2022 - 2026 Strategic Plan for the Ministry of Fisheries and Livestock

MINISTRY OF FISHERIES AND LIVESTOCK The Ministry of Fisheries and Livestock in collaboration with Management Development Division Cabinet Office © 2022 MINISTRY OF FISHERIES AND LIVESTOCK The Ministry of Fisheries and Livestock in collaboration with Management Development Division Cabinet Office © 2022 MINISTRY OF FISHERIES AND LIVESTOCK The Ministry of Fisheries and Livestock in collaboration with Management Development Division Cabinet Office © 2022 MINISTRY OF FISHERIES AND LIVESTOCK REPUBLIC OF ZAMBIA 2022 - 2026 STRATEGIC PLAN2022 - 2026 STRATEGIC PLAN The Ministry of Fisheries and Livestock in collaboration with Management Development Division Cabinet Office ©2022 i TABLE OF CONTENTS FOREWORD .................................................................................................................................................. iii ACKNOWLEDGEMENT ................................................................................................................................... v ACRONYMS ................................................................................................................................................ viii EXECUTIVE SUMMARY .................................................................................................................................. x 1.0 INTRODUCTION ....................................................................................................................................... 1 1.2 Statutory Mandate .............................................................................................................................. 1 1.3 Functions ............................................................................................................................................. 1 1.3.1 Subjects ........................................................................................................................................ 1 1.3.2 Statutory Bodies/Institutions ....................................................................................................... 1 1.4 Organisation Structure .................................................................................................................... 2 1.5 Strategic Operational Linkages ........................................................................................................... 2 1.6 Rationale ............................................................................................................................................. 3 1.7 Methodology ....................................................................................................................................... 3 2.0 ENVIRONMENTAL ANALYSIS ................................................................................................................... 5 2.1 Internal Environmental Analysis ......................................................................................................... 5 2.1.1 Institutional Capability Assessment ............................................................................................. 5 2.1.2 Past Performance ......................................................................................................................... 5 2.2 External Environmental Analysis ..................................................................................................... 9 2.2.1 Political Developments ................................................................................................................ 9 2.2.2 Economic Developments ........................................................................................................... 10 2.2.3 Social Developments .................................................................................................................. 12 2.1.2 Technological Developments ..................................................................................................... 14 2.1.3 Ecological/Environmental Developments .................................................................................. 15 2.1.4 Legal Developments ................................................................................................................... 16 2.2 Stakeholder Analysis ......................................................................................................................... 18 2.2.1 Primary Stakeholder Analysis .................................................................................................... 18 2.2.2 Secondary Stakeholder Analysis ................................................................................................ 22 3.0 SWOT ANALYSIS .................................................................................................................................... 24 4.0 STRATEGIC DIRECTION .......................................................................................................................... 26 4.1 Linkage to the 8NDP .......................................................................................................................... 26 4.2 Vision ................................................................................................................................................. 27 i TABLE OF CONTENTS FOREWORD .................................................................................................................................................. iii ACKNOWLEDGEMENT ................................................................................................................................... v ACRONYMS ................................................................................................................................................ viii EXECUTIVE SUMMARY .................................................................................................................................. x 1.0 INTRODUCTION ....................................................................................................................................... 1 1.2 Statutory Mandate .............................................................................................................................. 1 1.3 Functions ............................................................................................................................................. 1 1.3.1 Subjects ........................................................................................................................................ 1 1.3.2 Statutory Bodies/Institutions ....................................................................................................... 1 1.4 Organisation Structure .................................................................................................................... 2 1.5 Strategic Operational Linkages ........................................................................................................... 2 1.6 Rationale ............................................................................................................................................. 3 1.7 Methodology ....................................................................................................................................... 3 2.0 ENVIRONMENTAL ANALYSIS ................................................................................................................... 5 2.1 Internal Environmental Analysis ......................................................................................................... 5 2.1.1 Institutional Capability Assessment ............................................................................................. 5 2.1.2 Past Performance ......................................................................................................................... 5 2.2 External Environmental Analysis ..................................................................................................... 9 2.2.1 Political Developments ................................................................................................................ 9 2.2.2 Economic Developments ........................................................................................................... 10 2.2.3 Social Developments .................................................................................................................. 12 2.1.2 Technological Developments ..................................................................................................... 14 2.1.3 Ecological/Environmental Developments .................................................................................. 15 2.1.4 Legal Developments ................................................................................................................... 16 2.2 Stakeholder Analysis ......................................................................................................................... 18 2.2.1 Primary Stakeholder Analysis .................................................................................................... 18 2.2.2 Secondary Stakeholder Analysis ................................................................................................ 22 3.0 SWOT ANALYSIS .................................................................................................................................... 24 4.0 STRATEGIC DIRECTION .......................................................................................................................... 26 4.1 Linkage to the 8NDP .......................................................................................................................... 26 4.2 Vision ................................................................................................................................................. 27 ii 4.3 Mission Statement ............................................................................................................................ 27 4.4 Strategic Themes and Strategic Results ............................................................................................ 27 4.4.1 Operational Excellence for High Quality Services ...................................................................... 28 4.4.2 Agribusiness and Marketing Excellence ..................................................................................... 28 4.4.3 Fisheries and Livestock Development ........................................................................................ 28 4.4.4 Animal Health Excellence ........................................................................................................... 28 4.5 Strategic Objective ............................................................................................................................ 28 4.6 Strategic Performance Output Matrix .............................................................................................. 30 5.0 ENABLING FACTORS .............................................................................................................................. 36 5.1 Pre-Conditions .................................................................................................................................. 36 5.2 Assumptions ...................................................................................................................................... 36 6.0 IMPLEMENTATION PLAN ....................................................................................................................... 37 7.0 MONITORING AND EVALUATION .......................................................................................................... 37 8.0 RISK MANAGEMENT .............................................................................................................................. 37 APPENDICES ................................................................................................................................................ 38 Appendix I: The Ministry 2022-2026 Balanced Scorecard ...................................................................... 38 Appemdix II: Implementation plan ................................................................ Error! Bookmark not defined. iii FOREWORD The 2022 - 2026 Strategic Plan for the Ministry of Fisheries and Livestock (MFL) is an important milestone to effectively execute its mandate and contribute to the attainment of targets in the Eighth National Development Plan (8NDP). The development of the Strategy is in line with the National Planning and Budgeting Act of 2020 and the Vision 2030 anchored on the aspirations of the New Dawn Government Manifesto and the Eighth National Development Plan. Thus, the Plan articulates the strategic direction for the next five years that will be followed in the Fisheries and Livestock subsector to address priorities set in the 8NDP as a building block towards the attainment of the Vision 2030. The Strategic Plan provides a competitive advantage to address the challenges and emerging issues in the Fisheries and Livestock subsector. It also provides guidance in the implementation of fisheries and livestock programmes in line with Government national priorities as outlined under Pillar I – Economic Transformation and Job creation, and Pillar III – Environmental Sustainability in the 8NDP. It is worth noting that the agriculture sector has been identified as a key driver of the economic diversification and job creation agenda in the 8NDP. Under the Agriculture sector, the Fisheries and Livestock subsector plays a key role in contributing to the Agriculture Gross Domestic Product (GDP) in Zambia. The New Dawn Government has demonstrated its political will by prioritising Fisheries and Livestock subsector particularly on animal disease control and aquaculture intensification to enhanced fisheries and livestock development. Further, through the actualisation of the National Decentralisation Policy, the Ministry will take extension services closer to local communities and encourage local participation in Fisheries and livestock development. The development of the 2022 – 2026 Strategic Plan took into account the internal and external environments in which the Ministry operated during the 2019 to 2021 Strategic Plan period. Factors in the external environment such as, Political/Policy, Economic, Social, Technological, Environmental/Ecological and Legal developments were analysed to establish their impact on the execution of the Ministry Mandate. The key factors that affected fisheries and livestock development include: depleting fish stocks in natural water bodies; declining budgetary allocation ii 4.3 Mission Statement ............................................................................................................................ 27 4.4 Strategic Themes and Strategic Results ............................................................................................ 27 4.4.1 Operational Excellence for High Quality Services ...................................................................... 28 4.4.2 Agribusiness and Marketing Excellence ..................................................................................... 28 4.4.3 Fisheries and Livestock Development ........................................................................................ 28 4.4.4 Animal Health Excellence ........................................................................................................... 28 4.5 Strategic Objective ............................................................................................................................ 28 4.6 Strategic Performance Output Matrix .............................................................................................. 30 5.0 ENABLING FACTORS .............................................................................................................................. 36 5.1 Pre-Conditions .................................................................................................................................. 36 5.2 Assumptions ...................................................................................................................................... 36 6.0 IMPLEMENTATION PLAN ....................................................................................................................... 37 7.0 MONITORING AND EVALUATION .......................................................................................................... 37 8.0 RISK MANAGEMENT .............................................................................................................................. 37 APPENDICES ................................................................................................................................................ 38 Appendix I: The Ministry 2022-2026 Balanced Scorecard ...................................................................... 38 Appemdix II: Implementation plan ................................................................ Error! Bookmark not defined. iii FOREWORD The 2022 - 2026 Strategic Plan for the Ministry of Fisheries and Livestock (MFL) is an important milestone to effectively execute its mandate and contribute to the attainment of targets in the Eighth National Development Plan (8NDP). The development of the Strategy is in line with the National Planning and Budgeting Act of 2020 and the Vision 2030 anchored on the aspirations of the New Dawn Government Manifesto and the Eighth National Development Plan. Thus, the Plan articulates the strategic direction for the next five years that will be followed in the Fisheries and Livestock subsector to address priorities set in the 8NDP as a building block towards the attainment of the Vision 2030. The Strategic Plan provides a competitive advantage to address the challenges and emerging issues in the Fisheries and Livestock subsector. It also provides guidance in the implementation of fisheries and livestock programmes in line with Government national priorities as outlined under Pillar I – Economic Transformation and Job creation, and Pillar III – Environmental Sustainability in the 8NDP. It is worth noting that the agriculture sector has been identified as a key driver of the economic diversification and job creation agenda in the 8NDP. Under the Agriculture sector, the Fisheries and Livestock subsector plays a key role in contributing to the Agriculture Gross Domestic Product (GDP) in Zambia. The New Dawn Government has demonstrated its political will by prioritising Fisheries and Livestock subsector particularly on animal disease control and aquaculture intensification to enhanced fisheries and livestock development. Further, through the actualisation of the National Decentralisation Policy, the Ministry will take extension services closer to local communities and encourage local participation in Fisheries and livestock development. The development of the 2022 – 2026 Strategic Plan took into account the internal and external environments in which the Ministry operated during the 2019 to 2021 Strategic Plan period. Factors in the external environment such as, Political/Policy, Economic, Social, Technological, Environmental/Ecological and Legal developments were analysed to establish their impact on the execution of the Ministry Mandate. The key factors that affected fisheries and livestock development include: depleting fish stocks in natural water bodies; declining budgetary allocation iv and disbursement to the Ministry; resistance among farmers and fishers to adopt sustainable farming and fishing methods leading to low production and productivity; and outbreak of animal diseases. In an effort to achieve the Vision and Mission set in this Strategic Plan and to fulfil its mandate, the Ministry has formulated eleven (11) strategic objectives that will guide the implementation of the fisheries and livestock programmes. These interventions will be realised with close collaboration with all key stakeholders. I am confident that our stakeholders will, support implementation of this Strategic Plan to ensure development of the Fisheries and Livestock subsector. I, therefore, call upon all our stakeholders to take ownership of the Strategic Plan and actively participate in its implementation. Hon. Makozo Chikote – MP HONOURABLE MINISTER OF FISHERIES AND LIVESTOCK v ACKNOWLEDGEMENT The 2022-2026 Strategic Plan for the Ministry of Fisheries and Livestock provides a new strategic focus following the expiry of the 2019 -2021 Strategic Plan. The development of the 2022 2026 Strategic Plan was rigorous and highly consultative in which various stakeholders at National, Provincial and District levels were engaged. I wish to thank all our stakeholders for the invaluable contribution during the strategic plan development process. I wish to express my sincere gratitude to the Management Development Division, Cabinet Office for providing technical support. I also extend my gratitude to all Development Partners for the valuable input into the process and their financial and technical assistance. Lastly, I wish to thank the management and staff of the Ministry who, in many and varied ways, contributed to the formulation of the Strategic Plan. It is my hope that this Strategic Plan will serve as a blueprint for the execution of the Ministry’s programmes during the period 2022 to 2026 and to the realisation of the development outcomes as outlined in the 8NDP and Vision 2030. Eng. Himba Cheelo Permanent Secretary MINISTRY OF FISHERIES AND LIVESTOCK iv and disbursement to the Ministry; resistance among farmers and fishers to adopt sustainable farming and fishing methods leading to low production and productivity; and outbreak of animal diseases. In an effort to achieve the Vision and Mission set in this Strategic Plan and to fulfil its mandate, the Ministry has formulated eleven (11) strategic objectives that will guide the implementation of the fisheries and livestock programmes. These interventions will be realised with close collaboration with all key stakeholders. I am confident that our stakeholders will, support implementation of this Strategic Plan to ensure development of the Fisheries and Livestock subsector. I, therefore, call upon all our stakeholders to take ownership of the Strategic Plan and actively participate in its implementation. Hon. Makozo Chikote – MP HONOURABLE MINISTER OF FISHERIES AND LIVESTOCK v ACKNOWLEDGEMENT The 2022-2026 Strategic Plan for the Ministry of Fisheries and Livestock provides a new strategic focus following the expiry of the 2019 -2021 Strategic Plan. The development of the 2022 2026 Strategic Plan was rigorous and highly consultative in which various stakeholders at National, Provincial and District levels were engaged. I wish to thank all our stakeholders for the invaluable contribution during the strategic plan development process. I wish to express my sincere gratitude to the Management Development Division, Cabinet Office for providing technical support. I also extend my gratitude to all Development Partners for the valuable input into the process and their financial and technical assistance. Lastly, I wish to thank the management and staff of the Ministry who, in many and varied ways, contributed to the formulation of the Strategic Plan. It is my hope that this Strategic Plan will serve as a blueprint for the execution of the Ministry’s programmes during the period 2022 to 2026 and to the realisation of the development outcomes as outlined in the 8NDP and Vision 2030. Eng. Himba Cheelo Permanent Secretary MINISTRY OF FISHERIES AND LIVESTOCK vi LIST OF TABLES Table 1: Clients and their needs .................................................................................................................. 18 Table 2: Secondary Stakeholders and their Interests ................................................................................. 22 Table 3: SWOT Analysis ............................................................................................................................... 24 Table 4: Strategic Themes ........................................................................................................................... 28 Table 5: Strategic Objectives ....................................................................................................................... 29 Table 6: Strategic performance output matrix ........................................................................................... 31 vii LIST OF FIGURES Figure 1: percentage performance by objective ............................................................................................ 6 vi LIST OF TABLES Table 1: Clients and their needs .................................................................................................................. 18 Table 2: Secondary Stakeholders and their Interests ................................................................................. 22 Table 3: SWOT Analysis ............................................................................................................................... 24 Table 4: Strategic Themes ........................................................................................................................... 28 Table 5: Strategic Objectives ....................................................................................................................... 29 Table 6: Strategic performance output matrix ........................................................................................... 31 vii LIST OF FIGURES Figure 1: percentage performance by objective ............................................................................................ 6 viii ACRONYMS 8NDP Eighth National Development Plan AI Artificial Insemination AITS Animal Health Identification and Traceability AU African Union ACTESA Alliance for Commodity Trade in Eastern and Southern Africa BSC Balance Scorecard CAADP Comprehensive Africa Agriculture Development Programme CATSP Comprehensive Agriculture Transformation Support Programme CBPP Contagious Bovine Plural Pneumonia CEEC Citizen Economic Empowerment Commission COMESA Common Market for Southern and East Africa DMMU Disaster Management Mitigation Unit EGD Electronic Government Division E-SLIP Enhanced Smallholder Livestock Investment Programme FMD Foot and Mouth Disease GDP Gross Domestic Product GIP Genetic Improvement Programmes IA Institutional Assessment ICT Information Communication Technology IUU Illegal, Unreported and Unregulated M&E Monitoring and Evaluation MFL Ministry of Fisheries and Livestock MPSA Ministries, Provinces and Spending Agencies MT Metric Tonnes MTEF Medium Term Expenditure Framework NGOs Non-Governmental Organizations OD Organisational Development ix PESTEL Political, Economic, Social, Technological, Environmental and Legal PPP Public-Private Partnership PSU Procurement and Supplies Unit R&D Research and Development SADC Southern Africa Development Community SWOT Strength, Weakness, Opportunities and Threat SZI Smart Zambia Institute TSB Technical Services Branch UN United Nations VMPS Veterinary Medicinal Products ZIAMIS Zambia Integrated Agricultural Management Information System viii ACRONYMS 8NDP Eighth National Development Plan AI Artificial Insemination AITS Animal Health Identification and Traceability AU African Union ACTESA Alliance for Commodity Trade in Eastern and Southern Africa BSC Balance Scorecard CAADP Comprehensive Africa Agriculture Development Programme CATSP Comprehensive Agriculture Transformation Support Programme CBPP Contagious Bovine Plural Pneumonia CEEC Citizen Economic Empowerment Commission COMESA Common Market for Southern and East Africa DMMU Disaster Management Mitigation Unit EGD Electronic Government Division E-SLIP Enhanced Smallholder Livestock Investment Programme FMD Foot and Mouth Disease GDP Gross Domestic Product GIP Genetic Improvement Programmes IA Institutional Assessment ICT Information Communication Technology IUU Illegal, Unreported and Unregulated M&E Monitoring and Evaluation MFL Ministry of Fisheries and Livestock MPSA Ministries, Provinces and Spending Agencies MT Metric Tonnes MTEF Medium Term Expenditure Framework NGOs Non-Governmental Organizations OD Organisational Development ix PESTEL Political, Economic, Social, Technological, Environmental and Legal PPP Public-Private Partnership PSU Procurement and Supplies Unit R&D Research and Development SADC Southern Africa Development Community SWOT Strength, Weakness, Opportunities and Threat SZI Smart Zambia Institute TSB Technical Services Branch UN United Nations VMPS Veterinary Medicinal Products ZIAMIS Zambia Integrated Agricultural Management Information System x EXECUTIVE SUMMARY The Ministry of Fisheries and Livestock’s 2022 to 2026 Strategic Plan provides a strategic direction in the execution of its mandate for the next five-years. The development of the Strategic Plan necessitated the need to come up with the new strategic direction following the expiry of the 2019 to 2021 Strategic Plan. Most importantly, the Ministry has aligned its programmes and activities to the Eighth National Development Plan which is a blueprint for the country’s social economic development for the period 2022 - 2026. The Strategic Plan, therefore, provides the Ministry with a framework for implementation of government priority programmes for the Fisheries and Livestock subsectors. The development of the Strategic Plan was based on the Integrated Institutional Assessment (IA) and Organisational Development (OD) Approach, underpinned by the Balanced Scorecard (BSC). A systematic method of planning to bring a desired future for the Ministry of Fisheries and Livestock was followed. The process involved the use of various tools such as Mckinsey 7s Model, SWOT and PESTEL in the process allowed the Ministry to examine the past performance and analyse the internal and external environments to form a basis for determining the strategic direction. The Ministry’s overall performance against the 2019 - 2021 Strategic Plan, was 30.15% with a rating of 1 representing below average performance. The major strategic issues that affected the operations of the Ministry included: depleting fish stocks in natural water bodies leading to a fish deficit, insufficient budgetary allocation and disbursement, COVID – 19 Pandemic, ineffective extension services to farmers and fishers leading to reduced production and productivity, outbreaks of animal diseases, and poor animal welfare among others. Based on the external and internal analysis of the operating environment including the capability assessment, and the key issues arising therefrom, the Ministry has set for itself a strategic operational framework within which all strategic decisions and programming relating to the execution of its mandate will be operationalised. The strategic direction has been aligned to the 8NDP’s Strategic Development areas as required by the National Planning and Budgeting Act No. 1 of 2020 of the Laws of Zambia. The Ministry’s vision in the next five (5) years is: xi Vision The Ministry envisions: “a nation producing quality livestock and fish for food security and livelihoods”. Mission Statement Consistent with the vision, the Ministry is committed to pursue a mission which entails: “to oversee production and productivity of fish and livestock for sustainable development”. Core Values In order to effectively execute its mandate during the Plan period the Ministry revised its core values and came up with (6) Core values, namely: Integrity, Accountability, Transparency, Innovation, Equity and Team-work. These values will inform the conduct of staff in their execution of duties. Strategic Themes and Strategic Results To realise the vision, the Ministry has identified four (4) thematic areas and their related strategic results as follows: Strategic Theme 1 Strategic Theme 2 Strategic Theme 3 Strategic Theme 4 Strategic Theme Operational excellence Agribusiness and marketing excellence Animal health excellence Fisheries and Livestock development Strategic Result High quality services Increased fisheries and livestock trade and exports Healthy animal populations Increased fish and livestock production and productivity x EXECUTIVE SUMMARY The Ministry of Fisheries and Livestock’s 2022 to 2026 Strategic Plan provides a strategic direction in the execution of its mandate for the next five-years. The development of the Strategic Plan necessitated the need to come up with the new strategic direction following the expiry of the 2019 to 2021 Strategic Plan. Most importantly, the Ministry has aligned its programmes and activities to the Eighth National Development Plan which is a blueprint for the country’s social economic development for the period 2022 - 2026. The Strategic Plan, therefore, provides the Ministry with a framework for implementation of government priority programmes for the Fisheries and Livestock subsectors. The development of the Strategic Plan was based on the Integrated Institutional Assessment (IA) and Organisational Development (OD) Approach, underpinned by the Balanced Scorecard (BSC). A systematic method of planning to bring a desired future for the Ministry of Fisheries and Livestock was followed. The process involved the use of various tools such as Mckinsey 7s Model, SWOT and PESTEL in the process allowed the Ministry to examine the past performance and analyse the internal and external environments to form a basis for determining the strategic direction. The Ministry’s overall performance against the 2019 - 2021 Strategic Plan, was 30.15% with a rating of 1 representing below average performance. The major strategic issues that affected the operations of the Ministry included: depleting fish stocks in natural water bodies leading to a fish deficit, insufficient budgetary allocation and disbursement, COVID – 19 Pandemic, ineffective extension services to farmers and fishers leading to reduced production and productivity, outbreaks of animal diseases, and poor animal welfare among others. Based on the external and internal analysis of the operating environment including the capability assessment, and the key issues arising therefrom, the Ministry has set for itself a strategic operational framework within which all strategic decisions and programming relating to the execution of its mandate will be operationalised. The strategic direction has been aligned to the 8NDP’s Strategic Development areas as required by the National Planning and Budgeting Act No. 1 of 2020 of the Laws of Zambia. The Ministry’s vision in the next five (5) years is: xi Vision The Ministry envisions: “a nation producing quality livestock and fish for food security and livelihoods”. Mission Statement Consistent with the vision, the Ministry is committed to pursue a mission which entails: “to oversee production and productivity of fish and livestock for sustainable development”. Core Values In order to effectively execute its mandate during the Plan period the Ministry revised its core values and came up with (6) Core values, namely: Integrity, Accountability, Transparency, Innovation, Equity and Team-work. These values will inform the conduct of staff in their execution of duties. Strategic Themes and Strategic Results To realise the vision, the Ministry has identified four (4) thematic areas and their related strategic results as follows: Strategic Theme 1 Strategic Theme 2 Strategic Theme 3 Strategic Theme 4 Strategic Theme Operational excellence Agribusiness and marketing excellence Animal health excellence Fisheries and Livestock development Strategic Result High quality services Increased fisheries and livestock trade and exports Healthy animal populations Increased fish and livestock production and productivity xii Strategic Objectives To accomplish its Mission, Strategic Results and Vision, the Ministry will in the next five (5) years, pursue the following eleven (11) strategic objectives as presented in the table below. Perspective Strategic Objective Customer/Stakeholder 1. Enhance fish and livestock production and productivity 2. Enhance animal health and management 3. Enhance skills development 4. Enhance fisheries and livestock conservation Finance/Stewardship 5. Improve financial management Internal Process 6. Enhance early warning and responsiveness 7. Improve information dissemination 8. Improve marketing of fish and livestock 9. Enhance management systems Organisation Capacity 10. Improve human resource capacity 11. Improve infrastructure and equipment This Strategic Plan will be operationalised using a (5) five-year Implementation Plan. The Implementation Plan will consist of costed annual activities that will be implemented by respective departments and individual staff. The Strategic Plan will be monitored regularly, that is, monthly, quarterly and annually. Progress reports shall be prepared to provide necessary interventions for improvement. In addition, a midterm review will be conducted to establish progress in attainment of set targets midway its implementation and institute corrective measures if any. Further a Risk Management Framework will be developed and operationalised to address any risks that may arise in the course of implementation. A terminal review will be carried out at the end of the plan period to establish full extent of the Strategic Plan implementation and its impact. The terminal review will inform preparation of the next Strategic Plan. 1 | P a g e 1.0 INTRODUCTION 1.2 Statutory Mandate The Ministry of Fisheries and Livestock is mandated to develop and manage the Fisheries and Livestock subsectors in Zambia. The Ministry is responsible for policy and legal development, production and productivity development, animal health, research and development, agribusiness and marketing, extension and advisory services, vocation, technical, and life learning skills. 1.3 Functions The Portfolio functions of MFL are enshrined in Gazette Notice No. 1123 of 20211 and outlined as follows: 1.3.1 Subjects 1. Animal Health 2. Animal Identification 3. Dairy Industry Development 4. Field Services 5. Fisheries and Livestock Credit 6. Livestock Development 7. Livestock Policy 8. Fisheries Development 9. Fisheries Policy 10. Fisheries and Livestock Extension 11. Fisheries and Livestock Marketing Policy 12. Fisheries and Livestock Research and Specialist Services 13. Veterinary and Fisheries Training 14. Veterinary and Tsetse Control Services 1.3.2 Statutory Bodies/Institutions In addition, the Ministry supervises the following Statutory Bodies/Institutions: i) Animal Diseases Control Fund xii Strategic Objectives To accomplish its Mission, Strategic Results and Vision, the Ministry will in the next five (5) years, pursue the following eleven (11) strategic objectives as presented in the table below. Perspective Strategic Objective Customer/Stakeholder 1. Enhance fish and livestock production and productivity 2. Enhance animal health and management 3. Enhance skills development 4. Enhance fisheries and livestock conservation Finance/Stewardship 5. Improve financial management Internal Process 6. Enhance early warning and responsiveness 7. Improve information dissemination 8. Improve marketing of fish and livestock 9. Enhance management systems Organisation Capacity 10. Improve human resource capacity 11. Improve infrastructure and equipment This Strategic Plan will be operationalised using a (5) five-year Implementation Plan. The Implementation Plan will consist of costed annual activities that will be implemented by respective departments and individual staff. The Strategic Plan will be monitored regularly, that is, monthly, quarterly and annually. Progress reports shall be prepared to provide necessary interventions for improvement. In addition, a midterm review will be conducted to establish progress in attainment of set targets midway its implementation and institute corrective measures if any. Further a Risk Management Framework will be developed and operationalised to address any risks that may arise in the course of implementation. A terminal review will be carried out at the end of the plan period to establish full extent of the Strategic Plan implementation and its impact. The terminal review will inform preparation of the next Strategic Plan. 1 | P a g e 1.0 INTRODUCTION 1.2 Statutory Mandate The Ministry of Fisheries and Livestock is mandated to develop and manage the Fisheries and Livestock subsectors in Zambia. The Ministry is responsible for policy and legal development, production and productivity development, animal health, research and development, agribusiness and marketing, extension and advisory services, vocation, technical, and life learning skills. 1.3 Functions The Portfolio functions of MFL are enshrined in Gazette Notice No. 1123 of 20211 and outlined as follows: 1.3.1 Subjects 1. Animal Health 2. Animal Identification 3. Dairy Industry Development 4. Field Services 5. Fisheries and Livestock Credit 6. Livestock Development 7. Livestock Policy 8. Fisheries Development 9. Fisheries Policy 10. Fisheries and Livestock Extension 11. Fisheries and Livestock Marketing Policy 12. Fisheries and Livestock Research and Specialist Services 13. Veterinary and Fisheries Training 14. Veterinary and Tsetse Control Services 1.3.2 Statutory Bodies/Institutions In addition, the Ministry supervises the following Statutory Bodies/Institutions: i) Animal Diseases Control Fund 2 | P a g e ii) Dairy Industry Development Board iii) Fisheries and Livestock Training Institutions iv) Livestock Development Trust v) Golden Valley Agriculture Research Trust – Batoka vi) Veterinary Council 1.4 Organisation Structure The policy direction of the Ministry is guided by the Minister while the Permanent Secretary oversees the operations of the Ministry. The programmes and activities of the Ministry are managed by Directors responsible for seven (7) Departments namely; i) Department of Fisheries ii) Department of Livestock Development iii) Department of Veterinary Services iv) Fisheries and Livestock Marketing Department v) Department of Human Resource and Administration vi) Policy, Planning and Information Department vii) Department of Finance In Addition, the Ministry has four Unit Heads responsible for the following four (4) support Units: i) Technical Services Branch (TSB) ii) Internal Audit iii) Procurement and Supplies Unit (PSU) iv) Information, Communications and Technology (ICT) Unit The Ministry Headquarters is in Lusaka and it is also present at Provincial and District levels. Within the Districts, the Ministry has a network of Veterinary and Fisheries Extension Camps. The Camps are aimed at ensuring that the extension services reach the rural areas. 1.5 Strategic Operational Linkages The Ministry of Fisheries and Livestock collaborates with other line Ministries, Development Partners, Universities, NGOs, Research Institutions, International Standards Setting Bodies, Professional Bodies, and other International Organisations in the execution of its mandate. The main areas of collaboration include: policy development, fisheries and livestock development, 3 | P a g e research and development, animal health, extension and advisory service delivery, animal identification and traceability, agribusiness and marketing development, human resource development and training, life learning and skills development. 1.6 Rationale The 2022-2026 Strategic Plan provides a new strategic direction for the Ministry of Fisheries and Livestock following the expiry of the 2019 - 2021 Strategic Plan. To this end, the Ministry prioritised the development of the next Strategic Plan to guide the implementation of fisheries and livestock programmes in line with the 8NDP and other international protocols and agreements. This Plan aims at addressing emerging issues in the Fisheries and Livestock subsector and provides guidance on national priorities in line with Strategic Development Area 1 – Economic Transformation and Job creation; and Strategic Development Area 3 – Environmental sustainability as espoused in the 8NDP. 1.7 Methodology The 2022 -2026 Strategic Plan was developed with technical support from the Management Development Division, Cabinet Office using an Integrated Strategic Planning process. The process had two phases, namely Institutional Assessment and Organization Development underpinned by the principles of the Balanced Scorecard. The Institutional Assessment involved assessing the Ministry’s performance against the previous Strategic Plan, literature review of policies and legal documents with implication in the execution of the Ministry’s mandate. The Institutional Assessment also involved examining the internal and external environments in which the Ministry operated to establish its distinctive competencies, and ascertain the external developments, which may affect the execution of the mandate. The internal environment was based on McKinney 7s framework which incorporated other tools such as the Lewin’s Simple Change Management Model, Objective and Problem Trees while the internal and external environment was assessed using the PESTEL Analysis. In addition, a stakeholder analysis and engagement was undertaken. During the analysis, all the stakeholders were mapped and representative samples selected for engagements. The groups were separately engaged as clients, management staff and other stakeholders (individuals/institutions 2 | P a g e ii) Dairy Industry Development Board iii) Fisheries and Livestock Training Institutions iv) Livestock Development Trust v) Golden Valley Agriculture Research Trust – Batoka vi) Veterinary Council 1.4 Organisation Structure The policy direction of the Ministry is guided by the Minister while the Permanent Secretary oversees the operations of the Ministry. The programmes and activities of the Ministry are managed by Directors responsible for seven (7) Departments namely; i) Department of Fisheries ii) Department of Livestock Development iii) Department of Veterinary Services iv) Fisheries and Livestock Marketing Department v) Department of Human Resource and Administration vi) Policy, Planning and Information Department vii) Department of Finance In Addition, the Ministry has four Unit Heads responsible for the following four (4) support Units: i) Technical Services Branch (TSB) ii) Internal Audit iii) Procurement and Supplies Unit (PSU) iv) Information, Communications and Technology (ICT) Unit The Ministry Headquarters is in Lusaka and it is also present at Provincial and District levels. Within the Districts, the Ministry has a network of Veterinary and Fisheries Extension Camps. The Camps are aimed at ensuring that the extension services reach the rural areas. 1.5 Strategic Operational Linkages The Ministry of Fisheries and Livestock collaborates with other line Ministries, Development Partners, Universities, NGOs, Research Institutions, International Standards Setting Bodies, Professional Bodies, and other International Organisations in the execution of its mandate. The main areas of collaboration include: policy development, fisheries and livestock development, 3 | P a g e research and development, animal health, extension and advisory service delivery, animal identification and traceability, agribusiness and marketing development, human resource development and training, life learning and skills development. 1.6 Rationale The 2022-2026 Strategic Plan provides a new strategic direction for the Ministry of Fisheries and Livestock following the expiry of the 2019 - 2021 Strategic Plan. To this end, the Ministry prioritised the development of the next Strategic Plan to guide the implementation of fisheries and livestock programmes in line with the 8NDP and other international protocols and agreements. This Plan aims at addressing emerging issues in the Fisheries and Livestock subsector and provides guidance on national priorities in line with Strategic Development Area 1 – Economic Transformation and Job creation; and Strategic Development Area 3 – Environmental sustainability as espoused in the 8NDP. 1.7 Methodology The 2022 -2026 Strategic Plan was developed with technical support from the Management Development Division, Cabinet Office using an Integrated Strategic Planning process. The process had two phases, namely Institutional Assessment and Organization Development underpinned by the principles of the Balanced Scorecard. The Institutional Assessment involved assessing the Ministry’s performance against the previous Strategic Plan, literature review of policies and legal documents with implication in the execution of the Ministry’s mandate. The Institutional Assessment also involved examining the internal and external environments in which the Ministry operated to establish its distinctive competencies, and ascertain the external developments, which may affect the execution of the mandate. The internal environment was based on McKinney 7s framework which incorporated other tools such as the Lewin’s Simple Change Management Model, Objective and Problem Trees while the internal and external environment was assessed using the PESTEL Analysis. In addition, a stakeholder analysis and engagement was undertaken. During the analysis, all the stakeholders were mapped and representative samples selected for engagements. The groups were separately engaged as clients, management staff and other stakeholders (individuals/institutions 4 | P a g e not receiving a service from the Ministry but may be affected by its decisions). The purpose of the engagements was to solicit for information on the current and future outlook of the Ministry as well as suggest areas of focus to enhance the execution of the mandate. The outputs of the Institutional Assessment facilitated the identification of Strategic Issues (major challenges) faced by the Ministry. With the information gathered during the IA a SWOT analysis was conducted to identify positive and negative factors that may facilitate or hinder respectively, Implementation of the Strategic Plan. This process facilitated the organisational development. The Organisation Development, involved determining the strategic direction of the Ministry for the next five years based on the Institutional Assessment. Therefore, the information collected from the IA was used to determine the strategic direction which involved formulating the Vision, Mission, Core Values, Strategic Themes, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies (Initiatives). The Strategic Plan was later validated by various stakeholders and cleared by Management Development Division, and later approved by the Minister. 5 | P a g e 2.0 ENVIRONMENTAL ANALYSIS 2.1 Internal Environmental Analysis The Internal environmental analysis involved undertaking an Institutional Capability Assessment using the McKinsey 7S Model to ascertain inadequacies and provide appropriate interventions to address them. The McKinsey 7S relates to the seven areas of an organisation namely; Strategy, Structure, Systems, Staff, Skills, Shared Values and Style of Leadership. This model assumes that, for an organisation to effectively operate, all the seven areas should be adequate as they complement and depend on each other. The internal analysis also involved conducting an institutional performance assessment to ascertain the Ministry’s performance against the 2019 2021 Strategic Plan. 2.1.1 Institutional Capability Assessment The Institutional Capability Assessment of the Ministry provided an in-depth analysis of its internal status relating to the Strategy, Structure, Systems, Staff, Shared values and Style of leadership and management by identifying gaps and provided appropriate interventions to effectively execute the 2022-2026 Strategic Plan. It was established that the MFL had gaps in all the seven areas which need to be addressed. Therefore, the Ministry will put in place strategies to address the identified gaps to effectively implement its Strategic Plan. 2.1.2 Past Performance 2.1.2.1 Performance Criteria The Ministry’s past performance is based on the terminal evaluation conducted on its 2019 - 2021 Strategic Plan. The exercise involved assessing the performance by strategic Objective to ascertain the extent to which the targets were met. The performance was rated using A 3-tier rating criteria identified by the colour codes as follows: a) Code 1 - Red (0% to 49%) for Below Average Performance. b) Code 2 - Yellow (50% to 79%) for Average Performance c) Code 3 - Green (80%-100%) for Above Average Performance 4 | P a g e not receiving a service from the Ministry but may be affected by its decisions). The purpose of the engagements was to solicit for information on the current and future outlook of the Ministry as well as suggest areas of focus to enhance the execution of the mandate. The outputs of the Institutional Assessment facilitated the identification of Strategic Issues (major challenges) faced by the Ministry. With the information gathered during the IA a SWOT analysis was conducted to identify positive and negative factors that may facilitate or hinder respectively, Implementation of the Strategic Plan. This process facilitated the organisational development. The Organisation Development, involved determining the strategic direction of the Ministry for the next five years based on the Institutional Assessment. Therefore, the information collected from the IA was used to determine the strategic direction which involved formulating the Vision, Mission, Core Values, Strategic Themes, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies (Initiatives). The Strategic Plan was later validated by various stakeholders and cleared by Management Development Division, and later approved by the Minister. 5 | P a g e 2.0 ENVIRONMENTAL ANALYSIS 2.1 Internal Environmental Analysis The Internal environmental analysis involved undertaking an Institutional Capability Assessment using the McKinsey 7S Model to ascertain inadequacies and provide appropriate interventions to address them. The McKinsey 7S relates to the seven areas of an organisation namely; Strategy, Structure, Systems, Staff, Skills, Shared Values and Style of Leadership. This model assumes that, for an organisation to effectively operate, all the seven areas should be adequate as they complement and depend on each other. The internal analysis also involved conducting an institutional performance assessment to ascertain the Ministry’s performance against the 2019 2021 Strategic Plan. 2.1.1 Institutional Capability Assessment The Institutional Capability Assessment of the Ministry provided an in-depth analysis of its internal status relating to the Strategy, Structure, Systems, Staff, Shared values and Style of leadership and management by identifying gaps and provided appropriate interventions to effectively execute the 2022-2026 Strategic Plan. It was established that the MFL had gaps in all the seven areas which need to be addressed. Therefore, the Ministry will put in place strategies to address the identified gaps to effectively implement its Strategic Plan. 2.1.2 Past Performance 2.1.2.1 Performance Criteria The Ministry’s past performance is based on the terminal evaluation conducted on its 2019 - 2021 Strategic Plan. The exercise involved assessing the performance by strategic Objective to ascertain the extent to which the targets were met. The performance was rated using A 3-tier rating criteria identified by the colour codes as follows: a) Code 1 - Red (0% to 49%) for Below Average Performance. b) Code 2 - Yellow (50% to 79%) for Average Performance c) Code 3 - Green (80%-100%) for Above Average Performance 6 | P a g e 2.1.2.2 Past Performance Record Based on the Twelve (12) Strategic objectives that were evaluated, the overall performance for MFL against the 2019 -2021 Strategic Plan was 30.15% with a rating of 1(red) representing below average performance. Generally, most targets were not achieved during the planned period. The Figure below illustrated the performance of the Ministry by Objective: Figure 1: percentage performance by objective 2.1.2.3 The Performance of the Fisheries Subsector During the period under review, the performance of the Fisheries and Livestock subsector was mixed, underpinned by suboptimal growth in fisheries and meagre out-turn registered under livestock. Fisheries and livestock contribution were less than the desired, coupled with decimal contribution to growth from the agricultural sector. The decimal performance was due to rising cost of production, volatility in the exchange rate, low funding to sectors, high debt burden and constrained fiscal space over the period of concern. 7 | P a g e The Ministry had prioritised aquaculture intensification and focused on increasing production and productivity through scaling up of fingerlings production, construction of aquaculture parks, facilitating establishment of hatcheries and nurseries, training of incubatees and capacity building of aquaculture farmers and other players across the value chain and provision of loans through the Aquaculture Seed Fund. With respect to capture fisheries, focus was on sustainable conservation of fisheries resources through control of Illegal, Unreported and Unregulated (IUU) fishing practices. In this regard, the Ministry conducted monitoring control and surveillance on the Lakes and other water bodies. In addition, the Ministry, issued licences and registered Kapenta fishers. Further, enforcement of fisheries regulations was enhanced. Under aquaculture, a total of 115 extension officers were retrained in pond construction and management, sitting, construction and installations of cages. In addition, 3,093 farmers across the country were trained in installations of fish-cages, management of aquaculture systems, feeding and feed formulation, inspections and maintenance of netting materials, and mooring systems. A total of 13 hatcheries were established and operationalised and this contributed to the production of 213 million fingerlings. The Ministry through the Citizen Economic Empowerment Commission (CEEC) approved Aquaculture Seed Fund loans valued at K 293.6 Million targeting 1,901 beneficiaries. In addition, 450 cages and pens were procured and installed for members of the Cooperatives in Sinazongwe, Gwembe and Chitambo Districts. Generally, fisheries production recorded moderate gains especially aquaculture which posted satisfactory growth. Fisheries production increased by 22.5 percent from 129,822 metric tonnes (MT) in 2019 to 159,043 MT in 2021. Aquaculture posted a 57.1 percent increase in fish production to 59,679 MT from 38,000 MT between 2019 and 2021. The bulk of the production was from commercial large-scale fish farmers in Southern, Northern, North-Western, Copperbelt and Lusaka Provinces, which are high potential aquaculture zones. Fish under capture fisheries increased marginally by 0.7 percent to 95,625 MT in 2021 from 94,943 MT in 2020. The increase is attributed to continuous monitoring, control and surveillance activities. The increased participation in the fishing of pelagic species also contributed to the increase in fish catch. There was also an increase in fish export volumes of 23.4 percent to 6,696 Mt in 2021 from 5,427 Mt in 2019. The major export destinations were the Democratic Republic of the Congo, Malawi, 6 | P a g e 2.1.2.2 Past Performance Record Based on the Twelve (12) Strategic objectives that were evaluated, the overall performance for MFL against the 2019 -2021 Strategic Plan was 30.15% with a rating of 1(red) representing below average performance. Generally, most targets were not achieved during the planned period. The Figure below illustrated the performance of the Ministry by Objective: Figure 1: percentage performance by objective 2.1.2.3 The Performance of the Fisheries Subsector During the period under review, the performance of the Fisheries and Livestock subsector was mixed, underpinned by suboptimal growth in fisheries and meagre out-turn registered under livestock. Fisheries and livestock contribution were less than the desired, coupled with decimal contribution to growth from the agricultural sector. The decimal performance was due to rising cost of production, volatility in the exchange rate, low funding to sectors, high debt burden and constrained fiscal space over the period of concern. 7 | P a g e The Ministry had prioritised aquaculture intensification and focused on increasing production and productivity through scaling up of fingerlings production, construction of aquaculture parks, facilitating establishment of hatcheries and nurseries, training of incubatees and capacity building of aquaculture farmers and other players across the value chain and provision of loans through the Aquaculture Seed Fund. With respect to capture fisheries, focus was on sustainable conservation of fisheries resources through control of Illegal, Unreported and Unregulated (IUU) fishing practices. In this regard, the Ministry conducted monitoring control and surveillance on the Lakes and other water bodies. In addition, the Ministry, issued licences and registered Kapenta fishers. Further, enforcement of fisheries regulations was enhanced. Under aquaculture, a total of 115 extension officers were retrained in pond construction and management, sitting, construction and installations of cages. In addition, 3,093 farmers across the country were trained in installations of fish-cages, management of aquaculture systems, feeding and feed formulation, inspections and maintenance of netting materials, and mooring systems. A total of 13 hatcheries were established and operationalised and this contributed to the production of 213 million fingerlings. The Ministry through the Citizen Economic Empowerment Commission (CEEC) approved Aquaculture Seed Fund loans valued at K 293.6 Million targeting 1,901 beneficiaries. In addition, 450 cages and pens were procured and installed for members of the Cooperatives in Sinazongwe, Gwembe and Chitambo Districts. Generally, fisheries production recorded moderate gains especially aquaculture which posted satisfactory growth. Fisheries production increased by 22.5 percent from 129,822 metric tonnes (MT) in 2019 to 159,043 MT in 2021. Aquaculture posted a 57.1 percent increase in fish production to 59,679 MT from 38,000 MT between 2019 and 2021. The bulk of the production was from commercial large-scale fish farmers in Southern, Northern, North-Western, Copperbelt and Lusaka Provinces, which are high potential aquaculture zones. Fish under capture fisheries increased marginally by 0.7 percent to 95,625 MT in 2021 from 94,943 MT in 2020. The increase is attributed to continuous monitoring, control and surveillance activities. The increased participation in the fishing of pelagic species also contributed to the increase in fish catch. There was also an increase in fish export volumes of 23.4 percent to 6,696 Mt in 2021 from 5,427 Mt in 2019. The major export destinations were the Democratic Republic of the Congo, Malawi, 8 | P a g e Hong Kong, South Africa and the United States of America. Import volumes were, however, higher and increased by 15.29 percent to 92,168 Mt in 2021 from 79,941 Mt in 2019. The increase in fish imports was attributed to the sustained high demand of fish. The major import sources were Namibia, China and South Africa. 2.1.2.4 The Performance of the Livestock Subsector The sector witnessed marginal increase in the performance of livestock population and products. Cattle population increased by 18.3 percent to 4.38 Million in 2021 from 3.7 Million in 2019. The population of goats and pigs increased marginally by 1.1 percent and 2.3 percent respectively while Poultry production continued to record positive growth during the period 2019 to 2021. The Ministry focused on stocking and restocking, livestock pass-on programme, promotion of pasture and forage production among smallholder farmers, and sustainable rangeland management. By 2021, a total of 1,500 smallholder farmers accessed breeding stock, a total of 33,421 farmers were supported through the livestock stocking and restocking program and accessed various livestock packages. (cattle, goats, pigs, chickens and rabbits). Further, 5,500 smallholder farmers accessed forage seed while 10,000 small scale farmers were mobilized, identified, and 8,125 farmers received assorted forage seed with support of Enhanced Smallholder Livestock Investment Programme (E-SLIP). In the 2020/21 season, a total area of 21,680 hectares of rangelands was reinforced with star grass amounting to 64,450 kgs distributed to the 16 rangelands country-wide. A total of 18,400ha (38,997 kgs) was over sown with legumes. In terms of pasture, the Ministry promoted pasture growing, conservation and utilisation and a total area of 189 hectares was cultivated as pasture demonstration sites with various forage species for showcasing to farmers. Generally, the major challenges faced in executing the Strategic Plan included inadequate budget allocation to implement programmes. Additionally, funding was also not adequate such that the Ministry was unable to sufficiently recruit staff and also replace its obsolete and damaged equipment. The other challenge faced was the impact of the COVID 19 pandemic that interrupted normal operations for some months as a result of the scourge. 9 | P a g e 2.2 External Environmental Analysis The analysis of the Ministry’s external environment focused on Political/Policy, Economic, Social, Technological, Environmental/Ecological and Legal (PESTEL) developments that had or may have an impact on the operations of the institution. The external environments with an impact on the Ministry are as follows: 2.2.1 Political Developments 2.2.1.1 Change of Government Administration Zambia is a land-linked country and has enjoyed political stability since independence as the country has had seven peaceful transitions of government that has witnessed four different regimes (UNIP, MMD, PF and UPND). Following the ushering in of the new regime (the New Dawn Administration) in 2021, the Fisheries and Livestock subsector has been repositioned to play a key role in the agricultural transformation agenda. The strong political will that has come with this refocusing of the sector has been premised on developing a Comprehensive Agriculture Transformation Support Programme (CATSP); enhancing extension service delivery; enhancing production and productivity of both fisheries and livestock; strengthening disease prevention and control through interventions such as vaccine production; promotion of value addition to fish and livestock products and promotion of access to local, regional and international markets. The stable political environment and strong political will makes the country attractive for investment in fisheries and livestock. Agriculture remains the major economic activity and employs over 80% of the rural population with Fisheries and Livestock subsector accounting for over one million households. The Fisheries and Livestock subsector contributes 2.9 percent to the GDP of which 1 percent is for fisheries while 1.9 percent is for livestock. To enhance fisheries and livestock development, the Government is implementing the National Livestock Development Policy, the National Fisheries and Aquaculture Policy and the National Animal Health Policy. These Policies have been developed within the broader framework of the 2014 Malabo Declaration and other regional and international agricultural protocols under the United Nations (UN), African Union (AU), Common Market for Southern and East Africa (COMESA), and Southern Africa Development Community (SADC). 8 | P a g e Hong Kong, South Africa and the United States of America. Import volumes were, however, higher and increased by 15.29 percent to 92,168 Mt in 2021 from 79,941 Mt in 2019. The increase in fish imports was attributed to the sustained high demand of fish. The major import sources were Namibia, China and South Africa. 2.1.2.4 The Performance of the Livestock Subsector The sector witnessed marginal increase in the performance of livestock population and products. Cattle population increased by 18.3 percent to 4.38 Million in 2021 from 3.7 Million in 2019. The population of goats and pigs increased marginally by 1.1 percent and 2.3 percent respectively while Poultry production continued to record positive growth during the period 2019 to 2021. The Ministry focused on stocking and restocking, livestock pass-on programme, promotion of pasture and forage production among smallholder farmers, and sustainable rangeland management. By 2021, a total of 1,500 smallholder farmers accessed breeding stock, a total of 33,421 farmers were supported through the livestock stocking and restocking program and accessed various livestock packages. (cattle, goats, pigs, chickens and rabbits). Further, 5,500 smallholder farmers accessed forage seed while 10,000 small scale farmers were mobilized, identified, and 8,125 farmers received assorted forage seed with support of Enhanced Smallholder Livestock Investment Programme (E-SLIP). In the 2020/21 season, a total area of 21,680 hectares of rangelands was reinforced with star grass amounting to 64,450 kgs distributed to the 16 rangelands country-wide. A total of 18,400ha (38,997 kgs) was over sown with legumes. In terms of pasture, the Ministry promoted pasture growing, conservation and utilisation and a total area of 189 hectares was cultivated as pasture demonstration sites with various forage species for showcasing to farmers. Generally, the major challenges faced in executing the Strategic Plan included inadequate budget allocation to implement programmes. Additionally, funding was also not adequate such that the Ministry was unable to sufficiently recruit staff and also replace its obsolete and damaged equipment. The other challenge faced was the impact of the COVID 19 pandemic that interrupted normal operations for some months as a result of the scourge. 9 | P a g e 2.2 External Environmental Analysis The analysis of the Ministry’s external environment focused on Political/Policy, Economic, Social, Technological, Environmental/Ecological and Legal (PESTEL) developments that had or may have an impact on the operations of the institution. The external environments with an impact on the Ministry are as follows: 2.2.1 Political Developments 2.2.1.1 Change of Government Administration Zambia is a land-linked country and has enjoyed political stability since independence as the country has had seven peaceful transitions of government that has witnessed four different regimes (UNIP, MMD, PF and UPND). Following the ushering in of the new regime (the New Dawn Administration) in 2021, the Fisheries and Livestock subsector has been repositioned to play a key role in the agricultural transformation agenda. The strong political will that has come with this refocusing of the sector has been premised on developing a Comprehensive Agriculture Transformation Support Programme (CATSP); enhancing extension service delivery; enhancing production and productivity of both fisheries and livestock; strengthening disease prevention and control through interventions such as vaccine production; promotion of value addition to fish and livestock products and promotion of access to local, regional and international markets. The stable political environment and strong political will makes the country attractive for investment in fisheries and livestock. Agriculture remains the major economic activity and employs over 80% of the rural population with Fisheries and Livestock subsector accounting for over one million households. The Fisheries and Livestock subsector contributes 2.9 percent to the GDP of which 1 percent is for fisheries while 1.9 percent is for livestock. To enhance fisheries and livestock development, the Government is implementing the National Livestock Development Policy, the National Fisheries and Aquaculture Policy and the National Animal Health Policy. These Policies have been developed within the broader framework of the 2014 Malabo Declaration and other regional and international agricultural protocols under the United Nations (UN), African Union (AU), Common Market for Southern and East Africa (COMESA), and Southern Africa Development Community (SADC). 10 | P a g e Despite the existence of strong political will and a comprehensive policy framework, the country continues to have some inconsistencies in the implementation of the fisheries and livestock policies such as trade restrictions imposed on fish and fish products as well as livestock and livestock products. In addition, the extension services and research and development have been inadequate and ineffective, lack of availability of vaccines, inadequate fisheries and livestock infrastructure, inadequate access to improved livestock and fisheries breed and generally low fisheries and livestock production and productivity have been recorded among the challenges. In order to address the above challenges, the Ministry will undertake the following interventions: i. Enhance extension service delivery; ii. Implement the Agricultural Transformation Programme (Comprehensive agriculture transformation support Programme); iii. Enhance fisheries and livestock production and productivity; iv. Increase support towards fisheries and livestock research institutions; v. Support production of vaccines and other biological consumables; vi. Enhance disease prevention and control; vii. Develop livestock and fisheries infrastructure (Complete and operationalise the existing Provincial laboratories and tier 3 livestock centres;) viii. Support animal breeding and genetics, AI, Restocking and stocking; ix. Prioritise fisheries and livestock market promotion and value addition; x. Promote regional and international cooperation; xi. Harmonise fisheries regulations in transboundary waters; and xii. Adhere to international animal health best practices to enhance fisheries and livestock trade. 2.2.2 Economic Developments 2.2.2.1 Unstable macroeconomic conditions Unstable macroeconomic conditions factors such as high inflation and fluctuating exchange rates, and high external national debt led Government to put in place austerity measures to reduce excessive spending. At the end of September 2021, the public external debt was $14.71 billion. The national debt resulted in reduced fiscal space which negatively impacted financing to the Ministry. The Ministry experienced reduction in budget allocations and funding for programmes 11 | P a g e during the previous strategic plan period. For instance, in the financial year ended 31st December, 2021, the Ministry received a total funding of K 453.7 Million against a budget of K 830.8 Million translating to 67% budget releases compared to 2019 budget allocation of 843.1 Million. The global economic meltdown and high inflation rate coupled with fluctuating exchange rates resulted in the increase of goods and service. For instance, in March 2022, the inflation rate was 13.1%, while the exchange rate fluctuated between K15.9/USD and K18.09/USD from January 2021 to March 2022 resulting in the rise in prices of goods and services. However, the economic outlook is slowly improving and stabilised due to the monetary policies put in place by Government. The Ministry will therefore strengthen implementation of financial controls and adhere to Public Financial Management Act No. 1 of 2018 and monetary policies to implement key national priority areas relating to fisheries and livestock. 2.2.2.2 Increased Animal Disease Despite the projected positive performance, the sector faced a number of challenges which included animal disease outbreaks of Foot and Mouth Disease (FMD) in different parts of the country except for Luapula Province, and outbreak of Contagious Bovine Pleuropneumonia (CBBP) in Mwinilunga District, North-western Province and Western Province. The animal disease adversely impacted on the agriculture sector due to reduced productivity and production in fish and livestock and their bye-products. To mitigate the impact of these developments, the Ministry shall: i. i.Advocate for increased funding to the Ministry of Fisheries and Livestock to meet the 10% CAADP target; ii. Create an enabling business environment to enhance private sector investment in the Fisheries and Livestock subsectors; iii. Enhance sustainable fisheries and livestock production and productivity; iv. Modernise fisheries and livestock extension and advisory service delivery; v. Promote aquaculture intensification; vi. Enhance animal health services; vii. Enhance fisheries and livestock agribusiness promotion, and exports; 10 | P a g e Despite the existence of strong political will and a comprehensive policy framework, the country continues to have some inconsistencies in the implementation of the fisheries and livestock policies such as trade restrictions imposed on fish and fish products as well as livestock and livestock products. In addition, the extension services and research and development have been inadequate and ineffective, lack of availability of vaccines, inadequate fisheries and livestock infrastructure, inadequate access to improved livestock and fisheries breed and generally low fisheries and livestock production and productivity have been recorded among the challenges. In order to address the above challenges, the Ministry will undertake the following interventions: i. Enhance extension service delivery; ii. Implement the Agricultural Transformation Programme (Comprehensive agriculture transformation support Programme); iii. Enhance fisheries and livestock production and productivity; iv. Increase support towards fisheries and livestock research institutions; v. Support production of vaccines and other biological consumables; vi. Enhance disease prevention and control; vii. Develop livestock and fisheries infrastructure (Complete and operationalise the existing Provincial laboratories and tier 3 livestock centres;) viii. Support animal breeding and genetics, AI, Restocking and stocking; ix. Prioritise fisheries and livestock market promotion and value addition; x. Promote regional and international cooperation; xi. Harmonise fisheries regulations in transboundary waters; and xii. Adhere to international animal health best practices to enhance fisheries and livestock trade. 2.2.2 Economic Developments 2.2.2.1 Unstable macroeconomic conditions Unstable macroeconomic conditions factors such as high inflation and fluctuating exchange rates, and high external national debt led Government to put in place austerity measures to reduce excessive spending. At the end of September 2021, the public external debt was $14.71 billion. The national debt resulted in reduced fiscal space which negatively impacted financing to the Ministry. The Ministry experienced reduction in budget allocations and funding for programmes 11 | P a g e during the previous strategic plan period. For instance, in the financial year ended 31st December, 2021, the Ministry received a total funding of K 453.7 Million against a budget of K 830.8 Million translating to 67% budget releases compared to 2019 budget allocation of 843.1 Million. The global economic meltdown and high inflation rate coupled with fluctuating exchange rates resulted in the increase of goods and service. For instance, in March 2022, the inflation rate was 13.1%, while the exchange rate fluctuated between K15.9/USD and K18.09/USD from January 2021 to March 2022 resulting in the rise in prices of goods and services. However, the economic outlook is slowly improving and stabilised due to the monetary policies put in place by Government. The Ministry will therefore strengthen implementation of financial controls and adhere to Public Financial Management Act No. 1 of 2018 and monetary policies to implement key national priority areas relating to fisheries and livestock. 2.2.2.2 Increased Animal Disease Despite the projected positive performance, the sector faced a number of challenges which included animal disease outbreaks of Foot and Mouth Disease (FMD) in different parts of the country except for Luapula Province, and outbreak of Contagious Bovine Pleuropneumonia (CBBP) in Mwinilunga District, North-western Province and Western Province. The animal disease adversely impacted on the agriculture sector due to reduced productivity and production in fish and livestock and their bye-products. To mitigate the impact of these developments, the Ministry shall: i. i.Advocate for increased funding to the Ministry of Fisheries and Livestock to meet the 10% CAADP target; ii. Create an enabling business environment to enhance private sector investment in the Fisheries and Livestock subsectors; iii. Enhance sustainable fisheries and livestock production and productivity; iv. Modernise fisheries and livestock extension and advisory service delivery; v. Promote aquaculture intensification; vi. Enhance animal health services; vii. Enhance fisheries and livestock agribusiness promotion, and exports; 12 | P a g e viii. Promote fish and livestock value addition; ix. Enhance livestock stocking and restocking; x. Promote livestock nutrition; xi. Enhance artificial insemination among smallholder farmers; and xii. Enhance conservation of indigenous fish and livestock species. 2.2.3 Social Developments 2.2.3.1 Population Increase The population of Zambia increased from 13 million in 2010 to 19.6 million in 2022. This provides an opportunity for increased fisheries and livestock development to meet the increased demand for fisheries and livestock products. On the other hand, an increased population leads to unsustainable use of natural resources such as fish stocks in the natural waters and grazing lands resulting in over-exploitation of natural resources. 2.2.3.2 High Dependence on Natural Resources Overdependence on natural resources by fishers for their livelihood and poor attitude to comply with fisheries regulations remains the main challenge to conservation of fish in natural water bodies especially the continued use of unsustainable fishing methods such as the use of mosquito nets leading to destruction of fish habitats and breed areas. Additionally, the poor attitude to adopt alternative means of livelihood during fishing bans has led to conflicts with authorities enforcing the regulations. Further, overcrowding in fishing camps and low levels of hygiene has led to outbreak of communicable diseases such as Cholera and other diarrhoeal diseases. 2.2.3.3 Outbreak of Covid-19 Pandemic The growth of the sector was hampered by negative effects of COVID 19 such as reduced livestock trade due to movement restrictions and general slowdown in economic activities. At Ministry level, the COVID -19 pandemic affected non-tax revenue generation as members of staff had challenges to engage farmers due to restrictions in movements. The pandemic also negatively impacted on the Ministry as it disrupted interactions between the farmers and the officers in the provision of extension services. During the COVID – 19 pandemic, the Ministry endeavoured to implement COVID 19 interventions aimed at mitigating the impact of the pandemic along the Aquaculture Value Chain. To this effect, the Ministry in conjunction with Disaster Management Mitigation 13 | P a g e Unit (DMMU) and other District departments, managed to distribute 1,122,009 fingerlings to 1049 (437 female) vulnerable households. In addition, the beneficiaries were trained in feed formulation so that they would be able to make feed using local materials. Further, border restrictions due to Covid-19 pandemic led to disruptions of supply chains especially for imported fisheries and livestock inputs such as feed premixes and Veterinary Medicinal Products (VMPs), fingerlings, fish feed and other input required in the production processes resulting in stock outs. The border restrictions also affected export of commodities such as honey and fish feed to major export destinations. Consequently, the delivery of key government programmes such as stocking and restocking, aquaculture seed fund pre-financing training and aquaculture incubation slowed down. To mitigate any potential pandemics and risks in future, the Ministry will put in place a risk management strategy to contain the effects that may arise. Additionally, the Ministry will endeavour to come up with alternative modes of operations such as digitalising some of its services. 2.1.1.1 Poor and Unsustainable Agricultural Practices With regard to livestock production, poor agricultural practices such as mixing of diseased animals in communal grazing lands, moving animals nearer to wild animals in search of water, opening of carcases of diseased animals, and poor biosecurity preventative measures has led to outbreaks of animal diseases such as Foot and Mouth Disease (FMD), Contagious Bovine Plural Pneumonia (CBPP) and Anthrax. Additionally, non-adherence to primary animal health practices such as dipping, scheduled vaccinations, and obtaining permits for livestock movement has exacerbated the spread of management diseases such as tick-borne diseases. Further, non-adherence to animal welfare practices such as mistreatment of animals used in research, entertainment, slaughter, animal draught power, and pets. Poor transportation of animals, lack of housing facilities, non-construction, and poor nutrition practices have significantly contributed to the poor health of animals making the veterinary treatment nonresponsive during disease outbreaks. 12 | P a g e viii. Promote fish and livestock value addition; ix. Enhance livestock stocking and restocking; x. Promote livestock nutrition; xi. Enhance artificial insemination among smallholder farmers; and xii. Enhance conservation of indigenous fish and livestock species. 2.2.3 Social Developments 2.2.3.1 Population Increase The population of Zambia increased from 13 million in 2010 to 19.6 million in 2022. This provides an opportunity for increased fisheries and livestock development to meet the increased demand for fisheries and livestock products. On the other hand, an increased population leads to unsustainable use of natural resources such as fish stocks in the natural waters and grazing lands resulting in over-exploitation of natural resources. 2.2.3.2 High Dependence on Natural Resources Overdependence on natural resources by fishers for their livelihood and poor attitude to comply with fisheries regulations remains the main challenge to conservation of fish in natural water bodies especially the continued use of unsustainable fishing methods such as the use of mosquito nets leading to destruction of fish habitats and breed areas. Additionally, the poor attitude to adopt alternative means of livelihood during fishing bans has led to conflicts with authorities enforcing the regulations. Further, overcrowding in fishing camps and low levels of hygiene has led to outbreak of communicable diseases such as Cholera and other diarrhoeal diseases. 2.2.3.3 Outbreak of Covid-19 Pandemic The growth of the sector was hampered by negative effects of COVID 19 such as reduced livestock trade due to movement restrictions and general slowdown in economic activities. At Ministry level, the COVID -19 pandemic affected non-tax revenue generation as members of staff had challenges to engage farmers due to restrictions in movements. The pandemic also negatively impacted on the Ministry as it disrupted interactions between the farmers and the officers in the provision of extension services. During the COVID – 19 pandemic, the Ministry endeavoured to implement COVID 19 interventions aimed at mitigating the impact of the pandemic along the Aquaculture Value Chain. To this effect, the Ministry in conjunction with Disaster Management Mitigation 13 | P a g e Unit (DMMU) and other District departments, managed to distribute 1,122,009 fingerlings to 1049 (437 female) vulnerable households. In addition, the beneficiaries were trained in feed formulation so that they would be able to make feed using local materials. Further, border restrictions due to Covid-19 pandemic led to disruptions of supply chains especially for imported fisheries and livestock inputs such as feed premixes and Veterinary Medicinal Products (VMPs), fingerlings, fish feed and other input required in the production processes resulting in stock outs. The border restrictions also affected export of commodities such as honey and fish feed to major export destinations. Consequently, the delivery of key government programmes such as stocking and restocking, aquaculture seed fund pre-financing training and aquaculture incubation slowed down. To mitigate any potential pandemics and risks in future, the Ministry will put in place a risk management strategy to contain the effects that may arise. Additionally, the Ministry will endeavour to come up with alternative modes of operations such as digitalising some of its services. 2.1.1.1 Poor and Unsustainable Agricultural Practices With regard to livestock production, poor agricultural practices such as mixing of diseased animals in communal grazing lands, moving animals nearer to wild animals in search of water, opening of carcases of diseased animals, and poor biosecurity preventative measures has led to outbreaks of animal diseases such as Foot and Mouth Disease (FMD), Contagious Bovine Plural Pneumonia (CBPP) and Anthrax. Additionally, non-adherence to primary animal health practices such as dipping, scheduled vaccinations, and obtaining permits for livestock movement has exacerbated the spread of management diseases such as tick-borne diseases. Further, non-adherence to animal welfare practices such as mistreatment of animals used in research, entertainment, slaughter, animal draught power, and pets. Poor transportation of animals, lack of housing facilities, non-construction, and poor nutrition practices have significantly contributed to the poor health of animals making the veterinary treatment nonresponsive during disease outbreaks. 14 | P a g e To mitigate against these negative social developments, the Ministry shall: i. Enhance sensitisation of sustainable fisheries and livestock management practices; ii. Sensitise and educate fishers and livestock farmers on biosecurity measures, animal welfare, and alternative forms of livelihood; iii. Enhance primary animal health care; and iv. Mainstream nutrition in fisheries and livestock with the National Nutrition Policy; 2.1.2 Technological Developments In the recent past, the application of smart technological advancements in agriculture has tremendously increased throughout the world to enhance production and productivity. To this effect Government prioritised investment in ICT in all sectors including fisheries and livestock by putting in place the e-Government policy in 2016. Under the Ministry of Fisheries and Livestock, the technology advancement has been vital in enhancing a diversified, competitive and sustainable Fisheries and Livestock subsectors and contributing to the agriculture transformation and development agenda as a whole. Since 2019 to 2021, there has been an increase in the adoption, access and use of information, technology and communication services. The Ministry has continued collaborating with the Ministry of Agriculture (MoA) and Electronic Government Division (EGD) (Smart Zambia Institute (SZI)) to operationalise the Zambia Integrated Agricultural Management Information System (ZIAMIS). Further, EGD is working with the Ministry to establish the e-extension and the web-based Animal Health Identification and Traceability (AITS) system. These systems will enable the registration of farmers and fishers, improve extension service delivery, disease control and enhance trade. The Ministry has also been working with other Cooperating Partners in improving technological knowledge and skills development in the utilisation of technology to optimise fisheries and livestock production and productivity. Efforts to enhance productivity are being made through, Artificial Insemination (AI), Genetic Improvement Programmes (GIP), vessel monitoring systems and hydroacoustics technologies in capture fisheries. Other interventions include embryo transfer, animal disease diagnosis, surveillance, control of animal diseases, fingerling production, 15 | P a g e laboratory services, production of drugs and vaccines, animal breeding and research and development. Despite these efforts, there is still inadequate investment and low adoption of technology, due to budgetary constraints, inadequate extension staff and high illiteracy levels among fishers and livestock farmers. The Ministry is exploring the utilisation of technology in extension service delivery, information management system, early warning climate change adaptation and resilience-building, livestock index-based insurance, auto-card (2D, 3D) in infrastructure design, procurement and financial management. To mitigate the challenges, the Ministry shall undertake the following: i. Enhance collaboration with Ministry of Technology and Science, Electronic Government Division and other Partners in technological development; ii. Develop and operationalise an e-extension system and Web-based AITS; iii. Invest in ICT equipment and infrastructure iv. Increase investment in Research and Development (R&D); v. Enhance partnerships with international, regional and local universities and research institutions to promote R&D; vi. Promote private sector participation in fisheries and livestock research and development; vii. Promote climate-smart fisheries and livestock production and productivity technologies; viii. Establish Fisheries and Livestock information management and early warning systems; and ix. Enhance fisheries and livestock extension and advisory service delivery. 2.1.3 Ecological/Environmental Developments 2.1.3.1 Climate Change and Climate Variability Globally, in the past decade, climate change and climate variability has been major serious threats to the agriculture sector especially in the area of sustainable fisheries and livestock development. Zambia, like any other country has been experiencing climate induced hazards which include drought and dry spells, seasonal and flash floods and extreme temperatures. These hazards, especially droughts and floods have increased in frequency and intensity over the past few decades and have adversely impacted animal husbandry 14 | P a g e To mitigate against these negative social developments, the Ministry shall: i. Enhance sensitisation of sustainable fisheries and livestock management practices; ii. Sensitise and educate fishers and livestock farmers on biosecurity measures, animal welfare, and alternative forms of livelihood; iii. Enhance primary animal health care; and iv. Mainstream nutrition in fisheries and livestock with the National Nutrition Policy; 2.1.2 Technological Developments In the recent past, the application of smart technological advancements in agriculture has tremendously increased throughout the world to enhance production and productivity. To this effect Government prioritised investment in ICT in all sectors including fisheries and livestock by putting in place the e-Government policy in 2016. Under the Ministry of Fisheries and Livestock, the technology advancement has been vital in enhancing a diversified, competitive and sustainable Fisheries and Livestock subsectors and contributing to the agriculture transformation and development agenda as a whole. Since 2019 to 2021, there has been an increase in the adoption, access and use of information, technology and communication services. The Ministry has continued collaborating with the Ministry of Agriculture (MoA) and Electronic Government Division (EGD) (Smart Zambia Institute (SZI)) to operationalise the Zambia Integrated Agricultural Management Information System (ZIAMIS). Further, EGD is working with the Ministry to establish the e-extension and the web-based Animal Health Identification and Traceability (AITS) system. These systems will enable the registration of farmers and fishers, improve extension service delivery, disease control and enhance trade. The Ministry has also been working with other Cooperating Partners in improving technological knowledge and skills development in the utilisation of technology to optimise fisheries and livestock production and productivity. Efforts to enhance productivity are being made through, Artificial Insemination (AI), Genetic Improvement Programmes (GIP), vessel monitoring systems and hydroacoustics technologies in capture fisheries. Other interventions include embryo transfer, animal disease diagnosis, surveillance, control of animal diseases, fingerling production, 15 | P a g e laboratory services, production of drugs and vaccines, animal breeding and research and development. Despite these efforts, there is still inadequate investment and low adoption of technology, due to budgetary constraints, inadequate extension staff and high illiteracy levels among fishers and livestock farmers. The Ministry is exploring the utilisation of technology in extension service delivery, information management system, early warning climate change adaptation and resilience-building, livestock index-based insurance, auto-card (2D, 3D) in infrastructure design, procurement and financial management. To mitigate the challenges, the Ministry shall undertake the following: i. Enhance collaboration with Ministry of Technology and Science, Electronic Government Division and other Partners in technological development; ii. Develop and operationalise an e-extension system and Web-based AITS; iii. Invest in ICT equipment and infrastructure iv. Increase investment in Research and Development (R&D); v. Enhance partnerships with international, regional and local universities and research institutions to promote R&D; vi. Promote private sector participation in fisheries and livestock research and development; vii. Promote climate-smart fisheries and livestock production and productivity technologies; viii. Establish Fisheries and Livestock information management and early warning systems; and ix. Enhance fisheries and livestock extension and advisory service delivery. 2.1.3 Ecological/Environmental Developments 2.1.3.1 Climate Change and Climate Variability Globally, in the past decade, climate change and climate variability has been major serious threats to the agriculture sector especially in the area of sustainable fisheries and livestock development. Zambia, like any other country has been experiencing climate induced hazards which include drought and dry spells, seasonal and flash floods and extreme temperatures. These hazards, especially droughts and floods have increased in frequency and intensity over the past few decades and have adversely impacted animal husbandry 16 | P a g e due to low food and water security for animals, especially in rural communities. According to global projections, climate change is expected to continue to cause more frequent droughts and floods, altering the weather pattern and vegetation. 2.1.3.2 Loss of Biodiversity on most Rivers and Lakes The indiscriminate introduction of invasive species has resulted in the loss of biodiversity on most rivers and lakes. On the other hand, sedimentation and poor land use practices have resulted in the loss of fish habitats thus contributing to low fish production. To mitigate against these ecological challenges, the Ministry shall: i. Mainstream climate change in fisheries and livestock policies; ii. Undertake enforcement conservation patrols; iii. Promote community participation in the management of fisheries resources; iv. Promote integrated land use planning; v. Encourage rangeland management and conservation; vi. Promote use of indigenous fish species in aquaculture; vii. Promote the use of local livestock breeds and strains; viii. Enhance capacity building on climate change adaptation for livestock farmers and fishers; and ix. Develop mechanisms for climate change financing among livestock and fish farmers. 2.1.4 Legal Developments Fisheries and Livestock development in Zambia is governed by several pieces of legislation which include prevention of Cruelty of Animals Act No. 13 of 1994, Tsetse Control Act No. 13 of 1994, Dairy Industry Act No. 22 of 2010, and Animal Identification and Traceability Act No. 28 of 2010. The main principle legislatures that govern fisheries and livestock development are the Animal Health Act No. 27 of 2010, Animal Identification and Traceability Act No. 28 of 2010 and Fisheries Act No. 22 of 2011. The above Fisheries and Livestock legislations are outdated and fragmented making it difficult to regulate the Fisheries and Livestock subsector. From 2018, the Ministry has been 17 | P a g e undertaking comprehensive legislative review on laws related to fisheries and livestock to align to the current trends. The Ministry will therefore expedite legislative review process to enhance fisheries and livestock production and productivity. Further, in order to augment the legislative framework for the subsectors, the Ministry of Fisheries Livestock will undertake the following interventions: i. Develop the National Livestock Development Act to serve as the principal Act for the livestock subsector; ii. Review the Veterinary and Veterinary Para-professions Act 45 of 2010; iii. Develop and amend the fisheries and livestock regulations; iv. Strengthen collaboration with the Ministry responsible for health to implement the food safety legislation; v. Implement fisheries and livestock development programmes in line with local authority by-laws; and vi. Enhance the export of fisheries and livestock products in line with national trade legislation. 16 | P a g e due to low food and water security for animals, especially in rural communities. According to global projections, climate change is expected to continue to cause more frequent droughts and floods, altering the weather pattern and vegetation. 2.1.3.2 Loss of Biodiversity on most Rivers and Lakes The indiscriminate introduction of invasive species has resulted in the loss of biodiversity on most rivers and lakes. On the other hand, sedimentation and poor land use practices have resulted in the loss of fish habitats thus contributing to low fish production. To mitigate against these ecological challenges, the Ministry shall: i. Mainstream climate change in fisheries and livestock policies; ii. Undertake enforcement conservation patrols; iii. Promote community participation in the management of fisheries resources; iv. Promote integrated land use planning; v. Encourage rangeland management and conservation; vi. Promote use of indigenous fish species in aquaculture; vii. Promote the use of local livestock breeds and strains; viii. Enhance capacity building on climate change adaptation for livestock farmers and fishers; and ix. Develop mechanisms for climate change financing among livestock and fish farmers. 2.1.4 Legal Developments Fisheries and Livestock development in Zambia is governed by several pieces of legislation which include prevention of Cruelty of Animals Act No. 13 of 1994, Tsetse Control Act No. 13 of 1994, Dairy Industry Act No. 22 of 2010, and Animal Identification and Traceability Act No. 28 of 2010. The main principle legislatures that govern fisheries and livestock development are the Animal Health Act No. 27 of 2010, Animal Identification and Traceability Act No. 28 of 2010 and Fisheries Act No. 22 of 2011. The above Fisheries and Livestock legislations are outdated and fragmented making it difficult to regulate the Fisheries and Livestock subsector. From 2018, the Ministry has been 17 | P a g e undertaking comprehensive legislative review on laws related to fisheries and livestock to align to the current trends. The Ministry will therefore expedite legislative review process to enhance fisheries and livestock production and productivity. Further, in order to augment the legislative framework for the subsectors, the Ministry of Fisheries Livestock will undertake the following interventions: i. Develop the National Livestock Development Act to serve as the principal Act for the livestock subsector; ii. Review the Veterinary and Veterinary Para-professions Act 45 of 2010; iii. Develop and amend the fisheries and livestock regulations; iv. Strengthen collaboration with the Ministry responsible for health to implement the food safety legislation; v. Implement fisheries and livestock development programmes in line with local authority by-laws; and vi. Enhance the export of fisheries and livestock products in line with national trade legislation. 18 | P a g e 2.2 Stakeholder Analysis 2.2.1 Primary Stakeholder Analysis The Ministry has identified in table 1 the following major Primarily Stakeholders (Clients) and their expected needs. The Clients have been classified in clusters for easy identification. Table 1: Clients and their needs NO Client Clusters Needs 1. Farmers 1. Fisheries and livestock advisory and extension services 2. Fisheries and livestock input supplies, agribusiness, market linkages and trade facilitation 3. Financial management services 4. Fisheries and livestock public infrastructure 5. Fisheries and livestock specialised services 6. Facilitation of Public Private Partnerships (PPPs) 7. Facilitation of environmental impact assessments 8. Information on policy and legislative guidelines 9. Animal health and veterinary services 10. Sanitary and Phytosanitary services 11. Food safety information and services 12. Animal Identification and Traceability services 13. Up to date technology development 2. Fishers 1. Information on policy and legislative guidelines and enforcement of regulations 2. Fisheries advisory and extension services 3. Fisheries regulations enforcement 4. Devolution of responsibilities to co-management structures 19 | P a g e 5. Processing facilities and landing sites 6. Approved designs of fishing equipment and accessories 7. Trade facilitation 8. Sanitary and Phyto-sanitary services 3. Bee-Keepers 1. Certification and registration services 2. Apiculture advisory and extension services 3. Market support and value addition services 4. Bee-keeping equipment and accessories 5. Animal Identification and Traceability services 6. Sanitary and Phyto-sanitary services 7. Laboratory Testing services 8. Eco - system management 4. Traders and Processors 1. Financial support 2. Livestock and fisheries support services 3. Sanitary and Phyto-sanitary services 4. Certification services 5. Up to date Policy framework 6. Fisheries and livestock information 7. Commodity marketing infrastructure 8. Traceability services 9. Product testing services 10. Market Linkages and credit facilities 11. Private Public Partnership guidelines for cooperation 12. Electronic Platforms for trade facilitation 18 | P a g e 2.2 Stakeholder Analysis 2.2.1 Primary Stakeholder Analysis The Ministry has identified in table 1 the following major Primarily Stakeholders (Clients) and their expected needs. The Clients have been classified in clusters for easy identification. Table 1: Clients and their needs NO Client Clusters Needs 1. Farmers 1. Fisheries and livestock advisory and extension services 2. Fisheries and livestock input supplies, agribusiness, market linkages and trade facilitation 3. Financial management services 4. Fisheries and livestock public infrastructure 5. Fisheries and livestock specialised services 6. Facilitation of Public Private Partnerships (PPPs) 7. Facilitation of environmental impact assessments 8. Information on policy and legislative guidelines 9. Animal health and veterinary services 10. Sanitary and Phytosanitary services 11. Food safety information and services 12. Animal Identification and Traceability services 13. Up to date technology development 2. Fishers 1. Information on policy and legislative guidelines and enforcement of regulations 2. Fisheries advisory and extension services 3. Fisheries regulations enforcement 4. Devolution of responsibilities to co-management structures 19 | P a g e 5. Processing facilities and landing sites 6. Approved designs of fishing equipment and accessories 7. Trade facilitation 8. Sanitary and Phyto-sanitary services 3. Bee-Keepers 1. Certification and registration services 2. Apiculture advisory and extension services 3. Market support and value addition services 4. Bee-keeping equipment and accessories 5. Animal Identification and Traceability services 6. Sanitary and Phyto-sanitary services 7. Laboratory Testing services 8. Eco - system management 4. Traders and Processors 1. Financial support 2. Livestock and fisheries support services 3. Sanitary and Phyto-sanitary services 4. Certification services 5. Up to date Policy framework 6. Fisheries and livestock information 7. Commodity marketing infrastructure 8. Traceability services 9. Product testing services 10. Market Linkages and credit facilities 11. Private Public Partnership guidelines for cooperation 12. Electronic Platforms for trade facilitation 20 | P a g e 5. Cooperatives, Farmers and Fishers Associations, Clubs and Groups 1. Fisheries and livestock advisory and extension services 2. Facilitate registration of co-operatives 3. Fisheries and livestock input and implement 4. Financial support 5. Fisheries and livestock public infrastructure 6. Fisheries and livestock specialised services 7. Fisheries and livestock information 8. Facilitation of out grower schemes 9. Facilitation of Public Private Partnerships 10. Facilitation of access to financial services 11. Sanitary and Phytosanitary services 12. Market linkages 13. Up to date technology development 6. Pasture and forage Seed Companies 1. Up to date Policy and Legislative framework 2. Facilitation of seed testing, variety protection and certification services 3. Training and information on pasture production 4. Facilitation of Phyto-sanitary certificates, import and export permits 5. Specialised pasture extension services 6. Export facilitation regional markets under the Alliance for Commodity Trade in Eastern and Southern Africa (ACTESA) agreed regulations 7. Hatchery Operators 1. Fisheries information 2. Facilitation of research knowledge sharing 3. Facilitation of training 4. Infrastructure and equipment 5. Financial support 21 | P a g e 8. Livestock Breeders 1. Development of breeding policy and legal framework 2. Livestock information services 3. Market Linkages 4. Animal Identification and Traceability services 5. Farmer information 6. Facilitate access to Artificial Insemination 9. Researchers 1. Fisheries and livestock information 2. Policy and legal framework guidelines 3. Fisheries and Livestock Standards 4. Farmer Information 5. Research agenda 6. Financial support 10 Financial service providers 1. Certification 2. Animal Identification and Traceability services 3. Fisheries and Livestock Information 4. Policy and Legal framework 5. Laboratory services 11. Animal Feed Companies 1. Collaboration and support in research and development 2. Appropriate Innovations 3. Fisheries and Livestock Information 4. Financial services for small scale feed producers 5. Feed standards 6. Reliable access to quality inputs 20 | P a g e 5. Cooperatives, Farmers and Fishers Associations, Clubs and Groups 1. Fisheries and livestock advisory and extension services 2. Facilitate registration of co-operatives 3. Fisheries and livestock input and implement 4. Financial support 5. Fisheries and livestock public infrastructure 6. Fisheries and livestock specialised services 7. Fisheries and livestock information 8. Facilitation of out grower schemes 9. Facilitation of Public Private Partnerships 10. Facilitation of access to financial services 11. Sanitary and Phytosanitary services 12. Market linkages 13. Up to date technology development 6. Pasture and forage Seed Companies 1. Up to date Policy and Legislative framework 2. Facilitation of seed testing, variety protection and certification services 3. Training and information on pasture production 4. Facilitation of Phyto-sanitary certificates, import and export permits 5. Specialised pasture extension services 6. Export facilitation regional markets under the Alliance for Commodity Trade in Eastern and Southern Africa (ACTESA) agreed regulations 7. Hatchery Operators 1. Fisheries information 2. Facilitation of research knowledge sharing 3. Facilitation of training 4. Infrastructure and equipment 5. Financial support 21 | P a g e 8. Livestock Breeders 1. Development of breeding policy and legal framework 2. Livestock information services 3. Market Linkages 4. Animal Identification and Traceability services 5. Farmer information 6. Facilitate access to Artificial Insemination 9. Researchers 1. Fisheries and livestock information 2. Policy and legal framework guidelines 3. Fisheries and Livestock Standards 4. Farmer Information 5. Research agenda 6. Financial support 10 Financial service providers 1. Certification 2. Animal Identification and Traceability services 3. Fisheries and Livestock Information 4. Policy and Legal framework 5. Laboratory services 11. Animal Feed Companies 1. Collaboration and support in research and development 2. Appropriate Innovations 3. Fisheries and Livestock Information 4. Financial services for small scale feed producers 5. Feed standards 6. Reliable access to quality inputs 22 | P a g e 2.2.2 Secondary Stakeholder Analysis The stakeholder analysis identified the major stakeholders and categorised them by cluster in respect of their interests/concerns as presented in table 2: Table 2: Secondary Stakeholders and their Interests No. Stakeholder Clusters Interests 1. Ministries, Provinces, Administration Spending Agencies (MPSAs) 1. Effective and efficient implementation of programmes related to Fisheries and Livestock 2. Fisheries and Livestock information 3. Collaborative support 4. Technical Assistance 2. Higher Learning Institutions 1. Collaboration and support in research and development 2. Appropriate Innovations 3. Fisheries and Livestock Information 3. Cooperating Partners 1. Adherence to international agreements and national plans 2. Efficient financial management 3. Fisheries and Livestock information 4. Good governance systems 5. Women and Youth representation 6. Mainstreaming Environmental sustainability 4. Non-Governmental Organizations (NGOs) 1. Adherence to international agreements and national plans 2. Efficient and effective financial management 3. Fisheries and Livestock information 4. Good governance systems 5. Women and Youth representation 6. Environmental, social and economic sustainability mainstreaming 23 | P a g e 5. Consultative Group for International Agricultural Research (CGIAR 1. Increased funding for research activities 2. Retention of research staff 3. Demand-Driven Research 6. Professional Bodies (e.g. Veterinary Association of Zambia) 1. Adherence to standards 2. Fisheries and Livestock information 3. Expansion of their membership 4. Facilitate licensing 5. Accreditation of members 7. International Fisheries and Livestock Organisations 1. Adherence to international standards for products, trade, procedures and regulations 2. Fisheries and Livestock information 8. International Standard Setting Bodies 1. Adhere to international standards 2. Participation in international standards-setting 3. Fisheries and Livestock information 9. Importers/ Exporters 1. Sanitary and phytosanitary services 2. Policy and Regulatory guidelines 3. Traceability Services 4. Laboratory Services 5. Market Support Services 6. Food Safety Certification Services 7. Electronic Platform for trade facilitation 22 | P a g e 2.2.2 Secondary Stakeholder Analysis The stakeholder analysis identified the major stakeholders and categorised them by cluster in respect of their interests/concerns as presented in table 2: Table 2: Secondary Stakeholders and their Interests No. Stakeholder Clusters Interests 1. Ministries, Provinces, Administration Spending Agencies (MPSAs) 1. Effective and efficient implementation of programmes related to Fisheries and Livestock 2. Fisheries and Livestock information 3. Collaborative support 4. Technical Assistance 2. Higher Learning Institutions 1. Collaboration and support in research and development 2. Appropriate Innovations 3. Fisheries and Livestock Information 3. Cooperating Partners 1. Adherence to international agreements and national plans 2. Efficient financial management 3. Fisheries and Livestock information 4. Good governance systems 5. Women and Youth representation 6. Mainstreaming Environmental sustainability 4. Non-Governmental Organizations (NGOs) 1. Adherence to international agreements and national plans 2. Efficient and effective financial management 3. Fisheries and Livestock information 4. Good governance systems 5. Women and Youth representation 6. Environmental, social and economic sustainability mainstreaming 23 | P a g e 5. Consultative Group for International Agricultural Research (CGIAR 1. Increased funding for research activities 2. Retention of research staff 3. Demand-Driven Research 6. Professional Bodies (e.g. Veterinary Association of Zambia) 1. Adherence to standards 2. Fisheries and Livestock information 3. Expansion of their membership 4. Facilitate licensing 5. Accreditation of members 7. International Fisheries and Livestock Organisations 1. Adherence to international standards for products, trade, procedures and regulations 2. Fisheries and Livestock information 8. International Standard Setting Bodies 1. Adhere to international standards 2. Participation in international standards-setting 3. Fisheries and Livestock information 9. Importers/ Exporters 1. Sanitary and phytosanitary services 2. Policy and Regulatory guidelines 3. Traceability Services 4. Laboratory Services 5. Market Support Services 6. Food Safety Certification Services 7. Electronic Platform for trade facilitation 24 | P a g e 3.0 SWOT ANALYSIS Based on the internal and external environmental analysis, a SWOT analysis was conducted to identify the factors within the Ministry in terms of the strengths and weaknesses and outside the Ministry in terms the opportunities and threats. The analysis summarised the SWOT as presented in table 3 below. Table 3: SWOT Analysis Positive Negative STRENGTHS 1. Established structures throughout the Country 2. Availability of Training Institutions within the Ministry 3. Existence of IMS 4. Existence of the ICT Unit 5. Strong partnerships with regional and international training institutions 6. Leadership and Management 7. Specialized members of Staff in Fisheries and Livestock WEAKNESSES 1. Inadequate organisation structure 2. Outdated job descriptions 3. Inadequate livestock infrastructure especially in rural areas 4. Weak M&E Framework 5. Inadequate staffing especially extension service workers 6. Inadequate financial resources 7. Ineffective early warning system 25 | P a g e OPPORTUNITIES 1. Political will 2. E-Government policy direction on digital transformation for Smart technology 3. Support from cooperating partners 4. Increased population 5. Technological advancements 6. Increased funds for entrepreneurship and empowerment through the Constituency Development Fund THREATS 1. Climate change and climate variability 2. Outbreak of animal diseases 3. Effects of pandemics such as COVID-19 4. Poor and unsustainable agricultural practices 5. High dependence on natural resources 6. Loss of biodiversity on most rivers and lakes 7. Unstable macro-economic conditions 24 | P a g e 3.0 SWOT ANALYSIS Based on the internal and external environmental analysis, a SWOT analysis was conducted to identify the factors within the Ministry in terms of the strengths and weaknesses and outside the Ministry in terms the opportunities and threats. The analysis summarised the SWOT as presented in table 3 below. Table 3: SWOT Analysis Positive Negative STRENGTHS 1. Established structures throughout the Country 2. Availability of Training Institutions within the Ministry 3. Existence of IMS 4. Existence of the ICT Unit 5. Strong partnerships with regional and international training institutions 6. Leadership and Management 7. Specialized members of Staff in Fisheries and Livestock WEAKNESSES 1. Inadequate organisation structure 2. Outdated job descriptions 3. Inadequate livestock infrastructure especially in rural areas 4. Weak M&E Framework 5. Inadequate staffing especially extension service workers 6. Inadequate financial resources 7. Ineffective early warning system 25 | P a g e OPPORTUNITIES 1. Political will 2. E-Government policy direction on digital transformation for Smart technology 3. Support from cooperating partners 4. Increased population 5. Technological advancements 6. Increased funds for entrepreneurship and empowerment through the Constituency Development Fund THREATS 1. Climate change and climate variability 2. Outbreak of animal diseases 3. Effects of pandemics such as COVID-19 4. Poor and unsustainable agricultural practices 5. High dependence on natural resources 6. Loss of biodiversity on most rivers and lakes 7. Unstable macro-economic conditions 26 | P a g e 4.0 STRATEGIC DIRECTION 4.1 Linkage to the 8NDP The Ministry’s 2022 -2026 Strategic Plan is anchored on the Eighth National Development Plan which is a blueprint for the country’s social-economic development for the period 2022 to 2026. The 8NDP has four Strategic Development Areas, and these are: 1. Economic Transformation and Job Creation; 2. Human and Social Development; 3. Environmental Sustainability; and 4. Good Governance Environment. The Ministry of Fisheries and Livestock will contribute to Strategic Development Area Number Two (2) on Economic Transformation and Job Creation whose development outcome is an industrialized and diversified economy. The Ministry will apply Strategy No. 1 that focuses on increase agriculture production and productivity whose programmes are: infrastructure development; fisheries and aquaculture development; livestock development; farmer support input; agribusiness development; research and development; extension service support; early warning and surveillance; and farm block and resettlement scheme development. During the implementation of the 2022 - 2026 Ministerial Strategic Plan, resource mobilisation and allocation to the Ministry of Fisheries and livestock will be aligned to the 8NDP. Both Medium Term Expenditure Framework (MTEF) and annual budgets for the Ministry will be related to the programmes in the 8NDP. To ensure effective implementation of the 8NDP, the Strategic Plan will be used for formulating the annual budgets. The implementation plan and annual plans with smart targets and schedules of activities, taking into account the available resources will be developed and operationalised. In this regard, the Ministry will use the Strategic Plan for resource mobilisation. The Ministerial Output Based Budget will be organised around the strategies in the Plan. Having analysed the internal and external environments within which the Ministry is operating, and may be expected to operate in the near future, the Ministry has set out an operational framework to guide the execution of its mandate as follows: 27 | P a g e 4.2 Vision The Ministry envisions: “A nation that produces quality livestock and fish for food security and livelihoods”. This entails that the ministry is striving to achieve improved production of quality livestock and fish in the medium to long-term in order to ensure food security and to export the excess. 4.3 Mission Statement Consistent with the vision, the Ministry is committed: “To oversee production and productivity of fish and livestock for sustainable development”. This Mission entails that the Ministry will put in place and enforce relevant policy and regulations that will enable it to create an enabling environment for the production and productivity of fish and livestock. 4.4 Strategic Themes and Strategic Results The Ministry has identified four (4) strategic themes (areas of focus) to address the identified challenges. This will lead to specific strategic results being realised once the challenges in the respective themes have been addressed. The focus in the four areas will ultimately lead to the attainment of the vision for the Ministry. The table below indicates the strategic themes and their corresponding strategic results. Core Values To attain the vision the Ministry commits to uphold the following six (6) Core values in the figure below; INTEGRITY We put the obligations of the Public Service above personal interest and conduct ourselves in a manner that is beyond reproach. ACCOUNTABILITY We are responsible to the Government and the public for decisions and actions taken, and submit to whatever scrutiny is appropriate to us. TRANSPARENCY We are open and base our advice and decisions on unbiased and rigorous analysis of evidence. INNOVATION We apply new ideas and methods for better solutions in our execution of public service. EQUITY Recognizing that our farmers are not the, we serve them according to needs based on objective and transparent criteria TEAM-WORK We work together as members of staff and collaborate with all stakeholders to achieve a common goal in the most efficient and effective manner. 26 | P a g e 4.0 STRATEGIC DIRECTION 4.1 Linkage to the 8NDP The Ministry’s 2022 -2026 Strategic Plan is anchored on the Eighth National Development Plan which is a blueprint for the country’s social-economic development for the period 2022 to 2026. The 8NDP has four Strategic Development Areas, and these are: 1. Economic Transformation and Job Creation; 2. Human and Social Development; 3. Environmental Sustainability; and 4. Good Governance Environment. The Ministry of Fisheries and Livestock will contribute to Strategic Development Area Number Two (2) on Economic Transformation and Job Creation whose development outcome is an industrialized and diversified economy. The Ministry will apply Strategy No. 1 that focuses on increase agriculture production and productivity whose programmes are: infrastructure development; fisheries and aquaculture development; livestock development; farmer support input; agribusiness development; research and development; extension service support; early warning and surveillance; and farm block and resettlement scheme development. During the implementation of the 2022 - 2026 Ministerial Strategic Plan, resource mobilisation and allocation to the Ministry of Fisheries and livestock will be aligned to the 8NDP. Both Medium Term Expenditure Framework (MTEF) and annual budgets for the Ministry will be related to the programmes in the 8NDP. To ensure effective implementation of the 8NDP, the Strategic Plan will be used for formulating the annual budgets. The implementation plan and annual plans with smart targets and schedules of activities, taking into account the available resources will be developed and operationalised. In this regard, the Ministry will use the Strategic Plan for resource mobilisation. The Ministerial Output Based Budget will be organised around the strategies in the Plan. Having analysed the internal and external environments within which the Ministry is operating, and may be expected to operate in the near future, the Ministry has set out an operational framework to guide the execution of its mandate as follows: 27 | P a g e 4.2 Vision The Ministry envisions: “A nation that produces quality livestock and fish for food security and livelihoods”. This entails that the ministry is striving to achieve improved production of quality livestock and fish in the medium to long-term in order to ensure food security and to export the excess. 4.3 Mission Statement Consistent with the vision, the Ministry is committed: “To oversee production and productivity of fish and livestock for sustainable development”. This Mission entails that the Ministry will put in place and enforce relevant policy and regulations that will enable it to create an enabling environment for the production and productivity of fish and livestock. 4.4 Strategic Themes and Strategic Results The Ministry has identified four (4) strategic themes (areas of focus) to address the identified challenges. This will lead to specific strategic results being realised once the challenges in the respective themes have been addressed. The focus in the four areas will ultimately lead to the attainment of the vision for the Ministry. The table below indicates the strategic themes and their corresponding strategic results. Core Values To attain the vision the Ministry commits to uphold the following six (6) Core values in the figure below; INTEGRITY We put the obligations of the Public Service above personal interest and conduct ourselves in a manner that is beyond reproach. ACCOUNTABILITY We are responsible to the Government and the public for decisions and actions taken, and submit to whatever scrutiny is appropriate to us. TRANSPARENCY We are open and base our advice and decisions on unbiased and rigorous analysis of evidence. INNOVATION We apply new ideas and methods for better solutions in our execution of public service. EQUITY Recognizing that our farmers are not the, we serve them according to needs based on objective and transparent criteria TEAM-WORK We work together as members of staff and collaborate with all stakeholders to achieve a common goal in the most efficient and effective manner. 28 | P a g e Table 4: Strategic Themes Strategic Theme 1 Strategic Theme 2 Strategic Theme 3 Strategic Theme 4 Strategic Theme Operational excellence Agribusiness and marketing excellence Animal health excellence Fisheries and Livestock development Strategic Result High quality services Increased fisheries and livestock trade and exports Healthy animal populations Increased fish and livestock production and productivity 4.4.1 Operational Excellence for High Quality Services The Ministry commits to addressing the key internal challenges by improving financial management systems, operational processes and procedures, human resources capabilities as well as infrastructure and equipment. These interventions will result in efficient and effective service delivery. 4.4.2 Agribusiness and Marketing Excellence Under this theme, the Ministry will enhance the promotion of Livestock and Fisheries agribusiness and marketing development. This will culminate into enhanced fisheries and livestock value development, market linkages for small scale farmers, and increased exports. 4.4.3 Fisheries and Livestock Development Under this theme, the Ministry will enhance the promotion of livestock and fisheries development, which will culminate into optimal fisheries and livestock production and productivity. 4.4.4 Animal Health Excellence The Ministry commits to the provision of quality animal health and veterinary services. This will be achieved by improving animal health management. These interventions will result in a healthy animal population. 4.5 Strategic Objective To accomplish its mission, strategic results and vision, the Ministry will in the next five years (2022 - 2026) commit to pursuing eleven (11) strategic objectives with their associated intended 29 | P a g e results, measures targets and strategies. The strategic objectives demonstrate the continuous improvements that the Ministry will need to undertake to get the desired results in the areas of focus as follows: Table 5: Strategic Objectives Perspective Strategic Objective Objective Description Customer/ Stakeholder Enhance fish and livestock production and productivity This entails increased fish production through the development and promotion of sustainable exploitation and utilisation of fisheries resources. Enhance animal health and management This entails reducing animal disease burden through strengthening implementation of disease control and prevention programmes. Enhance skills development This entails development of a training and skills development plan and revision of the curriculum for livestock and fisheries training. Enhance fisheries and livestock conservation This entails strengthening livestock research development and livestock conservation programmes so as to prevent breed extinction. Finance/ Stewardship Improve financial management This entails strengthening internal financial controls as well as developing and implementing a resource mobilisation plan Internal Process Enhance early warning and responsiveness This entails improving the preparedness and response to animal disease and other livestock and fisheries risks through the review and implementation of an early warning and response system. 28 | P a g e Table 4: Strategic Themes Strategic Theme 1 Strategic Theme 2 Strategic Theme 3 Strategic Theme 4 Strategic Theme Operational excellence Agribusiness and marketing excellence Animal health excellence Fisheries and Livestock development Strategic Result High quality services Increased fisheries and livestock trade and exports Healthy animal populations Increased fish and livestock production and productivity 4.4.1 Operational Excellence for High Quality Services The Ministry commits to addressing the key internal challenges by improving financial management systems, operational processes and procedures, human resources capabilities as well as infrastructure and equipment. These interventions will result in efficient and effective service delivery. 4.4.2 Agribusiness and Marketing Excellence Under this theme, the Ministry will enhance the promotion of Livestock and Fisheries agribusiness and marketing development. This will culminate into enhanced fisheries and livestock value development, market linkages for small scale farmers, and increased exports. 4.4.3 Fisheries and Livestock Development Under this theme, the Ministry will enhance the promotion of livestock and fisheries development, which will culminate into optimal fisheries and livestock production and productivity. 4.4.4 Animal Health Excellence The Ministry commits to the provision of quality animal health and veterinary services. This will be achieved by improving animal health management. These interventions will result in a healthy animal population. 4.5 Strategic Objective To accomplish its mission, strategic results and vision, the Ministry will in the next five years (2022 - 2026) commit to pursuing eleven (11) strategic objectives with their associated intended 29 | P a g e results, measures targets and strategies. The strategic objectives demonstrate the continuous improvements that the Ministry will need to undertake to get the desired results in the areas of focus as follows: Table 5: Strategic Objectives Perspective Strategic Objective Objective Description Customer/ Stakeholder Enhance fish and livestock production and productivity This entails increased fish production through the development and promotion of sustainable exploitation and utilisation of fisheries resources. Enhance animal health and management This entails reducing animal disease burden through strengthening implementation of disease control and prevention programmes. Enhance skills development This entails development of a training and skills development plan and revision of the curriculum for livestock and fisheries training. Enhance fisheries and livestock conservation This entails strengthening livestock research development and livestock conservation programmes so as to prevent breed extinction. Finance/ Stewardship Improve financial management This entails strengthening internal financial controls as well as developing and implementing a resource mobilisation plan Internal Process Enhance early warning and responsiveness This entails improving the preparedness and response to animal disease and other livestock and fisheries risks through the review and implementation of an early warning and response system. 30 | P a g e Improve information dissemination This entails improved visibility of the Ministry through the development of a communication strategy in order to inform the farmers and other stakeholders on new and improved innovations as well as latest information in the Fisheries and Livestock sector. Improve marketing of fish and livestock This entails improved Marketing of fisheries and Livestock products through Development and operationalisation of the Fisheries and Livestock Marketing strategy Enhance management systems This entails enhance the management systems through various interventions such as upgrading ICT infrastructure to enhance service delivery. Organisation Capacity Improve human resource capacity This entails strengthening performance management, development and implementation of the training plan, revision and operationalisation of the organisation structure and development and implementation of a change management strategy. Improve infrastructure and equipment This entails putting in place adequate fisheries and livestock infrastructure to support fisheries and livestock development 4.6 Strategic Performance Output Matrix The strategic performance output matrix is a log-frame that contains strategic Objectives with specific intended results, measures, targets and strategies/initiatives to be accomplished by the Ministry during the strategic plan period as presented in Table 6. 31 | P a g e Table 6: Strategic performance output matrix 30 | P a g e Improve information dissemination This entails improved visibility of the Ministry through the development of a communication strategy in order to inform the farmers and other stakeholders on new and improved innovations as well as latest information in the Fisheries and Livestock sector. Improve marketing of fish and livestock This entails improved Marketing of fisheries and Livestock products through Development and operationalisation of the Fisheries and Livestock Marketing strategy Enhance management systems This entails enhance the management systems through various interventions such as upgrading ICT infrastructure to enhance service delivery. Organisation Capacity Improve human resource capacity This entails strengthening performance management, development and implementation of the training plan, revision and operationalisation of the organisation structure and development and implementation of a change management strategy. Improve infrastructure and equipment This entails putting in place adequate fisheries and livestock infrastructure to support fisheries and livestock development 4.6 Strategic Performance Output Matrix The strategic performance output matrix is a log-frame that contains strategic Objectives with specific intended results, measures, targets and strategies/initiatives to be accomplished by the Ministry during the strategic plan period as presented in Table 6. 31 | P a g e Table 6: Strategic performance output matrix 32 | P a g e 33 | P a g e 32 | P a g e 33 | P a g e 34 | P a g e 35 | P a g e 34 | P a g e 35 | P a g e 36 | P a g e 5.0 ENABLING FACTORS The successful implementation of this Plan is centred on the following pre-conditions and assumptions: 5.1 Pre-Conditions The Ministry will need to put in place the following to ensure successful implementation of the 2022- 2026 Strategic Plan: i. Visionary Leadership; ii. Effective Management; iii. Adequately skilled, experienced and committed Staff; iv. Ownership of the Strategic Plan by all members of staff; v. Adequate operational tools and systems; and vi. Supportive policy and legal frameworks. 5.2 Assumptions The critical factors outside the control of the Ministry that should prevail for the successful implementation of the Plan include the following: i. Political will; ii. Adequate and timely funding; iii. Continued support from Stakeholders; iv. Stable Socio-Economic and political environments; v. Adequate staffing at all levels; and vi. Pandemic free environment. 37 | P a g e 6.0 IMPLEMENTATION PLAN The Ministry’s 2022 -2026 Strategic Plan will be operationalised using a five-year Implementation Plan (Refer to Appendix II – Implementation Plan). The Implementation Plan consists of costed annual activities that will be implemented by respective Departments and Cooperating Partners. The Policy and Planning Department will be responsible for coordinating the implementation of programmes and activities and ensure the production of progress reports by December every year. 7.0 MONITORING AND EVALUATION Monitoring and Evaluation (M&E) of the Strategic Plan will be vital for efficient and effective implementation of the Strategic Plan as well as ascertain the achievement of objectives. The process will involve conducting quarterly monitoring, mid-term review and an end line evaluation. An M&E framework will be developed to guide the monitoring and evaluation process by tracking progress and performance against set strategic objectives and targets. The Director Policy, Planning and Information Department will be responsible for coordinating the monitoring and evaluation processes of the Strategic Plan as well as ensure timely submission of quarterly and annual progress reports to Management. 8.0 RISK MANAGEMENT The Ministry will conduct a risk analysis to manage the anticipated risks during the 2022 - 2026 Strategic Plan period. The pre-conditions and assumptions made and other factors not anticipated will be monitored to ensure successful implementation of the Strategic Plan. 36 | P a g e 5.0 ENABLING FACTORS The successful implementation of this Plan is centred on the following pre-conditions and assumptions: 5.1 Pre-Conditions The Ministry will need to put in place the following to ensure successful implementation of the 2022- 2026 Strategic Plan: i. Visionary Leadership; ii. Effective Management; iii. Adequately skilled, experienced and committed Staff; iv. Ownership of the Strategic Plan by all members of staff; v. Adequate operational tools and systems; and vi. Supportive policy and legal frameworks. 5.2 Assumptions The critical factors outside the control of the Ministry that should prevail for the successful implementation of the Plan include the following: i. Political will; ii. Adequate and timely funding; iii. Continued support from Stakeholders; iv. Stable Socio-Economic and political environments; v. Adequate staffing at all levels; and vi. Pandemic free environment. 37 | P a g e 6.0 IMPLEMENTATION PLAN The Ministry’s 2022 -2026 Strategic Plan will be operationalised using a five-year Implementation Plan (Refer to Appendix II – Implementation Plan). The Implementation Plan consists of costed annual activities that will be implemented by respective Departments and Cooperating Partners. The Policy and Planning Department will be responsible for coordinating the implementation of programmes and activities and ensure the production of progress reports by December every year. 7.0 MONITORING AND EVALUATION Monitoring and Evaluation (M&E) of the Strategic Plan will be vital for efficient and effective implementation of the Strategic Plan as well as ascertain the achievement of objectives. The process will involve conducting quarterly monitoring, mid-term review and an end line evaluation. An M&E framework will be developed to guide the monitoring and evaluation process by tracking progress and performance against set strategic objectives and targets. The Director Policy, Planning and Information Department will be responsible for coordinating the monitoring and evaluation processes of the Strategic Plan as well as ensure timely submission of quarterly and annual progress reports to Management. 8.0 RISK MANAGEMENT The Ministry will conduct a risk analysis to manage the anticipated risks during the 2022 - 2026 Strategic Plan period. The pre-conditions and assumptions made and other factors not anticipated will be monitored to ensure successful implementation of the Strategic Plan. 38 | P a g e APPENDICES Appendix I: The Ministry 2022-2026 Balanced Scorecard 38 | P a g e APPENDICES Appendix I: The Ministry 2022-2026 Balanced Scorecard 39 | P a g e Ministry of Fisheries and Livestock P.O.BOX 50060 15100 Ridgeway Lusaka Website www.mfl.gov.zm Tel: +260 211 251379 Email: info@mfl.gov.zm 39 | P a g e Ministry of Fisheries and Livestock P.O.BOX 50060 15100 Ridgeway Lusaka Website www.mfl.gov.zm Tel: +260 211 251379 Email: info@mfl.gov.zm 39 | P a g e Ministry of Fisheries and Livestock P.O.BOX 50060 15100 Ridgeway Lusaka Website www.mfl.gov.zm Tel: +260 211 251379 Email: info@mfl.gov.zm The Ministry of Fisheries and Livestock P.O. BOX 50060 15100 Ridgeway Lusaka Website: www.mfl.gov.zm Tel: +260 211 251379 Email: info@mfl.gov.zm