (see below) was launched to support the implementation of the NES. Under the TIP-SWAp, a Joint Sector Strategy was developed to support the incorporation of trade activities into the sector strategies. Targeted strategic support in certain sectors has been provided with a strong emphasis on value chain addition and increased productivity. The NAIP aligns with the EIF mainly through Program D and IAs 14 and 15. It pursues better integration between the agricultural and trade agendas through an active role of MoITT in NAIP implementation and the integration of a number of activities and investments related to agricultural trade and exports. 7. CAADP. The main goal of CAADP is to enhance agriculture-led economic growth, eliminate hunger, reduce poverty, food and nutrition insecurities, and enable the expansion of exports. The CAADP process seeks to improve agricultural development through coherent a long-term framework that guides the planning and implementation of priority development and investment areas in current and future revisions of the national agricultural development and food security strategy. It helps to identify strategic options and sources of pro-poor growth for the agriculture sector, build knowledge management systems in the sector and embrace peer review mechanisms to enhance collective responsibility and local ownership. The compact sets the context for joint sector policy, budgetary and investment dialogue, and commitments to align, scale up and improve the quality of long-term sector investment. The compact confirms and provides consensus around the goals and priorities that Malawi has set to accelerate agricultural growth and improve FNS, and the partnerships and assistance that are required to achieve these goals. The NAIP is the main instrument to implement the CAADP process at country level. 8. The Scaling Up Nutrition is another global initiative that Malawi is party to, which also aims to support strategic investments and interventions to help eliminate under nutrition 6.2 Continental and Regional Agricultural and related Policies and Strategies 9. The Malabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods resulted from the AU meeting of heads of state and government in June 2014, already summarized in chapter 2. 10. During the same meeting, the Heads of State also signed the African Union “Declaration on Nutrition Security for Inclusive Economic Growth and Sustainable Development in Africa.” The Declaration: (i) reaffirms the commitment of the Member States to end hunger by 2025; (ii) commits to bring down child stunting to 10% and underway to 5%, focusing on the first 1000 days is the only window of opportunity during which permanent and irreversible physical and mental damage would be avoided; (iii) commits Member States to positioning this goal as a high- level objective in national development plans and strategies. It further calls on Member States that have not yet done so to consider participation in the study on the Cost of Hunger in Africa; and requests the AU Commission, the RECs and development partners to facilitate establishment of a mechanism to monitor progress towards the elimination of child under-nutrition. 11. Malawi is also a participant in Compact 2025 which was launched by IFPRI in November 2015 as a new initiative for ending hunger and undernutrition by 2025. It is designed to support countries in achieving the Malabo and SDG long-term targets of eradicating hunger and under- nutrition. Compact 2025 brings stakeholders together to set priorities, innovate and learn, fine-tune actions, build on successes, and synthesise shareable lessons in order to accelerate progress. The Compact 2025 Scoping Report of May 2016 reports on a roundtable discussion for assessing how to end hunger and undernutrition in Malawi by 2025. The roundtable identified key knowledge, policy, and implementation gaps as well as opportunities, potential synergies, and priority areas for action. 174 National Agricultural Investment Plan 12. Formulation of the NAIP recognises the SADC Regional Agricultural Policy (RAP) of 2013 and its accompanying Investment and Implementation Plan for the period 2017-2022. The purpose of the RAP is to “define common agreed objectives and measures to guide, promote and support actions at regional and national levels in the agricultural sector of the SADC Member States in contribution to regional integration and the attainment of the SADC Common Agenda”. The overall objective of the Policy is to contribute to sustainable agricultural growth and socio- economic development. The Policy has four specific objectives each with a number of strategies: • Enhance sustainable agricultural production, productivity and competitiveness through: (i) improved land administration, use and management; (ii) productivity-enhancing inputs; (iii) farm support systems and services; and (iv) forestry and fisheries development. Aligned with NAIP Program C and IAs 3, 9, 10, 11, 12 and 13. • Improve regional and international trade and market access for agricultural products through: (i) improving the efficiency and effectiveness of the region’s input and output markets and stimulating broad farmers’ participation; (ii) improving the regional and international trade environment for agriculture; and (iii) improving the development of agriculture-related market infrastructure. Aligned with NAIP Program D and IAs 10, 14 and 15. • Improve private and public-sector engagement and investment in agricultural value-chains through: (i) value chain promotion and mobilisation of financial capital for agriculture, agro-industry and agri-business. Private sector engagement is mainstreamed in the NAIP, especially through Program D and IAs 14, 15 and 16 and through the CAP-F process. • Reduce social and economic vulnerability of the region’s population in the context of FNS and the changing economic and climatic environment through: (i) addressing chronic and transitory vulnerability to the diversity of food security risks in a changing economic environment; (ii) addressing climate change, variability and related vulnerability; (iii) mitigating gender-related vulnerability and marginalisation; (iv) mitigating HIV/AIDS related vulnerability and marginalisation; (v) mitigating the vulnerability of migrant/mobile rural people; and (vi) fighting against unemployment and marginalisation of the rural youth. FNS, climate change, vulnerability and gender issues are all mainstreamed in the NAIP as well as incorporated specifically in Program B and IAs 4, 5, 6, and 7 13. The purpose of the Investment and Implementation Plan is to define the financial resources that the region commits to mobilise, the priority areas where investment is to be made, and how that investment will be accessed and utilised by Member States. It also presents avenues by which the region expects to leverage public and private sector financing for the development of agriculture and related sectors. The total cost of the Plan is USD 565 million, to be mobilised through contributions by SADC Member States, PPPs, development partners, etc. Member states have agreed that the funds will be managed following the governance structure, rules and procedures that are/shall be adopted by the SADC ministers responsible for agriculture and food security. 14. The Investment and Implementation Plan defines the means by which the RAP will be implemented. It outlines priority programmes and sub-programmes, where investment needs to be focused. The Investment will be operationalised through an instrument-based implementation mechanism including “facilities”, under which is one or more “windows” that are each supported by one or more “measures”. Through the instrument-based mechanism, a programme, where applicable, can be implemented by drawing financial resources from one or more facilities. 175 National Agricultural Investment Plan 15. The COMESA Regional Agriculture Policy and Investment Framework (2010-2014) is the base document from which the COMESA Regional CAADP Compact and its accompanying Agriculture Policy and Investment framework have been prepared. These documents define the priority areas for CAADP regional investments and are intended to facilitate investment in areas where individual countries cannot effectively invest alone. It is an overarching framework that: • Provides guidance to, and expedites, interventions that already exist at regional level, towards enhancing economic growth and food security. • Promotes new regional policies and investments where gaps exist. • Clarifies synergies and coordination among regional initiatives in agriculture-led economic growth and poverty reduction. 16. The goal of the Policy and the regional compact is to “contribute, through better policy coordination, policy implementation and budget support for agriculture, forestry and fisheries, to sustainable agricultural production and productivity, food security and regional integration, enhance competitiveness, and improve markets and trade of agricultural, fisheries and forestry products. It identifies three main priority areas and six crosscutting priorities: • Priority Area 1: Agricultural production and productivity with a focus on staple foods, livestock produce, fisheries and forest produce • Priority Area 2: Removing barriers to agricultural trade and linking farmers to markets with a focus on corridors (corridor development) • Priority Area 3: Reducing social and economic vulnerability and enhancing resilience and food and nutrition security Cross-cutting priority areas are: (i) gender and age mainstreaming; (ii) human and institutional capacity development and strengthening; (iii) information and knowledge management; (iv) climate change; (vi) resource mobilisation, and (vii) improved coordination. 17. Whilst the NAIP is a country-specific plan, it complements the COMESA Regional Policy and Compact which identifies regional priorities. Priority Area 1 aligns closely with NAIP Program C including IAs 9, 10, 11, 12 and 13. The NAIP complements Priority Area 2 through its support for markets and trade under Program D and IA 14. There is also support for Priority Area 3 via NAIP’s food and nutrition security, empowerment and disaster risk management initiatives under Program B and IAs 4, 6 and 7. The COMESA cross-cutting priorities are also reflected in the NAIP. 6.3 National Policies and Strategies Malawi Growth and Development Strategy MGDS III The overarching national development plan is the Malawi Growth and Development Strategy. The third phase (MGDS III) was prepared in parallel with the NAIP and is currently in draft form pending publication. It covers the period 2017 to 2022 and is the fourth medium-term national development strategy aligned to the country’s long-term development aspirations articulated in Vision 202035. The five key priority areas (KPAs) are summarized in chapter 2. KPA 1 recognises that the agricultural sector is the mainstay of the economy which can significantly support industrial development. However, its potential is hampered by dependency on rain fed agriculture with its attendant challenges stemming from climate change and poor water management. The agricultural content of MGDS III is derived from the National Agricultural Policy which was developed and approved in 2016 (see following paragraph). Since the NAIP operationalizes the NAP, it is also aligned with MGDS III. 35The previous development strategies that were developed to implement Vision 2020 were the Malawi Poverty Reduction Strategy Paper (MPRSP), and MGDS I and II. 176 National Agricultural Investment Plan 18. The integration of agriculture and climate change in one KPA underlines the strong linkages between the two. A number of strategies are proposed including adaptation and mitigation of climate change impacts. Adaptation will protect against the effects of climate change, thereby reducing vulnerability of communities and ecosystems. MGDS III notes that investment in climate change adaptation has been found to have the largest multiplier effect on poverty alleviation, education, health, agriculture and water development, economic growth, urbanisation and governance. 19. While addressing the challenges in agriculture, other areas such as environment, forestry, water resources, parks and wildlife, women and youth productivity, health, education, energy, industrial production and transportation will also be leveraged. This is in recognition of the fact that efforts to improve agricultural productivity and sustainability will not yield meaningful results unless water resource management and transportation infrastructure which enhances rural access are improved. This priority area will contribute to higher productivity and resilience. Sectoral and Sub-Sectoral Development Plans 20. Malawi has a wide range of sectoral and sub-sectoral policies, plans and strategic frameworks. The main policy document for the agricultural sector is the National Agricultural Policy. The most relevant related sectors include the mandates of MoITT, MoLHUD, MoLGRD, MoHP, MoNREM, and MoFEP&D. The National Agricultural Policy (NAP) 21. The development of a comprehensive NAP is in the important step forward. In the past, the ASWAp served as substitute for a sector policy. Development of a NAP is also timely delivery of a key policy commitment of Government under the New Alliance Framework. The NAIP will be the main implementation tool for the NAP, and is aligned to the policy and its objectives. 22. The NAP is intended to guide the design and implementation of the various subsector policies and strategies. Its emphasis is on farmer-led agricultural transformation and commercialisation that entails treating farming as a business. The policy will facilitate and harness dynamic transitions taking place within farming communities, in particular the movement of farming households into non-traditional high-value agricultural value chains and increased engagement in profitable off-farm and non-agricultural livelihoods. The NAP identifies eight PPAs: 1. Sustainable agricultural production and productivity 2. Sustainable irrigation development 3. Mechanisation of agriculture 4. Agricultural market development, agro-processing and value addition 5. Food and nutrition security 6. Agricultural risk management 7. Empowerment of youth, women and vulnerable groups in agriculture 8. Institutional development, coordination and capacity strengthening 23. Within these PPAs, there are a number of Policy Statements (totalling 54) with specific activities identified. These are further divided into strategies (equivalent to activities under the NAIP). The NAP also highlights the main implementing agencies for each strategy. Given the different scope of the PPAs, these have been divided into more manageable 16 IAs under the NAIP. Most of the 54 Policy Statements and underlying strategies are reflected in the IAs. Table 1 below shows how the 16 NAIP IAs have been linked to the eight PPAs. 177 National Agricultural Investment Plan Table 1: NAP PPAs and NAIP Intervention Areas NAP Policy Priority Areas NAIP Intervention Areas I. Institutional dev. coordination and Capacity Development 3.8 IA1: Coordination and M&E IA2: Farmer-Based Organizations IA3: Public Agricultural Services Delivery II. Food & Nutrition Security 3.5 IA4: Diverse, Nutritious Food Available and Consumed IA5: Food Safety and Quality Standards III. Empowerment of youth, women and vulnerable groups 3.7 IA6: Empowerment and Tenure Security IV. Agricultural Risk Management 3.6 IA7: Disaster Risk Reduction Systems IA8: Pest and Disease Management V. Sustainable production and productivity 3.1 IA9: Agricultural Innovation Systems IA10: Access to Inputs IA11: Natural Resource Management VI. Sustainable irrigation development 3.2 IA12: Sustainable Irrigation Development VII. Mechanisation 3.3 IA13: Mechanization VIII. Market development, agro- processing and value addition 3.4 IA14: Market Systems and Access to Markets IA15: Agri-business Development IA16: Access to Finance 24. In some cases, PPAs and/or strategies have placed under a different IA or have been clustered in a slightly different manner under the respective intermediate outcomes. This has resulted from a prioritization exercise during the NAIP formulation process, the integration of inputs provided by key stakeholders from adjacent sectors during that process, and, in some cases, to improve the coherence of the NAIP. The NAIP budget file allows tracing the linkages between NAP strategies and NAIP activities, outputs, IAs and Programs. Sub-Sectoral and Thematic Strategies and Plans within the Agricultural Sector 25. Within the Agricultural Sector and under the NAP umbrella, there is a large number sub-sectoral and thematic strategies, policies and plans including, but not limited to the following: • Agricultural Extension and Advisory Services Strategy (currently being developed) • Agricultural Research Master Plan (currently being updated) • Agricultural Risk Management Strategy • Contract Farming Strategy (currently adopted by MoAIWD but awaiting Amendment of the Competition and Fair Trade Act) • Cotton Strategic Plan for Malawi (2011-2016) • Crop Production Policy • Farmer Organisation Development Strategy (2016) • Fertiliser Strategy (2007) – to be updated once the Policy is approved • Fisheries and Aquaculture Policy (2016-2021) • Food Security Policy (August 2006) • Guidelines for Sustainable Land Management Voucher System Implementation, Catchment Management, Conservation Agriculture, and Strategic Grain Reserve Management; 178 National Agricultural Investment Plan • HIV/AIDS Agricultural Sector Policy and Strategy • Land Resource Conservation Policy • Livestock Policy (currently being updated) • National Fertiliser Policy (currently being developed) • National Fisheries Policy (2016-21) • National Irrigation Policy (2016), Development Strategy (2012) and Irrigation Master Plan (2015) • Seed Policy (going through approval process, currently with OPC) • Strategic Plan for the Tobacco Industry (2012-2017) The most relevant subsector policies are briefly described below. 26. The National Livestock Policy defines MoAIWD’s mandate to develop the livestock industry in the country. The policy also serves as an operational tool to guide the implementation of the National Livestock Development Master Plan. The goal of the policy is to contribute towards improved household, national food security and poverty reduction through sustainable private sector and farmer demand driven livestock services. The NAIP will finance the development of a Livestock Development Master Plan and includes a broad range of livestock-related activities such as improved veterinary services, livestock biosecurity services, pass-on schemes, feeding technologies and the establishment of village livestock committees, among others. 27. The Contract Farming Strategy (2016) aims at creating an enabling environment for contract farming activities to take place in Malawi in an efficient, competitive and fair manner. The ultimate impact sought is to create wealth, and to reduce poverty and inequality by increasing profitable market access for farmers and buyers of agricultural output, through contract farming arrangements where appropriate. Contract farming is addressed under Program D, IA 14 which will promote contract farming in conjunction with the Fair Trade Commission. 28. The National Irrigation Policy (2016) aims at addressing critical issues affecting the irrigation sector that include spatial and temporal water shortages, customary land tenure disputes, and poor operation and maintenance of infrastructure. The NIP attempts to provide solutions to these challenges by addressing three priority areas of sustainable irrigation development, management and capacity development. The Policy is well anchored in the National Water Policy, Agriculture Policy, National Environmental Policy and others and forms the foundation for the Irrigation Sector Master Plan. The NAIP will support the implementation of the first five- year episode of the master plan under Program C, IA 12. 29. The National Fisheries Policy (2012-17) is designed to meet the challenges and emerging issues of the fisheries sector, and to provide linkages with the emerging cross-cutting policies, plans and activities of national and regional bodies where they affect or interact with fisheries. The goal of the Policy is to promote sustainable fisheries and aquaculture development in order to contribute to economic growth in Malawi. It expects to achieve four key outcomes: (i) enhanced capacity to sustainably manage and develop fisheries and aquaculture; (ii) improved protein and micronutrient intake for Malawians; (iii) increased decent employment opportunities, including outside the fisheries sector; and (iv) increased earnings for people and government from fish exports and domestic trade. The Fisheries Policy is reflected in the NAIP through a number of measures to improve fisheries and aquaculture productivity under Program C, capacity building for fisheries institutions under Program A (IA 3), food safety (IA 5), hatcheries (IA 10), and improved lake and rivers fishery management (IA 11) etc. 179 National Agricultural Investment Plan 30. The National Agricultural Extension and Advisory Strategy is currently being prepared to replace the expired National Extension Policy. The review focuses on establishing the extent to which the policy changed the extension approach from supply-driven to demand-driven services and how decentralisation of the extension services increases the chances for farmers to participate both in the decision-making process and in accessing the services. The overall conclusion of the review was that the Extension Policy principles remain relevant and in line with best practice. However, there are some gaps relating to ICT-based extension and poor linkages with nutrition and other innovation stakeholders. The new Strategy therefore builds on past successes while eliminating or mitigating implementation challenges that have previously negatively affected the quality of extension services. The review report was released and has formed the basis for development of the successor strategy, which awaits the final validation by stakeholders. It is expected to continue the pluralistic extension approach but placing a stronger focus on strengthening the capacity of the public sector to guide and coordinate extension service provision at all levels. Extension services receive multiple mentions in the NAIP and are a core element of the capacity building to be undertaken in Program A; as well as being a central part of the innovation systems approach to be implemented under IA 9. Other related Policies and Strategies 31. Whilst the NAIP is firmly rooted in the NAP, there are a number of other important policies and strategies developed by other ministries and agencies that have an important influence on the objectives and implementation modalities of the NAIP. These are briefly reviewed as follows: A) Trade and private sector development 32. The National Trade Policy (2017-21) aims to make Malawi a globally competitive export-oriented economy, generating higher and sustainable livelihoods through trade. It proposes structural transformation of the productive sector and linking value chains to regional and global export markets and prioritises market access (especially non-tariff barriers), business environment, narrow productive base, high entry cost for small scale producers and traders, and implementation gap. The National Export Strategy (NES), 2013-18, provides a roadmap for how to build the productive base, and achieve competitive export growth. It sets a realistic plan for how the productive base of the economy can be developed in a way that ensures export competitiveness and to maximise the contribution of exports to economic and social development through the development of the private sector in a manner that is balanced with economic empowerment of the rural and urban poor, smallholder farmers, youth and women. 33. The NES builds on Private Sector Development Policy and Strategy, the new National Energy Policy and the Greenbelt Initiative, amongst others. It identifies four priority actions: (i) developing export clusters that can complement the exports of traditional products such as tobacco and tea; (ii) improving the enabling environment for private sector growth; (iii) developing institutions that are key for sustainable growth; and (iv) addressing the skills gap which is this is critical for job creation and economic empowerment. Priority clusters in the NES are oilseed products, sugar cane products and manufacturing. 34. The National Industrial Policy (2017-21) aims to increase the proportion of manufacturing in GDP through structural transformation of the Malawian economy. It has seven objectives: (i) to enhance the provision of appropriate skills and technology; (ii) to improve business environment for the manufacturing sector; (iii) to improve access to key business services; (iv) to support provision of support infrastructure (enablers); (v) to facilitate participation of MSMEs in manufacturing and provide market linkages; (vi) to address the environmental and social sustainability concerns of industrialisation; and (vii) to address the governance challenge in terms of policy formulation and implementation. The expected policy outcomes are: (i) increased productivity of the industrial sector; (ii) increased diversification of industrial products; (iii) increased value addition of primary products; and (iv) reduced trade deficit. 180 National Agricultural Investment Plan 35. The main implementation vehicles are the Trade, Industry and Private Sector (TIP) Sector Wide Approach (TIP-SWAp) and the Joint Sector Plan. While the TIP-SWAp has formally ended, the coordination structures within and across ministries are still in place, especially the commodity- specific groups for product and standards development, as well as coordination and information sharing amongst stakeholders. 36. The Joint Sector Plan is a prioritised investment plan, similar to the NAIP, for the trade sector, developed in 2016. It identifies the investments required under the trade sector, which is heavily under-financed. The NAIP co-finances several activities under these frameworks, to be implemented by MoITT and its subsidiaries (including MITC, MBS and others). The activities are those which are relevant to agriculture and to meeting the NAIP’s overall development objectives and only if not financed elsewhere or through line ministry funding. The trade policy and export strategy are reflected in the NAIP under Program D and IA 14 which promotes market and trade development. The NAIP also includes a number of interventions from the JSP directly related to agriculture as well as some which are wider in scope as these did not have secured funding at the time of NAIP development but a seen as critical to development of the sector. Appendix 6.2 attached indicates the linkages between the JSP and the NAIP. 37. In view of its particular relevance, a detailed mapping showing how specific areas of the JSP are captured under the NAIP can be found in appendix 6.2 B) Food and Nutrition Security 38. The nutrition area of the NAIP is guided by the Malawi National Nutrition Policy, 2016-2020, the draft National Nutrition Strategic Plan, 2017-2021 and the draft Agriculture Sector Food and Nutrition Strategy 2017-2021. 39. The National Nutrition Policy is intended to provide a guiding framework to uphold the government’s commitment to eliminate malnutrition. It aims at ensuring that evidence- based nutrition interventions are developed and implemented in alignment with the overall national development agenda, the Scaling-up Nutrition movement and global declarations and commitments to which Malawi is a signatory. 40. The policy vision is “a well-nourished Malawian population that effectively contributes to the economic growth and prosperity of the country”. The goal is “to attain optimal nutrition for all Malawians by 2020 with emphasis on children under the age of five, pregnant and lactating women, and other vulnerable groups”. The expected outcomes of this policy are: • Reduced number of children under 5 who are stunted by 20 percent • Reduced rate of anaemia in children and women of reproductive age by 25 percent • Reduced rate of infants born with low birth weight by 15 percent • No increase in the rate of overweight among children, adolescents, and adults • Increased rate of exclusive breastfeeding in the first 6 months by 20 percent • Wasting in children, adolescents, and adults is reduced and maintained at less than 5 percent • Improved multi-sectoral programming and coordination of nutrition interventions • Increased funding, commitment, and accountability for nutrition • Increased capacity and leadership for nutrition 181 National Agricultural Investment Plan 41. The policy has eight priority areas which include: (i) prevention of undernutrition; (ii) gender equality, protection, participation and empowerment; (iii) treatment and control of acute malnutrition; (iv) prevention and management of over nutrition and nutrition-related non- communicable diseases; (v) social mobilisation and behaviour change communication; (vi) nutrition during emergency situations; (vii) creating an enabling environment for nutrition; and (viii) nutrition research and surveillance. A detailed outline of each priority area, strategy and activities is provided in a separate National Nutrition Strategic Plan. The draft Strategic Plan specifies the detailed strategies and activities required to achieve the outcomes of the Policy in each of the eight priority areas. 42. Of particular relevance is the draft Agriculture Sector Food and Nutrition Strategy which spans the same five-year time frame as the NAIP. The strategy is based on the guiding principles that the agriculture and food sector has the primary role of feeding people, and that food systems provide for all people’s nutritional needs and contribute to economic growth. It is therefore essential that an enabling policy environment support programmes and investments in agriculture and food systems. The goal of the strategy is to “achieve a sustainable and diverse food system and nutrition education that contributes to a well-nourished nation and economic growth. This will be pursued via nine strategic objectives: 1. Ensure stable availability of all food groups through sustainable and diversified production 2. Ensure stable access to all food groups 3. Ensure stable utilisation of all food groups for diversified diets 4. Strengthening nutrition education, behaviour change communication strategy and systems 5. Strengthening capacity by improving leadership and management capacity systems and procedures 6. Improving staffing levels through filling of existing vacancies and recruiting new staff in critical specialised areas 7. Enhance a coordinated implementation arrangement to improve active participation of all stakeholders 8. Improving resource allocation to institutions to ensure that agriculture and nutrition programs have adequate human, physical and financial resources. 9. Ensure clear agriculture and nutrition indicators and a good progress tracking system 43. The Strategy will be implemented by all stakeholders involved in agriculture and nutrition-related activities at national, district as well as community level. It advocates for close linkages between agricultural and nutrition programmes to ensure that the country achieves FNS. Implementation will be coordinated by MoAIWD in collaboration with MoHP. The two institutions will ensure that the strategy is implemented as planned and provide policy guidance to agriculture sector stakeholders during the implementation process. Other agencies involved in implementing the strategy include MoLGRD, MoEST, MoGCDSW, MoLYSMD, MoICT, MoITT, MoFEP&D, MoJCA, the Ministry responsible for Climate Change, CSOs, NGOs and CBOs. 44. The Multi-Sectoral Nutrition Policy and Strategic Plan (2017-2021) was recently reviewed and approved to provide guidance and direction on strategies to improve nutrition in Malawi. It seeks to create awareness on the magnitude of the nutrition problems and impact on the individual, household and national economic development, growth, and prosperity; and galvanise the nation towards the Malabo and SDG long-term targets of eradicating under nutrition. 182 National Agricultural Investment Plan 45. In light of these policies, nutrition is one of the major underlying themes of the NAIP as part of the food security thrust and includes measures such as nutrition education, school feeding, bio- fortified crop selection, nutrition in agricultural extension services etc. Nutrition is also a key element of Program B and IA 4 which supports improved implementation of nutrition-related activities in the agricultural sector, institutional feeding programmes and nutrition education at grassroots level. C) Resilience and Climate Change 46. The National Resilience Plan is an overarching framework, monitored and developed by OPC. The plan draws on five sub-sectors identified as pivotal to breaking the cycle of food insecurity. The sectors/sub-sectors include agriculture and food security (MoAIWD), catchment protection and management (MoNREM); control of floods through dams, dykes and river training (MoAIWD); early warning systems (MoNREM); and social support programs (MoFEP&D). The resilience plan brings together a number of sectoral key indicators into one holistic picture. It includes programs and outputs where MoAIWD is designated the implementer, as well as others. The plan has five components: (i) Agriculture and Food Security (completely covered under the NAIP): (ii) Catchment Protection and Management (substantially covered under IA 11); (iii) Flood Control (where construction of dams and disaster risk management are included under the NAIP); (iv) Early Warning Systems (with major interventions included under IA 7); and (v) Social Support Programs (where the focus in the NAIP is on coordination with the MNSSP). The details are provided in Appendix 6.1 attached. 47. Malawi’s climate change planning framework is guided by its membership of the UNFCCC. The national guiding documents include the National Environmental Policy (2004) and the National Climate Change Policy (2012), as well as three implementation frameworks, namely the National Climate Change Investment Plan (NCCIP, 2013-2018); the Malawi National Adaptation Plan (NAP), currently under development; and the National Adaptation Program of Action to Combat Climate Change (2006). The NCCIP has identified four key priority areas to promote climate change management in Malawi as: adaptation; mitigation; climate change research, technology development and transfer; and capacity building. Under the four themes, a total of 11 programs will be pursued in the implementation of the NCCIP. 48. Climate change mitigation and adaptation measures are mainstreamed in many parts of the NAIP, particularly under Programs B and C. Specific adaptation measures are incorporated in IA 7 (disaster risk management), IA 9 (climate-smart agricultural technologies), IA 10 (climate adapted varieties), IA 11 (sustainable NRM and climate resilience) and IA12 (irrigation). Mitigation measures include tree planting (IA 10), the promotion of agricultural practices with a lower carbon footprint (IA 9 and 10), and the reduction of post-harvest losses (IA 14). The NAIP is also aligned to the Climate Change Investment Plan as shown in Appendix 6.3 attached. D) Gender and Youth 49. The National Gender Policy (2015) aims to mainstream gender in the national development process to enhance participation of women and men, girls and boys for sustainable and equitable development for poverty eradication. The policy is rooted in Malawi’s constitution which recognises and promotes gender equality, and in the various versions of the MGDS. It also has linkages to policies covering health, food and nutrition security, HIV and AIDS, education, agriculture, environment, and youth; as well as a number of international agreements and conventions. 183 National Agricultural Investment Plan 50. The goal of the gender policy is “to reduce gender inequalities and enhance participation of women, men, girls and boys in socio-economic development processes.” It seeks to achieve seven broad objectives: (i) to advocate for increased access, retention and completion to quality education for girls and boys; (ii) to ensure women, men, boys and girls sexual and reproductive health rights, and HIV/AIDS status are improved; (iii) to strengthen gender mainstreaming in all sectors of the economy; (iv) to reduce poverty among women and other vulnerable groups through economic empowerment; (v) to promote women’s participation in decision making positions in both politics and public life; (vi) to reduce gender based violence; and (vii) to strengthen the capacity of the national gender machinery. 51. The policy targets the following six priority areas: (i) gender in education and training; (ii) health; (iii) agriculture, food security and nutrition; (iv)natural resources, environment and climate change; (v) economic development; and (vi)governance and human rights. The policy also prioritises gender perspective in gender based violence and capacity of the national gender machinery. 52. As a cross-cutting issue gender is mainstreamed throughout the NAIP through measures such as minimum participation rates for women, youth and other vulnerable/disadvantaged groups and disaggregation of indicators by gender. In parallel with the mainstreaming measures the gender policy is also reflected in IA 6 through initiatives to ensure that women, youth and other vulnerable groups are empowered regarding secure access to land. 53. The vision of the National Youth Policy (2103) is an educated, healthy, well trained, cultured, vibrant and productive youth. The goal is to create an enabling environment for all young people to develop to their full potential in order to contribute significantly to personal and sustainable national development. The design and implementation of appropriate youth development and empowerment programs will facilitate the creation of an enabling environment where the youth are able to contribute effectively to national development. The NAIP is reflects the key elements of the youth policy under Program B including participation of youth in FOs (IA 2), empowerment of women and youth in relation to land tenure security (IA 6) and numerous other youth and gender mainstreaming initiatives. D) Financial Inclusion 54. Issues of financial inclusion and poverty reduction are owned by MoFEP&D, and of particular relevance to the NAIP are the Financial Sector Development Strategy(2016 – 20) and the Financial Inclusion Strategy (2015 – 20), as well as the National Social Support Policy(currently being updated). The Malawi Social Support Program (MNSSP) operationalises the latter, based on its vision of “enhancing the quality of life for those suffering from poverty and hunger, and improved resilience of those who are vulnerable to risks and shocks”. MSSP has been successful in providing Social Cash Transfers (SCTs) to the ultra-poor and labour constrained households, and is currently developing a Unified Beneficiary Registry to improve and simplify its targeting. MNSSP is funded by several donors through the Local Development Fund. Linkages with the MNSSP are within NAIP Programs A and B and IA 4 and 9. IA 16 and Program A and D contribute to the implementation of the Financial Sector Development Strategy and Financial Inclusion Strategy in the agricultural sector. 184 National Agricultural Investment Plan E) Land Tenure 55. The National Land Policy is owned by MoLHUD, and addresses the constraints to Malawi’s social and economic development caused by land ownership and user rights issues. The policy provides an institutional framework for land management and procedures for more effective land based investment selection and land market transactions. It also sets forth, as a national guideline for action, the incorporation of desirable principles of land use and management, effective civic education and broad public appreciation of the constraints and trade-offs that need to be made. The Land Policy was approved in 2016 and will be implemented under the new Land Law which was also enacted in 2016. The new policy and law poses different regime than past policies, with more focus on formalising customary systems. MoLHUD is undertaking a national campaign on the land laws to educate stakeholders on what the laws mean and how they will affect society. The NAIP will address the challenges of implementing the far-reaching provisions of the new law, under IA 6 which incorporates measures to empower women and youth in relation to land tenure security. F) Decentralisation 56. The Decentralisation Policy (1998), and its implementation tool, the draft Integrated Rural Development Strategy are the mandate of MoLGRD. These are being implemented gradually with line ministry staff being moved to local government bodies in 2016. This means that, in future, implementation of agricultural programs will be through Local Governments and their staff, to a much higher extent than through the current structures. It also means that local development priorities and those of the agricultural sector may become more aligned and harmonised in terms of planning and implementation. The decentralisation process embraces many aspects of governance in Malawi, none more so than agricultural extension services at District level and below. This is reflected particularly in Program C and IA 9 which supports the development of decentralised management structures in the agricultural extension system. The decentralisation policy also informs the overall NAIP implementation and coordination arrangements described in Chapter 6 of the main report. 6.4 Agricultural Sector Stakeholders 57. Implementing various agricultural policy objectives requires coordinated activities of a broad range of state and non-state actors – Government and its subsidiaries (parastatals, boards and trusts); non-state actors like NGOs and CSOs; private sector (including farmers, farmers organizations and private sector companies of different kinds and sizes); and donors. This section provides a brief overview of the key stakeholders and their main roles. 58. Government as a whole has a dual function: provision of public goods and services to its people; and to provide an enabling environment for stakeholders to operate through strong, transparent and implemented policies. As identified in the NAP, the ministries directly responsible for implementation of NAIP are: MoAIWD (the lead ministry), MoFEP&D, MoITT, MoLHUD, MoNREM, MoHP, MoLGRD, MoTPW and MoGSWCD. Other important ministries, though not directly part of NAIP implementation, include Ministry of Foreign Affairs; Ministry of Justice and Constitutional Affairs, Ministry of Labour and Vocational Training, Ministry of Youth Development and Empowerment and Ministry of Education 185 National Agricultural Investment Plan 59. The Ministry of Agriculture, Irrigation and Water Development (MoAIWD) is the government agency with overall responsibility for implementation of the NAIP. It is expected to undertake a lead role through its departments and units, which may be subject to significant re-organisation according to the recent Core Functional Analysis (CFA), and development of a Strategic Plan for implementation of its recommendations. The re-organisation process is envisaged to off-load non-core functions to non-state actors, while focusing on core functions of Government. These are defined as: policy formulation (including provision of guidelines and standards), stakeholder coordination, M&E of implementation of all functions and activities in the sector. 60. The CFA, which was finalised in July 2016, recommends a major re-structuring of upper management hierarchy MoAIWD which will have a bearing on the way that the NAIP is managed and coordinated. The objective of the exercise was to streamline MoAIWD functions so that technical departments focus only on those functions that are core to their mandates. It is expected that once the shedding off of functions takes place and they are relocated to players in the sector who possess the necessary capacities, it will result in the public service in the agriculture sector becoming more effective and efficient in the delivery of services to beneficiaries. 61. The CFA recommended a high-level re-organisation of the Ministry structure which reflects the strategic intent of the MoAIWD. It does not go down to the Departmental and Unit structures, and does not consider issues related to the merging of the irrigation and agricultural ministries which took place during the course of the exercise. The key recommendations of the CFA are summarised in Box 1. Box 1: Core Functional Analysis: Key Recommendations Options for the Structure of MoAIWD • Option 1: Chief Director has responsibility for technical operations including the ASWAp/NAIP Secretariat. All Support Services Departments report to the PS. This will ensure that there is focus on value addition required from these support areas and that priority is given towards stakeholder engagement via the ASWAp/NAIP. • Option 2: Chief Director has responsibility for administrative functions and support service departments including the Department of Commercialisation. The ASWAp/NAIP would remain a Unit under the Planning Services Department. The coordination and supervision of agriculture- related State Corporations and Institutions should also come under this office. Both Options reduce the number of positions reporting directly to the PS (currently around 20) providing better scope for coordination and supervision. They will ensure that the PS’s span of control is narrowed, but has better focus in terms of overall supervision of the Ministry. In view of the importance of commercialisation in the growth of the sector and in the achievement of the government’s goals of poverty reduction and food security, there is need to create a separate department to deal with agriculture commercial issues. The department will house units such as Agri-business (currently under DAES), Trade and Marketing (currently under DAPS) and any others that can drive the commercialisation agenda and will report to the Chief Director. It is recommended that for better coordination and to ensure that there is a focus on the major stakeholders, directorates be established which can house departments or functions that are more or less closely related. The proposed directorates will be: Lands, Extension and Crop Development; and Animal and Fisheries Development. The DARS, in view of its cross cutting nature, will stand alone and report directly to the Chief Director where the CD has responsibility for all Technical departments. Below the directorates will be Departments and specialised Units. ADDs will continue to offer technical backstopping services to districts and carry the Ministry’s mandate at regional level. DADOs are in the process of being integrated into the decentralised structure under the District Commissioners. Once the process is finalised, the DADOs will no longer be part of the Ministry’s structure. 186 National Agricultural Investment Plan 62. MoITT plays an important role in creating an enabling environment and incentives for private investors, in areas such as trade policies, cooperatives, SME development, and investment promotion. It is the lead implementing agency for the NES, with important linkages to the agricultural sector. 63. To undertake various commercial and service oriented services on behalf a Government, a number of parastatals, boards and trusts are established. Parastatals, public boards and various line-ministry subsidiaries have been key for development of the agricultural sector and have in some cases substituted for private sector which has not always been vibrant in Malawi. Most of these have been formed through Acts of Parliament and have access to public funds. Their roles are both in provision of public goods and on a profit-making basis, such as State-Owned Enterprises, or research institutions which operate on a cost recovery basis and Trusts. Trusts do not regularly access public funding but may get Government support for accessing credit or donor funding. 64. The Agricultural Technologies Clearing Committee (ATCC) formed under MoAIWD and is mandated to pass agricultural technologies which have been tested in Malawi’s conditions and have scientifically proven to be viable and demand-driven to increase productivity to both smallholder farmers as well as commercial farmers to improve livelihoods and economic development in the country. Varieties may be developed by public or private research services, but need to pass through this committee before being released into the public. 65. The Agricultural Research and Extension Trust (ARET) is a research institution responsible for conducting research and providing technical and extension services on tobacco. The Trust was established on 1st September 1995 to foster development and dissemination of technologies for Malawi’s tobacco industry. It amalgamated the services of two institutions, Tobacco Research Institute of Malawi (TRIM) and the Estate Extension Service Trust (EEST), who separately provided research and extension services respectively. ARET is entirely owned and controlled by tobacco farmers, who provide funding to the Trust through a levy. 66. ADMARC is a parastatal which was established to promote Malawi economy by increasing the volume and quality of agricultural exports, to develop new foreign markets for consumption of Malawian agricultural produce and to support Malawi’s farmers. ADMARC plays a role in supplying inputs and providing extension services to farmers, making it easy for farmer to access inputs and providing them with ready market for their produce. Government has also used ADMARC to regulate the price of key commodities like maize. 67. The Malawi Bureau of Standards (MBS) is a statutory organization established in 1972 that is responsible for the preparation and publication of standards; promotion of standards and quality in Malawi; implementation of Malawi standards through relevant conformity assessment programs; National Metrology System. The MBS is governed by a Board of Directors (Malawi Standards Board) which is appointed by Government. 68. The Green Belt Initiative (GBI) was a Presidential Initiative of 2010, aiming to increase the irrigated area in the country, through coordination of actors and attracting private sector investment. The initiative has had a slow start. Recently, the GBI has undergone transformation to become Green Belt Authority (GBA). The Authority is responsible for: (i) marketing irrigation projects to investors: (ii) conducting market analyses and; (iii) conducting feasibility studies of potential irrigation schemes and promoting PPPs and Joint Ventures in irrigation. 187 National Agricultural Investment Plan 69. National Food Reserve Agency (NFRA) deals with management and maintenance of physical food stocks and financial resources for tackling national food insecurity and responding to emergency needs of vulnerable populations. The Mandate of NFRA includes procuring, store and releasing grain as determined by the Trustees in line with procedure and operations manual. NFRA has recently developed new guidelines for transparent management of the Strategic Grain Reserves. 70. Malawi Investment and Trade Centre (MITC) is a trade and investment promotion agency which acts as a one-stop for business start-ups and potential investors. MITC provides support to potential investors and facilities exports across sectors. Specifically, it analyses prospective project for financial, social and environmental concerns; coordinated pre-planning and evaluation of sites and post-site visits; sources joint venture domestic and national partners; and profiling local investment opportunities. 71. Reserve Bank of Malawi (RBM). The mandate of the Reserve Bank is to regulate the banking sector, to provide for the supervision of banks and financial institutions; and for matters connected therewith. From ensuring price stability which makes farm inputs prices predictable to determining exchange rate policy which affects farmer incomes especially on exportable crops, the central bank is key. 72. National Statistics Office (NSO) is responsible for collection, compilation, analysis, abstraction, publication and dissemination of statistical information; and for matters connected therewith and incidental thereto. NSO provides information for decision making which includes export information, population statistics and trends in the economy. 73. Malawi Plant Genetic Resource Centre is based at Chitedze Agricultural Research Station, making it the country’s depository centre of plant germplasm. The MPGRC is key in making agriculture adaptive to changing climate conditions, producing drought resistant crops, high yielding varieties and more productive livestock in terms of meat, milk and other products. 74. Root and Tuber Crops Development Trust (RTCDT) has a mission is to spearhead the development of a vibrant root and tuber crops industry. RTCDT is central to promote root and tuber crops which have become more important in food security drive due to their resilient to drought and dry spell. The root and tuber crops also play a key role in food processing. 75. The Competition and Fair-Trading Commission (CFTC) has a mandate to regulate, monitor, control and prevent acts or behaviours which would adversely affect competition and fair trading in Malawi. 188 National Agricultural Investment Plan Ap pe nd ix 6 .1 : L in ka ge s b et w ee n th e N ati on al R es ili en ce P la n (N RP ) a nd th e N AI P NR P Pr og ra m NR P St ra te gy / ta rg et NA IP o ut pu ts /ta rg et s/ ac tiv iti es Co m po ne nt : A gr icu ltu re a nd Fo od S ec ur ity Pr om ot e la rg e sc al e irr ig at io n de ve lo pm en t th ro ug h th e Gr ee n Be lt in iti at ive St ro ng e m ph as is on ir rig at io n un de r G BA an d PP Ps St ro ng e m ph as is on ir rig at io n un de r G BA , M oA IW D (D oI ) a nd P PP s Ta rg et s 3 3, 30 0 ha u nd er d ev el op m en t b y 2 01 2 Ta rg et s 3 6, 80 0 ha in 5 ye ar s Di ve rs ifi ca tio n of ag ric ul tu ra l p ro du cti on 50 % o f h ou se ho ld s a do pt in g im pr ov ed p ra cti ce s IA 9; ta rg et to b e es ta bl ish ed 80 % o f h ou se ho ld s m ee tin g m in im um d ie ta ry re qu ire m en ts De ve lo pm en t o bj ec tiv e, an d IA 4 # s ch oo ls im pl em en tin g sc ho ol fe ed in g On ly di al og ue m ee tin gs in clu de d, d ire ct in te rv en tio ns in clu de d un de r M NS SP Th e NR P lis ts a n um be r o f c on cr et e ta rg et s i n te rm s o f t he nu m be r o f b re ed er s f or e ac h ty pe o f l ive sto ck e tc. Gi ve n th e “e na bl in g en vir on m en t” an o ut pu t-b as ed ap pr oa ch o f t he N AI P, th es e ar e no t e xp lic itl y m en tio ne d in th e NA IP ; i nc re as es in st oc ks ar e th e in te rm ed ia te o ut co m es . An im al D ise as e Co nt ro l P ro gr am s Ha s r ec ei ve d ad di tio na l a tte nt io n un de r I A5 w ith m or e am bi tio us ta rg et s Sm al l-s ca le ag ro -p ro ce ss in g an d in te gr at io n of sm al lh ol de rs in to va lu e ch ai ns M ai n str at eg ie s o f t he N AI P, wi th se ve ra l o ut pu ts is ha nd le d un de r I A 15 in m or e de ta il an d wi th m or e am bi tio us ta rg et s Es ta bl ish m en t o f a n ag ric ul tu ra l c oo pe ra tiv e ba nk IA 16 in clu de s t he p re lim in ar y a na lyt ica l w or k Re se ar ch in to im pr ov ed va rie tie s ( in clu di ng p es t a nd dr ou gh t r es ili en t) M ai ns tre am ed , a nd sp ec ifi ca lly u nd er IA 9, w ith m or e am bi tio us ta rg et s, bu t al so m or e fo cu s o n ad op tio n Se ed an d m ar ke tin g sy ste m s El ev at ed to th e le ve l o f a n IA , n um be r 1 0 Pr om ot e cli m at e sm ar t a gr icu ltu re p ro gr am Cl im at e sm ar t a gr icu ltu re M ai ns tre am ed u nd er th e NA IP, w ith sp ec ifi c i nt er ve nt io ns d et ai le d un de r IA 11 . 13 8, 00 0 ha w ith ap pl ie d m an ur e 7, 5 m ill io n fa rm er s t ar ge te d to b e pr od uc in g m an ur e 16 9, 60 0 ha u nd er ag ro -fo re str y Ta rg et s 2 m ill io n ha + p la nt in g of 3 0, 00 0 ha o n riv er ba nk s 34 ,3 00 h a u nd er co ns er va tio n ag ric ul tu re an d 21 1, 20 0 fa rm er s p ra cti cin g ra in wa te r h ar ve sti ng . CA is h an dl ed u nd er IA 10 , t ar ge tin g an d is to b e m ai ns tre am ed in ag ric ul tu ra l p ra cti ce ; 1 m ill io n fa rm er s p ra cti cin g ra in wa te r h ar ve sti ng St ra te gi c G ra in R es er ve M an ag em en t Re ha bi lit at io n of si lo s a t K an en go , M zu zu , L uc he nz a a nd M an go ch i Re ha bi lit at io n of K an en go si te s i nc lu de d un de r I A7 Im pr ov in g ac ce ss to fa rm in pu ts FI SP re fo rm to 3 0% b ud ge t r ed uc tio n; 9 00 ,0 00 b en efi cia rie s In clu de d un de r I A1 0, b as ed o n th e re fo rm o ut co m es (9 00 ,0 0 be ne fic ia rie s) Cr ea te sp ec ia l g ra in e xp or t p ro ce ss in g zo ne fa cil ity Le gi sla tiv e fra m ew or k i n pl ac e IA 15 in clu de s e sta bl ish m en t o f 5 zo ne s Pr om ot e pr od uc tio n an d su pp ly of q ua lit y fis h se ed (fi ng er lin gs ) t o im pr ov e an d su sta in fis h pr od uc tio n M ai nt ai n 7 fa rm s/h at ch er ie s; pr od uc e 4 m ill io n fin ge rli ng s; tra in 1 30 fa rm er s ( am on gs t o th er s) IA 10 ta rg et s p ro du cti on o f 5 m ill io n fin ge rli ng s a nd 9 h at ch er ie s; tra in in g of fa rm er s m ai ns tre am ed 189 National Agricultural Investment Plan NR P Pr og ra m NR P St ra te gy / ta rg et NA IP o ut pu ts /ta rg et s/ ac tiv iti es Pr om ot e In te gr at ed A qu ac ul tu re A gr icu ltu re (IA A) to m ax im ise ag ric ul tu ra l p ro du cti vit y Id en tifi ca tio n of 3 00 0 fa rm er s IA 5 an d IA 12 in clu de a nu m be r o f a cti vit ie s o n aq ua cu ltu re , in clu di ng es ta bl ish m en t o f 5 sc he m es ; t ra in in g of fa rm er s m ai ns tre am ed Pr om ot e sto ck in g of fi sh in e xis tin g sm al l wa te rb od ie s i nc lu di ng d am s t o re bu ild lo ca l fis he rie s Re sto ck in g of 5 0 da m s & 5 0 wa te rb od ie s 15 d am s t ar ge te d fo r r es to ck in g, b as ed o n po te nt ia l o f c ur re nt d am s; co ns tru cti on o f m or e da m s i nc lu de d as se pa ra te ac tiv ity Tra in in g of fa rm er s M ai ns tre am ed in th e NA IP Pr oc ur em en t o f 3 0 m ill io n fin ge rli ng s o ve r 5 ye ar s 5 m ill io n fin ge rli ng s t ar ge te d to b e re sto ck ed an nu al ly Pr om ot e us e of so la r t en t fi sh d ry er s i n pr oc es sin g in C en tra l a nd N or th er n M al aw i Co ns tru cti on o f 2 5 so la r t en ts an d tra in in g of 2 50 co m m un iti es M ai ns tre am ed as te ch no lo gy d ev el op m en t Pr om ot e us e of e ne rg y e ffi cie nt sm ok in g ki ln s t o im pr ov e qu al ity o f s m ok ed fi sh pr od uc ts an d m in im ise w as ta ge o f f ue l wo od s i n ce nt ra l a nd n or th er n M al aw i 25 00 co m m un iti es tr ai ne d M ai ns tre am ed u nd er tr ai ni ng o f ( fis h) fa rm er s De ve lo p va lu e ad de d pr od uc ts fro m su nd rie d an d sm ok ed fi sh p ro du cts Te ch no lo gy d ev el op m en t a nd li nk in g of 2 50 p ro ce ss or s M ai ns tre am ed in va lu e ad di tio n ac tiv iti es Co m po ne nt : C at ch m en t p ro te ct io n an d m an ag em en t In cr ea se fo re st co ve r 50 ,0 00 h a p la nt ed w ith tr ee s 2 m ill io n ha ta rg et ed u nd er IA 11 Pr om ot e m an ag em en t s ys te m s a nd te ch no lo gi es th at p ro te ct fra gi le la nd s ( riv er ba nk s, da m bo ar ea s, ste ep sl op es an d hi lly ar ea s a nd w at er ca tch m en t a re as ) 60 % ri ve r b an ks u nd er p ro te cte d m an ag em en t r eg im es Un de r I A1 1, 3 0, 00 0 ha an d 2, 50 0 km o f r ive r b an ks ; o th er sp ec ifi c t ar ge ts no t i nc lu de d; 1 m ill io n ha u nd er ca tch m en t m an ag em en t p ra cti ce s In te gr at e en vir on m en ta l m an ag em en t/ re sil ie nc e bu ild in g sta nd ar ds in in fra str uc tu re d ev el op m en t No t e xp lic itl y i nc lu de d in N AI P Pr om ot e al te rn at ive (f ro m b io -m as s) an d ef fic ie nt so ur ce s o f e ne rg y En er gy m an ag em en t n ot in clu de d in N AI P Co m m un ica tio n, E du ca tio n an d Pu bl ic Aw ar en es s ( CE PA ) No t e xp lic itl y i nc lu de d in N AI P 190 National Agricultural Investment Plan NR P Pr og ra m NR P St ra te gy / ta rg et NA IP o ut pu ts /ta rg et s/ ac tiv iti es Co m po ne nt : F lo od C on tr ol b y co ns tr uc tio n of D yk es , D am s a nd R iv er Tr ai ni ng Co ns tru cti on o f d am s i nc lu de d fo r w at er m an ag em en t Co m po ne nt : E ar ly W ar ni ng S ys te m s En ha nc e ea rly w ar ni ng sy ste m In sta lla tio n of w ea th er , h yd ro lo gi ca l, c on ve nt io na l w ea th er an d hy dr ol og ica l s ys te m s W ea th er st at io ns at E PA le ve l ( 20 4) in clu de d un de r I A 7 Sy ste m s a nd p la tfo rm s f or d iss em in at io n of e ar ly wa rn in g m es sa ge s i m pr ov ed In clu de d un de r I A7 Co m po ne nt : S oc ia l S up po rt P ro gr am s Re la te d to M NS SP St ra te gi es o f c oo rd in at io n ar e in clu de d 191 National Agricultural Investment Plan Ap pe nd ix 6 .2 : L in ka ge s b et w ee n th e Jo in t S ec to r P la n an d th e N AI P JS P pi lla r JS P ac tiv ity NA IP o ut pu t/a ct iv ity Pi lla r 1 : M ar ke t D ev el op m en t a nd A cc es s M ar ke t D ev el op m en t – Oi lse ed s De ve lo p ex te ns io n co or di na tio n pl at fo rm Pl at fo rm is in p la ce an d de ta ile d un de r t he E xt en sio n Po lic y – su pp or t i s pr ov id ed to e sta bl ish m en t o f d at ab as es (I A9 ) Im pl em en t S AD C se ed h ar m on iza tio n pr ot oc ol s a nd d ev el op se m i- au to no m ou s S ee d Se rv ice s U ni t Bo th in clu de d un de r I A1 0 Fa cil ita te li nk ag e of se ed co m pa ni es to sm al le r i rri ga tio n sc he m es fo r t he pr od uc tio n of o ils ee ds cr op s A str at eg y o f t he N AI P, m ai ns tre am ed Si m pl ify in g of e xis tin g ex po rt pr oc ed ur es re la te d to o ils ee ds cr op s IA 14 in clu de s s ev er al m ea su re s ( fo r a ll cr op s) Im pl em en t d ive rs ifi ca tio n pl an fo r t he A gr icu ltu re R es ea rc h an d Ex te ns io n Tru st In clu de d un de r I A9 M ar ke t D ev el op m en t – S ug ar C an e Pr od uc ts (S CP ) De ve lo p SC P re gu la to ry fr am ew or k Su pp or t t o T IP -S W AP TW Gs in clu de d (IA 1) ; n o re fe re nc es to sp ec ifi c co m m od iti es Im pl em en t S CP cl us te r e xt en sio n se rv ice s s tra te gy No t d et ai le d ou t t o sp ec ifi c c om m od iti es Im pl em en t a cc es s t o la nd st ra te gy fo r a ll pr io rit y c lu ste rs in clu di ng S CP IA 6 in clu de s a n um be r o f a cti vit ie s r el at ed to th e up da te d La nd P ol icy M ar ke t D ev el op m en t – M an uf ac tu rin g TW Gs ; T A; A dv iso ry an d Su pp or t C en tre ; Su pp or t t o T IP -S W AP TW Gs in clu de d (IA 1) ; In ve sto r F ac ili ta tio n Pr og ra m fo r m an uf ac tu re s s ub -cl us te rs No t i nc lu de d Re gu la to ry fr am ew or k f or S pe cia l E co no m ic Zo ne s a nd E xp or t P ro ce ss in g Zo ne s In clu de d un de r I A1 5 In fo rm at io n pa ck ag e on ac ce ss to fi na nc e Tra in in g of fa rm er s i nc lu de d un de r I A1 6 M ar ke t D ev el op m en t - To ba cc o Su pp or t t o in te gr at ed p ro du cti on sy ste m A str at eg y o f t he N AI P CF TC to e ns ur e ap pr op ria te re gu la to ry fr am ew or k A str at eg y u nd er th e NA IP, b ut n o co m m od ity -sp ec ifi c r ef er en ce s M ar ke t D ev el op m en t - Te a Im pl em en ta tio n an d en ac tm en t o f t he La nd B ill In clu de d un de r I A5 M ar ke t A cc es s – Tr ad e Po lic y a nd Tr ad e Ag re em en ts Im pr ov e tra de p ol ici es an d ca pa cit ie s St ud ie s o n tra de p ol icy in clu de d un de r I A5 an d IA 14 192 National Agricultural Investment Plan JS P pi lla r JS P ac tiv ity NA IP o ut pu t/a ct iv ity M ar ke t A cc es s – Tr ad e Fa cil ita tio n Na tio na l T ra de Fa cil ita tio n Co m m itt ee m ee tin gs ; A ut om at ed sy ste m s f or cu sto m s a nd b or de rs ; a ud it; M al aw i R ev en ue A ut ho rit y; R isk M an ag em en t Un it, C om m er cia l C ou rt; No t i nc lu de d, b ut co m pl im en ta ry ac tiv iti es to wa rd s t ra de fa cil ita tio n ar e th e th ru st of IA 14 Re m ov e m ul tip le ta rif fs A str at eg y o f t he N AI P; in clu de d un de r t ra de st ud ie s ( IA 14 ) Es ta bl ish o ne -st op b or de r p os ts No t e xp lic itl y i nc lu de d, b ut va rio us ac tiv iti es re la te d to ag b or de r p os ts (IA 3) an d qu ar an tin e fa cil iti es (I A8 ) Re vie w Co nt ro l o f G oo ds A ct Re vie w of su bs id ia ry le gi sla tio n in clu de d un de r I A1 4 Es ta bl ish S M S sy ste m to d iss em in at e m ar ke t p ric es to fa rm er s In clu de d un de r I A1 4, w ith sp ec ifi c r ef er en ce to N ES Va rio us st ud ie s o n ex po rt ba ns In clu de d un de r I A1 4 on tr ad e stu di es Im pl em en t t he M AP AC M AP AC ac tiv iti es in clu de d an d up gr ad ed to fu ll IA (I A 5) Pr om ot e ag ric ul tu ra l e xp or ts A str at eg y o f t he N AI P Pr om ot e co m m er cia l p ro du cti on an d ag ro -p ro ce ss in g A str at eg y o f t he N AI P Pi lla r 2 : P riv at e Se ct or D ev el op m en t Id en tif y a nd ad dr es s e xp or t i nf or m at io n ga ps Va rio us tr ad e stu di es in clu de d un de r I A1 4 Ac ce ss to in pu ts – e ne rg y IA 1 5 in clu de s e sta bl ish m en t o f r ur al e le ctr ifi ca tio n fo r a gr o- pr oc es so rs , b ut na tio na l l ev el in iti at ive s n ot in clu de d Ac ce ss to in pu ts – f ar m in pu ts Re fo rm se ed p ol icy In clu de d un de r I A1 0 Im pr ov e ta rg et in g an d im pl em en ta tio n of FI SP , in cr ea se fo cu s o n se ed s In clu de d un de r I A1 0 Im pl em en t M oU o n Ha rm on iza tio n of S AD C an d CO M ES A se ed p ro to co ls In clu de d un de r I A1 0 Ac ce ss to in pu ts – l an d Fa st- tra ck im pl em en ta tio n of am en dm en ts to la nd re gi str at io n, in clu di ng au to m at ed la nd s r eg ist ry an d la nd in fo rm at io n m an ag em en t s ys te m s In clu de d un de r I A1 0 wi th a wi de ra ng e of ac tiv iti es Al lo ca te si gn ifi ca nt in ve stm en ts in th e ca pa cit y o f l an d ad m in ist ra tio n In clu de d un de r I A1 0 wi th a wi de ra ng e of ac tiv iti es Su pp or t m ec ha ni za tio n of sm al l-s ca le ag ric ul tu re to im pr ov e la nd p ro du cti vit y an d re du ce p re ss ur e on la nd IA 13 d ea ls ex pl ici tly w ith m ec ha ni za tio n Im pl em en t F in an cia l S ec to r D ev el op m en t P ol icy De ve lo pm en t a nd im pl em en ta tio n of W ar eh ou se R ec ei pt an d Co m m od ity Ex ch an ge R eg ul at or y F ra m ew or k In clu de d un de r I A1 4 193 National Agricultural Investment Plan Pi lla r 3 : S ki lls D ev el op m en t a nd B us in es s A dv is or y Se rv ice s Ac ce ss to B us in es s A dv iso ry Se rv ice s – Ex te ns io n Co or di na tio n pr og ra m , t ra in in g fa rm er s, str en gt he ni ng D AE S an d ta rg et in g NE S pr io rit y c ro ps Tra in in g of fa rm er s i nc lu de d un de r I A9 , a nd D AE S str en gt he ni ng u nd er IA 3 (a nd IA 1) Ac ce ss to B us in es s Ad vis or y S er vic es – Co op er at ive s S up po rt St re ng th en ca pa cit y o f s m al lh ol de r e nt er pr ise s a nd co op er at ive s t o be tte r im pl em en t s tra te gi es fo r c oo pe ra tiv es e m po we rm en t In te gr al p ar t o f I A2 Co lla bo ra te w ith st ak eh ol de rs o n pr oc es sin g an d pr od uc t m ar ke tin g St ra te gy o f I A2 Pr om ot e go od co rp or at e go ve rn an ce an d ac co un ta bi lit y No t d ire ctl y i nc lu de d bu t i m pl ie d th ou gh TA fo r c er tifi ca tio n et c. Fa cil ita te an d m ob ili se p ro du ce rs /tr ad er s a nd se rv ice p ro vid er s t o be tr ai ne d in qu al ity , s ta nd ar ds , p ric in g, la be lli ng , e xp or t p ro ce du re s a nd b us in es s m an ag em en t In clu de d un de r I A1 4 Or ga ni se b uy er -se lle r m ee tin gs to fa cil ita te co nn ec tio n to m ar ke ts In clu de d un de r I A1 4 De ve lo p a t ra in in g pr og ra m o n qu al ity co nt ro l i n ex ist in g co op er at ive s TA in clu de d un de r I A2 194 National Agricultural Investment Plan Ap pe nd ix 6 .3 : L in ka ge s b et w ee n th e Cl im at e Ch an ge In ve st m en t P la n (C CI P) a nd th e N AI P CC IP In ve st m en t A re as CC IP o bj ec tiv es NA IP in te rv en tio ns Ad ap ta tio n In te gr at ed W at er sh ed M an ag em en t P ro gr am In te gr at ed la nd u se m an ag em en t p la ns in p rio rit y w at er sh ed s a nd re se rv oi rs w ith str on g ca pa cit y o n go ve rn an ce an d m on ito rin g sy ste m s IA 7 in clu de s p re pa ra tio n of d isa ste r-r es ili en t l an d us e pl an s, an d IA 11 on g en er al ag ric ul tu ra l l an d us e pl an ni ng Im pr ov e fo re st an d la nd co ve r o n de gr ad ed ar ea s o f w at er sh ed s a nd re se rv oi rs b y pr om ot in g co m m un ity fo re st re sto ck in g us in g a l an ds ca pe ap pr oa ch Im pr ov em en t o f f or es t c ov er is in clu de d un de r I A1 1, an d iss ue s o f l an d co ve r i n GA P gu id el in es , m ai ns tre am ed an d up sc al ed u nd er IA 9. Re du ce se di m en t l oa d in ke y s el ec te d re se rv oi rs se rv ed b y s el ec te d ca tch m en t a re as No t i nc lu de d Im pr ov in g Cl im at e Ch an ge C om m un ity Re sil ie nc e th ro ug h Ag ric ul tu re P ro du cti on Im pr ov e so il fe rti lit y a nd la nd u se m an ag em en t i n ke y a re as As ab ov e (IA 9 an d 11 ) En ha nc e su sta in ab le ir rig at io n fa rm in g sy ste m s i n se le cte d di str ict s p ro ne to cli m at e ch an ge e ffe cts Irr ig at io n fa rm in g sy ste m s a re an o ve ra rc hi ng p rio rit y o f t he N AI P, un de r IA 12 Pr om ot e cli m at e ch an ge ad ap tiv e ag ric ul tu ra l t ec hn ol og ie s t ar ge tin g cli m at e ch an ge p ro ne ar ea s Cl im at e ch an ge ad ap tiv e pr op er tie s a re m ai ns tre am ed in re se ar ch (I A9 ), as w el l a s u nd er p es t a nd d ise as e m an ag em en t ( IA 8) In cr ea se h ou se ho ld in co m e th ro ug h su sta in ab le ag ric ul tu ra l d ive rs ifi ca tio n in se le cte d di str ict s p ro ne to cl im at e ch an ge In cr ea se d ho us eh ol d in co m e is an o ve ra rc hi ng ta rg et o f t he N AI P Cl im at e Ch an ge Pr oo fin g of In fra str uc tu re De ve lo pm en t De ve lo p tra ns po rt in fra str uc tu re th at w ill w ith sta nd cl im at e ch an ge im pa cts Ro ad s i nc lu de d un de r I A1 5 ar e up to cl im at e ch an ge / al l y ea r s ta nd ar ds En ha nc in g Di sa ste r R isk M an ag em en t En ha nc e m ai ns tre am in g of cl im at e ch an ge re la te d di sa ste r r isk m an ag em en t i n al l se cto ra l p la nn in g pr oc es se s IA 7 is de di ca te d to D isa ste r R isk M an ag em en t, in clu di ng sp ec ifi c su pp or t t o M &E sy ste m s a nd tr ai ni ng o f f ar m er s i n pa nn in g Im pr ov e di sa ste r r isk m an ag em en t i nf or m at io n sy ste m s Im pr ov e co m m un ity b as ed e ar ly wa rn in g sy ste m s f or va rio us se cto ra l de ve lo pm en t p ro gr am s a nd p ro je cts St re ng th en p re pa re dn es s c ap ac ity fo r e ffe cti ve re sp on se an d re co ve ry M iti ga tio n In ve st m en ts Re du cti on of Em iss ion s f ro m De fo re sta tio n a nd Fo re st De gr ad ati on (R ED D+ ) In cr ea se ar ea u nd er af fo re sta tio n an d re fo re sta tio n Sp ec ifi c t ar ge ts ar e in clu de d on ag ro -fo re str y a nd tr ee -p la nt in g un de r IA 11 Cl im at e Ch an ge R es ea rc h, Te ch no lo gy D ev el op m en t a nd Tr an sf er Cl im at e Ch an ge Ad ap ta tio n Te ch no lo gy De ve lo pm en t Ge ne ra te cl im at e ch an ge ad ap ta tio n te ch no lo gi es su ita bl e fo r M al aw i Ag ric ul tu ra l r es ea rc h, im pr ov ed va rie tie s e tc. is m ai ns tre am ed w ith cli m at e ch an ge ad ap ta tio n te ch no lo gi es (d ro ug ht , p es t t ol er an t e tc. Pr om ot e cli m at e ch an ge ad ap ta tio n te ch no lo gi es su ita bl e fo r M al aw i 195 National Agricultural Investment Plan Annex 7: Value Chain Prioritisation Background 1. The key role of the private sector in the NAIP is consistent with the Malabo Declaration’s invitation for countries to establish a Country Agribusiness Partnership Framework (CAP-F). The purpose of the CAP-F is to: (i) enabling policy reforms through multi-stakeholder engagement and institutional support systems; and (ii) collaborations that will allow sharing of resources and capabilities for improving the efficiency of priority value chains. The CAP-F should be aligned with and complement the priority investments and value chains under the NAIP. 2. Value chain prioritisation is an important element of the CAP-F process. Initial identification of priorities is based on the IFPRI CGE model, stakeholder consultations, prioritisation in other policy frameworks and literature review. The approach was to identify priority subsectors that score well according to key selection criteria, such as potential for poverty reduction, broad-based growth, dietary diversity, diversification of production and trade, and potential for value addition. Within these subsectors, priority value chains will be selected during the CAP-F process based on further consultations with the private sector as more information from value chain studies becomes available. Currently the NAPAS Malawi project has conducted 12 value chain studies that can be the basis for selection of value chains to be developed. These include groundnut, pigeon peas, roots and tubers (cassava, sweet potato, Irish potato, and yams), macadamia nuts, tea, coffee, tomato, banana, and mango. GIZ is also conducting several value chains under the MIERA project. 3. Under the CAP-F, support to the priority value chains will be mainstreamed throughout the NAIP. Each priority value chain will select from a menu of intervention areas. The NAIP will support coordination platforms for each priority value chain, which will develop value chain-specific strategies that articulate needs and priorities. Such platforms will also help to orchestrate public, private and non-state actors and facilitate PPPs. General Approach to Value Chain Prioritisation 4. The need for diversification of the agricultural sector poses the question: “which value chains other than maize and tobacco to focus on”? Prioritising value chains would allow a more focused use of limited public resources and institutional capacity and facilitate coordination and synergies between different NAIP intervention areas and actors in the agri-food system. This does not mean that the NAIP will only support these value chains; in view of the diversity of agro-ecologic conditions, the need for household-level diversification for food and nutrition-security purposes and resilience, and changing market opportunities there is need for balancing support for priority VC and other, location specific VCs. However, priority value chains would receive specific attention in targeting public investments, support services and policy reforms under the NAIP. For example, research efforts, the release of new varieties, access to inputs, technologies and extension services would be focused on the respective value chains. 5. Efforts to promote public-private partnerships with agribusiness would also be centred on these priority VCs and would involve continuous dialogue between public and private actors through multi-stakeholder value chain platforms to address specific policy, legal and regulatory issues or institutional bottlenecks. It would also include PPPs whereby public infrastructure investments in roads, irrigation or rural electrification would be linked to private investments in a way that maximises inclusion of local communities safeguarding the environment and food and nutrition security. PPPs would also entail partnerships in providing support services such as extension, business development, strengthening of farmer organisations and access to finance. 196 National Agricultural Investment Plan 6. Selecting priority value chains is, however, not without challenges, in view of different views and priorities among actors, changing market conditions, and lack of a comprehensive assessment capturing all relevant criteria through a consistent methodology. Selecting priority VCs is also about managing trade-offs, as VCs score differently on key development dimensions. There is no single value chain (or set of VCs) that is clearly superior in all key development outcomes. Rather, a portfolio of VCs is needed to address various policy objectives in a balanced way. 7. The Rural Investment and Policy Analysis (RIAPA) model developed by IFPRI and IFAD exemplifies these trade-offs. The CGE model allows assessing how agricultural growth originating from productivity increases in specific subsectors and value chain affects different policy outcomes, such as economic growth, growth of the agri-food system, employment creation, poverty reduction and dietary diversity36. The model captures the various consumption and production linkages within and between specific VCs and the rest of the economy, including trade-offs through competition for limited production factors. Figure 1 shows the ten highest ranked value-chains across three selected outcomes: (i) reducing the rural poverty headcount rate; (ii) diversifying poor rural households’ diets; and (iii) promoting agri-food system GDP growth. Of these value chains, those with the strongest employment effects are marked with an asterisk. Figure 1: Value-Chains with Strong Poverty, Nutrition and Growth Effects Oilseeds* Vegetables Maize Rice Rural poverty (poverty effect) Dietary diversity of the poor (nutrition effect) AFS GDP (growth effect) Fishing Tea, coffee* Groundnuts* Pulses* Potatoes Sorghum, millet Sugarcane Tobacco Fruits Poultry, goats * indicates positive employment effect Cattle, milk Forestry Cassava Cotton* Notes: Poverty effect uses rural headcount Poverty Growth Elasticities; nutrition effect uses poor rural households’ Dietary Diversity Growth Elasticities; and growth and employment effects are for AFS only. Source: RIAPA CGE Model and SAM. 36 The model compares the impact that 1% growth of agricultural GDP by 2020 originating from productivity increases in specific value chains has on various outcome dimensions. Agricultural subsectors differ in size, and so to achieve the same absolute increase in total agricultural value-added, it is necessary for smaller value-chains to expand more rapidly than larger ones.While such rapid growth may be difficult to achieve in reality, targeting the same absolute increase in agricultural GDP allows us to compare results across the different scenarios. 197 National Agricultural Investment Plan 8. Figure 1 shows that only two products are in the top-ten on all three outcome indicators: vegetables and oilseeds (with the latter also featuring within the 10 most effective VCs for employment creation). Oilseeds37 are a good option for achieving multiple objectives, even though they are not the most effective value chains for any particular outcome. Table 1 displays the top five value chains ranked according to their potential contribution to different development. The results show that traditional export crops such as tobacco and sugarcane score high on their contribution to overall economic growth and growth of the agri-food system. Tobacco also has an important positive impact on dietary diversity at household level, due to consumption and income linkages. Cotton is an effective value chain for employment generation and poverty reduction, but less effective in stimulating overall economic growth. Dairy and meat value chains are strong in contributing to economic growth and dietary diversity but are less effective in poverty reduction and employment generation. Table 1: Top-5 Value Chains Ranked According to Their Potential Contribution to Different Development Outcome Indicators Rank GDP growth Agri-food system growth Employment National poverty headcount 1 Cattle, milk Cattle, milk Cotton Vegetables 2 Forestry Sugarcane Tea, coffee Fishing 3 Sugar cane Tobacco Groundnuts Cotton 4 Tobacco Sorghum, millet Oilseeds are Tea, coffee 5 Maize Oilseeds Pulses Rice 6 Vegetables Vegetables Cattle, milk 7 Fishing Cattle, milk Vegetables 8 Cotton Fruits Fruits 9 Oilseeds Tobacco Pulses 10 Rice Sugarcane Groundnuts *Measured through respective elasticities in response to 1% growth of overall agricultural GDP resulting from productivity increased in the respective value chains. 9. The results of the CGE models are a starting point for the identification of priority subsectors/ value chains. However, for various reasons, additional information and analysis of specific value chains is needed. • The model includes individual value chains but also clusters which complicates the comparisons. For example, oilseeds include sunflower and soybean, whereas cotton is analysed separately. Dairy and cattle production are lumped together, making it difficult to disaggregate which of the observed effects are due to dairy versus meat production. • While the rankings convey value-chains’ relative strengths across outcome indicators, they do not show differences in absolute terms. For example, the first-ranked VC can be far more effective in achieving one outcome than the next best value-chain. Such a strong effect on one outcome might outweigh concerns about this value-chain’s weaker effect on other outcomes. 37Soybean, sunflower, sesame, cotton etc. 198 National Agricultural Investment Plan • In addition to the outcomes covered in the CGE model, other criteria need to be considered for VC selection. These include (i) the feasibility of developing the respective sub-sectors/VC given their current structure, performance and governance; (ii) the interest of the private sector to invest in them; (iii) the alignment with existing policies (e.g., the priority subsectors identified under the NES, and the subsectors and commodities reflected in the NAP). Some outcomes require other indicators to be measured properly. For example, nutrition is measured through dietary diversity (contribution to a balanced food basket) but not based on the nutrition and health characteristics of individual crop and livestock products (e.g. in terms of micronutrient content, etc.). • The model also does not look at environmental aspects including impacts and potential constraints. For example, fisheries production might be constrained by the need to maintain fishing stocks, hence growth would have to reside mainly from aquaculture. • Export potential and competitiveness need to be considered. 10. Hence, the below selection of priority VCs is based on the results of the CGE model, stakeholder consultations, prioritisation in other policy frameworks (NES, ASWAp) and literature review. In any case, during NAIP formulation, value chain selection or prioritisation has to be carried out on the basis of limited information and based on the current market environment. However, at times, markets change rapidly and farmers and other private sector interest in specific VCs might not in reality materialise as anticipated during NAIP formulation. 11. Therefore, singling out a small number of target value chains for the next five years might be overly rigid. Rather, the approach is to select priority subsectors that score high on key selection criteria, such as their potential to contribute to poverty reduction, broad-based growth, dietary diversity, diversification of agricultural production and trade, and have potential for downstream value addition. Within these subsectors, priority value chains will eventually be selected based on further consultations with and interest from the private sector and as more information from VC studies becomes available. The selection of priority VCs will also be validated and fine-tuned during the CAP-F process. As NAIP implementation progresses, support to some VCs might be scaled down and other VCs might be added, depending on the responses and interests from key VC stakeholders and changing market trends. Based on the above considerations, the following subsectors are proposed to receive priority attention under the NAIP: • Oilseeds (cotton, soybean, and others) are important smallholder crops with good market potential and prospects for export growth and downstream value addition. They have good potential to contribute to poverty reduction and dietary diversity, both directly - through oil edible oil consumption -, and indirectly, through increased incomes. The potential of oilseeds has already been identified under the NES and has been confirmed by the recent CGE model. There is an active Technical Working Group under the TIP/SWAP and a VC chain platform (in cotton) coordinating activities in the subsector. There is also an active private sector interest in these value chains. • Legumes are another subsector with promising potential for broad-based, smallholder inclusive growth, poverty reduction and dietary diversity. Groundnuts are an important smallholder crop with domestic and export market potential and a nutrient-rich food if aflatoxin infestation would be better managed. Pigeon peas have shown a strong growth in recent years and export markets might be diversified beyond India. Other legumes such as common beans and cowpeas could also contribute to diversifying farming systems and diets. Due to their nitrogen-fixing properties, legumes play an important role in soil fertility management and reduce the need for mineral fertiliser. They can be integrated into cereal farming systems through mixed cropping or crop rotation. A Legumes Trust has been established to coordinate development of the subsector. 199 National Agricultural Investment Plan • Horticultural crops, especially vegetables and, to a lesser extent, fruits score highly on the IFPRI model in terms of their contribution to poverty reduction and dietary diversity. They also contribute to overall growth, although to a lesser extent. While vegetables are a diverse category, the development of different types thereof requires similar interventions (e.g., coordination of production and marketing, investments in (cold) storage and transport and in irrigation). Moreover, the same actors are often involved at various levels of the value chain (seed suppliers, organised producers, wholesalers, processes and retailers). Hence, vegetables can be broadly considered as one value chain. Fruits are more diverse as they include mangoes, bananas, apples and oranges but also nuts such as macadamia and cashew. Further studies and stakeholder consultations are required to identify the fruit value chains with the highest potential for growth and value addition. Overall, development of fruit VCs is more challenging given investment requirements, gestation periods and post-harvest handling. Specific strategies may range from agro-forestry to out-grower schemes. • Livestock, especially beef cattle and dairy, have strong domestic demand that will further expand with growing incomes. The IFPRI model shows strong potential in terms of poverty reduction, dietary diversity and overall growth. However, the subsector would require better organisation and its competitiveness needs to be further analysed. There has been strong demand growth for poultry meat and the value chain has strong backward linkages into oilseeds and maize (even though, trade-offs with foot security would have to be carefully managed in the latter case). Small stock such as goats and backyard poultry make important contributions to FNS, income diversification and more resilient livelihoods. • Roots and tubers (especially cassava, Irish potato and orange-fleshed sweet potato), have strong potential to contribute to food and nutrition security. Cassava has been the second important food crop after maize but also has good potential for commercialisation and value addition, such as through processing into starch, high-quality cassava flour, beer and other products. It is drought-resistant, easy to cultivate and storable. • Rice is a nice VC with good commercialisation and export potential. Malawi is producing high-quality rice with strong domestic and regional demand fetching price premia. There is a VC coordination platform and production and productivity could be increased strongly both on dryland and under irrigation. 12. The traditional crops, maize and tobacco, remain strategic and should not be neglected. The same applies to the traditional export crops such as sugar cane, tea and coffee. Nevertheless, activities should be better balanced between value chains and the above-mentioned subsectors should receive increasing attention under the NAIP. Support to the priority VCs should be mainstreamed throughout the NAIP. In other words, rather than having specific sub- components, each priority VC will draw from a menu of intervention areas. Under the CAP-F, the NAIP will support value chain coordination platforms for each priority VC. These platforms will develop VC specific strategies within the overall NAIP framework that will articulate specific needs and priorities. Such platforms will also help to orchestrate public, private and non-state actors and facilitate specific PPPs. 200 National Agricultural Investment Plan Annex 8: List of Organisations Consulted GoM Ministries, Departments and Agencies ADMARC Agricultural Development and Marketing Corporation DAES Department of Agricultural Extension Services DAHLD Department of Animal Health and Livestock Development (MoAIWD) DAPS Department of Agricultural Planning Services (MoAIWD) DARS Department of Agricultural Research Services (MoAIWD) DLRC Department of Land Resources Conservation MITC Malawi Investment and Trade Centre MoAIWD Ministry of Agriculture, Irrigation and Water Development MoFEP&D Ministry of Finance, Planning and Economic Development MoITT Ministry of Industry, Trade and Tourism MoTPW Ministry of Transport and Public Works MITC Malawi Investment and Trade Centre NFRA National Food Reserve Agency TCC Tobacco Control Commission CIAR Agencies CIAT International Centre for Tropical Agriculture CIP International Potato Centre IFPRI International Food Policy Research Institute IITA International Institute of Tropical Agriculture United Nations Agencies FAO FAO Country Office, Malawi FAO Regional Office for Africa, Accra FAO Investment Centre, Rome IFAD International Fund for Agricultural Development ILO International Labour Office UNW United Nations Women UNCDF United Nations Capital Development Fund UNICEF United Nations Children’s Fund WFP World Food Program Other International Organisations AUC African Union Commission 201 National Agricultural Investment Plan Development Partners and DP Groups AGRA Alliance for a Green Revolution in Africa DFID Department for International Development (UK) EU Delegation of the European Union FICA Flanders International Cooperation Agency GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit JICA Japan International Cooperation Agency USAID United States Agency for International Development WB World Bank DCAFS Donor Committee on Agriculture and Food Security DONUTS Donors on Nutrition Security Group German Embassy Irish Aid Norwegian Embassy NGOs/CBOs CONGOMA Council for Non-Government Organisations in Malawi CISANET Civil Society Agriculture Network NGO Board NGO Board of Malawi CW Concern Worldwide TLC Total Land Care FHi360 Family Health International WVM World Vision Malawi Farmer Organisations FUM Farmers Union of Malawi NASFAM National Smallholder Farmers’ Association of Malawi Private Sector Cotton Council Cotton Ginners Africa Ltd. Malawi Chamber of Commerce and Industry (MCCI) Mtalimanja Holdings Dairiboard Malawi Ltd. Export Trading Group Universal Industries Sable Farming Academia LUANAR Lilongwe University of Agriculture and Natural Resources UoP University of Pretoria Programmes and Projects FTF Feed the Future TIP SWAp Trade, Industry and Private Sector SWAp PACA Partnership for Aflatoxins Control in Africa RLEEP Rural Livelihoods Economic Enhancement Programme NA New Alliance (for Food Security and Nutrition) GA Grow Africa NAPAS New Alliance Policy Accreditation Support SANE Strengthening Agriculture and Nutrition Extension Services in Malawi 202 National Agricultural Investment Plan Annex 9: References African Development Bank (2013). Malawi Country Strategy Paper 2013-2017. ORSB Department, African Development Bank. African Development Bank (2013). Smallholder Irrigation and Value Addition Project: Project Appraisal Report (Volume I of II). African Development Bank Group. 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